Yuri Konstantinovich Shafranik is a native Siberian. Born on February 27, 1952 in the village. Karasul (Ishim district, Tyumen region) in a peasant family. Russian.

He graduated from two faculties of the Tyumen Industrial Institute - an electrical engineer in automation and telemechanics and a mining engineer in technology and integrated mechanization of oil and gas field development. Doctor of Economics (2006)

Since 1974, he worked at the enterprises of the Nizhnevartovskneftegaz production association as a mechanic, process engineer, senior engineer, and head of the laboratory.

In 1980, from the first days of development of the new Uryevskoye oil field, he worked at NGDU Uryevneft. From 1987 to 1990 - General Director of the Langepasneftegaz production association he formed.

In 1990, during alternative elections, he became chairman of the Tyumen Regional Council of People's Deputies. He is the pioneer of the introduction of paid subsoil use in the oil and gas complex of Russia, one of the initiators and developers of the law “On Subsoil”.

In September 1991, by Decree of the President of Russia, he was appointed head of the administration (governor) of the Tyumen region. During this period, the Tyumen region is the flagship of all innovations in the field of subsoil use in Russia.

Since January 1993 - Minister of Fuel and Energy of the Russian Federation, organizer of the structural restructuring of the oil, coal and electric power industries, their transition to market economic conditions. In the same year, he was elected senator of the Federation Council of the Federal Assembly of the Russian Federation.

In 1997 - Advisor to the Chairman of the Government of the Russian Federation. At the same time, he creates and heads the Central Fuel Company, which in a short time took a leading position in the regional wholesale petroleum products market.

In 2000, he created and became Chairman of the Board of Directors of the International Investment Group of Companies SoyuzNefteGaz (CIS).

Yu.K. Shafranik is Chairman of the Supreme Mining Council, Chairman of the Council of the Union of Oil and Gas Industrialists of Russia, Chairman of the Committee of the Chamber of Commerce and Industry of the Russian Federation on Energy Strategy and Development of the Fuel and Energy Complex, Chairman of the Board of Directors of the Institute of Energy Strategy, President of the World Policy and Resources Foundation. The author of a number of books, actively speaks at authoritative international forums, regularly meets with leaders of countries and international organizations.

Awarded state orders and medals, Laureate of the Government of the Russian Federation (1999) Honored Worker of the Oil and Gas Industry of the Russian Federation (2010) Honorary Citizen of the city of Langepas, Khanty-Mansiysk Autonomous Okrug and Tyumen Region.

Married, has a son and daughter.

Production worker (1974‒1990)

Langepasneftegaz

On December 22, 1979, the oil and gas production department (NGDU) "Uryevneft" was formed, whose task was to develop new oil fields near the village of Uryevskaya in the Nizhnevartovsk district of the Tyumen region. Development began with the cutting down of clearings and the construction of a temporary camp for Langepas, which was located 15 kilometers from the Ob River, on the right bank of one of the islands of the Kayukovskaya channel. The name of the village translated from the Khanty language means “Squirrel Lands”.

Construction of the village began on September 20, 1980, with the construction of a production base and a dormitory for builders. At the same time, a bathhouse, a garage, a power plant, a canteen and other social facilities were built. On August 15, 1985, Langepas was granted city status. Its total area is 50 square kilometers. In five years, from hundreds of pioneers, the population in 1985 amounted to 35 thousand people. Currently it is a modern city with a population of over 43 thousand inhabitants. In terms of the level of amenities of the housing stock, Langepas is one of the leaders in the Khanty-Mansiysk Autonomous Okrug.

Yu.K. Shafranik began working at NGDU Uryevneft in February 1980. From 1987 to 1990, he was the organizer and head of the Langepasneftegaz production association. He took a direct part in the beginning of the development of a new oil region - the fields of the Langepas zone (Uryevskoye, Potochnoye, Pokachyovskoye, etc.), the creation of engineering infrastructure and the construction of the cities of Langepas and Pokachi. As a result, by 1990, oil production in the Langepass oil region was raised from virtually nothing to 30 million tons per year.

For successful production activities Yu.K. Shafranik was awarded the Order of Friendship of Peoples in 1988.

