Vladimir Bogdanov, General Director of Surgutneftegaz: the story of the growth of a billionaire and a workaholic. Vladimir Bogdanov withdrew $15 billion from Surgutneftegaz Bogdanov oil
The wealthiest resident of the administrative center of the Khanty-Mansiysk Autonomous Okrug-Ugra. 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. A future billionaire was born twenty eighth May 1951. At school, he showed organizational skills and diligence in mastering the 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 has strived 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 engineering degree and began working. The billionaire didn't stop there. For his second higher education, he went to the Academy of National Economy under the Council of Ministers of the USSR, and graduated in 1990. In 2000 he received the academic degree of Candidate of Economic Sciences, and three years later - a doctor. 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 moving up the career ladder. He began working for Surgutneftegaz in 1976. Vladimir Leonidovich went for a promotion. From 1978 to 1980, he conscientiously served as deputy head of the drilling department, deputy general director, and head of production "Yuganskneftegaz" Ministry of Oil Industry of the Soviet Union.
In June 1984, thirty-year-old Bogdanov was appointed to the position of general director of Surgutneftegaz, a joint-stock company since 1993. The general director worked until late at night without days off or vacations. In addition, the head of Surgutneftegaz was actively involved 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 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 of LLC "Business Russia". From 2009 to 2011, member of the Board of Directors of Rosneft, which belongs to. In 2008 he became one of the independent directors in "Zarubezhneft". In 2012, he joined the commission on strategic development of the fuel and energy complex and environmental safety, which is headed by.
Awards
Bogdanovat the awards ceremony
Bogdanov Vladimir Leonidovich is an honorary citizen of the Khanty-Mansiysk Autonomous Okrug - Ugra, the Leningrad Region, as well as municipalities of the Tyumen Region - the city of Surgut and the Surgut region. He was awarded many honorary titles for his work for the benefit of the Russian oil and gas industry. For high achievements he was awarded orders for services to the Fatherland of the second, third and fourth degrees, and many others. In May 1998 he was included in the list of the ten best 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 the well-being and prosperity of the 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 prize 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 a Hero of Labor
Compromising evidence and articles in the media
It is not surprising that the personality of the businessman is of interest to many journalists, because his person often appears in ratings of the richest people in the world.
Vladimir Yakushev and General Director of OJSC Surgutneftegaz
The media's opinion is divided. Some consider him a dark horse, while others call him a true hard worker who achieved everything through hard work and diligence. The billionaire himself does not pay attention to the press, does not communicate with journalists, and prefers to keep a low profile. The last time he gave an interview to Forbes magazine was in 2004. The less information journalists know, the more rumors they spread.
Condition of Vladimir Leonidovich Bogdanov
The billionaire is among the top ten largest Russian oligarchs, and also appears in the forefront of the wealthiest residents of Russia. As of 2002, he owned about five billion dollars. Forbes estimated his fortune at only one billion dollars. The media claim that the businessman's company is worth more than fifteen billion dollars. According to Vladimir Leonidovich Bogdanov, he owns insignificant stakes in enterprises: 0.005% of Surgutneftegaz OJSC, 0.122% of Surgutneftegazbank and 0.12% of Mosbusinessbank. As of 2018, its income is $1,800 million. Today, Bogdanov ranks fifty-fifth in the ranking of “The 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 and does not communicate with journalists, which is why he was nicknamed the most private oligarch in the country. In ordinary life, Bogdanov is very modest, despite his colossal earnings. Vladimir Leonidovich believes it is better to walk to work than to drive a luxury car with a driver. He is not afraid to walk without security, 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 vacation in his native parental village, the location of which is unknown. The whole family also tries to visit the resort town of Karlovy Vary. In his free time he likes to read history books and ride a motorcycle.
Bogdanov Vladimir Leonidovich today
Vladimir Leonidovich Bogdanov, also known as "oil general", is currently included in the list of the richest people in Russia. Despite the fact that his income level 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 one hundred thousand workers, is the result of the passion and complete dedication of an engineer to his profession. Thanks to his production policy aimed at preserving service units on a par with drilling and production units, Vladimir Leonidovich is a symbol of social stability and successful development of the city.
Bogdanov Vladimir Leonidovich is a true hard worker who worked towards his goal with hard work and zeal. This extraordinary man made himself, and therefore is an authoritative person for the residents of Yurga. He was able to overcome all the difficulties along the path of life and become one of the wealthiest people in the Russian Federation and the whole world. Few Russian tycoons can boast of having their name in the top ten lists of the Forbes state award. And Vladimir Leonidovich has been included in all the magazine’s lists 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. Full member of the Academy of Mining Sciences and the Academy of Natural Sciences.
The general director and owner of a 0.37% stake in Surgutneftegaz lives in an ordinary apartment building and modestly rests in Karlovy Vary.
General Director and co-owner of Surgutneftegaz Vladimir Bogdanov knows how to keep secrets. Why does his company keep astronomical amounts of money on deposit 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 became a state prize winner, 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 and oil fields in Western Siberia.” It was presented personally by President Putin in a solemn ceremony in the Kremlin on June 12, 2017.
Few 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 Lukoil President Vagit Alekperov F 6 . Meanwhile, Bogdanov occupies a modest 49th place in the ranking with a fortune of $1.9 billion. He has been included in 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 avoids publicity. He last gave an interview to Forbes in 2004. Then for many years the image of an ascetic was assigned to him, living in Surgut in an ordinary apartment building and vacationing on a budget in Karlovy Vary. Another question from Forbes about whether anything has changed since then remained unanswered. Bogdanova’s receptionist told Forbes that he was on vacation, email throughout the company was disabled “due to the threat of hacker attacks,” and there was no operational communication with the manager.
Bogdanov came to work at Surgutneftegaz PA 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 the state stake in the amount of 40.16% of shares through a loans-for-shares auction. Since then, the company's share capital structure has changed several times, but who its real owners are still remains a closely guarded secret. In its 2016 report, Surgut reports that “the company’s shares are distributed among shareholders, none of whom is the ultimate controlling party or has significant influence.” Bogdanov, as an individual, today owns 0.37% of ordinary shares of Surgutneftegaz.
Another secret of Surgut is the astronomical amounts of funds that the company keeps on deposits in Russian banks, mainly in US dollars. By the end of 2016, this amount amounted to 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 hold 2.637 trillion rubles on deposits, in VTB - 2.181 trillion rubles (exactly as much as 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 net: no one knows what will happen to oil prices. We need them so that the team can live peacefully. 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 fell by more than half, but the stash remained untouched. On the market, Surgutneftegaz, with 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 Surgutneftegaz OJSC: “The current rules of the game do not work in new regions.”
Question: This year, the oil industry is showing a decrease in the growth rate of oil production. The forecast of the Ministry of Economic Development for the medium term is also very conservative; in 2007, according to the ministry's forecasts, the growth will be only 0.6 percent per year. At the same time, Surgutneftegaz is now among the leaders among oil companies in terms of oil production growth. How will oil production of Surgutneftegaz develop in the medium term? What is your forecast for the oil industry as a whole 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 the dynamics of oil production growth at Surgutneftegaz?
Answer: In Russia as a whole, the growth rate of oil production in the first quarter was 3.6 percent, while that of Surgutneftegaz OJSC was higher - 7 percent. There is no big secret here; the dynamics of production growth is determined by the scale of investment in previous years. Every year, to maintain and increase the level of production for our company, about 1.5 billion dollars of capital investments are required, 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, Surgutneftegas puts 3-4 new fields into development. We must not forget that 33 percent of production drilling in Russia as a whole falls on the share of Surgutneftegaz. And these are new capacities that allow the company to ensure a systematic increase in production, without “spikes”, which are inevitably followed by a decline.
This year, Surgutneftegaz will reach a production level of 63.7 million tons of oil, next year - to a level of 67.7 million tons, and by 2007 we will reach the milestone of 70 million tons. This does not include production in Eastern Siberia. Along with the commissioning of new fields, we pay a lot of 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, by increasing oil recovery from reservoirs, demonstrates stabilization and even an increase in production.
In Russia as a whole, 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 expensive and less profitable, requiring the use of the latest technologies already at the initial stage of their development. Without their use, achieving an acceptable level of production for companies becomes problematic.
In percentage terms, the share of active reserves in Russia is decreasing every year. If today the share of active reserves in the total production volume is about 2/3, then with each subsequent year the balance will change towards an increase in the share of “complex” reserves in the total annual oil production.
But production profitability cannot be ensured only through new technologies, which are a priori high-cost. The development of new fields now requires new tax regimes and new approaches to solving infrastructure problems. New territories - Eastern Siberia, the Nenets District, and partly Western Siberia - are not provided with infrastructure. For example, next year Surgutneftegaz will commission the large West Siberian Rogozhnikovskoye field, located 550 km from Surgut. In addition to its remoteness from transport routes, this field is also distinguished by difficult geological conditions; oil will be extracted initially from deeper layers.
If today we do not work for the future, then within 5-10 years we can predict a decline 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-yield fields, where the rate of extraction is much lower. A simple example: if one well with a production rate of 500 tons goes out of operation, then in order to replace it, it is necessary to drill at least 30 wells. The retirement of a low-yield well of 10 tons will have a much smaller impact on the overall production level.
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 sales. 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 created its own system of gas pipelines, compressor stations, a kind of “mini-Gazprom”. The company's gas utilization rate is the highest in the industry - 95.8 percent.
Today, Surgutneftegaz does not have the opportunity to connect to the Urengoy-Chelyabinsk gas pipeline due to its congestion. 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 proposal is still unprofitable according to calculations. Therefore, due to restrictions on gas sales, the company does not see the need to increase gas production volumes.
