General Director of Surgutneftegaz Bogdanov. Vladimir Bogdanov - General Director of OAO Surgutneftegaz. Higher, higher, higher...
Vladimir Bogdanov, CEO and co-owner of Surgutneftegaz, knows how to keep secrets. Why does his company keep astronomical amounts in deposits in Russian banks predominantly in US dollars?
The richest resident of the Khanty-Mansiysk Autonomous Okrug, CEO and co-owner of Surgutneftegaz, Russia's third largest oil company after Rosneft and Lukoil, Vladimir Bogdanov recently became a laureate state prize, the first in his life. The prize in the field of science was awarded to him for "the creation of rational systems for the development of oil, oil and gas and gas-oil fields in Western Siberia." It was presented personally by President Putin in a solemn ceremony in the Kremlin on June 12, 2017.
Few from Russian billionaires can boast of such a high assessment of his work. In the top ten of the Forbes list, no one has a state award, including the president of Lukoil, Vagit Alekperov. Meanwhile, Bogdanov occupies a modest 49th place in the ranking with a fortune of $1.9 billion. He has been on all Forbes lists since 2004, and the estimate of his fortune has changed slightly, from $1.7 billion to $4.4 billion.
In life, the billionaire is modest, and he avoids publicity. He last gave an interview to Forbes in 2004. Then the image of an ascetic living in Surgut in an ordinary apartment building and having a budget vacation in Karlovy Vary was fixed for him for many years. Another Forbes question about whether anything has changed since then remained unanswered. Bogdanov's receptionist told Forbes that he was on vacation. Email is disabled throughout the company “due to the threat of hacker attacks” and there is no operational communication with the manager.
Bogdanov came to work at Surgutneftegaz in 1976, in 1984, at the age of 33, he became the general director of the enterprise, and in 1995 he organized a scheme to buy out a state stake in the amount of 40.16% of shares through a loans-for-shares auction. Since then the structure share capital The company has changed several times, but who its real owners are still a secret with seven seals. In a 2016 report, Surgut states that "the company's shares are distributed among shareholders, none of whom is the ultimate controlling party and does not exercise significant influence." Bogdanov as to an individual today owns 0.37% ordinary shares Surgutneftegaz.
Another secret of Surgut is the astronomical amount of funds that the company keeps on deposits in Russian banks, mainly in US dollars. By the end of 2016, this amount was 2.181 trillion rubles, or $36 billion. This is almost 20% of all deposits of Russian companies in all Russian banks. In Sberbank, Russian companies keep 2.637 trillion rubles on deposits, in VTB - 2.181 trillion rubles (exactly the amount Surgut has accumulated). In all other banks, this figure is much lower.
Why does Surgut need so much cash? “We have something to spend on: we are developing new provinces. This money is a safety mechanism: no one knows what will happen to oil prices. We need them for the team to live in peace. If the situation of 1998 happens again, what will we do then?” Bogdanov answered questions from shareholders at the annual meeting in 2013. By that time, Surgut had already accumulated 1 trillion rubles, or $31 billion at the then exchange rate. The price of oil has more than halved, but the stash has remained intact. On the market, Surgutneftegaz, with its accumulated $36 billion, is worth only $20 billion.
The wealthiest resident of the administrative center of the Khanty-Mansiysk Autonomous Okrug-Yugra. He is co-owner and CEO of the country's largest oil and gas producing public joint stock company. Surgutneftegaz.
Childhood and education of Vladimir Leonidovich Bogdanov
The family of Vladimir Leonidovich lived in the village of Suerka, Uporovsky district, Tyumen region. The future billionaire was born twenty eighth May 1951. At school, he showed organizational skills and diligence in mastering school curriculum. Vladimir's favorite subjects were physics and mathematics. Teachers remember Volodya Bogdanov as a diligent and hardworking student. He was a true Komsomol leader. Since childhood, he strove to achieve his goals, and also motivated his peers. After school, Bogdanov went to serve in the army.
He received his higher education at the Tyumen Industrial Institute. In 1973 he defended his degree in engineering, and began to work. The billionaire didn't stop there. He went to the second higher education at the Academy of National Economy under the Council of Ministers of the USSR, and graduated from it in 1990. In 2000 he became the owner of the Ph.D. economic sciences, and three years later - Dr. Currently he is a full member of the Academy of Mining Sciences, as well as the Academy of Natural Sciences.
Bogdanov's career
The tycoon started his career from the bottom. From 1973 to 1976 he mastered three leading professions in his specialty. A young specialist, rapidly walking along career ladder. He began working at Surgutneftegaz in 1976. Vladimir Leonidovich went on promotion. From 1978 to 1980, he conscientiously served as deputy head of the drilling department, deputy general director, head of software Yuganskneftegaz ministries oil industry Soviet Union.
In June 1984, thirty-year-old Bogdanov was appointed to the position of general director of Surgutneftegaz, since 1993 a joint-stock company. The general director worked until late at night without days off and holidays. In addition, the head of Surgutneftegaz was actively engaged in political activities. From 1985 to 1993 he was a deputy of the Tyumen Regional Council of People's Deputies, and from 1990 to 1993 he became a deputy of the Supreme Council, later the Duma of the Khanty-Mansiysk Autonomous Okrug.
Governor
From 1990 to 2000 Bogdanov served on the board of directors of many companies. In April 2001, he joined the ranks of entrepreneurs LLC "Business Russia". From 2009 to 2011, a member of the Board of Directors of NK Rosneft, which belongs to. In 2008, he became one of the independent directors in "Zarubezhneft". In 2012, he joined the commission on issues strategic development fuel and energy complex and environmental safety which is led by .
Awards
Bogdanovat the award
Bogdanov Vladimir Leonidovich Honorary Citizen of the Khanty-Mansiysk Autonomous Okrug - Yugra, Leningrad Region, and municipalities Tyumen region - the city of Surgut and the Surgut region. He was awarded many honorary titles for the work done for the benefit of the oil and gas industry Russia. Per high achievements awarded the Order of Merit to the Fatherland of the second, third and fourth degree, and many others. In May 1998 he was in the list of the top ten directors of enterprises in Eastern Europe, and in December 2000 he was named "entrepreneur of the year".
In 2016 for special labor merits aimed at ensuring well-being and prosperity Russian Federation Vladimir Leonidovich was awarded a medal "Hero of Labor of the Russian Federation". On June 12, 2017, in the Kremlin, Bogdanov became the laureate of the state award for "creating rational systems for the development of oil, oil and gas and gas and oil fields in Western Siberia", which he presented himself President of Russian Federation.
The head of Surgutneftegaz Vladimir Bogdanov became the Hero of Labor
Compromising evidence and articles in the media
It is not surprising that the personality of a businessman is of interest to many journalists, because his person often appears in the rankings of the wealthiest people in the world.
Vladimir Yakushev and General Director of OAO Surgutneftegaz
Media opinion is divided. Some consider him a dark horse, while others call him a true hard worker who achieved everything with work and diligence. The billionaire himself does not pay attention to the press, does not communicate with journalists, prefers not to shine. The last time he gave an interview to Forbes magazine was in 2004. The less information journalists know, the more rumors they spread.
State of Vladimir Leonidovich Bogdanov
The billionaire is in the top ten of the largest Russian oligarchs, and also appears in the forefront of the wealthiest residents of Russia. In 2002, he owned about five billion dollars. Forbes estimated his fortune at only one billion dollars. The media claims that the value of the businessman's company is more than fifteen billion dollars. According to Vladimir Leonidovich Bogdanov, he owns minor stakes in enterprises: 0.005% of OJSC Surgutneftegaz, 0.122% of Surgutneftegazbank and 0.12% of Mosbusinessbank. For 2018, his income is $1,800 million. To date, Bogdanov is ranked fifty-fifth in the ranking of "Two hundred richest businessmen in Russia."