Politician (1990‒1997)

Tyumen region

The Tyumen region is one of the most complex constituent entities of the Russian Federation. It includes two autonomous okrugs: Khanty-Mansiysk is the leader in Russian oil production, and Yamalo-Nenets is the leader in natural gas production. Yu.K. Shafranik, working as the general director of the Langepasneftegaz production association, was elected as a deputy of the Tyumen Regional Council of People's Deputies in March 1990, and on April 14, 1990, as a result of alternative elections from eight candidates, he was elected chairman of the regional council.

The Tyumen region, rich in hydrocarbon reserves, was in dire need of creating mechanisms for stable budget formation. By giving away irreplaceable raw materials, residents of the region must be sure that the territory receives adequate compensation for socio-economic development. Therefore Yu.K. Shafranik, with a group of like-minded people, developed and implemented through the regional Council in December 1990 the Concept for the development of the Tyumen region, the basis of which is the mechanism for introducing fees for subsoil use.

The activity and systematic approach to the development of the region is noted in the Government and the Presidential Administration. That is why one of the first trips to the regions after his election in 1991, President B.N. Yeltsin travels to the Tyumen region. During his visit, he clearly sees what a huge contribution the residents of the region make to the economy and budget of the country.

A great success for Yu.K. Shafranik was the preparation of the document and the signing by the President of Decree No. 122 “On the development of the Tyumen region”, which defines the following strategic directions: the introduction of payment for subsoil use, the creation of vertically integrated companies, the market mechanism for setting oil prices, the creation of the Regional Development Fund, etc. The decree had a significant impact on the socio-economic development of the region. The funds received from subsoil use were used primarily for the development of healthcare (multidisciplinary clinical hospital, dosage form plant), improving the culture of agriculture, and developing small and medium-sized businesses.

In accordance with this Decree, the authorities of the Tyumen region, Khanty-Mansiysk and Yamalo-Nenets autonomous okrugs were instructed to form a special territorial management structure - the Administration of the Tyumen Region Development Program. It was assumed that the federal authorities would delegate part of their powers to the Program Administration, which would make it possible to more quickly solve the problems of socio-economic development of all three subjects of the Federation.

Certain difficulties in the relationship between the region and the autonomous okrugs arose during the so-called parade of sovereignties. The creation (after the appointment of Yu.K. Shafranik in September 1991 as head of the administration of the Tyumen region) of the Administrative Council, which included the heads of territorial administrations and Councils, made it possible to reduce the intensity of the political confrontation. Having undergone certain changes over the years, the Administrative Council continues to work successfully and efficiently.

The word “for the first time” is especially characteristic of Shafranik’s activities in the period from the beginning of 1990 to the end of 1992. For the first time, alternative elections of the head of the regional Council were held, for the first time a Russian-American conference on investment in the region was held; Tyumen established business relations with the leadership of the state of Lower Saxony in Germany and the province of Alberta in Canada and exchanged official delegations, and farmers in the south of the region were trained in the best farms in Holland. The Tyumen region was one of the first Russian regions to sign a Cooperation Agreement with the European Bank for Reconstruction and Development (1992)

Ministry of Fuel and Energy

On January 12, 1993, President Boris Yeltsin signed a decree appointing Yuri Shafranik as Minister of Fuel and Energy.

This was not just a difficult, but a truly dramatic period in the fate of Russia: political bonds were crumbling, economic knots that held the country’s life support were torn apart. Forms of management and ownership changed sharply. At the same time, even those economic principles and mechanisms that countries with developed market economies have long and successfully used were often denied.

Then, getting rid of the huge monsters - the Soviet ministries, which were political and economic bodies, it was possible either to follow the path of the collapse of their production (up to the independence of each workshop), or to build a fundamentally new federal government body that would meet the requirements of the time.

Shafranik’s ministerial team managed to develop new approaches and ensure the development of a new energy policy for Russia, which was approved by Government resolutions and Presidential Decrees. It was the New Energy Policy that became the normative document that defined the framework and directions and created the basis for reforming all sectors of the fuel and energy complex (FEC).

The core of the reform was payment for subsoil use, the creation of vertically integrated companies as the basis for the structure of industries, the adaptation of management methods and management mechanisms to the economic models that were being implemented in the state at that time.

The past time has shown that in all major sectors of the fuel and energy complex - electric power, gas, oil and coal industries (as the most difficult socially) - effective and efficient decisions were made. It was they who largely ensured by the late 90s - early 2000s the growth of key indicators, production and production volumes, and the radical relief of social tension in these industries and regions.