As for the energy component, we have chosen the most economically and environmentally efficient way. When developing new fields, the company achieves its own full energy supply. That is, gas turbine power plants are built, and associated gas is utilized on site as fuel, thereby generating 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 for 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 energy supply from both internal and external power sources. Last year, Surgutneftegaz built 5 gas turbine stations, and this year the company purchased equipment for another 6 stations.
Already in 2007, these capacities will allow us to provide 25% of the company's total electricity needs.
If a law on the procedure for admitting independent producers to Gazprom’s gas transportation system is nevertheless adopted, then Surgutneftegaz has great potential for increasing gas production volumes. 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 has started operating in Yakutia, how is business developing in this region? How is the negotiation process with YUKOS on the Sakhaneftegaz property complex progressing? 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 was done there 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 there a large amount of machinery, equipment, transport, and have set up a production base in the village of Vitim. Work is underway to design a pipeline from Talakan to Ust-Kut (this is a preliminary point for now). At the end of May, the development project for the Talakanskoye field will be ready. In total, taking into account the bonus, we invested about $550 million in this project. The issue of purchasing the 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 technical capacities will be ready for the industrial development of the Talakanskoye field, 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 license areas (Kedrovy, Khoronokhsky, Peleduysky) is yielding encouraging results. Considering the capacity of the planned pipeline is 26 million tons, which we intend to build ourselves, we believe that other enterprises, in particular Verkhnechonskneftegaz, can use the pumping capacities. Export destinations for oil from the Talakanskoye field may be the port of Nakhodka and China /via Zabaikalsk/.
However, in new regions it is necessary to consolidate efforts and create consortia, 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, the current tax system does not allow companies to reach the profitability threshold when developing new fields. What does the company have left even at a price of $300-320 per ton? Export duty - $130, mineral extraction tax - $63, transportation costs, namely the railway tariff, for example, Ust-Kut - Nakhodka /Zabaikalsk/, - $100. That leaves $27, but from them you still need to subtract production costs, tax property, etc. With a simple, figuratively speaking, “peasant account”, it becomes clear that the current rules of the game do not work in new regions; a different approach is needed here at the state level. First of all, this 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 have to resolve social issues.
How can we solve this problem? In my opinion, one of the tools could be a mechanism for differentiating the mineral extraction tax. In particular, differentiation allows transport costs to be taken into account. Transportation for export from Tataria is one thing, and quite another from Western Siberia, and even more so from Eastern Siberia. For an oil worker, in principle, it doesn’t matter whether these are fiscal withdrawals through transportation costs, or whether they 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, the proposed railway tariff so far reaches $100, and as for the pipeline system, the figure announced so far is $47, and this does not take into account transshipment at the port. Under these conditions, oil companies have no incentive to develop new regions and, above all, Eastern Siberia.
However, beyond the threshold of 2020, oil production centers, regardless of anyone’s wishes, must move from Western Siberia to new regions - to the East and to Timan-Pechora. At the current level of production and, based on the confirmed reserves of Western Siberia, in 15 years more than 75 percent of the region’s 6 billion tons of reserves will be extracted, which will naturally move production to new territories, and we must be prepared 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 surveys at 3 sites in Timan-Pechora, and if our forecasts for reserves are confirmed, we will begin drilling exploration wells. In the future, of course, we will take part in auctions in the Timan-Pechora province. The development of Timan-Pechora poses another challenge for oil companies - maintaining the quality of oil. It is no secret that Timan-Pechora oil is inferior in quality to Siberian oil, therefore, when transporting it, it is necessary to solve the problem of preserving the quality bank. Otherwise, not only producers in Western Siberia will lose, but also the state as a whole, since a decrease in quality will lead to lower prices on foreign markets and, as a consequence, 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 for the export capacities of the Russian Federation. It is no secret that the pipeline system, in particular the Druzhba oil pipeline, built back in the 60s, needs technical updating. 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 this will at least 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, Surgutneftegas has never used the services of Western service contractors; in your opinion, is this an economically sound approach?
Answer: The principle of work of Surgutneftegaz with Western service companies differs from those that guide many Russian companies. We are following the path of purchasing software, hardware, and equipment from Western companies; if necessary, we involve supervisors at the implementation stage. In this regard, we work closely with Baker Hughes, Shlumberger, Hollyburton. Contracts with Baker Hughes, for example, amount to about $120-130 million annually.
Our specialists undergo internships in Western companies - every year we send 50-60 people for training.
Technology, equipment, software and the knowledge acquired by our staff allow us to successfully solve all assigned tasks in the field of field modeling, geological exploration, enhanced oil recovery, etc.
The cost of performing various service operations - hydraulic fracturing, sidetracking of wells, continuous pipe operations - is 4-5 times lower than that of Western service companies. In addition, in terms of the volume of service operations, in terms of the level of technical equipment - hydraulic fracturing fleets, continuous pipe installations, etc. - We are ahead of many Western service companies today. 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 producing analogues at domestic factories. We have developed an import substitution program, which is being quite successfully implemented jointly with defense industry enterprises, scientific and technical centers, and 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. Reaching a new level of quality in oil refining is a necessary component for increasing the business efficiency of oil holdings. What are the prospects for Surgutneftegaz in this direction?
Answer: In my opinion, today's problems in oil refining are rooted in the distant past. The energy development strategy, focused first on the consumption of coal and then fuel oil, has led to the fact that Russian refineries have been largely focused on the production of dark petroleum products for a long time. Now market conditions dictate to us the need to transfer oil refineries to new technological processes and to increase the depth of oil refining.
In 2008, Surgutneftegaz plans to introduce a deep oil refining complex 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 processing depth to 93 percent. This is very important, given the geographic and historical export orientation of our plant since 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 be forced to resolve issues of modernizing plants.
At the same time, the introduction of new technologies for the transition to the production of petroleum products of European quality standards requires a special state policy that would create conditions that encourage companies to increase the depth of processing at their plants 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.
Today, 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 conditions when the state is reducing 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 holiday” 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 being talked about so much today, it is necessary to stimulate the utilization of refineries. The more oil is processed within the country, the more petroleum products will be supplied to the domestic market, taking into account technical export restrictions. In this way, it will be possible to stimulate supply to exceed demand, which will lead to lower prices.
Today, the rise in prices for petroleum products on the domestic market is largely predetermined by fiscal policy - mineral extraction tax and excise tax, as well as rising tariffs and prices for metal products. But more than 82 percent of the material resources consumed by oil companies are metallurgical products in one form or another, prices for which have recently doubled. Ultimately, all this hits the consumer’s pocket and spins the inflation flywheel.
Question: How is Surgutneftegaz’s export policy structured?
Answer: The export policy of Surgutneftegaz is based, as a rule, on annual contracts. The selection of partners is carried out on a tender basis. Now we have direct contracts with the Norwegian Statoil, the Finnish Neste, the French Total, the Anglo-Dutch Shell, and the British BP.
In addition to annual contracts for the supply of oil to European refineries, Surgutneftegas 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 via Druzhba, Russian companies have managed to ensure that export through the pipe has become one of the most efficient, and is comparable to the efficiency of export through Novorossiysk.
Question: Currently, differentiation criteria for calculating mineral extraction tax are widely discussed. A number of oil company executives expressed the opinion that creating an objective differentiation formula in the Russian Federation is impossible. In your opinion, is it possible to determine these criteria, and if so, what parameters should form the basis of differentiation?
Is Surgutneftegaz satisfied with the new concept of the Subsoil Law? What, in your opinion, are the positive and negative aspects of the new concept?
Answer: Mineral extraction tax differentiation in Russia needs to be introduced as quickly as possible, otherwise a fall in oil production in the Russian Federation cannot be ruled out. In my opinion, the main criteria for differentiation should be mining and geological conditions and the state of field development. At the same time, it is necessary, first of all, to stimulate oil production at the initial stage of field development by providing tax holidays for at least 5 years for the payback period of investments. In addition, a special tax regime should be in place for fields at the last stage of development, when it is necessary to use secondary and tertiary oil recovery methods. It is very important for the state that these fields have a maximum oil recovery factor, so that reserves are recovered and not simply written off. Thus, differentiation should stimulate oil production at the stage of reserves depletion up to 40 percent and after 70 percent.
The second criterion that should be taken into account when differentiating 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 coefficient should be applied. In my opinion, these are the simplest criteria that can be used and that are easy for the state to control.
As for the draft law “On Subsoil”, the biggest problem is that it is not of direct effect. The draft contains a lot of references to the decrees of ministries and departments, which is the basis for rampant bureaucracy. Although the law also has positive aspects - end-to-end licenses, removal of restrictions on the depth of drilling in the licensed area.
In essence, 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 approval system, such as land allotment, should be simplified. However, so far the proposed drafts of related laws, in particular the Forest Code, assume a multiple increase in approvals. If previously we collected up to 8 thousand signatures for land allotment, then after the adoption of the Forest Code in the proposed form, the number of approvals will increase to 21 thousand signatures.
Question: " Surgutneftegaz has always been conservative in attracting Western borrowed funds. Can the company's credit policy change?
Answer: “Surgutneftegas” does not exclude the possibility of attracting Western investments if the company has large international projects. We are exploring the possibility of participating in some foreign projects, in particular, we have proposals from the Iranian government, and we are interested in Iraq. If these plans are implemented, we will enter international financial markets so that there will be no difficulties with the export of capital.
Question: Russian President Vladimir Putin stated the need for Russian business to reach 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: the production, scientific, and personnel potential of the company leaves no doubt that it can operate effectively not only in Russia. Recently, the European Public Commission awarded Surgutneftegaz the European Standard Award for the development and implementation of systemic programs in the field of industrial ecology that contribute to the achievement of international safety standards in the production, transportation and processing of petroleum products. In essence, this award is a certificate of compliance of product quality and management with generally accepted standards in the united Europe. So, our confidence is well founded.