Personal life of Vladimir Bogdanov
In ordinary life, Bogdanov is very modest, despite his colossal earnings. He does not like to talk about his personal life, he does not communicate with journalists, which is why he was nicknamed the country's most closed oligarch. In ordinary life, Bogdanov is very modest, despite his colossal earnings. Vladimir Leonidovich considers it better to walk to work than to drive luxury cars with a driver. He is not afraid to walk without protection, he can be found in any store.
It is known that Vladimir Leonidovich was married twice. His second wife's name is Tamara, she is an engineer by training. There are no children of their own. The couple is raising an adopted daughter, Elena. The family lives in Surgut in a simple high-rise building. He tries to spend his holidays in his native parental village, the location of which is unknown. Also, the whole family try to visit the spa town of Karlovy Vary. In her free time, she enjoys reading historical books and riding a motorcycle.
Bogdanov Vladimir Leonidovich today
Vladimir Leonidovich Bogdanov, also known as "oil general", today is included in the list of the richest people in Russia. Despite the fact that the level of his income was declining, Vladimir Leonidovich never stopped exploiting domestic technologies, reducing the dependence of the Russian oil industry on imports. Surgutneftegaz is one of the largest oil companies Russian Federation, a city of 100,000 workers, is the result of the passion and dedication of an engineer in his profession. Thanks to his production policy aimed at maintaining service units on a par with drilling and production, Vladimir Leonidovich is a symbol that identifies social stability and successful development cities.
Bogdanov Vladimir Leonidovich is a real hard worker who, with hard work and zeal, went to his goal. This extraordinary man made himself, therefore he is an authoritative person for the inhabitants of Yurga. He was able to overcome all the difficulties in life path and become one of the wealthiest people in the Russian Federation and around the world. Few Russian tycoons can boast of having their name on the lists of the top ten Forbes state awards. And Vladimir Leonidovich has been on all lists of the magazine since 2004.
1973 - graduated from the Tyumen Industrial Institute with a degree in mining engineer for drilling oil and gas wells. In 1990 he graduated from the Academy of National Economy under the Council of Ministers of the USSR. Active member of the Academy of Mining Sciences and the Academy of Natural Sciences.
The general director and owner of 0.37% of the shares of Surgutneftegaz lives in an ordinary apartment building and modestly rests in Karlovy Vary.
Vladimir Bogdanov, CEO and co-owner of Surgutneftegaz, knows how to keep secrets. Why does his company keep astronomical deposits in Russian banks mostly in US dollars? The richest resident of the Khanty-Mansiysk Autonomous Okrug, CEO and co-owner of Surgutneftegaz, the third largest Russian oil company after Rosneft and Lukoil, Vladimir Bogdanov F 49 recently won a state award, the first in his life. The prize in the field of science was awarded to him for "the creation of rational systems for the development of oil, oil and gas and gas-oil fields in Western Siberia." It was presented personally by President Putin in a solemn ceremony in the Kremlin on June 12, 2017.
Few of the Russian billionaires can boast of such a high assessment of their work. In the top ten of the Forbes list, no one has a state award, including the president of Lukoil, Vagit Alekperov F 6. Meanwhile, Bogdanov occupies a modest 49th place in the ranking with a fortune of $1.9 billion. He has been on all Forbes lists since 2004, and the estimate of his fortune has changed slightly, from $1.7 billion to $4.4 billion.
In life, the billionaire is modest, and he avoids publicity. He last gave an interview to Forbes in 2004. Then the image of an ascetic living in Surgut in an ordinary apartment building and having a budget vacation in Karlovy Vary was fixed for him for many years. Another Forbes question about whether anything has changed since then remained unanswered. The secretary at Bogdanov's office told Forbes that he was on vacation, email was disabled throughout the company "due to the threat of hacker attacks" and there was no operational communication with the head.
Bogdanov came to work at Surgutneftegaz in 1976, in 1984, at the age of 33, he became the general director of the enterprise, and in 1995 he organized a scheme to buy out a state stake in the amount of 40.16% of shares through a loans-for-shares auction. Since then, the structure of the company's share capital has changed several times, but who its real owners are still a secret with seven seals. In a 2016 report, Surgut states that "the company's shares are distributed among shareholders, none of whom is the ultimate controlling party and does not exercise significant influence." Bogdanov, as an individual, today owns 0.37% of the ordinary shares of Surgutneftegaz.
Another secret of Surgut is the astronomical amount of funds that the company keeps on deposits in Russian banks, mainly in US dollars. By the end of 2016, this amount was 2.181 trillion rubles, or $36 billion. This is almost 20% of all deposits of Russian companies in all Russian banks. In Sberbank, Russian companies keep 2.637 trillion rubles on deposits, in VTB - 2.181 trillion rubles (exactly the amount Surgut has accumulated). In all other banks, this figure is much lower.
Why does Surgut need so much cash? “We have something to spend on: we are developing new provinces. This money is a safety mechanism: no one knows what will happen to oil prices. We need them for the team to live in peace. If the situation of 1998 happens again, what will we do then?” Bogdanov answered questions from shareholders at the annual meeting in 2013. By that time, Surgut had already accumulated 1 trillion rubles, or $31 billion at the then exchange rate. The price of oil has more than halved, but the stash has remained intact. On the market, Surgutneftegaz, with its accumulated $36 billion, is worth only $20 billion.
Elena Berezanskaya
Forbes
Surgutneftegaz , 29.04.05 , "Interview with Vladimir Bogdanov"
Interview with Vladimir Bogdanov, General Director of OJSC Surgutneftegaz: “The current rules of the game do not work in new regions.”
Question: This year, the oil industry is demonstrating a slowdown in oil production growth. The forecast of the Ministry of Economic Development for the medium term is also very conservative, in 2007, according to the forecasts of the Ministry, the growth will be only 0.6% per year. At the same time, Surgutneftegaz is now among the leaders among oil companies in terms of oil production growth. How will Surgutneftegaz's oil production develop in the medium term? What is your forecast for oil industry in general for the next 5 years, what is the difference in the development of oil production of Surgutneftegaz from other companies? What is the secret of Surgutneftegaz's oil production growth dynamics?
Answer: In Russia as a whole, the growth rate of oil production in the first quarter amounted to 3.6 percent, while OJSC “Surgutneftegaz” has a higher rate of 7 percent. There is no big secret here, the dynamics of production growth is determined by the scale of investments in previous years. Annually, to maintain and increase the level of production in our company, about 1.5 billion dollars of capital investments are needed, so in 2004 capital investments in oil production amounted to 41 billion rubles. These funds are invested primarily in the preparation of new reserves. Every year Surgutneftegaz puts into development 3-4 new fields. We must not forget that Surgutneftegaz accounts for 33 percent of development drilling in Russia as a whole. And these are new capacities that allow the company to ensure a systematic increase in production, without “bursts”, which are inevitably followed by a fall.
This year, Surgutneftegaz will reach a production level of 63.7 million tons of oil, next year - at the level of 67.7 million tons, and by 2007 we will reach the milestone of 70 million tons. This is without taking into account production in Eastern Siberia. Along with the commissioning of new fields, we pay much attention to the introduction of advanced technologies at old fields. Where, according to all canons and calculations, there should be a decline in production rates, the company demonstrates stabilization and even an increase in production by increasing oil recovery.
In general, in Russia, the trend towards a reduction in production growth has objective reasons: First of all, the resource base is deteriorating. Today, those fields that are discovered and put into operation in traditional mining regions are characterized by more complex mining and geological conditions, and, as a result, are initially more costly and less profitable, requiring the use of the latest technologies already at the initial stage of their development. Without their use, it becomes problematic for companies to reach an acceptable level of production.
As a percentage, the share of active reserves in Russia is declining every year. If today in total volume production, the share of active reserves is about 2/3, then with each subsequent year the balance will change towards an increase in the share of "difficult" reserves in the total annual oil production.