Such large-scale reform processes required a huge amount of work on legal and regulatory support. It was conducted through interdepartmental commissions headed by Shafranik, through the State Duma and the Federation Council. Of course, the minister also had the status of a senator elected by direct vote from the Khanty-Mansiysk Autonomous Okrug, which allowed him to create significant legal support for new laws at all levels of government. The adopted laws, regulations, decrees and other regulations have created the necessary legal framework and groundwork for the activities of companies in all sectors of the fuel and energy sector for many years. Firstly, companies and enterprises - regardless of their form of ownership - could operate in market conditions both in the country and abroad. Secondly, in the new economic conditions new owners and new property were created.

At the same time, Shafranik clearly distinguished between the privatization of enterprises and the reform of fuel and energy sectors. It was precisely this approach that he defended in the Government when solving the most important issues of Russian energy. Privatization activities required enormous preparatory analytical work and the creation of a complex mechanism for conciliation procedures with enterprises, territories, federal ministries and departments. At the final stage, proposals were submitted to the Government by a special interdepartmental commission, headed by the head of the Ministry of Fuel and Energy.

Along with the successes, there were also costs caused by the revolutionary nature and radicalism of the reforms. But the main thing is that they allowed new companies to survive during the turbulent period of the formation of market relations and accelerate their adaptation to the peculiarities of the Western economy.

Shafranik has repeatedly emphasized the need to create an investment climate at fuel and energy enterprises that is attractive to Western investors and to prepare new large-scale projects. With his direct participation, a project for the construction of the Caspian Pipeline Consortium (CPC) was prepared and began to be implemented. For many years he was Chairman of the Board of Directors of CPC. The projects that made a kind of investment breakthrough in the Russian fuel and energy complex were the Baltic pipeline system, the development of the Timan-Pechora oil province, Sakhalin-1 and Sakhalin-2.

Later, in 2000, for his great contribution to the implementation of the last two projects, Yu.K. Shafranik was awarded the Order of Honor.

The formation of new economic relations in the fuel and energy complex has raised the question of changing the forms and mechanisms of management of the fuel and energy complex. At that time, most companies had controlling stakes assigned to federal ownership. Officially, they were managed by the State Property Committee of Russia, but due to the lack of qualified specialists, this management was largely formal.

Being a staunch statist, Shafranik prepared and submitted to the Government a number of draft Presidential Decrees and resolutions of the Government of the Russian Federation on the transfer of blocks of shares of fuel and energy enterprises assigned to federal ownership to the Ministry of Fuel and Energy of Russia. In addition, it was proposed to extend the terms of holding shares of oil companies in federal ownership. The draft resolution was leaked to the press and Shafranik was accused of trying to stop privatization and nationalize oil companies. The situation worsened even more when the Government adopted a scheme for conducting loans-for-shares auctions.

Shafranik opposed this. However, the share-for-shares auctions were a "great success" and a number of leading oil companies ended up in private hands for very little money compared to their true market value.

Despite the active creation of oil companies, most of them were rather loose formations in organizational terms. It was necessary to develop and implement a mechanism for their structural, organizational and financial strengthening. These tasks were solved by the Decree of the President of the Russian Federation dated April 1, 1995, No. 327, prepared by Shafranik, “On priority measures to improve the activities of oil companies.” This Decree created the conditions for strengthening vertical integration and improving the structure of oil companies, and also consolidated the status of joint-stock companies Transneft and Transnefteproduct as the main objects of state regulation in the oil complex.

In addition, the State Enterprise "Rosneft" was transformed into a joint-stock company and was endowed with special powers of the Government of the Russian Federation for the trust management of federally owned shares of joint-stock companies that were not included in the oil companies, and the functions of the general customer of research and development work on industry-wide programs, as well as for the sale of the state share of hydrocarbons under production sharing agreements.

The Presidential Decree significantly increased and strengthened the status of the Russian Ministry of Fuel and Energy, giving it new powers to coordinate the management of the oil complex. It can be said without exaggeration that Decree No. 327 opened a new page in the development of the Russian oil complex. The fact that there are powerful oil companies in the country today is the merit of this Decree. And although the idea of ​​creating a National Oil Company put forward by Shafranik in 1995 was not accepted by the Government, document number 327 in fact defined Rosneft as a National Company, since all relevant powers were transferred to it.