"Drilling and Oil" , 12.06.16 , "Hero of Labor. A true statesman"
General Director of OJSC “Surgutneftegas” V.L. Bogdanov celebrated his 65th birthday on May 28, 2016. Shortly before this, the President of the Russian Federation Vladimir Putin, by his decree, awarded Vladimir Leonidovich the high title of Hero of Labor of Russia and awarded the gold 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 the good sense of the word, leaving no “blank spots” in mastering individual topics and subjects. Preference was given to the exact sciences: physics and mathematics. Great natural inclinations and abilities were complemented by excellent hard work and perseverance, without which they would hardly have been realized. He actively participated in the social life of the school. Every day he organized a game of football and hockey, a fishing trip, or a trip to pick berries or mushrooms. His erudition and friendly attitude towards his peers united young people around him. His early, strong leadership qualities made him a Komsomol leader.
Samotlor was discovered in the sixties of the last century. Romance has gripped the youth. The Suera boys also dreamed of the Tyumen North. Volodya became a student at the Tyumen Industrial Institute, choosing the specialty “Drilling of oil and gas wells.” I studied selflessly. The nickname “Plowman” stuck to him. After classes I spent a long time in the library. I figured out everything myself. Gained knowledge.
After graduating from the institute in 1973, the young man began his career with a modest position as a pombur in the team of the famous drilling master G.M. Levina. The position is not high, but all graduates of the drilling department passed through it. Gennady Mikhailovich recalls the episode: “They blocked the direction. It is not safe to be on the rig. Everyone leaves. He stands and looks carefully. He needed to know everything."
Volodya became a student at the Tyumen Industrial Institute, choosing the specialty “Drilling of oil and gas wells.” I studied selflessly. The nickname “Plowman” stuck to him. After classes I spent a long time in the library. I figured out everything myself. Gained knowledge
In those days, production grew rapidly and expanded. Those who were persistent, enthusiastic, and efficient were noticed and promoted to new positions. In the period from 1973 to 1976, Vladimir Leonidovich went through the main stages of professional growth - from driller, driller, senior engineer of the production and technical department (PTO), deputy head of the technological department to shift manager of the central engineering and technological service in the Nizhnevartovsk Drilling Department No. 1. One There were times when there were difficulties with completing wells. A final works department was created in the department. The drillers were sometimes outraged. They need speed, meters of penetration, bonuses, and here is a young, principled specialist with his own requirements. Here the qualities of V.L. manifested themselves. Bogdanov not only as a knowledgeable specialist, but also as a demanding and uncompromising engineer who demands high quality work. He worked tirelessly, especially when the columns were being lowered. According to relatives, 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 appointed to the position of chief engineer of the department.
From 1978 to 1980, he worked at the Yuganskneftegaz production association as deputy head of the drilling department, and later as 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, the largest enterprise ensuring the economic stability of the country.
While preparing this article, I repeated to myself the lines that had just been born:
Nature generously rewarded
His talent and intelligence.
Life has endowed me with acumen and savvy,
Strengthening them with great effort.
Mobile and “almost flying”,
I'm used to always being ahead.
Steel will, mighty mind
And... a fiery motor in the chest.
This is how the portrait of a real hero turned out.
Surgut hardening
During the first 10 years of his work history, he traveled along winter roads and ice fields to dozens of fields. I spent the night in cars, in trailers - if there was room... Such selfless work could not go unnoticed.
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” without looking up to 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, was appointed general director of the Surgutneftegaz production association, the largest enterprise ensuring the economic stability of the country.
Of course, for many this appointment was completely unexpected. The USSR consistently grew personnel, but such a decision was nothing other than a credit of trust 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, and assertive. His desire to do a high-quality job and deliver the project quickly commanded respect from everyone.”
But sometimes in some difficult situations he makes decisions that are incomprehensible and not obvious to many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again
Congratulating the workforce on the upcoming 1985, V.L. Bogdanov said: “We are celebrating the New Year among those lagging behind, but there should be no place for despondency and confusion in our ranks.” He motivated the team to work hard. But it turned out to be more difficult than any assumptions. Perestroika, economic collapse, shortage of everything. But there really was no confusion. There was work without holidays or 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 products, everything necessary, to improve passenger rail and air transportation, and to preserve specialist personnel as much as possible. A few years later, the political and economic climate in the country changed. Structural changes were underway. The transition to a market economy required the corporatization of companies. The winds of change then destroyed many enterprises in the oil and gas industry. Some top managers were unable to protect either their enterprises or their chairs from collapse and raider takeover. Bogdanov managed to preserve both the Surgutneftegaz team and his influence on the country’s economy in the most difficult times for it.
President of Lukoil Vagit Alekperov says: “I’m sure he is proud of Surgutneftegaz.” He is its founder. He created the company during the most difficult period of the early 90s and managed to maintain it. Today it is actively developing. This is his brainchild. This is his pride"
When the Surgutneftegaz production association (PO) was transformed into an open joint-stock company, V.L. remained its general director. Bogdanov.
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the company’s bar to the level of advanced world-class enterprises. The general’s actions were non-standard, but carefully thought out and therefore effective. Everyone is working on the results of geological exploration dating back to Soviet times - they abandoned exploration drilling. Surgutneftegaz has its own point of view on this: exploratory drilling has never been suppressed here. Or take, for example, taxes. Everyone turned inside out to minimize costs or avoid the tax burden altogether. “Surgutneftegas” pays in good faith and strictly according to the law: according to analysts, the largest deductions are from the company headed by V.L. Bogdanov. Gas utilization is especially typical for the Surgut community. The country's leadership gives strict tasks and sets deadlines to bring the utilization of associated gas to 95 percent. And in “Surgutneftegaz” this bar has long been surpassed and maintains the indicator at around 99 percent.
“Surgutneftegas” fundamentally does not participate in offshore operations when doing business. “We have never used transfer schemes,” quotes V.L. Bogdanova Russian Forbes
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” not following fashion trends. As a result, while a number of territories groan from a lack of opportunities to do anything for their own citizens (because production enterprises do not want or cannot fill regional budgets), the well-being of the Surgut region, Surgut, Ugra, where the main production facilities of the company are based, can be maintained fine. And this is thanks to Surgutneftegaz and directly to its general director, Vladimir Leonidovich Bogdanov. Let’s not be afraid of such a lofty generalization, even the country’s budget partly 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 decisions that are incomprehensible and not obvious to many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again. This was the case with his persistent push for the idea of creating and developing well repair services. Subsequently, the “capitalists” became 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. built. Bogdanov development strategy for the years ahead.
The current round date of Vladimir Leonidovich is his 65th birthday, special - it is consecrated by the light of the golden star of the Hero
Everyone remembers the massive trend towards the removal of service departments, drilling crews and even entire drilling departments from the leading oil and gas companies as non-core assets. Only Bogdanov resisted the temptation to follow the beaten path. Vladimir Leonidovich sought to retain drillers, rig workers, and grout workers as part of Surgutneftegaz at any cost. Sometimes unpopular measures taken on time also worked: it was necessary to hold back the unreasonable increase in wages in order to invest the saved funds in production. And this step made it possible to ensure a decent salary and an increase in the well-being of the company’s staff in the future.
He objected to the once fashionable trend of creating joint ventures (JVs) as a panacea for all sorts of ills. V.L. Bogdanov said: “Why give work to foreign workers if ours do it more efficiently? The main thing is to purchase advanced equipment and technologies and learn how to work with them.”
And this eloquently testifies to managerial talent, the ability to choose the only right solution from many others.
Obviously, the manager has every reason to be satisfied with his job. President of Lukoil Vagit Alekperov puts it this way: “I’m sure he’s proud of Surgutneftegaz.” He is its founder. He created the company during the most difficult period of the early 90s and managed to maintain it. Today it is actively developing. This is his brainchild. This is his pride."
The name “Surgutneftegas” is associated with such concepts as stability, financial stability, reliable partnership
Surgutneftegaz invested more than 100 billion rubles in creating infrastructure in Eastern Siberia.
forward looking
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 Administration under the President of the Russian Federation - RANH and GS). He is a Doctor of Economics, a full member of a number of academies: mining sciences, natural sciences, technological sciences. He has published several books and many articles in industry publications devoted to improving the management system of the Russian fuel and energy complex, modern drilling and oil production technologies, and 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: 1985 - 1993 - deputy of the Tyumen Regional Council of People's Deputies, 1990 - 1993 - deputy of the Supreme Council of the RSFSR, since 1994 - deputy of the Duma of the Khanty-Mansi Autonomous Okrug . Since 2012 V.L. Bogdanov is a member of the commission on 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 Vladimir Leonidovich’s creative talent is the development of the Talakanskoye field. What has been created there in the deep taiga in just one decade amazes even seasoned oil workers. Surgutneftegaz invested more than 100 billion rubles in the creation of infrastructure in Eastern Siberia. The funds were used not only for production needs - exploration and production drilling, but also for the construction of an airport (2012), a 117 km capital highway (2011), bridges, power lines, pipelines, a bitumen production complex, a modern river berth, commodity park, gas piston power plant, production service bases, as well as social facilities.
This year in Tyumen it is planned to commission the second core storage facility of Surgutneftegas OJSC with a design capacity of up to 120 thousand m. The first, with a capacity of up to 100 thousand m, was built in 2003.
A real state approach is demonstrated by V.L. Bogdanov to the strategy of purchasing activities. Perhaps no other oil and gas company supports the domestic industry and its manufacturer as much as Surgutneftegaz does. He orders large shipments of Russian drilling rigs, top drives, rock cutting tools, well completion equipment, coring, production pumps and much more.