But the profitability of production cannot be ensured only through new technologies, which are a priori high-cost. The development of new deposits now requires new tax regimes and new approaches to solving infrastructure problems. New territories - Eastern Siberia, the Nenets Okrug, and partly Western Siberia - are not provided with infrastructure. For example, Surgutneftegaz next year introduces a large West Siberian Rogozhnikovskoye field, located 550 km from Surgut. In addition to being remote from transport routes, this field is also distinguished by complex geological conditions; oil will be extracted initially from deeper layers.
If today we do not work for the future, then in 5-10 years we can predict a drop in oil production in the country, and, first of all, this may affect companies operating in high-yield fields. To a lesser extent, this will affect low-rate fields, where the recovery rates are much lower. A simple example, if one well with a flow rate of 500 tons goes out of operation, then at least 30 wells must be drilled to replace it. The retirement of a low-rate well of 10 tons will have a much lesser impact on the overall level of production.
Vladimir Bogdanov
Question: The gas component of Surgutneftegaz's business allowed the company to reach a new level and become, in fact, not just an oil company, but an energy company. How will the gas and energy components of the company develop further??
Answer: The strategy in the gas production sector for oil companies today is determined by the possibility of its sale. For Surgutneftegaz, it is largely determined by the possibility of supplying gas for the needs of Tyumenenergo. Today, in total, this is about 14 billion cubic meters of gas per year. Surgutneftegaz has its own system of gas pipelines and compressor stations, a sort of mini-Gazprom. The percentage of gas utilization in the company is the highest in the industry - 95.8%.
Today, Surgutneftegaz is unable to connect to the Urengoy-Chelyabinsk gas pipeline due to its workload. Gazprom has identified a connection point for Surgutneftegaz in the Urengoy area, which requires the construction of a new gas pipeline. But without access to gas exports, this settlement proposal is still unprofitable. Therefore, due to restrictions on gas sales, the company sees no need to increase gas production.
As for the energy component, we have chosen the most economically and environmentally efficient way. When developing new deposits, the company comes to full own energy supply. That is, gas turbine power plants are being built, and the associated gas is disposed of on site as fuel, thereby ensuring the generation of electricity for the needs of oil production. Moreover, now the company's strategy is to advance the construction of energy facilities at the fields, that is, by the start of production, we provide the facility with our own electricity. The payback period of mini-power plants is up to 2 years, which significantly increases the efficiency of this business. In addition, the reliability of power supply during oil production increases, since there is power supply both from internal and from external sources nutrition. Last year, Surgutneftegaz built 5 gas turbine stations, and this year the company has purchased equipment for another 6 stations.
Already in 2007 these capacities will allow us to meet 25% of the company's total electricity demand.
If the law on the procedure for admitting independent producers to Gazprom's gas transmission system is nevertheless adopted, then Surgutneftegaz will have big potential to increase gas production. In this case, the company can increase production to 30 billion cubic meters of gas per year, that is, we can talk about a 2-fold increase in production volumes.
Question: " Surgutneftegaz started operations in Yakutia, how is business developing in this region? How is the negotiation process with Yukos on the property complex of Sakhaneftegaz going? What is your strategy for developing new regions?
Answer: As for our work in Yakutia, over the past year Surgutneftegaz has done much more in this region than it did in the previous 7-10 years. A large amount of seismic research has been carried out, exploration and production wells are being drilled, we have brought a large amount of machinery, equipment, vehicles there, and have equipped a production base in the village of Vitim. Work is underway to design a pipeline from Talakan to Ust-Kut (so far this is a preliminary point). At the end of May, a project for the development of the Talakanskoye field will be ready. In general, taking into account the bonus, we have invested about $550 million in this project. The issue of buying a property complex from Sakhaneftegaz has not yet been resolved due to legal difficulties - we have no one to resolve these issues with.
By the end of 2008, we plan to complete the construction of an oil pipeline from the Talakanskoye field to Ust-Kut. By this time, all the technical capacities for the industrial development of the Talakanskoye field will be ready, where at the first stage we plan to produce about 4 million tons per year, with a further increase to 6 million tons per year. In addition, the company expects to discover new fields in Yakutia, in any case, seismic work in our licensed areas (Kedrovy, Horonokhsky, Peleduysky) is giving encouraging results. Taking into account the capacity of the planned pipeline of 26 million tons, which we intend to build ourselves, we believe that other companies, in particular Verkhnechonskneftegaz, can use the pumping capacity. Export destinations for oil from the Talakanskoye field may be the port of Nakhodka and China /through Zabaikalsk/.
However, in new regions, it is necessary to consolidate efforts and create consortiums, since the creation of infrastructure requires significant costs.
In general, the development of new territories, from geological exploration to oil production, largely depends on government policy. Today operating system taxation does not allow companies to reach the threshold of profitability in the development of new deposits. What remains with the company even at a price of 300-320 dollars per ton? Export duty - $130, severance tax - $63, transportation costs, namely the railway tariff, for example, Ust-Kut - Nakhodka / Zabaikalsk / - $100 property, etc. With a simple, figuratively speaking, "peasant's account", it becomes clear that the current rules of the game in new regions do not work, a different approach is needed here at the state level. First of all, it concerns the creation of infrastructure /roads, pipelines, electric power facilities/, which always precedes the industrial development of territories. But we must not forget that the creation of such a powerful infrastructure complex is also of national importance for the development of uninhabited regions of Russia. At the same time, businesses will also have to address social issues.
How can this problem be solved? In my opinion, one of the tools can be a mechanism for differentiating the severance tax. In particular, differentiation makes it possible to take into account transport costs. It is one thing to transport for export from Tataria, and quite another from Western Siberia, and even more so from Eastern Siberia. For an oilman, in principle, it does not matter whether these are fiscal withdrawals through transportation costs, or whether these are tax deductions. Therefore, the state must clearly formulate its transport tariff policy. According to our calculations, the tariff for transportation from Eastern Siberia should not exceed $30 per ton, otherwise it will lead to losses for subsoil users. At the same time, so far the proposed railroad tariff reaches $100, and as for the pipeline system, the figure of $47 has been announced so far, and this does not include transshipment in the port. Under these conditions, oil companies have no incentive to develop new regions and, above all, Eastern Siberia.
Nevertheless, beyond the threshold of 2020, oil production centers, regardless of anyone's wishes, should move from Western Siberia to new regions - to the East and to Timan-Pechora. At the current level of production and based on the proven reserves of Western Siberia, in 15 years more than 75% of the region's 6 billion tons of reserves will be extracted, which will naturally shift production to new territories, and we must be ready to solve this problem. Otherwise, Russia will have to become an oil importer.
In general, Surgutneftegaz is gradually moving into new regions. This year we are completing seismic studies at 3 sites in Timan-Pechora, and if our forecasts for reserves are confirmed, we will start drilling exploration wells. In the future, of course, we will take part in auctions in the Timan-Pechora province. The development of the Timan-Pechora poses another task for oil companies - to maintain the quality of oil. It is no secret that Timan-Pechora oil is inferior in quality to Siberian oil, therefore, during its transportation, it is necessary to solve the problem of maintaining a quality bank. Otherwise, not only producers in Western Siberia will lose, but the state as a whole, since a decrease in quality will lead to a decrease in prices in foreign markets and, as a result, to a decrease in state revenues. The construction of an oil pipeline from Western Siberia to Murmansk / Indiga / will solve this problem. In addition, this will create a transport reserve of export capacities of the Russian Federation. It's no secret that piping system, in particular, the Druzhba oil pipeline, built back in the 60s, needs technical renovation. In this sense, the oil pipeline to Murmansk will reduce the risks in fulfilling export obligations and will be a kind of reserve for Druzhba. The construction plans for the first stage of the Kharyaga-Indiga section are absolutely correct, since at least this will solve not only the transport problem in Timan-Pechora, but also the problem of maintaining the quality of oil in Russia as a whole.
Question: Unlike other companies, Surgutneftegaz has never used the services of Western service contractors. In your opinion, is this an economically sound approach?