Businessman (1997 - present)

CTK

In 1997, Yu.K. Shafranik in collaboration with Yu.M. Luzhkov creates the Central Fuel Company, which, even despite the well-known all-Russian economic and financial problems, in a short time confidently occupied its niche in the regional wholesale petroleum products market. Already at the end of 1998, JSC Central Fuel Company, according to Expert magazine, entered the top twenty most efficient and profitable companies in Russia.

From the first steps of its activities, the Management Board of OJSC CTK, headed by Yu.K. Shafranik has set itself the goal of preventing fuel crises and contributing to filling the local (Moscow) budget, as well as stabilizing the fuel supply of the Moscow region for the economic and environmental security of the capital.

In accordance with the Development Concept of JSC CTK, in a short time the company managed to sign important agreements with large energy regions - Azerbaijan, Kazakhstan, Tatarstan, Udmurtia, etc. Another undoubtedly successful stage is the repayment of debt to the federal budget. This problem was so acute that the issue of settlements between the Moscow Refinery and the federal budget was considered more than once by the Temporary Emergency Commission, headed by V.S. Chernomyrdin.

OJSC CTK worked closely with Tatneft and LUKOIL and confidently entered into new hydrocarbon projects. The company's enterprises conducted active investment activities. Over three years (1998 - 2000) 2 billion 469 million rubles were spent on capital construction. Over the entire period of the existence of CTK OJSC (since 1997), the company has attracted and repaid loan funds in the amount of 299 million US dollars, which clearly demonstrates the creditworthiness of CTK OJSC and the trust in it from leading credit and financial institutions.

The company laid the foundations for the formation of a large sales network of gas stations in the Moscow region. As of January 1, 2001, the company's retail sales network included 63 gas stations of Mosnefteprodukt OJSC, 9 gas stations of PARKoil CJSC and 88 gas stations of Moscow Fuel Company OJSC.

Starting from scratch in 1997, CTK in a short time became one of the leaders in Russia in terms of oil refining efficiency, sales volume of petroleum products and control of the regional market.

Due to the difference in approaches to the further development strategy of JSC CTK, Yu.K. Shafranik leaves the company along with the entire management team. Since July 2000, he has headed the Interstate Oil Company SoyuzNefteGaz, being the Chairman of the Board of Directors.

SoyuzNefteGaz

Closed Joint Stock Company Interstate Oil Company SoyuzNefteGaz, which is the expert and analytical core of the International Group of Companies of the same name, was originally created (2000) to expand economic cooperation between the CIS countries, the Middle East and North Africa through the implementation of geological exploration projects, development and development of oil and gas fields, provision of services to oil and gas production enterprises (including drilling and repair of wells, including the supply of equipment and the introduction of advanced technologies in the field of oil and gas production).

Over the past years, the company's management has established broad, stable contacts with senior officials of countries - leading oil and gas producers, international energy organizations (OPEC, International Energy Agency, etc.), as well as the largest oil and gas companies in the world. Yu.K. Shafranik is a member of the Board of Directors of First Calgary Petroleum (Canada), whose shares are listed on the Toronto and London stock exchanges.

The geography of implemented and new projects of MGNK SoyuzNefteGaz and its subsidiaries, along with Russia, covers (in alphabetical order) Azerbaijan, Algeria, Great Britain, Iraq, Yemen, Kazakhstan, Cameroon, Canada, Colombia, Madagascar, Norway, Syria, USA, Somalia, Turkmenistan, Uzbekistan, Ukraine, Philippines, South Africa. All projects were prepared from scratch and on the basis of direct investment.

In the first 10 years alone, the total volume of direct investments attracted to projects with the participation of Soyuzneftegaz exceeded $4 billion. And the total volume of commercial reserves prepared with the participation of the company exceeded 1 billion tons of oil equivalent.

Life position

I am grateful to fate that I was born, grew up and got on my feet precisely during the period when the development of the West Siberian oil and gas complex was in full swing. While still studying at the institute, I clearly understood: I cannot live without the North and without a big cause. In business, as in life in general, I have one formula: result.

We can and must choose the direction (vector) of sustainable development of Russia - our own path, taking into account our desires and capabilities - and move in this direction, using the entire arsenal of market and government management methods, timely monitoring, predicting the situation and making operational decisions in accordance with the adopted Strategy. There can only be one priority here - Russian national interest.