The statist Bogdanov 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,” quotes V.L. Bogdanov Russian Forbes.
Realizing that the state’s task is to protect and replenish the treasury, V.L. Bogdanov is categorically against undeserved benefits and government support. In his opinion, competition should be fair, and the conditions for all companies should be the same. “We have never asked anything from the state except normal laws, and we do not intend to ask or bargain for special conditions for ourselves in the future,” the head of the company responsibly declares. Surgutneftegaz".
In conditions of multitasking
The company strives to expand the geography of its activities. In one of his interviews, Vladimir Leonidovich said that Surgutneftegaz has ceased to be a monoregional 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 noted.
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” not following fashion trends
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the company’s bar to the level of advanced world-class enterprises
The well-being of the Surgut region, Surgut, Ugra, where the main production facilities of the company are based, can be maintained at normal levels thanks to Surgutneftegaz
OJSC “Surgutneftegas” is painstakingly working on training and retraining of personnel. The company selects 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, completion of internship and subsequent employment in structural divisions of OJSC “Surgutneftegas”.
The basic university for training specialists with higher education is the Tyumen State Oil and Gas University - Tyumen Oil and Gas University (after the merger with the Tyumen State University of Architecture and Civil Engineering, the new name of the educational institution is Tyumen Industrial University). In 2015, it had about five hundred students studying in the community field - more than from any other oil and gas company. An example for students is V.L. himself. Bogdanov, who graduated from this university more than 40 years ago and made himself, becoming a real master, a high professional. The poet Robert Rozhestvensky wrote about such people:
Time
moves by masters
and hopes
to the masters!
And they stand
like a fortress
in the rightness
of your labor.
And they cannot do otherwise.
And required
urgently!
hurry!
everywhere!
Always!
Today, Surgutneftegas is a recognized leader in the industry in the introduction of new equipment and new technologies, the volume of investments in research and development, and the level of production culture. The name “Surgutneftegas” is associated with such concepts as stability, financial stability, and reliable partnership.
“Driller by profession”
Vladimir Leonidovich says about himself: “I am a driller by profession.” Maybe that’s why the general pays special attention to this area. Apparently, this is why Surgutneftegaz is the undisputed leader in the country in terms of production and exploration drilling volumes. And this allows not only to maintain the current level, but also to increase production, “not to eat up”, but to increase the growth of hydrocarbon reserves.
V.L. Bogdanov does a lot for the social sphere: workers at Surgutneftegaz should have a decent salary, good living conditions for a comfortable life, modern schools, kindergartens, nurseries - so that people have confidence in the future. The company operates sanatoriums, dispensaries for recreation and health restoration of employees, and summer camps for children. The enterprise offers benefits that have no analogues in modern Russia for employees and members of their families. Therefore, there is no end to those who want to work at Surgutneftegaz.
For his contribution to the development and establishment of the Russian oil industry V.L. Bogdanov was awarded the 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 the city of Surgut (1997), Surgut region (1998), Khanty-Mansiysk Autonomous Okrug (1999). Vladimir Leonidovich has a large number of state and public awards: the Order of the Badge of Honor (1981), the Red Banner of Labor (1986), “For Services to the Fatherland” IV, III and II degrees (1997, 2001, 2006), the Order of Honor ( 2010), medal “For the development of subsoil and the development of the oil and gas complex of Western Siberia” (1984), Certificate of Honor of the President of the Russian Federation (2011), Gratitude of the President of the Russian Federation (2012, 2007) Order of the Polar Star (Yakutia, 2008) Order of Honor ( Belarus, 2001). And another one was added to them - a very high and most honorable one: 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 services to the state and people associated with the achievement of outstanding results in state, social and economic activities aimed at ensuring the well-being and prosperity of Russia.
After graduating from the institute V.L. Bogdanov began his work biography with a modest position as a pombur in the brigade of the famous drilling master, 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, works selflessly, sometimes ignoring weekends and vacations, 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 general director and owner of a 0.37% stake in Surgutneftegaz lives in an ordinary apartment building and modestly rests in Karlovy Vary.
General Director and co-owner of Surgutneftegaz Vladimir Bogdanov knows how to keep secrets. Why does his company keep astronomical amounts of money on deposit 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 became a state prize winner, 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 and oil fields in Western Siberia.” It was presented personally by President Putin in a solemn ceremony in the Kremlin on June 12, 2017.
Few 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 Lukoil President Vagit Alekperov F 6 . Meanwhile, Bogdanov occupies a modest 49th place in the ranking with a fortune of $1.9 billion. He has been included in 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 avoids publicity. He last gave an interview to Forbes in 2004. Then for many years the image of an ascetic was assigned to him, living in Surgut in an ordinary apartment building and vacationing on a budget in Karlovy Vary. Another question from Forbes about whether anything has changed since then remained unanswered. Bogdanova’s receptionist told Forbes that he was on vacation, email throughout the company was disabled “due to the threat of hacker attacks,” and there was no operational communication with the manager.
Bogdanov came to work at Surgutneftegaz PA 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 the state stake in the amount of 40.16% of shares through a loans-for-shares auction. Since then, the company's share capital structure has changed several times, but who its real owners are still remains a closely guarded secret. In its 2016 report, Surgut reports that “the company’s shares are distributed among shareholders, none of whom is the ultimate controlling party or has significant influence.” Bogdanov, as an individual, today owns 0.37% of ordinary shares of Surgutneftegaz.
Another secret of Surgut is the astronomical amounts of funds that the company keeps on deposits in Russian banks, mainly in US dollars. By the end of 2016, this amount amounted to 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 hold 2.637 trillion rubles on deposits, in VTB - 2.181 trillion rubles (exactly as much as 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 net: no one knows what will happen to oil prices. We need them so that the team can live peacefully. 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 fell by more than half, but the stash remained untouched. On the market, Surgutneftegaz, with 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 Surgutneftegaz OJSC: “The current rules of the game do not work in new regions.”
Question: This year, the oil industry is showing a decrease in the growth rate of oil production. The forecast of the Ministry of Economic Development for the medium term is also very conservative; in 2007, according to the ministry's forecasts, the growth will be only 0.6 percent per year. At the same time, Surgutneftegaz is now among the leaders among oil companies in terms of oil production growth. How will oil production of Surgutneftegaz develop in the medium term? What is your forecast for the oil industry as a whole 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 the dynamics of oil production growth at Surgutneftegaz?
Answer: In Russia as a whole, the growth rate of oil production in the first quarter was 3.6 percent, while that of Surgutneftegaz OJSC was higher - 7 percent. There is no big secret here; the dynamics of production growth is determined by the scale of investment in previous years. Every year, to maintain and increase the level of production for our company, about 1.5 billion dollars of capital investments are required, 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, Surgutneftegas puts 3-4 new fields into development. We must not forget that 33 percent of production drilling in Russia as a whole falls on the share of Surgutneftegaz. And these are new capacities that allow the company to ensure a systematic increase in production, without “spikes”, which are inevitably followed by a decline.
This year, Surgutneftegaz will reach a production level of 63.7 million tons of oil, next year - to a level of 67.7 million tons, and by 2007 we will reach the milestone of 70 million tons. This does not include production in Eastern Siberia. Along with the commissioning of new fields, we pay a lot of 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, by increasing oil recovery from reservoirs, demonstrates stabilization and even an increase in production.
In Russia as a whole, 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 expensive and less profitable, requiring the use of the latest technologies already at the initial stage of their development. Without their use, achieving an acceptable level of production for companies becomes problematic.
In percentage terms, the share of active reserves in Russia is decreasing every year. If today the share of active reserves in the total production volume is about 2/3, then with each subsequent year the balance will change towards an increase in the share of “complex” reserves in the total annual oil production.
But production profitability cannot be ensured only through new technologies, which are a priori high-cost. The development of new fields now requires new tax regimes and new approaches to solving infrastructure problems. New territories - Eastern Siberia, the Nenets District, and partly Western Siberia - are not provided with infrastructure. For example, next year Surgutneftegaz will commission the large West Siberian Rogozhnikovskoye field, located 550 km from Surgut. In addition to its remoteness from transport routes, this field is also distinguished by difficult geological conditions; oil will be extracted initially from deeper layers.
If today we do not work for the future, then within 5-10 years we can predict a decline 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-yield fields, where the rate of extraction is much lower. A simple example: if one well with a production rate of 500 tons goes out of operation, then in order to replace it, it is necessary to drill at least 30 wells. The retirement of a low-yield well of 10 tons will have a much smaller impact on the overall production level.
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 sales. 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 created its own system of gas pipelines, compressor stations, a kind of “mini-Gazprom”. The company's gas utilization rate is the highest in the industry - 95.8 percent.
Today, Surgutneftegaz does not have the opportunity to connect to the Urengoy-Chelyabinsk gas pipeline due to its congestion. 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 proposal is still unprofitable according to calculations. Therefore, due to restrictions on gas sales, the company does not see the need to increase gas production volumes.
As for the energy component, we have chosen the most economically and environmentally efficient way. When developing new fields, the company achieves its own full energy supply. That is, gas turbine power plants are built, and associated gas is utilized on site as fuel, thereby generating 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 for 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 energy supply from both internal and external power sources. Last year, Surgutneftegaz built 5 gas turbine stations, and this year the company purchased equipment for another 6 stations.
Already in 2007, these capacities will allow us to provide 25% of the company's total electricity needs.