Answer: The principle of operation of Surgutneftegaz with Western service companies differs from those that guide many Russian companies. We are following the path of purchasing software and technical means, equipment, if necessary, we involve supervisors at the implementation stage. In this regard, we closely cooperate with Baker Hughes, Shlumberger, Hollyburton. Contracts with Baker Hughes, for example, amount to about $120-130 million annually.
Our specialists undergo training in Western companies - every year we send 50-60 people for training.
Technique, equipment, software and the knowledge gained by the staff allows us to successfully solve all the tasks in the field of field modeling, geological exploration, enhanced oil recovery, etc.
The cost of performing various service operations - hydraulic fracturing, sidetracking, continuous pipe operations - is 4-5 times lower than that of Western service companies. In addition, in terms of the volume of service operations, the level of technical equipment - hydraulic fracturing fleets, units with a continuous pipe, etc. - Today we are ahead of many Western service companies. Therefore, we believe that it makes no sense to involve Western contractors for the entire scope of work.
In addition, during the operation of foreign machinery and equipment, we are looking for the possibility of manufacturing analogues at domestic factories. We have developed an import substitution program, which is quite successfully implemented jointly with defense complex enterprises, scientific and technical centers, machine-building plants. The economic efficiency of the implementation of this program in 2004 amounted to 364 million rubles.
Question: The problem of improving the quality of petroleum products is becoming increasingly important for oil companies. Achieving a new level of quality in oil refining is a necessary component to improve the efficiency of the business of oil holdings. What are the prospects of Surgutneftegaz in this direction?
Answer: In my opinion, today's problems in oil refining are rooted in the distant past. The energy development strategy, oriented first to the consumption of coal, and then fuel oil, led to the fact that Russian refineries to a large extent and for a long time focused on the production of dark oil products. Now market conditions dictate to us the need to transfer refineries to new technological processes, to increase the depth of oil refining.
In 2008, Surgutneftegaz plans to introduce a complex for deep oil refining at Kirishinefteorgsintez, which will allow processing up to 4.8 million tons of fuel oil per year. The launch of hydrocracking and then catalytic cracking will increase the depth of processing up to 93%. This is very important, given the geographically and historically established export orientation of our plant since the Soviet times.
In addition, the need for technical re-equipment of Russian refineries is dictated by increasing environmental requirements. Moreover, this applies to the plant in Kirishi, which is located in close proximity to the largest metropolis - St. Petersburg. In this sense, the transition to the production of petroleum products that meet European standards is a requirement of the time, and all companies will certainly have to deal with the issues of upgrading refineries.
At the same time, the introduction of new technologies for the transition to the production of petroleum products of European quality standards also requires a special state policy that would create conditions that would encourage companies to increase the depth of processing at their refineries and produce petroleum products with high consumer and environmental properties. This will make it possible to qualitatively change the structure of exports and move from the prevailing sale of crude oil to the sale of a basket of petroleum products.
To date, companies have no incentives for a large-scale transition to high-quality fuel. For example, Surgutneftegaz is investing about $2 billion in the construction of a hydrocracking complex. In a situation where the state is lowering duties on fuel oil and raising them on diesel fuel, it is difficult to talk about the effectiveness of such investments. The company has already applied several times to the Ministry of Economic Development and Trade with a request to consider the possibility of providing an "investment vacation" for the payback period of investments in projects for the production of petroleum products that meet European standards.
In general, in order to ensure a reduction in prices for petroleum products within the country, which is so much talked about today, it is necessary to stimulate the loading of refineries. The more oil is processed within the country, the more oil products will be supplied to the domestic market, given the technical restrictions on exports. Thus, it will be possible to stimulate the excess of supply over demand, which will lead to lower prices.
To date, the rise in prices for petroleum products by domestic market largely predetermined by fiscal policy - severance tax and excise tax, as well as the growth of tariffs, prices for metal products. But more than 82 percent of those consumed by oil companies material resources- these are metallurgical products in one form or another, the prices for which have recently increased by 2 times. Ultimately, all this hits the pocket of the consumer and spins the flywheel of inflation.
Question: How is the export policy of Surgutneftegaz built?
Answer: The export policy of Surgutneftegaz is based, as a rule, on annual contracts. Partners are selected on a tender basis. Now we have direct contracts with Norwegian Statoil, Finnish Neste, French Total, Anglo-Dutch Shell, British BP.
In addition to annual contracts for the supply of oil to European refineries, Surgutneftegaz also holds monthly tenders for the remaining export volumes under framework contracts with trading companies.
Today, not without the efforts of Surgutneftegaz, which is the largest exporter in Druzhba, Russian companies managed to ensure that export through the pipeline has become one of the most efficient, and is comparable to the efficiency of export through Novorossiysk.
Question: At present, the criteria for differentiation in the calculation of MET are widely discussed. A number of oil company executives expressed the opinion that it is impossible to create an objective formula for differentiation in the Russian Federation. In your opinion, is it possible to determine these criteria, if so, what parameters should form the basis of differentiation?
Is Surgutneftegaz satisfied with the new concept of the law "On Subsoil"? What, in your opinion, are the positive and negative aspects of the new concept?
Answer: The MET differentiation in Russia must be introduced as soon as possible, otherwise a drop in oil production in the Russian Federation cannot be ruled out. In my opinion, the main criteria for differentiation should be the mining and geological conditions, the state of development of the deposit. At the same time, it is necessary, first of all, to stimulate oil production at the initial stage of field development, providing tax holidays at least 5 years for the payback period of the investment. In addition, a special tax regime should be in the fields last stage development when it is necessary to apply secondary and tertiary methods of oil recovery. It is very important for the state that these fields have the maximum oil recovery factor, so that the reserves are extracted, and not just written off. Thus, differentiation should stimulate oil production at the stage of depletion of reserves up to 40% and after 70%.
The second criterion that should be taken into account in differentiation is the transport component, since geographical location is also a kind of natural advantage. The closer the deposits are to the center, the greater the differentiation factor should be applied. In my opinion, these are the simplest criteria that can be used and are easily controlled by the state.
As for the draft law "On Subsoil", the biggest problem is that it is not of direct action. The project has a lot of reference points to the decrees of ministries and departments, which is the basis for rampant bureaucracy. Although there are positive aspects in the law - through licenses, the removal of restrictions on the depth of drilling in the licensed area.
In fact, the transition to contractual relations proposed in the new law should simplify the relationship between the subsoil user and the state. At the very least, the bureaucratic system of coordination, such as land allotment, should be simplified. However, so far the proposed drafts of related laws, in particular the Forest Code, suggest a multiple increase in approvals. If earlier we collected up to 8,000 signatures for land allocation, then after the adoption of the Forest Code in its proposed form, it will increase the number of approvals to 21,000 signatures.
Question: " Surgutneftegaz has always been conservative in attracting Western borrowed money. Can the company's credit policy change?
Answer: Surgutneftegaz does not rule out the possibility of attracting Western investment if the company has major international projects. We are considering the possibility of participating in some foreign projects, in particular, we have proposals from the Iranian government, we are interested in Iraq. If these plans are implemented, we will enter the international financial markets so that there are no difficulties with the export of capital.
Question: Russian President Vladimir Putin announced the need to withdraw Russian business to the transnational level. How do you see the place of Surgutneftegaz in this process? Answer: In principle, Surgutneftegaz may well become a transnational company in the future: a manufacturing, scientific, personnel potential The company leaves no doubt that it can work effectively not only in Russia. Recently, the European Public Commission awarded Surgutneftegaz with the European Standard Award for the development and implementation of systematic programs in the field of industrial ecology that contribute to the achievement of international standards for the safety of production, transportation and processing of petroleum products. In fact, this award is a certificate of compliance of product quality and management with generally accepted standards in the united Europe. So our confidence is justified.