The course towards the formation of vertically integrated oil companies was chosen absolutely correctly. Such a structure has a lot of organizational, financial, and technological advantages compared to what the oil industry of the former USSR was, and, as world experience shows, it is most consistent with market conditions.

Unfortunately, the tendency to redistribute property has not yet been eliminated; conditions have not been created for the development of new private enterprises or for the reliable protection of private investments. Privatization-raider processes absorb enormous forces and resources. Banking, industrial and other associations are being formed around these processes, politicians and deputies are being drawn into these actions, which I consider the most negative result of the mistakes made at the beginning of the reforms. The main path for the development of the Russian fuel and energy complex is to stop dividing old property, and create new one, implementing projects by attracting direct investment, including foreign ones.

I was not a supporter of accelerated rates of privatization. In countries with a hundred-year history of market relations, the preparation process and privatization itself take years, but we got rid of state property in months! If you sell, then everything should be accurately scheduled by year; it must be calculated how much money the state will receive and determine what it will spend on.

Our most important task is the development of oil and gas chemistry. In foreign markets it is necessary to sell not only “liters, cubes and kilograms”, i.e. not only extracted hydrocarbons, but also products of their advanced processing. In addition, we should have long ago engaged in import substitution and adaptation of high technologies, directing them - first of all - to meet the internal needs of the fuel and energy sector.

There should be a lot of small companies. After all, these are investments, new jobs, orders for pipes, equipment, etc. For a real project at a specific field, a small private company will always find a loan and be able to pay it off, of course, if the state allows it with its tax system. What is especially important is that the activities of this sector of the oil industry are based on completely new areas. This is not a redistribution of state property, but the creation of new property, which should be welcomed and promoted!

Russia urgently needs to build a correct policy for the coming decades, strengthen itself and become an influential state. The country's fuel and energy complex sectors have the necessary personnel, intellectual, production, and resource potential for this. We just need to build the country’s power not at the expense of the fuel and energy complex, but with the help of the fuel and energy complex. Practice shows that these are two big differences. Therefore, it is equally necessary to increase the responsibility of government agencies for the effective use of financial resources received through the fuel and energy sector.

Unified electric power and oil and gas supply systems are technological complexes unique in world practice, ensuring reliable energy supply and economic integration of all regions of the country. This is, in many ways, an example for the whole world. By creating such systems, we are ahead of many developed countries, which is especially clearly visible now in the period of globalization. The main goal of the state’s energy and economic policy is to make the most efficient use of natural resources, human and technological potential to improve the quality of life of Russian citizens, meaning by quality not only heat and light in sufficient quantities, not only the growth of material well-being, but also the preservation of the natural environment, development social and spiritual attributes of life.

Born on February 27, 1952 in the village. Karasul, Ishim district, Tyumen region. He graduated from the Tyumen Industrial Institute, receiving two specialties: electrical engineer in automation and telemechanics (1974) and mining engineer in technology and integrated mechanization of oil and gas field development (1980).

1974-1976 - repairman, process engineer of the production automation workshop, senior engineer of the research and production workshop of NGDU Nizhnevartovskneft.

1976-1985 - head of the laboratory of the Central Scientific Research and Production Department of the NGDU Belozerneft, head of the CITS, chief engineer, head of the NGDU Uryevneft (Langepas).

1985-1987 - Second Secretary of the Langepass City Committee of the CPSU, First Deputy. General Director of PA "Tatneft" for Western Siberia, head of the special apparatus of the USSR Ministry of Oil Industry (Langepas).

1987-1990 - General Director of PA Langepasneftegaz.

1990-1991 - Chairman of the Tyumen Regional Council of People's Deputies.

1991-1993 - head of the administration of the Tyumen region.

1993-1996 - Minister of Fuel and Energy of the Russian Federation.

1996-1997 - Advisor to the Prime Minister of the Russian Federation.

1997-2001 - Chairman of the Board of JSC Central Fuel Company.

Since 2001 - Chairman of the Board of CJSC Interstate Oil Company Soyuzneftegaz. Currently Chairman of the Council

Union of Oil and Gas Industry Workers of Russia, Chairman of the Supreme Mining Council of the Russian Federation.