If a law on the procedure for admitting independent producers to Gazprom’s gas transportation system is nevertheless adopted, then Surgutneftegaz has great potential for increasing gas production volumes. 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 has started operating in Yakutia, how is business developing in this region? How is the negotiation process with YUKOS on the Sakhaneftegaz property complex progressing? 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 was done there 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 there a large amount of machinery, equipment, transport, and have set up a production base in the village of Vitim. Work is underway to design a pipeline from Talakan to Ust-Kut (this is a preliminary point for now). At the end of May, the development project for the Talakanskoye field will be ready. In total, taking into account the bonus, we invested about $550 million in this project. The issue of purchasing the 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 technical capacities will be ready for the industrial development of the Talakanskoye field, 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 license areas (Kedrovy, Khoronokhsky, Peleduysky) is yielding encouraging results. Considering the capacity of the planned pipeline is 26 million tons, which we intend to build ourselves, we believe that other enterprises, in particular Verkhnechonskneftegaz, can use the pumping capacities. Export destinations for oil from the Talakanskoye field may be the port of Nakhodka and China /via Zabaikalsk/.
However, in new regions it is necessary to consolidate efforts and create consortia, 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, the current tax system does not allow companies to reach the profitability threshold when developing new fields. What does the company have left even at a price of $300-320 per ton? Export duty - $130, mineral extraction tax - $63, transportation costs, namely the railway tariff, for example, Ust-Kut - Nakhodka /Zabaikalsk/, - $100. That leaves $27, but from them you still need to subtract production costs, tax property, etc. With a simple, figuratively speaking, “peasant account”, it becomes clear that the current rules of the game do not work in new regions; a different approach is needed here at the state level. First of all, this 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 have to resolve social issues.
How can we solve this problem? In my opinion, one of the tools could be a mechanism for differentiating the mineral extraction tax. In particular, differentiation allows transport costs to be taken into account. Transportation for export from Tataria is one thing, and quite another from Western Siberia, and even more so from Eastern Siberia. For an oil worker, in principle, it doesn’t matter whether these are fiscal withdrawals through transportation costs, or whether they 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, the proposed railway tariff so far reaches $100, and as for the pipeline system, the figure announced so far is $47, and this does not take into account transshipment at the port. Under these conditions, oil companies have no incentive to develop new regions and, above all, Eastern Siberia.
However, beyond the threshold of 2020, oil production centers, regardless of anyone’s wishes, must move from Western Siberia to new regions - to the East and to Timan-Pechora. At the current level of production and, based on the confirmed reserves of Western Siberia, in 15 years more than 75 percent of the region’s 6 billion tons of reserves will be extracted, which will naturally move production to new territories, and we must be prepared 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 surveys at 3 sites in Timan-Pechora, and if our forecasts for reserves are confirmed, we will begin drilling exploration wells. In the future, of course, we will take part in auctions in the Timan-Pechora province. The development of Timan-Pechora poses another challenge for oil companies - maintaining the quality of oil. It is no secret that Timan-Pechora oil is inferior in quality to Siberian oil, therefore, when transporting it, it is necessary to solve the problem of preserving the quality bank. Otherwise, not only producers in Western Siberia will lose, but also the state as a whole, since a decrease in quality will lead to lower prices on foreign markets and, as a consequence, 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 for the export capacities of the Russian Federation. It is no secret that the pipeline system, in particular the Druzhba oil pipeline, built back in the 60s, needs technical updating. 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 this will at least 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, Surgutneftegas has never used the services of Western service contractors; in your opinion, is this an economically sound approach?
Answer: The principle of work of Surgutneftegaz with Western service companies differs from those that guide many Russian companies. We are following the path of purchasing software, hardware, and equipment from Western companies; if necessary, we involve supervisors at the implementation stage. In this regard, we work closely with Baker Hughes, Shlumberger, Hollyburton. Contracts with Baker Hughes, for example, amount to about $120-130 million annually.
Our specialists undergo internships in Western companies - every year we send 50-60 people for training.
Technology, equipment, software and the knowledge acquired by our staff allow us to successfully solve all assigned tasks in the field of field modeling, geological exploration, enhanced oil recovery, etc.
The cost of performing various service operations - hydraulic fracturing, sidetracking of wells, continuous pipe operations - is 4-5 times lower than that of Western service companies. In addition, in terms of the volume of service operations, in terms of the level of technical equipment - hydraulic fracturing fleets, continuous pipe installations, etc. - We are ahead of many Western service companies today. 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 producing analogues at domestic factories. We have developed an import substitution program, which is being quite successfully implemented jointly with defense industry enterprises, scientific and technical centers, and 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. Reaching a new level of quality in oil refining is a necessary component for increasing the business efficiency of oil holdings. What are the prospects for Surgutneftegaz in this direction?
Answer: In my opinion, today's problems in oil refining are rooted in the distant past. The energy development strategy, focused first on the consumption of coal and then fuel oil, has led to the fact that Russian refineries have been largely focused on the production of dark petroleum products for a long time. Now market conditions dictate to us the need to transfer oil refineries to new technological processes and to increase the depth of oil refining.
In 2008, Surgutneftegaz plans to introduce a deep oil refining complex 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 processing depth to 93 percent. This is very important, given the geographic and historical export orientation of our plant since 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 be forced to resolve issues of modernizing plants.
At the same time, the introduction of new technologies for the transition to the production of petroleum products of European quality standards requires a special state policy that would create conditions that encourage companies to increase the depth of processing at their plants 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.
Today, 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 conditions when the state is reducing 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 holiday” 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 being talked about so much today, it is necessary to stimulate the utilization of refineries. The more oil is processed within the country, the more petroleum products will be supplied to the domestic market, taking into account technical export restrictions. In this way, it will be possible to stimulate supply to exceed demand, which will lead to lower prices.
Today, the rise in prices for petroleum products on the domestic market is largely predetermined by fiscal policy - mineral extraction tax and excise tax, as well as rising tariffs and prices for metal products. But more than 82 percent of the material resources consumed by oil companies are metallurgical products in one form or another, prices for which have recently doubled. Ultimately, all this hits the consumer’s pocket and spins the inflation flywheel.
Question: How is Surgutneftegaz’s export policy structured?
Answer: The export policy of Surgutneftegaz is based, as a rule, on annual contracts. The selection of partners is carried out on a tender basis. Now we have direct contracts with the Norwegian Statoil, the Finnish Neste, the French Total, the Anglo-Dutch Shell, and the British BP.
In addition to annual contracts for the supply of oil to European refineries, Surgutneftegas 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 via Druzhba, Russian companies have managed to ensure that export through the pipe has become one of the most efficient, and is comparable to the efficiency of export through Novorossiysk.
Question: Currently, differentiation criteria for calculating mineral extraction tax are widely discussed. A number of oil company executives expressed the opinion that creating an objective differentiation formula in the Russian Federation is impossible. In your opinion, is it possible to determine these criteria, and if so, what parameters should form the basis of differentiation?
Is Surgutneftegaz satisfied with the new concept of the Subsoil Law? What, in your opinion, are the positive and negative aspects of the new concept?
Answer: Mineral extraction tax differentiation in Russia needs to be introduced as quickly as possible, otherwise a fall in oil production in the Russian Federation cannot be ruled out. In my opinion, the main criteria for differentiation should be mining and geological conditions and the state of field development. At the same time, it is necessary, first of all, to stimulate oil production at the initial stage of field development by providing tax holidays for at least 5 years for the payback period of investments. In addition, a special tax regime should be in place for fields at the last stage of development, when it is necessary to use secondary and tertiary oil recovery methods. It is very important for the state that these fields have a maximum oil recovery factor, so that reserves are recovered and not simply written off. Thus, differentiation should stimulate oil production at the stage of reserves depletion up to 40 percent and after 70 percent.
The second criterion that should be taken into account when differentiating 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 coefficient should be applied. In my opinion, these are the simplest criteria that can be used and that are easy for the state to control.
As for the draft law “On Subsoil”, the biggest problem is that it is not of direct effect. The draft contains a lot of references to the decrees of ministries and departments, which is the basis for rampant bureaucracy. Although the law also has positive aspects - end-to-end licenses, removal of restrictions on the depth of drilling in the licensed area.
In essence, 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 approval system, such as land allotment, should be simplified. However, so far the proposed drafts of related laws, in particular the Forest Code, assume a multiple increase in approvals. If previously we collected up to 8 thousand signatures for land allotment, then after the adoption of the Forest Code in the proposed form, the number of approvals will increase to 21 thousand signatures.
Question: " Surgutneftegaz has always been conservative in attracting Western borrowed funds. Can the company's credit policy change?
Answer: “Surgutneftegas” does not exclude the possibility of attracting Western investments if the company has large international projects. We are exploring the possibility of participating in some foreign projects, in particular, we have proposals from the Iranian government, and we are interested in Iraq. If these plans are implemented, we will enter international financial markets so that there will be no difficulties with the export of capital.
Question: Russian President Vladimir Putin stated the need for Russian business to reach 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: the production, scientific, and personnel potential of the company leaves no doubt that it can operate effectively not only in Russia. Recently, the European Public Commission awarded Surgutneftegaz the European Standard Award for the development and implementation of systemic programs in the field of industrial ecology that contribute to the achievement of international safety standards in the production, transportation and processing of petroleum products. In essence, this award is a certificate of compliance of product quality and management with generally accepted standards in the united Europe. So, our confidence is well founded.
"Drilling and Oil" , 12.06.16 , "Hero of Labor. A true statesman"
General Director of OJSC “Surgutneftegas” V.L. Bogdanov celebrated his 65th birthday on May 28, 2016. Shortly before this, the President of the Russian Federation Vladimir Putin, by his decree, awarded Vladimir Leonidovich the high title of Hero of Labor of Russia and awarded the gold 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 the good sense of the word, leaving no “blank spots” in mastering individual topics and subjects. Preference was given to the exact sciences: physics and mathematics. Great natural inclinations and abilities were complemented by excellent hard work and perseverance, without which they would hardly have been realized. He actively participated in the social life of the school. Every day he organized a game of football and hockey, a fishing trip, or a trip to pick berries or mushrooms. His erudition and friendly attitude towards his peers united young people around him. His early, strong leadership qualities made him a Komsomol leader.