"Drilling and oil" , 12.06.16 , "Hero of Labor. A real statesman
General Director of OJSC “Surgutneftegas” V.L. Bogdanov celebrated his 65th birthday on May 28, 2016. Shortly before that, the President of the Russian Federation Vladimir Putin, by his decree, awarded Vladimir Leonidovich the high title of Hero of Labor of Russia and presented the golden star of the Hero.
How heroes are born
Vladimir Leonidovich Bogdanov was born on May 28, 1951 in the village of Suerka, Uporovsky District, Tyumen Region. According to the teachers, Volodya was a very diligent student, meticulous in good sense words, which did not leave "white spots" in the development of individual topics and subjects. He gave preference to the exact sciences: physics and mathematics. Excellent industriousness and perseverance were added to great natural inclinations and abilities, without which they would hardly have been realized. Actively participated in public life schools. Every day I organized a game of football and hockey, then fishing, then a trip for berries or mushrooms. Erudition and friendly attitude towards peers united the youth around him. His early strong leadership qualities made him a Komsomol leader.
In the sixties of the last century, Samotlor was discovered. Romance swept the youth. The suer boys also dreamed of the Tyumen North. Volodya became a student of the Tyumen Industrial Institute, choosing the specialty "Drilling oil and gas wells". Studied selflessly. The nickname "Plowman" stuck behind him. After classes, I sat in the library for a long time. He got to the bottom of everything himself. Acquired knowledge.
After graduating from the institute in 1973, the young man began his career from a modest position as a pombur in the team of the famous drilling master G.M. Levin. The position is not high, but all graduates of the drilling faculty passed through it. Gennady Mikhailovich recalls the episode: “They blocked the direction. It's not safe to be on the rig. Everyone leaves. He stands and looks carefully. He needed to know everything."
Volodya became a student of the Tyumen Industrial Institute, choosing the specialty "Drilling oil and gas wells". Studied selflessly. The nickname "Plowman" stuck behind him. After classes, I sat in the library for a long time. He got to the bottom of everything himself. Overgrown with knowledge
In those days, production grew rapidly, expanded. Stubborn, enthusiastic, hard-working people were noticed and promoted to new positions. In the period from 1973 to 1976, Vladimir Leonidovich passed the main steps professional growth- from pombur, driller, senior engineer of the production and technical department (PTO), deputy head of the technological department to shift supervisor of the central engineering and technological service in the Nizhnevartovsk drilling department No. 1. At one time there were difficulties with well completion. A department of final works was created in the department. The drillers were sometimes indignant. They need speed, penetration meters, bonuses, and here is a young principled specialist with his own requirements. Here the qualities of V.L. Bogdanov not only as a knowledgeable specialist, but also as a demanding and uncompromising engineer, requiring High Quality works. He worked hard, especially when the columns were lowered. According to relatives, then he was not at home for weeks.
In 1976 V.L. Bogdanov was transferred to the city of Surgut, to SUBR-2 as a technologist, then he was appointed to the position of chief control engineer.
From 1978 to 1980 he worked in the production association "Yuganskneftegaz" as deputy head of the drilling department, later - deputy general director - head of the drilling department. In December 1980 he was again transferred to Surgut, and until February 1983 he was deputy general director for organizing work in the northern regions, deputy general director - head of the drilling department of the Surgutneftegaz production association.
In 1983 - 1984 Vladimir Leonidovich was the deputy head of drilling at Glavtyumenneftegaz in the city of Tyumen.
In June 1984, Bogdanov was urgently summoned to Moscow and also urgently by order of the Minister of the Oil Industry of the USSR N.A. Maltsev, at the age of 33, was appointed General Director of the Surgutneftegaz production association - largest enterprise ensuring the economic stability of the country
Preparing this article, I repeated to myself the lines that had just been born:
Nature generously rewarded
His talent and intelligence.
Life has given a grip, an estimate,
Reinforcing them with great effort.
Movable and "almost volatile",
Get used to always being ahead.
Steel will, mighty mind
And… fiery motor in the chest.
Such is the portrait of a real hero.
Surgut hardening
During the first 10 years of his working biography, he traveled around dozens of deposits along winter roads, along log roads. I spent the night in cars, in trailers - if there was a place ... Such selfless work could not be overlooked.
Bogdanov does not have ready-made standard cripples in decision-making. He does not think like everyone else, and acts independently - "in Bogdanov's way", not equaling other people's authorities
In June 1984, Bogdanov was urgently summoned to Moscow and also urgently by order of the Minister of the Oil Industry of the USSR N.A. Maltsev, at the age of 33, is appointed general director of the Surgutneftegaz production association, the largest enterprise that ensures the economic stability of the country.
Of course, for many this appointment was completely unexpected. In the USSR, personnel were consistently raised, but such a decision was nothing more than a credit of confidence on the part of the then general director of the association A.V. Usoltsev and the country as a whole (since the approval of the candidacy took place at different, including the highest levels of power) cannot be named. and V.L. Bogdanov fully justified this trust.
According to the head of LUKOIL, Vagit Alekperov, “Bogdanov was young, active, assertive. His desire to do a quality job and quickly hand over the object commanded the respect of everyone.”
But sometimes in some difficult situations, he makes incomprehensible and non-obvious decisions for many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again
congratulating labor collective Happy New Year 1985, V.L. Bogdanov said: "We meet New Year among the laggards, but in our ranks there should be no place for despondency and confusion. He set the team up for hard work. But it turned out to be more difficult than any assumptions. Perestroika, the collapse of the economy, the deficit of everything. But there really wasn't any confusion. There was work without holidays and weekends, every day until late at night. And he gave his all to her. During this incredibly difficult time, he did everything to ensure that those working at the enterprise and their families did not experience interruptions in the supply of food, everything necessary, in order to improve passenger rail and air transportation, and save the staff of specialists as much as possible. A few years later, the political and economic climate in the country changed. There were structural changes. The transition to market rails required the corporatization of companies. The winds of change then destroyed many enterprises in the oil and gas industry. Some top managers could not save from collapse and raider capture neither their enterprises nor their chairs. Bogdanov managed to maintain both the Surgutneftegaz team and his influence on the country's economy in the most difficult times for her.
Lukoil President Vagit Alekperov says: “I'm sure he is proud of Surgutneftegaz. He is its founder. He created the company in the most difficult period of the early 90s and managed to keep it going. Today it is actively developing. This is his brainchild. It's his pride."
When Production Association(PO) Surgutneftegaz was transformed into an open joint stock company, V.L. Bogdanov.
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the bar of the company to the level of advanced world-class enterprises. The actions of the general were non-standard, but carefully thought out and therefore effective. Everyone is working on the results of geological exploration dating back to Soviet times - exploratory drilling has been abandoned. Surgutneftegaz has its own point of view on this: exploratory drilling has never been in the paddock here. Or take, for example, taxes. Everything was turned inside out to minimize costs or avoid the tax burden altogether. Surgutneftegaz pays in good faith and strictly according to the law: according to analysts, the company headed by V.L. Bogdanov. Utilization of gas is especially typical for the Surgut people. The country's leadership gives strict tasks, sets deadlines to bring the utilization of associated gas to 95 percent. And in Surgutneftegaz, this bar has long been overcome and the figure is kept at around 99 percent.
Surgutneftegaz does not, in principle, participate in offshore operations when doing business. “We have never used transfer schemes,” V.L. Bogdanova Russian Forbes
Bogdanov does not have ready-made standard cripples in decision-making. He does not think like everyone else, and acts independently - "in Bogdanov's way", not equaling fashion trends. As a result, while a number of territories groan from the lack of opportunities to do something for their own citizens (because manufacturing enterprises do not want or cannot fill the regional budgets), the well-being of the Surgut region, Surgut, Yugra, where the main production facilities of the company are based, can be maintained in the norm. And this is thanks to Surgutneftegaz and directly to its CEO, Vladimir Leonidovich Bogdanov. Let's not be afraid of such a high generalization, partly even the country's budget depends on this successful oil company ...