Yu.K. Shafranik - Candidate of Economic Sciences. Awarded the Order of Friendship of Peoples, Honor, and medals. He is a laureate of the Government of the Russian Federation award.

Appreciate it.

I am convinced that the experience of Glavtyumenneftegaz has still not been appreciated!

The first time I visited the main office was as a fifth-year student at the Tyumen Industrial Institute. Ahead was the assignment to work and, despite the fact that there were several central departments in Tyumen (geologists, builders, gas workers), I decided that I would be assigned specifically to Glavtyumenneftegaz. My goals were to work in the North and take part in a big cause. The only question was where I would end up: Surgut? Nefteyugansk? Nizhnevartovsk? Megion? Urai? Urai, by the way, was then considered one of the best villages.

In the 60s and early 70s, the attention of the press, television, regular visits of distinguished guests, and student construction teams created the atmosphere of a huge, great process that was taking place, which attracted and captivated. I worked in construction teams at oil facilities in the Tyumen North and had an idea of ​​what it was like. Therefore, there was no hesitation or doubt: I will go to work in the North!

In those years, the first secretary of the Tyumen regional committee of the CPSU B.E. Shcherbina, and the head of Glavtyumenneftegaz V.I. Muravlenko paid great attention to the Tyumen Industrial Institute. They regularly met with students, spoke to them, and Viktor Ivanovich, as far as I remember, was even the chairman of the state commission in the industrial department.

For the first one and a half to two years I worked in Nizhnevartovsk as a mechanic, then as a foreman. At that time, for me, a young engineer, the head of the Oil and Gas Production Department was a great leader, but in the development of work that was going on at Samotlor, Glavtyumenneftegaz was the main organizing force.

At enterprises, including NGDU Nizhnevartovskneft, where I worked, much attention was paid to young engineers and technicians. Councils of young specialists were active, and they often solved real, very serious production tasks and problems.

In 1976, I spoke for the first time at the annual conference of young specialists of Glavtyumenneftegaz. I must say that these conferences were a good school for young engineers. The headquarters treated young specialists with care. One could feel the great desire of the managers to prepare a specialist in the shortest possible time, to “test” him in business, since there was a shortage of personnel locally.

I remember well how after the conference V.I. received us in his office. Muravlenko. We need to learn from such people how they treat young specialists. Viktor Ivanovich talked with the chairmen of the councils of young specialists of all oil and gas production departments for an hour and a half to two. He talked about the work program, about approaches to solving certain problems. It was clear that he was not doing this out of duty, but really wanted us to understand the significance and scale of the project. One such conversation is enough for a young man to understand and absorb the problems and at his workplace in the field to realize his specific role and task. I believe that annual conferences, meetings with the heads of Glavtyumenneftegaz, all kinds of encouragement for the activities of young specialists (and this approach was everywhere, from top to bottom), conferences and seminars at the NGDU level - all this gave a lot for the development of an engineer and a manager.

Then, when I was already the head of NGDU Uryevneft, and then the general director of the Langepasneftegaz association, I tried to create the same system of working with young engineers.

When Viktor Ivanovich passed away, I, being at the lowest level of the management hierarchy, still felt that changes were taking place. This does not mean that absolutely everything in Glavtyumenneftegaz depended on Muravlenko, but the role of the first leader was enormous. I learned this lesson for the rest of my life. When I saw at Samotlor how the work unfolded in the 70s, when, by decision of the board of directors, tens, hundreds of thousands of people came into action - it was impressive!

Today, already from the height of these years, I can repeat with confidence: the role and significance of the West Siberian oil and gas complex, the role and significance of Glavtyumenneftegaz as the organizer of the largest world project have not been sufficiently assessed, studied, and analyzed. This project was the only one in the world! This is a unique experience when such high results were achieved in a fantastically short time. This is the merit of the industry headquarters in Tyumen.

The pace, concentration of forces and resources, timing, responsibility, engineering solutions - everything is so significant and large-scale that to this day Russia is based on this complex. I am confident that in the next 20-25 years, half of the hydrocarbon production in Russia will come from the West Siberian Oil and Gas Complex. Hence the role and significance of Glavtyumenneftegaz - those who began to build this structure, and those who subsequently continued to develop and strengthen it. A cohort of outstanding leaders created an oil and gas complex in Tyumen - this is the strength and pride of Russia!