Samotlor was discovered in the sixties of the last century. Romance has gripped the youth. The Suera boys also dreamed of the Tyumen North. Volodya became a student at the Tyumen Industrial Institute, choosing the specialty “Drilling of oil and gas wells.” I studied selflessly. The nickname “Plowman” stuck to him. After classes I spent a long time in the library. I figured out everything myself. Gained knowledge.
After graduating from the institute in 1973, the young man began his career with a modest position as a pombur in the team of the famous drilling master G.M. Levina. The position is not high, but all graduates of the drilling department passed through it. Gennady Mikhailovich recalls the episode: “They blocked the direction. It is not safe to be on the rig. Everyone leaves. He stands and looks carefully. He needed to know everything."
Volodya became a student at the Tyumen Industrial Institute, choosing the specialty “Drilling of oil and gas wells.” I studied selflessly. The nickname “Plowman” stuck to him. After classes I spent a long time in the library. I figured out everything myself. Gained knowledge
In those days, production grew rapidly and expanded. Those who were persistent, enthusiastic, and efficient were noticed and promoted to new positions. In the period from 1973 to 1976, Vladimir Leonidovich went through the main stages of professional growth - from driller, driller, senior engineer of the production and technical department (PTO), deputy head of the technological department to shift manager of the central engineering and technological service in the Nizhnevartovsk Drilling Department No. 1. One There were times when there were difficulties with completing wells. A final works department was created in the department. The drillers were sometimes outraged. They need speed, meters of penetration, bonuses, and here is a young, principled specialist with his own requirements. Here the qualities of V.L. manifested themselves. Bogdanov not only as a knowledgeable specialist, but also as a demanding and uncompromising engineer who demands high quality work. He worked tirelessly, especially when the columns were being lowered. According to relatives, 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 appointed to the position of chief engineer of the department.
From 1978 to 1980, he worked at the Yuganskneftegaz production association as deputy head of the drilling department, and later as 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, the largest enterprise ensuring the economic stability of the country.
While preparing this article, I repeated to myself the lines that had just been born:
Nature generously rewarded
His talent and intelligence.
Life has endowed me with acumen and savvy,
Strengthening them with great effort.
Mobile and “almost flying”,
I'm used to always being ahead.
Steel will, mighty mind
And... a fiery motor in the chest.
This is how the portrait of a real hero turned out.
Surgut hardening
During the first 10 years of his work history, he traveled along winter roads and ice fields to dozens of fields. I spent the night in cars, in trailers - if there was room... Such selfless work could not go unnoticed.
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” without looking up to 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, was appointed general director of the Surgutneftegaz production association, the largest enterprise ensuring the economic stability of the country.
Of course, for many this appointment was completely unexpected. The USSR consistently grew personnel, but such a decision was nothing other than a credit of trust 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, and assertive. His desire to do a high-quality job and deliver the project quickly commanded respect from everyone.”
But sometimes in some difficult situations he makes decisions that are incomprehensible and not obvious to many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again
Congratulating the workforce on the upcoming 1985, V.L. Bogdanov said: “We are celebrating the New Year among those lagging behind, but there should be no place for despondency and confusion in our ranks.” He motivated the team to work hard. But it turned out to be more difficult than any assumptions. Perestroika, economic collapse, shortage of everything. But there really was no confusion. There was work without holidays or 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 products, everything necessary, to improve passenger rail and air transportation, and to preserve specialist personnel as much as possible. A few years later, the political and economic climate in the country changed. Structural changes were underway. The transition to a market economy required the corporatization of companies. The winds of change then destroyed many enterprises in the oil and gas industry. Some top managers were unable to protect either their enterprises or their chairs from collapse and raider takeover. Bogdanov managed to preserve both the Surgutneftegaz team and his influence on the country’s economy in the most difficult times for it.
President of Lukoil Vagit Alekperov says: “I’m sure he is proud of Surgutneftegaz.” He is its founder. He created the company during the most difficult period of the early 90s and managed to maintain it. Today it is actively developing. This is his brainchild. This is his pride"
When the Surgutneftegaz production association (PO) was transformed into an open joint-stock company, V.L. remained its general director. Bogdanov.
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the company’s bar to the level of advanced world-class enterprises. The general’s actions were non-standard, but carefully thought out and therefore effective. Everyone is working on the results of geological exploration dating back to Soviet times - they abandoned exploration drilling. Surgutneftegaz has its own point of view on this: exploratory drilling has never been suppressed here. Or take, for example, taxes. Everyone turned inside out to minimize costs or avoid the tax burden altogether. “Surgutneftegas” pays in good faith and strictly according to the law: according to analysts, the largest deductions are from the company headed by V.L. Bogdanov. Gas utilization is especially typical for the Surgut community. The country's leadership gives strict tasks and sets deadlines to bring the utilization of associated gas to 95 percent. And in “Surgutneftegaz” this bar has long been surpassed and maintains the indicator at around 99 percent.
“Surgutneftegas” fundamentally does not participate in offshore operations when doing business. “We have never used transfer schemes,” quotes V.L. Bogdanova Russian Forbes
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” not following fashion trends. As a result, while a number of territories groan from a lack of opportunities to do anything for their own citizens (because production enterprises do not want or cannot fill regional budgets), the well-being of the Surgut region, Surgut, Ugra, where the main production facilities of the company are based, can be maintained fine. And this is thanks to Surgutneftegaz and directly to its general director, Vladimir Leonidovich Bogdanov. Let’s not be afraid of such a lofty generalization, even the country’s budget partly 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 decisions that are incomprehensible and not obvious to many. And this is surprising at first. Time passes, and it becomes clear to everyone that Bogdanov was right once again. This was the case with his persistent push for the idea of creating and developing well repair services. Subsequently, the “capitalists” became 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. built. Bogdanov development strategy for the years ahead.
The current round date of Vladimir Leonidovich is his 65th birthday, special - it is consecrated by the light of the golden star of the Hero
Everyone remembers the massive trend towards the removal of service departments, drilling crews and even entire drilling departments from the leading oil and gas companies as non-core assets. Only Bogdanov resisted the temptation to follow the beaten path. Vladimir Leonidovich sought to retain drillers, rig workers, and grout workers as part of Surgutneftegaz at any cost. Sometimes unpopular measures taken on time also worked: it was necessary to hold back the unreasonable increase in wages in order to invest the saved funds in production. And this step made it possible to ensure a decent salary and an increase in the well-being of the company’s staff in the future.
He objected to the once fashionable trend of creating joint ventures (JVs) as a panacea for all sorts of ills. V.L. Bogdanov said: “Why give work to foreign workers if ours do it more efficiently? The main thing is to purchase advanced equipment and technologies and learn how to work with them.”
And this eloquently testifies to managerial talent, the ability to choose the only right solution from many others.
Obviously, the manager has every reason to be satisfied with his job. President of Lukoil Vagit Alekperov puts it this way: “I’m sure he’s proud of Surgutneftegaz.” He is its founder. He created the company during the most difficult period of the early 90s and managed to maintain it. Today it is actively developing. This is his brainchild. This is his pride."
The name “Surgutneftegas” is associated with such concepts as stability, financial stability, reliable partnership
Surgutneftegaz invested more than 100 billion rubles in creating infrastructure in Eastern Siberia.
forward looking
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 Administration under the President of the Russian Federation - RANH and GS). He is a Doctor of Economics, a full member of a number of academies: mining sciences, natural sciences, technological sciences. He has published several books and many articles in industry publications devoted to improving the management system of the Russian fuel and energy complex, modern drilling and oil production technologies, and 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: 1985 - 1993 - deputy of the Tyumen Regional Council of People's Deputies, 1990 - 1993 - deputy of the Supreme Council of the RSFSR, since 1994 - deputy of the Duma of the Khanty-Mansi Autonomous Okrug . Since 2012 V.L. Bogdanov is a member of the commission on 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 Vladimir Leonidovich’s creative talent is the development of the Talakanskoye field. What has been created there in the deep taiga in just one decade amazes even seasoned oil workers. Surgutneftegaz invested more than 100 billion rubles in the creation of infrastructure in Eastern Siberia. The funds were used not only for production needs - exploration and production drilling, but also for the construction of an airport (2012), a 117 km capital highway (2011), bridges, power lines, pipelines, a bitumen production complex, a modern river berth, commodity park, gas piston power plant, production service bases, as well as social facilities.
This year in Tyumen it is planned to commission the second core storage facility of Surgutneftegas OJSC with a design capacity of up to 120 thousand m. The first, with a capacity of up to 100 thousand m, was built in 2003.
A real state approach is demonstrated by V.L. Bogdanov to the strategy of purchasing activities. Perhaps no other oil and gas company supports the domestic industry and its manufacturer as much as Surgutneftegaz does. He orders large shipments of Russian drilling rigs, top drives, rock cutting tools, well completion equipment, coring, production pumps and much more.
The statist Bogdanov 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,” quotes V.L. Bogdanov Russian Forbes.
Realizing that the state’s task is to protect and replenish the treasury, V.L. Bogdanov is categorically against undeserved benefits and government support. In his opinion, competition should be fair, and the conditions for all companies should be the same. “We have never asked anything from the state except normal laws, and we do not intend to ask or bargain for special conditions for ourselves in the future,” the head of the company responsibly declares. Surgutneftegaz".