Form style
Corporate management style, managerial wisdom and foresight are the qualities of an effective leader. But sometimes in some difficult situations, he makes incomprehensible and non-obvious decisions for many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again. So it was with his persistent pushing through the idea of creating and developing well workover services. Subsequently, the "capitalists" were able to handle the most modern technologies, including "flexible pipe" and sidetracking. Effective work with the well stock helped maintain production, and the commissioning of new wells allowed it to increase. It became obvious how correctly V.L. Bogdanov development strategy for years to come.
The current round date of Vladimir Leonidovich is his 65th birthday, a special one - it is consecrated by the light of the golden star of the Hero
Everyone remembers the massive trend towards the withdrawal of service companies, drilling crews and even entire drilling departments from the leading oil and gas companies as non-core assets. Only Bogdanov did not succumb to the temptation to follow the beaten path. Vladimir Leonidovich tried at all costs to keep the drillers, rig workers, plugging workers as part of Surgutneftegaz. Sometimes unpopular measures, taken on time, also worked: they had to hold back unreasonable wage increases in order to invest the saved money in production. And this step made it possible to ensure both a decent salary and an increase in the well-being of the company's staff in the future.
He objected to the once fashionable fad of creating joint ventures (JV) as a panacea for all ills. V.L. Bogdanov said: “Why give work to foreign workers if ours do it with more efficient? The main thing is to purchase advanced equipment, technologies and learn how to work on them.”
And this eloquently testifies to managerial talent, the ability to choose the only right decision from many others.
Obviously, the manager has every reason to be satisfied with the work. Lukoil President Vagit Alekperov puts it this way: “I'm sure he's proud of Surgutneftegaz. He is its founder. He created the company in the most difficult period of the early 90s and managed to keep it going. Today it is actively developing. This is his brainchild. This is his pride."
Such concepts as stability, financial stability, reliable partnership are identified with the name of Surgutneftegaz
Surgutneftegaz has invested more than 100 billion rubles in the creation of infrastructure in Eastern Siberia.
lookout
In 1990 V.L. Bogdanov received a second higher education, graduating from the Academy of National Economy under the Council of Ministers of the USSR (now the Russian Academy of National Economy and public service under the President of the Russian Federation - RANH and GS). He is a doctor of economic sciences, a full member of a number of academies: mining sciences, natural sciences, technological sciences. He has published several books, many articles in industry publications devoted to improving the management system of the fuel and energy complex of Russia, modern technologies drilling and oil production, other topics.
With the hope of influencing the adoption of laws necessary for the country's economy and his region, Vladimir Leonidovich began to be elected to local and federal authorities authorities: 1985 - 1993 - Deputy of the Tyumen Regional Council of People's Deputies, 1990 - 1993 - Deputy of the Supreme Soviet of the RSFSR, since 1994. Deputy of the Duma of the KhMAO. Since 2012 V.L. Bogdanov is a member of the commission on the strategic development of the fuel and energy complex and environmental safety, headed by the President of the Russian Federation V.V. Putin.
Among the examples of the creative talent of Vladimir Leonidovich is the development of the Talakanskoye deposit. What has been created there in the middle of the remote taiga in just one decade strikes the imagination of even experienced oilmen. Surgutneftegaz has invested more than 100 billion rubles in the creation of infrastructure in Eastern Siberia. The funds were directed not only to production needs - exploration and production drilling, but also for the construction of an airport (2012), a 117 km capital road (2011), bridges, power lines, pipelines, a bitumen production complex, a modern river berth, a commodity park, a gas piston power plant, production service bases, and as well as social facilities.
This year, it is planned to put into operation the second core storage facility of Surgutneftegas OJSC in Tyumen with a design capacity of up to 120,000 m3. The first one, with a capacity of up to 100,000 m3, was built in 2003.
The real state approach is shown by V.L. Bogdanov to the procurement strategy. Perhaps no other oil and gas company supports the domestic industry, its manufacturer, as much as Surgutneftegaz does. He orders large deliveries of Russian drilling rigs, top drives, rock breaking tools, well completion equipment, coring, production pumps and more.
The statesman Bogdanov has never created any front structures in the West. "Surgut-neftegaz" fundamentally does not participate in offshore operations when doing business. “We have never used transfer schemes,” V.L. Bogdanov Russian Forbes.
Realizing that the task of the state is to protect and replenish the treasury, V.L. Bogdanov is categorically against undeserved benefits and state support. In his opinion, competition should be fair, and the conditions for all companies should be the same. “We have never asked the state for anything, except for normal laws, and neither ask nor bargain special conditions we do not intend to do it for ourselves in the future,” the head of Surgutneftegaz responsibly declares.
In a multitasking environment
The company seeks to expand the geography of its activities. In an interview, Vladimir Leonidovich said that Surgutneftegaz has ceased to be a mono-regional company focused on one oil production center - Western Siberia. “The geography of our business has gone beyond the boundaries of the traditional West Siberian region, and we can safely talk about three oil production centers, including East Siberian and Nenets,” he said.
Bogdanov does not have ready-made standard cripples in decision-making. He does not think like everyone else, and acts independently - "in Bogdanov's way", not equaling fashion trends
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the bar of the company to the level of advanced world-class enterprises
The well-being of the Surgut region, Surgut, Yugra, where the main production facilities of the company are based, can be maintained thanks to Surgutneftegaz
OJSC “Surgutneftegas” is painstakingly working on the training and retraining of personnel. The company is engaged in the selection of applicants for training in institutions of secondary vocational or higher education. Students sent to study by OJSC “Surgutneftegas” are guaranteed partial payment upon successful training, internship and subsequent employment in structural units OAO Surgutneftegaz.
The base university for training specialists with higher education is the Tyumen State Oil and Gas University - Tyumen State Oil and Gas University (after merging with the Tyumen State University of Architecture and Civil Engineering, the new name educational institution- Tyumen Industrial University). In 2015, it had about five hundred students in the field of society - more than from any other oil and gas company. An example for students is V.L. Bogdanov, who graduated from this university more than 40 years ago and made himself, becoming a real master, a high professional. It was about such people that the poet Robert Rozhdestvensky wrote:
Time
driven by masters
and hopes
on the masters!
And they are standing
like a fortress
in the right
of his labor.
And they cannot do otherwise.
And required
urgently!
hastily!
everywhere!
always!
Today, Surgutneftegaz is a recognized industry leader in the implementation of new technology and new technologies, the volume of investments in research and development, the level of production culture. The name Surgutneftegaz is associated with such concepts as stability, financial sustainability, and reliable partnership.
"By profession - a driller"
Vladimir Leonidovich says about himself: "I am a driller by profession." Maybe that's why the general refers to this direction with special attention. Apparently, this is why Surgutneftegaz is the undisputed leader in the country in terms of production and exploration drilling. And this allows not only to maintain the current level, but also to increase production, “not to consume” but to increase the growth of hydrocarbon reserves.
V.L. Bogdanov does a lot for social sphere: employees at Surgutneftegaz should have a decent salary, good living conditions for a comfortable life modern schools, kindergartens, nurseries - so that people can be confident in the future. The company operates sanatoriums, dispensaries for rest and rehabilitation of employees, summer camps for the rest of the kids. The company operates unparalleled in modern Russia benefits for employees and their families. Therefore, there is no end to those wishing to work at Surgutneftegaz.
For the contribution to the development and formation of the oil industry in Russia V.L. Bogdanov was awarded honorary titles: "Honored Worker of the Oil and Gas Industry of the Russian Federation" (1993), "Honored Worker of the Oil and Gas Complex" (1999), "Honored Worker of the Oil and Gas Industry of the Khanty-Mansiysk Autonomous Okrug" (2000).