Of course, there are a lot of worthy names. At that time, the names of drillers, welders, drivers, mining foremen, and builders were heard. And this was right, it cemented the work collectives, created an atmosphere of competition, pride in the work done. Now, in the redistribution of property, in celebrations on the occasion of the fifth or tenth anniversary of this or that company, we must not forget the names of those people whose labor created the power of the oil complex in the 60-80s of the last century.

Having passed through certain job levels, I can say that there were situations when I was qualified for the position, and there were times when I was appointed “for growth.” In such cases, I felt especially acutely the responsibility. This responsibility permeated the entire management hierarchy from the head of Glavtyumenneftegaz to the very bottom.

I can’t help but name the galaxy of talented leaders and organizers who headed Glavtyumenneftegaz over the years: Arzhanov, Bulgakov, Kuzovatkin... By the way, it was Roman Ivanovich Kuzovatkin who hired me as a repairman at the Nizhnevartovskneft Oil and Gas Production Department. These are people who have invested enormous work in the creation and development of the West Siberian Oil and Gas Complex. Each of them worked in their time, but no time was ever easy.

Of course, the period of my regular communication with the managers and specialists of Glavtyumenneftegaz began when I first headed the NGDU, and then the association in Langepas. This was the period of leadership of Commander-in-Chief Valery Isaakovich Graifer. Events in the country and in the economy made that period very difficult. IN AND. Greifer supported and developed all the best traditions both in matters of perspective and coordination, personnel policy, and responsibility. Valery Isaakovich is undoubtedly a professional of the highest class; I was amazed by his efficiency, knowledge of details and trifles, organization and composure.

We can confidently and responsibly say that the project to create the West Siberian Oil and Gas Complex, neither in terms of volume, nor in terms of timing, nor in terms of results, could not be implemented under management from Moscow. Therefore, it was absolutely correct to decide to bring a number of headquarters of allied significance closer to the scene of events. They were headed by high-level leaders with the rank of deputy ministers.

Throughout the years of its operation, Glavtyumenneftegaz, without any exaggeration, was the combat headquarters of the West Siberian oil and gas complex, where the most complex organizational, technical and technological solutions were developed and implemented. At the same time, behind the tons, cubic meters, rubles, machines and mechanisms, the heads of the headquarters always saw a person. This is very significant - perhaps it was precisely this approach that made it possible to solve problems that, even in today’s assessment, remain grandiose and unique.

Whoever now starts a major project in Russia or in the world must turn to the experience of Glavtyumenneftegaz. After all, it was here that managers were brought up and trained who know how to organize oil production from “zero” to 30-50 million tons. And this is in just 10-15 years! Today these names are well known in the world: V. Alekperov, V. Bogdanov, S. Muravlenko, A. Ryazanov, A. Nuryaev, V. Ott and many others. They are capable of implementing the most daring projects on a global scale, because they have gone through the school of Glavtyumenneftegaz...

Yu.K. Shafranik From the book “Glavpomenneftegaz”, 2005.

Predecessor: position established Successor: Vladimir Ilyich Ulyanov September 27 - January 12 Predecessor: position established
(L.Yu. Roketsky as chairman of the regional executive committee) Successor: Leonid Yulianovich Roketsky January 12 - August 9 Predecessor: Vladimir Mikhailovich Lopukhin Successor: Pyotr Ivanovich Rodionov Birth: February 27(1952-02-27 ) (67 years old)
With. Karasul, Tyumen Oblast, Russian SFSR Father: Shafranik Konstantin Iosifovich (b. 1927) Mother: Shafranik Galina Dmitrievna (b. 1929) Spouse: Shafranik Tatyana Aleksandrovna Children: Inga, Denis

Yuri Konstantinovich Shafranik(b. February 27, 1952) - Russian politician, head of the administration of the Tyumen region from 1993, Minister of Fuel and Energy from 1993 to 1996, Chairman of the Council of the Union of Oil and Gas Industrialists of Russia since 2002, Chairman of the Board of the Soyuzneftegaz company, member of the Council Union of Oil and Gas Equipment Manufacturers.

Biography

Labor activity

Since 1974, he worked at the enterprises of the Nizhnevartovskneftegaz production association as a mechanic, process engineer, senior engineer, and head of the laboratory. Since 1980 - head of the central engineering and technological service, chief engineer, head of the oil and gas production department (OGPD) "Uryevneft". From to 1990 - General Director of the Langepasneftegaz enterprise.