In conditions of multitasking
The company strives to expand the geography of its activities. In one of his interviews, Vladimir Leonidovich said that Surgutneftegaz has ceased to be a monoregional 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 noted.
Bogdanov does not have ready-made standard cripples in decision making. He doesn’t think like everyone else, and acts independently - “like Bogdanov,” not following fashion trends
Thanks to competent technical and economic solutions, Vladimir Leonidovich raised the company’s bar to the level of advanced world-class enterprises
The well-being of the Surgut region, Surgut, Ugra, where the main production facilities of the company are based, can be maintained at normal levels thanks to Surgutneftegaz
OJSC “Surgutneftegas” is painstakingly working on training and retraining of personnel. The company selects 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, completion of internship and subsequent employment in structural divisions of OJSC “Surgutneftegas”.
The basic university for training specialists with higher education is the Tyumen State Oil and Gas University - Tyumen Oil and Gas University (after the merger with the Tyumen State University of Architecture and Civil Engineering, the new name of the educational institution is Tyumen Industrial University). In 2015, it had about five hundred students studying in the community field - more than from any other oil and gas company. An example for students is V.L. himself. Bogdanov, who graduated from this university more than 40 years ago and made himself, becoming a real master, a high professional. The poet Robert Rozhestvensky wrote about such people:
Time
moves by masters
and hopes
to the masters!
And they stand
like a fortress
in the rightness
of your labor.
And they cannot do otherwise.
And required
urgently!
hurry!
everywhere!
Always!
Today, Surgutneftegas is a recognized leader in the industry in the introduction of new equipment and new technologies, the volume of investments in research and development, and the level of production culture. The name “Surgutneftegas” is associated with such concepts as stability, financial stability, and reliable partnership.
“Driller by profession”
Vladimir Leonidovich says about himself: “I am a driller by profession.” Maybe that’s why the general pays special attention to this area. Apparently, this is why Surgutneftegaz is the undisputed leader in the country in terms of production and exploration drilling volumes. And this allows not only to maintain the current level, but also to increase production, “not to eat up”, but to increase the growth of hydrocarbon reserves.
V.L. Bogdanov does a lot for the social sphere: workers at Surgutneftegaz should have a decent salary, good living conditions for a comfortable life, modern schools, kindergartens, nurseries - so that people have confidence in the future. The company operates sanatoriums, dispensaries for recreation and health restoration of employees, and summer camps for children. The enterprise offers benefits that have no analogues in modern Russia for employees and members of their families. Therefore, there is no end to those who want to work at Surgutneftegaz.
For his contribution to the development and establishment of the Russian oil industry V.L. Bogdanov was awarded the 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 the city of Surgut (1997), Surgut region (1998), Khanty-Mansiysk Autonomous Okrug (1999). Vladimir Leonidovich has a large number of state and public awards: the Order of the Badge of Honor (1981), the Red Banner of Labor (1986), “For Services to the Fatherland” IV, III and II degrees (1997, 2001, 2006), the Order of Honor ( 2010), medal “For the development of subsoil and the development of the oil and gas complex of Western Siberia” (1984), Certificate of Honor of the President of the Russian Federation (2011), Gratitude of the President of the Russian Federation (2012, 2007) Order of the Polar Star (Yakutia, 2008) Order of Honor ( Belarus, 2001). And another one was added to them - a very high and most honorable one: 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 services to the state and people associated with the achievement of outstanding results in state, social and economic activities aimed at ensuring the well-being and prosperity of Russia.
After graduating from the institute V.L. Bogdanov began his work biography with a modest position as a pombur in the brigade of the famous drilling master, 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, works selflessly, sometimes ignoring weekends and vacations, 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 fall in the ruble exchange rate against the dollar played into the hands of Surgut shareholders. “Due to the significant effect from the revaluation of foreign currency assets, the net profit of Surgutneftegaz increased almost 3.5 times and amounted to 891.7 billion rubles,” Bogdanov said. As a result, dividends on preferred shares, directly tied to net profit, also increased by almost 3.5 times compared to last year, to RUB 8.21. 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, as well as other technical issues (approval of the annual report, re-election of the board of directors, etc.), was approved by Surgut shareholders almost unanimously.
One got the feeling that they came to the meeting only to make sure that they would be paid dividends. During the meeting, the employee-shareholders did not ask questions about the company’s activities, but during the break they began to disperse without waiting for the results of the meeting. “I have already voted on all issues, I understood that dividends will be paid on July 16. “Can I go home already?” asked a woman minority shareholder of Surgut with experience to a representative man in a suit, mistaking him for an employee of Surgutneftegaz. He kindly allowed her to leave. Another holder of oil company securities asked Bogdanov for a trip to the sea, he instructed the HR director to resolve the issue.
Bogdanov promised to launch one of the largest new fields named after him in the third quarter. V.I. Shpilman in Western Siberia, the key region of Surgut’s production (it accounts for 87% of Surgut’s production). Last year and the first half of 2015, development work was carried out on it (a road, pipelines and a booster pumping station were built). After reaching its design capacity, this field will provide production of 2.5-3 million tons of oil per year, according to Surgut’s annual report. The head of the company clarified that by the end of the year, production at the Shpilmana field is expected to reach 50 thousand tons.
Four much more mature fields in Western Siberia - East Elovoe, Yukyavinskoye, Rodnikovoe and Suryeganskoye - "Surgutneftegas" wants to offer the government for pilot zones of the financial result tax (FRT), Bogdanov said, 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 effect in the industry since the beginning of 2015. “[Now] it’s hard to talk, because you see the volatility [in the market] and what’s happening with [oil] prices. [Summarizing the results now], we will only raise foam,” Bogdanov concluded and disappeared behind the powerful backs of his two guards.
General Director of Surgutneftegaz
20th place
Bogdanov Vladimir Leonidovich was born on May 28, 1951 in the village of Suerka, Uporovsky district, Tyumen region, Russian.
In 1973, Bogdanov graduated from the Tyumen Industrial Institute (TII) with a degree in Oil and Gas Well Drilling, engineer.
In 1990 he graduated from the Academy of National Economy (ANH) under the Council of Ministers of the USSR.V
1973-76 - assistant driller, driller, senior technical maintenance engineer, deputy head of the technological department, shift supervisor of the CITS of the Nizhnevartovsk drilling department.
From 1976 to 1978, Bogdanov was the head of RITS, chief technologist, chief engineer of the Surgut Drilling Directorate of the 2nd production association "Surgutneftegaz".
In 1978-1980 - Deputy Head of the Drilling Department, Deputy General Director, Head of the Drilling Department of Yuganskneftegaz Production Association.
From 1980 to 1983, Vladimir Bogdanov held the position of Deputy General Director of the organization of work in the northern regions, Deputy General Director, Head of the Drilling Department of the Sugutneftegaz Production Association. He was a member of the Surgut City Committee of the CPSU.
In 1983-84. - Deputy Head of Production Association "Glavtyumenneftegaz" for drilling. Since 1984 - General Director of PA "Surgutneftegaz".
In 1985-90 - Deputy of the Tyumen Regional Council from Surgut. On March 18, 1990, Bogdanov was elected people's deputy of the RSFSR in the Kogalym territorial district 722 (Khanty-Mansiysk Autonomous Okrug).
Since September 1990 - Chairman of the Board of Directors of the Surgut LLC CB "Surgutneftegazbank".
Since 1992 - General Director of the mining company OJSC "Surgutneftegas", formed on the basis of PA "Surgutneftegas".
At the same time, from 1993 to June 1996, Chairman of the Board of Directors, and from June 1996, Deputy Chairman of the Board of Directors of Surgutneftegaz OJSC.
Since 1993 - President of OJSC (then OJSC) Oil Company Surgutneftegaz (management company of OJSC Surgutneftegaz).
From 1993 to May 1997 - Chairman, from May 1997 - Deputy Chairman of the Board of Directors of OJSC Oil Company Surgutneftegaz.
Since 1994 - member of the boards of directors of OJSC Kirishinefteprodukt, OJSC Lennefteprodukt, OJSC Neftebaza Ruchi, OJSC Krasny Neftyanik, OJSC Onegoneft.
In 1995, Vladimir Bogdanov became president and chairman of the Board of Directors of the non-state pension fund "Surgutneftegaz".
Since 1994 - Chairman of the Board of Directors of Surgutneftegazbank (re-elected to this post in 1997 and 2001).
At a collateral auction on November 3, 1995, on behalf of NPF Surgutneftegaz, Bogdanov bought the state stake in Surgutneftegaz OJSC (40% of the shares).
Since April 1996 - member of the Board of Directors of Mosbusinessbank OJSC. Since October 1996 - member of the Board of Directors of ONEXIMbank.
Since May 1996 - Chairman of the Boards of Directors of CJSC Surgutfondinvest and CJSC Neft Invest.
On October 27, 1996, Vladimir Bogdanov was elected deputy of the Duma of the Khanty-Mansi Autonomous Okrug of the second convocation in the Surgut municipal-territorial electoral district 12.
From April 1997 to 1998 - member of the board of directors of OJSC Nafta Moscow.
On June 5, 1998, he signed a joint statement by leading Russian entrepreneurs, “Appeal from Representatives of Russian Business,” regarding the economic situation in the Russian Federation.
In October 1998, he signed an appeal from a number of heads of leading Russian oil companies, where on their behalf a way out of the crisis situation in the Russian Federation was proposed.
Since April 1999, Bogdanov has been a member of the Council of Issuers under the Federal Securities Commission (FCSM).
Since October 2000, Bogdanov has been a member of the Entrepreneurship Council under the Government of the Russian Federation. On January 14, 2001, Bogdanov was elected to the Duma of the Khanty-Mansi Autonomous Okrug of the third convocation in electoral district 17.
