Implementation of intracorporate improvement projects
The key tool for introducing changes within the Company is a system for improving project implementation system that has been tried and tested through many years of experience.
The portfolio of improvement projects in Zarubezhneft JSC has been formed since 2013, expanding its perimeter, and today it has already completed 115 projects (taking into account technological development projects, or TDP).
Annually in the beginning of the year, a project pool is created and vectors for further development of the Company are determined following the results of the Strategic Management Session, annual KPI defense, and adopting decisions on distribution of successful projects. In 2019, the project portfolio was specified and ranked taking into account four strategic focuses aimed at successful implementation of the second stage of the Strategy, and included 66 change projects:
- 24 projects were included in 4 strategic focuses, 8 of them were successfully completed in 2019;
- 42 projects were aimed at supporting existing processes and systems; 21 were completed in 2019.
At all stages of the change projects life cycle, there is:
- Monthly monitoring and reporting of draft revisions;
- Expert support for projects, including encouraging participation of external experts and those of the subsidiaries;
- Polling/feedback for qualitative evaluation and results validation.
Key innovations of 2019
Updated projects classification
As part implementing the Company’s Strategic Objectives, four key focuses were identified: Expansion, Technological Leadership, Corporate Evolution, and Talent Management. Since 2019, special attention has been paid to projects entered or initiated as part of the strategic focuses. Projects continuing from last year were classified as additional initiatives aimed to support the existing processes and systems.
Technology development projects |
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Elaboration of PRE-FEED for subsea production system of Block 12/11 |
The project goal is to increase the economic performance of gas field development at Block 12/11. Achievements:
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Elaboration of concepts on involvement of Block 09-1 marginal sites in the development |
The project goal is to suggest technical and process measures for cost-efficient development of low-margin/marginal fields/sites of JV Vietsovpetro. Achievements:
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Expansion of the resource base of JV Vietsovpetro’s Block 09-1 based on new 3D/4C drilling and seismic data |
The project goal is to use new data on 3D/4C seismic and exploration drilling results to search for new satellite deposits available at the fields of Block 09-1. Achievements:
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Implementation of the target information telemetry program “well repair” at Zarubezhneft-Dobycha Kharyaga facilities |
The project goal is to improve performance of operational management regarding well development, maintenance and workover (DMW). The production time factor was achieved by the DMW teams in 2019 at a rate of not less than 0.95. Achievements:
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Improvement projects |
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Fast track |
The project goal is to apply a combination of organizational and informational measures at the same time as we perfect workflow algorithms and queries between the Corporate Center and the subsidiaries, with a view to reducing the degree of formalism. Identification and elimination of TOP destructors at all reporting levels, reduction of excessive document workflow. Achievements:
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Automation of business processes using bpm class it systems |
The project goal is to built a pilot end-to-end process within a unified IT system. Achievements of the investment process automation:
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Legally relevant electronic document workflow |
The project goal is to reduce paperwork when executing contracts, improve performance and cut labor costs, and optimize access and storage of original documents. Achievements:
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Manager’s work standard (MWS) |
The project goal is to create a uniform operational procedure for managers of different levels and ensure integrity and coherence of managerial actions in all the Company units. Achievements:
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