He is an honorary citizen of Surgut (1997), Surgut region (1998), Khanty-Mansi Autonomous Okrug (1999). Vladimir Leonidovich has a large number of and state and public awards: the Order of the Badge of Honor (1981), the Red Banner of Labor (1986), the Order of Merit for the Fatherland, IV, III and II degrees (1997, 2001, 2006), the Order of Honor (2010), the medal " For the development of the subsoil and the development of the oil and gas complex of Western Siberia ”(1984), the Certificate of Honor of the President of the Russian Federation (2011), the Gratitude of the President of the Russian Federation (2012, 2007) the Order of the Polar Star (Yakutia, 2008) the Order of Honor (Belarus, 2001). And one more was added to them - very high and most honorable: on April 21, 2016 by decree of the President of the Russian Federation, Vladimir Leonidovich Bogdanov was awarded the high title of Hero of Labor of the Russian Federation. This is the highest state award. It is awarded for special labor merits to the state and people associated with the achievement of outstanding results in the state, public and economic activity aimed at ensuring the well-being and prosperity of Russia.
After graduating from the institute V.L. Bogdanov began his working biography from a modest position as a pombour in the brigade of the famous drilling foreman, Hero of Socialist Labor G.M. Levina
The current round date of Vladimir Leonidovich - his 65th birthday, is special - it is consecrated by the light of the golden star of the Hero. Truly, a person who, without sparing himself, selflessly works, sometimes ignoring weekends and holidays, for the benefit of the company and the country, achieving outstanding results, fully deserves this highest award. He is a role model not only for young people.
Work honestly, conscientiously, and fame and recognition will find you.
The depreciation of the ruble against the dollar played into the hands of the shareholders of Surgut. “Due to the significant effect of the revaluation of foreign exchange assets, the net profit of Surgutneftegaz increased by almost 3.5 times and amounted to 891.7 billion rubles,” Bogdanov said. As a result, dividends on preferred shares, directly linked to net profit, also increased by almost 3.5 times compared to last year, to 8.21 rubles. per share (for ordinary shares, the growth was only 8% - up to 65 kopecks). In total, the Board of Directors recommended that shareholders allocate more than 86 billion rubles for dividends. This recommendation, like others technical questions(approval of the annual report, re-election of the board of directors, etc.), the shareholders of Surgut approved almost unanimously.
It was as if they had only come to the meeting to make sure they were paid dividends. During the meeting, employees-shareholders did not ask questions about the company's activities, and during the break they began to disperse without waiting for the results of the meeting. “I have already voted on all issues, I realized that the dividends will be paid on July 16th. Can I go home already?” a female minority shareholder of Surgut with experience asked a respectable man in a suit, mistaking him for an employee of Surgutneftegaz. He graciously allowed her to leave. Another holder of the papers of the oil company asked Bogdanov for a ticket to the sea, he instructed the personnel director to resolve the issue.
Bogdanov promised to launch in the third quarter one of the largest new fields named after. V. I. Shpilman in Western Siberia, the key production region of Surgut (it accounts for 87% of Surgut's production). In the past year and the first half of 2015, it carried out construction works (a road, pipelines and a booster station were being built). pumping station). After reaching the design capacity, this field will provide production of 2.5-3 million tons of oil per year, according to the annual report of Surgut. The head of the company specified that by the end of the year, production at the Shpilman field is expected to be at the level of 50,000 tons.
Four much more mature fields in Western Siberia - Vostochno-Elovoe, Yukyavinskoye, Rodnikovoe and Suryeganskoye - Surgutneftegaz wants to offer the government to conduct pilot tax zones on financial results(NFR), said Bogdanov, answering a question from RBC. The idea of such an experiment was recently supported by Deputy Prime Minister Arkady Dvorkovich.
The top manager did not comment on the first results of the tax maneuver that has been in force in the industry since the beginning of 2015. “[Now] it’s hard to say, because you see how volatile [the market] is and what’s happening with [oil] prices. [Summing up now], we will only raise foam, ”concluded Bogdanov and disappeared behind the powerful backs of his two guards.
More than 70% of the company's shares can be owned by 23 legal entities
Ekaterina Derbilova, Elena Mazneva
Vedomosti has uncovered a constellation of firms, partnerships and funds linked to Surgutneftegaz, either founded by it or run by its managers, including Vladimir Bogdanov. The total financial investments of these organizations at the end of 2005 reached almost 1 trillion rubles, and the cost of these financial investments changed in proportion to the growth in the capitalization of Surgutneftegaz itself. Experts believe that these firms could own 72% of the shares of Surgutneftegaz.
Surgutneftegaz is the fourth largest oil company in Russia, in 2006 it produced 65.5 million tons of oil. Revenue for the nine months of 2006 - 389.8 billion rubles, net profit - 74.2 billion rubles, capitalization - $51.63 billion.
Main package
Information about the owners of Surgutneftegaz is a secret with seven seals. The last time the company disclosed this data was at the beginning of 2003, when Surgutneftegaz NPF owned 8.1% of the shares. Until the middle of 2002, among the shareholders of OJSC “Surgutneftegaz” was listed its “daughter” - NK “Surgutneftegaz” with a block of 36.7% of shares (42.1% of votes). But in 2003, NK was reorganized into Leasing Production LLC, which was no longer the owner of Surgut. Then the owners of the controlling stake in Surgut hid behind four nominal holders, and according to the latest report of the company as of September 30, 2006, 6.9% of its authorized capital was in the nominal holding of ING Bank (Eurasia), 0.3781% (0.4544% of voting shares) belonged to managers. Nevertheless, experts are confident that control over the company is concentrated in the hands of management, headed by CEO Vladimir Bogdanov.
Unexpectedly, Vedomosti discovered that the oilman and his team were in charge of more than just Surgut. According to the United state register legal entities (USRLE), in April 2006 Bogdanov headed nine non-profit partnerships. All NPs were created in July 2002 by Surgutneftegaz's subsidiary OOO Invest-Zaschita and OAO Riel (see Diagram 1 on page B2). The contribution of Invest-Protection to each NP amounted to 10,000 rubles, Riela - 1,000 rubles. All NPs are registered in Surgut or the Surgut region and are engaged in financial intermediation. For all companies in the Unified State Register of Legal Entities, one phone number is indicated. A call on him led to Surgutneftegaz. The responding employee suggested that the number in the Unified State Register of Legal Entities was indicated erroneously.
Non-commercial partnerships, which are managed by the general director of Surgutneftegaz, in 2003-2005. ransacked huge amounts of money. Vedomosti studied their balance sheets for these years, published in the SPARK-Interfax database with reference to the State Statistics Committee. All nine IRs at the beginning of 2003 were empty shells with no profit. But in 2003 the situation changed. At the end of the year, NPs received a total of 263 billion rubles. net profit, and their long-term financial investments exceeded 271 billion rubles. In 2004, long-term financial investments of partnerships increased by another 18.9% (up to 323 billion rubles), in 2005 - by another 52% (491 billion rubles) (see table). For comparison: the long-term financial investments of Surgutneftegaz itself at the end of 2005 amounted to 114.3 billion rubles.
Long-term financial investments are a line that indicates investments in securities, shares, contributions to the authorized capital of other organizations or loans issued, says Elena Starovoitova, general director of the Starovoitova and Partners audit company. It is interesting that the financial investments of non-commercial partnerships, which were led by Bogdanov, grew at the same rate as the capitalization of Surgutneftegaz. As of December 30, 2004, its value increased by 20% compared to the data as of December 30, 2003, and as of December 30, 2005 - by another 54%. Starovoitova believes that coincidences in the growth of investments and capitalization may indicate that the shares of Surgutneftegaz appear on the balance sheet of NP. The difference in the change in proportions may be due to the fact that it is not known how many of each legal entity had ordinary, and how many preferred shares, whose quotes changed in different ways.
As indicated in the balance sheets, in 2004-2005. all nine IRs received significant “income from participation in third-party organizations” - a total of 2.12 billion rubles. for 2004 and 6 billion rubles. for 2005. These may be dividends on their blocks of shares (usually they are reflected in the balance sheets minus the tax on dividends - 6% in 2004 and 9% in 2005), according to the accountants interviewed by Vedomosti. If we assume that we are talking specifically about the shares of Surgutneftegaz, then, based on the amount of dividends and long-term financial investments, we can calculate how many shares could be on the balance sheet of all nine NPs. According to Vedomosti's calculations, in 2005 there would have been 36.73% of the total number of Surgut's shares, including 41.8% of those voting. Until mid-2002, almost exactly such a package was indicated on its balance sheet by NK Surgutneftegaz, reorganized into OOO Leasing Production.