In April 2001, he became a member of the organizing committee of the public association of entrepreneurs "Business Russia".
Since June 2002 - member of the Board of Directors of JSCB Rosbank. Vladimir Bogdanov is a full member of the Academy of Mining Sciences. Full member of the Academy of Natural Sciences. Corresponding member of the Academy of Technological Sciences of the Russian Federation.
Awarded the Order "For Services to the Fatherland" III degree (2001), "For Services to the Fatherland" II degree (2006), "For Services to the Fatherland" IV degree. Awarded the Belarusian Order of Pashana, a commemorative medal from the Encyclopedia “Best People of Russia” (2005).
According to research by the Wall Street Journal Europe in May 1998, he was named one of the ten best business leaders in Eastern Europe. In December 2000, the Russian Union of Industrialists and Entrepreneurs (RSPP) was named Entrepreneur of the Year.
Married for the second time. Raising a daughter.
Personal qualities, characteristics
Vladimir Bogdanov does not look like an “oligarch” at all: he dresses modestly, is short and thin. People who know him closely claim that he retained an almost boyish openness and a radiant smile. Since Bogdanov is a secretive person and does not like journalists, the Russian media in response endow the head of Surgutneftegaz with vivid characteristics, confirming them with rumors and stories:
Cruel
Queue for reception. The crowd waits for several hours. Finally Bogdanov comes out. Having carefully examined the people, he says peremptorily: “Who are they? I remember you too. Hold on. The rest are on...”. The people tolerate all this because Bogdanov treats himself just as harshly.
Selfless
Once, when Bogdanov was working as an engineer at the Nizhnevartovsk Drilling Department, his wife sent him to the store on his day off. I stood in line, replaying in my head some events that had happened the day before in one of the brigades. I came to my senses in the hospital: I fainted. Diagnosis: severe fatigue, nervous and physical exhaustion.
Absent-minded at home
They say you can slip him anything during lunch; while reading the newspaper, he won’t even notice what he ate - a boiled egg or a lobster. Therefore, he probably has dinner at home under the supervision of his wife. By the way, he walks to and from work, since he lives nearby. Company employees often see Bogdanov skipping to work, with a security guard barely keeping up with him.
Stubborn
Even at social events, he manages to torment his interlocutor with conversations about production problems. They told how a certain deputy minister at one of the feasts tried to break away from him in order to dance - so Bogdanov stubbornly pursued him, gesticulating and proving something right during the dance.
Has a sixth sense
Some consider his sixth sense to be almost animalistic. If Stanislavsky believed that playing spontaneity is the most difficult thing, then for Bogdanov it is impossible to play it: he captures undertones of falsehood that are inaccessible to the ordinary ear. He seems to be able to distinguish even brilliant deception from art. Most likely at the energy level.
Vigorous
The sluggishness irritates him. Even an unreasonable waste of a few minutes. He moves in space so quickly that even specially trained guards always have to catch up with him. Swiftness is in everything. And at the same time - not a shadow of fuss.
Cutting
Bogdanov is equally intolerant of unprofessionalism. He once noted that in the quarter of a century during which he has served the oil industry faithfully, he has never encountered, even at the level of an industry minister, a deep understanding of the problems.
He is emotional to the point of explosiveness. But easygoing. Although outwardly his face, even in critical moments, expresses complete equanimity. Lively interest in him is caused by the intelligence of the interlocutor, and excessive stupidity is curiosity. He doesn't seem to recognize halftones. He is either interested or too bored. The only thing that always turns him on is the discussion of economic policy issues of past years.
Prudent and correct
The fact that he, as a rule, does not make mistakes in his partners and does not panic if they do not cope with their obligations for some time is evidenced by this episode. After the 1998 crisis, a large amount of money got stuck in ONEXIMbank. And Bogdanov had reasonable concerns about their liquidity. But he understood that the situation was difficult. And he behaved extremely correctly - he agreed to wait for complete restructuring and the formation of a new bank. And he waited.
Hobbies, interests
According to Dengi magazine, Bogdanov has been spending his vacation in a depressingly monotonous way for several years now - visiting his parents in the village for haymaking. To avoid trouble, the press service of Surgutneftegaz does not report the name of the village or its location.
Bogdanov spent his first vacation abroad only in 1999 - in Karlovy Vary. Until now, he traveled abroad for official reasons.
Political Views
“For me, Vladimir Putin is an example of an analytical mind. Yes, this is the result of his work in the state security agencies. But, excuse me, why are we so afraid? Were not the best heads of Russia in demand at one time in these bodies? Weren’t these the heads who provided Does Russia have high international prestige?”, says Vladimir Bogdanov.
He doesn't like to talk about politics. But he speaks well of Putin. He says that he is an example of an analytical mind. He has the main thing - the ability to see the essence in every problem, to separate the main from the secondary.
According to Bogdanov, with Putin everything instantly falls into place, and the cart does not run before the horse. And he was convinced of this after the speech of the President of the Russian Federation at an industry meeting in Surgut. “His report so clearly, acutely and uncompromisingly posed the main problems of the industry that there is no doubt about his vision of ways to solve these problems. In recent years, many of the speakers at the At the meeting, they were literally shocked by his questions, which really struck not the eyebrow, but the eye.”
Bogdanov states: today we can say with complete confidence: the country’s leadership has political will, and this is the main thing.
He built his empire without political influence - solely for reasons of economic expediency. I am categorically against benefits and government support. Its principle states: competition must be fair, and conditions for all companies must be equal. “We have never asked the state for anything other than normal laws, and we do not intend to ask or bargain for special conditions for ourselves in the future.”
Bogdanov never engaged in political intrigue. On the contrary, he has a strong aversion to such methods of business consolidation.
Press about Vladimir Bogdanov
Former driller Vladimir Bogdanov is a dark horse and a black sheep rolled into one, wrote Profile Magazine on January 17, 2000. The head of Russia's third largest oil company, Surgutneftegaz, prefers to keep a low profile. It is Bogdanov’s character not to be visible. His principle: the less they know about you, the fewer problems.
Lives in Surgut, does not like the capital, does not communicate with journalists. He was not involved in scandals; he participated in Yeltsin’s numerous meetings with the “oligarchs” only once - last summer. However, in Surgut, his name, like the name of the company, is pronounced with aspiration and they add: “If only he didn’t go to Moscow.”
Bogdanov’s habit of relying solely on his own strength meets with approval not only in the region, but also in the center. Surgutneftegaz did not attract foreign loans, it managed not to become dependent on Moscow financial groups, moreover, it itself is a shareholder of ONEXIM Bank. The company received the important status of general contractor in the construction of a new oil loading port in Batareinaya Bay. Like LUKoil, the company was able to “buy itself out” of state ownership, and Vladimir Bogdanov took a strong position as manager-owner (Profile Magazine, February 23, 1999)
Bogdanov has three commandments: do not borrow money, do not waste funds, and have everything of your own. The head of Surgutneftegaz, Vladimir Bogdanov, is often called a “black sheep.” Although he himself doesn’t care at all. He simply does what he thinks is right. And he considers the formation of public opinion to be absolutely useless, noted the Company magazine on June 2, 1998.
In 1999, Bogdanov amazed the “oil community” by showing a profit of almost $1 billion. Neither before nor after did any of his colleagues dare to undertake such a feat.
Without a doubt, Bogdanov is one of the most successful top managers in Russia. And like no one else he knows all the ins and outs of the industry, since he began his career as an assistant driller. He has always distanced himself from politics, and now he is the only oil worker who is not assigned to any “family” (Business People Magazine, January 5, 2001)
The phrase most often repeated at Surgutneftegaz is: “The less they know about the company, the fewer problems it has.” At the same time, in informal conversations, Surgetneftegaz employees explain their dislike of communication by precautionary measures. They complain that the company is not liked simply because it is successful. This tactic of behavior is explained by the position of President Vladimir Bogdanov. Many call him the Surgut recluse. Friends - a patriot of Surgut.
They say that Bogdanov is absolutely not characterized by adventurism. He achieved everything through hard work and diligence. Without a doubt, he is not a sprinter, he is a stayer. And one of the most successful top managers in Russia.
They say Bogdanov was on the Kremlin’s personnel reserve list. At least on the list of candidates for the post of Minister of Energy. And residents of Surgut eagerly say that Putin offered Bogdanov the chair of government chairman. But Bogdanov himself denies all this: “No one talked to me about joining the government, no one made such proposals.” (Business People Magazine, 09/01/2000)
Bogdanov’s regional patriotism is expressed in the fact that, according to the president of Surgutneftegaz, he is “happy that he can walk to work.” Accordingly, CIS is the only vertically integrated oil company in the country that has its headquarters not in Moscow, but in Surgut, and carries out financial payments through a local bank, and not through Tokobank or Imperial. All this makes Vladimir Bogdanov and CIS the favorite of the Tyumen and Khanty-Mansiysk administrations and at the same time creates a positive reputation for the company in the central leadership (Business People Magazine, 05/18/1996).
Former driller Vladimir Bogdanov is a dark horse and a black sheep rolled into one, wrote Profile magazine on January 17, 2000.
The head of Russia's third largest oil company, Surgutneftegaz, prefers to keep a low profile. It is Bogdanov’s character not to be visible. His principle: the less they know about you, the fewer problems.
He lives in Surgut, does not like the capital, and does not communicate with journalists. He was not involved in scandals; he participated in numerous meetings between the first President Boris Yeltsin and the “oligarchs” only once - last summer.
However, in Surgut, his name, like the name of the company, is pronounced with aspiration and they add: “If only he didn’t go to Moscow.”
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