But that's not all. Bogdanov was the president of the insurance fund " Social protection”, whose financial investments at the end of 2005 amounted to 55.5 billion rubles. If we assume that in this case we are talking about the shares of Surgutneftegaz, this amount corresponds to a package of 4.12% of the authorized capital. Vedomosti's request sent to Bogdanov's office went unanswered.
Convenient form of life
Non-profit partnerships led by Bogdanov are an extremely convenient form of existence for a legal entity. They do not share money and property with the founders. “According to the rules of accounting financial statements NPs are usually not consolidated into their founders' accounts, as founders do not have the right to dispose of the economic benefits earned by NPs,” says Vadim Sorokin, partner at Deloitte.
The non-commercial partnership itself, according to Anatoly Yushin, managing partner of AST Legal, can donate its property, and the founders of the NP have no rights to the property of the partnership. The property transferred to the NP is the property of the partnership, but its founders can leave the organization together with their contribution, but not with the entire partnership's income, continues Yan Dasgupta, partner at the Gridnev & Partners Bar Association. On the other hand, the director of an NP can dispose of the organization's assets almost without control - the law does not limit the size of transactions made by NP, says Yushin.
It is not clear how Bogdanov's NPs with a tiny authorized (11,000 rubles each) capital became owners of gigantic assets. In the absence of traffic information Money It is difficult for the NP to understand the source of financing for the acquisitions made, Starovoitov shrugged his shoulders. Based on the available information - no revenue, the authorized capital of each NP is 11,000 rubles. and the absence of obligations after the occurrence of financial investments - she made the assumption that the assets were received free of charge.
The Fellowship of the Ring
Vedomosti managed to find another chain of companies created by structures related to Surgut, which, possibly, leads to the owners of shares in the oil company at the end of 2005. The scheme is based on seven companies, one of which (LLC IK Kias) back in 1997, it was established by the structures of Surgutneftegaz. Each of these firms owns a stake in the six remaining firms on a “ring” basis (for more details, see box and Figure 2). Through a layer of 14 non-profit partnerships, the scheme leads to four LLCs - Feering, Crinum, Caladium and Vallota. All four were created on the same day - November 20, 2003, all of them are located in different rural-type settlements of the Surgut region of the Khanty-Mansi Autonomous Okrug. SPARK-Interfax lists the same phone number. A call to this number led to Surgutneftegaz. And only the industry affiliation of the companies is different: one of them provides services for the installation, repair and maintenance of equipment, the other cleans and cleans industrial premises, the third is engaged in entertainment and sports activities, the fourth explores market conditions.
In the balance sheet of these four LLCs for 2003, they indicated long-term financial investments in the amount of 22.5 billion rubles. up to 30 billion rubles - in the amount of 106 billion rubles. In 2004, each LLC's long-term financial investments increased exactly by 18.4%, in 2005 - by 51.24%.
In turn, the shareholders of Surgut may be seven non-profit partnerships from this chain, established by the companies of the ring. Their financial investments at the end of 2004 reached 104 billion rubles, in 2005 - 157.3 billion rubles. This corresponds to a stake in Surgutneftegaz of 11.64% of the authorized capital, or 14.19% of "votes" (at the end of 2005).
All investments that the chain has are in safe hands. After all, these companies and partnerships are led by the key managers of Surgut - Chief Accountant"Surgut" Mikhail Globa, First Deputy Chief financial management of the company Valentina Komarova, head of the planning and economic department of the company Svetlana Kukotina, head of the legal department Lyudmila Loginovskaya, as well as three deputies of the general director of Surgut - Valery Tatarchuk, Vladimir Ashikhmin and Vladislav Barankov.
By the way, Ashikhmin and Tatarchuk manage two more organizations, on the balance sheets of which large sums were recorded in 2005 - NP Egida and the Oplot fund. According to SPARK-Interfax, "Oplot" was established by NPF "Surgutneftegaz", "Egida" - by the same NPF, OAO and NK "Surgutneftegaz". The value of long-term financial investments of these companies at the end of 2005 corresponds to about 5.37% of the shares (6.48% of votes) of Surgutneftegaz.
Inquiries to Tatarchuk and Ashikhmin remained unanswered. Globa's receptionist reported that he was on vacation, while Komarova and Kukotina categorically refused to comment. It was not possible to contact Loginovskaya and Barankov. “We have nothing to do with Surgutneftegaz and are not aware of the financial investments created by our NP company,” Olga Andreeva, deputy general director of OAO Riel (one of the ring companies), assured Vedomosti yesterday (part-time - deputy chief accountant of Invest-Protection).
Full control
In total, 23 were in the field of view of Vedomosti legal entities, which at the end of 2005 could have been the owners of 71.92% of the shares (84.4% of the voting shares) of Surgutneftegaz. True, there is a possibility that the balance sheet of the LLC and the IRs that founded them reflect investments in the same shares - LLCs reflect shares directly, and IRs reflect their investments in these LLCs. However, the auditors interviewed by Vedomosti say that according to the rules of the Russian accounting"double counting" should not be.
If all these legal entities really were or remain owners, Surgutneftegaz is not required to disclose this information in its financial statements - due to the complex structure and the fact that each of the organizations accounted for less than 5% of the shares. And the oil company formally got rid of cross-ownership of its own shares, as it transferred the papers to non-profit organizations whose founders have no rights to their property, notes Anatoly Yushin.
If we proceed from the indicated amounts, then Vladimir Bogdanov, who headed partnerships and the Sotszashchita fund in 2006, controlled 47% of the voting shares of Surgut, and his managers - about 37%. But there are no traces of the oil trader Gennady Timchenko, whom some market participants consider the ultimate owner of approximately 25% of the shares of the oil company, in this scheme. However, since then the ownership structure of “Surgut” could have changed a lot - how much, it will become clear from the reporting for 2006, concludes Anatoly Yushin.
(Contributed to the preparation of the material Boris Safronov, Olga Petrova.)
Surgutneftegaz ring
The chain was started in 1997. Then OJSC “Surgutneftegaz”, its main shareholder NK “Surgutneftegaz”, CJSC “Surgutfondinvest”, CJSC “Neftinvest”, LLC “Neft-Consulting” (shares of the founders - 19.86%) created the investment company “Kias ". And she, in turn, created 23 "daughters", contributing to their authorized capital at par value of 83,490 ordinary shares of Surgutneftegaz for each (all this is indicated in their primary issue prospectuses). In total, 2 billion shares of the oil company were accumulated, or 8.4% of its voting shares at that time (6.4% of the authorized capital). For each of these companies, in the quarterly report, the functions of the board of directors and the general director for transactions with Surgutneftegaz shares are still limited to “more than 0.05%” of the authorized capital. Although, judging by their balance sheets, these companies have long been “dummy”.
Meanwhile, since the end of 1999, Surgutneftegaz formally no longer had any relation to Kias and its subsidiaries: five of them equally bought out the shares of the investment company. And then each bought 15.91% of the other “sisters”, and the structure completely “looped”. Already with the new structure of the company, the “rings” established 15 non-profit partnerships in 2002. Seven of them had financial investments in 2003-2005. just totaled tens of billions of rubles. And 14 NPs from the general list also became the founders of the four LLCs with the same multibillion-dollar investments.
All the companies of the “ring” and its “daughters” are managed only by the managers of “Surgutneftegaz” and structures controlled by it, up to yesterday's students, engineers of the second category and other employees of “Surgut”. General Director of "Kias" Anton Molchanov - part-time head of securities "Surgutneftegaz" - declined to comment.