In August 1996, he resigned from the post of Minister of Fuel and Energy of the Russian Federation. The resignation was associated with a special position regarding state regulation of the fuel and energy complex, as well as rejection of loans-for-shares auctions and the high pace of privatization of Russian oil complex facilities.

He was elected to the Federation Council of the first convocation from the Khanty-Mansiysk Autonomous Okrug (1993-), and was a member of the Federation Council Committee on Economic Reform, Property and Property Relations.

Titles, awards and positions

• Doctor of Economic Sciences (2006)
• Member of the Presidium of the Mining Academy
• Academician of the Academy of Technological Sciences
• Academician of the International Academy of Fuel and Energy Complex
• Chairman of the Board of the Foundation for Promotion of Cooperation with the Countries of the Middle East and North Africa. V. Posuvalyuk
• Member of the Board of Trustees of the Mikhail Shemyakin Foundation
• Laureate of the Government Prize of the Russian Federation (1999)
• Actual owner of Sibneftebank until December 2013.

Awards:

• Order of Friendship of Peoples ()
• Order of the Russian Orthodox Church of the Holy Blessed Prince Daniel of Moscow, II degree (2002)

Family

Married, has a son and daughter.

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An excerpt characterizing Shafranik, Yuri Konstantinovich

“No, I’m not going,” Pierre said hastily, with surprise and as if offended. - No, to St. Petersburg? Tomorrow; I just don't say goodbye. “I’ll come for the commissions,” he said, standing in front of Princess Marya, blushing and not leaving.
Natasha gave him her hand and left. Princess Marya, on the contrary, instead of leaving, sank into a chair and looked sternly and carefully at Pierre with her radiant, deep gaze. The fatigue she had obviously shown before was now completely gone. She took a deep, long breath, as if preparing for a long conversation.
All of Pierre's embarrassment and awkwardness, when Natasha was removed, instantly disappeared and was replaced by excited animation. He quickly moved the chair very close to Princess Marya.
“Yes, that’s what I wanted to tell you,” he said, answering her glance as if in words. - Princess, help me. What should I do? Can I hope? Princess, my friend, listen to me. I know everything. I know I'm not worthy of her; I know it's impossible to talk about it now. But I want to be her brother. No, I don't want to... I can't...
He stopped and rubbed his face and eyes with his hands.
“Well, here,” he continued, apparently making an effort on himself to speak coherently. “I don’t know since when I love her.” But I have loved only her, only one, all my life and love her so much that I cannot imagine life without her. Now I don’t dare ask for her hand; but the thought that maybe she could be mine and that I would miss this opportunity... opportunity... is terrible. Tell me, can I have hope? Tell me what should I do? “Dear princess,” he said, after being silent for a while and touching her hand, since she did not answer.
“I’m thinking about what you told me,” answered Princess Marya. - I'll tell you what. You’re right, what should I tell her about love now... - The princess stopped. She wanted to say: it is now impossible to talk to her about love; but she stopped because for the third day she saw from Natasha’s sudden change that not only would Natasha not be offended if Pierre expressed his love to her, but that this was all she wanted.
“It’s impossible to tell her now,” Princess Marya said.
- But what should I do?
“Entrust this to me,” said Princess Marya. - I know…
Pierre looked into Princess Marya's eyes.
“Well, well...” he said.
“I know that she loves... will love you,” Princess Marya corrected herself.
Before she had time to say these words, Pierre jumped up and, with a frightened face, grabbed Princess Marya by the hand.
- Why do you think so? Do you think I can hope? You think?!
“Yes, I think so,” said Princess Marya, smiling. - Write to your parents. And instruct me. I'll tell her when it's possible. I wish this. And my heart feels that this will happen.
- No, this cannot be! How happy I am! But this cannot be... How happy I am! No, it can not be! - Pierre said, kissing the hands of Princess Marya.
– You go to St. Petersburg; it is better. “And I’ll write to you,” she said.
- To St. Petersburg? Drive? Okay, yes, let's go. But can I come to you tomorrow?
The next day Pierre came to say goodbye. Natasha was less animated than in previous days; but on this day, sometimes looking into her eyes, Pierre felt that he was disappearing, that neither he nor she was there anymore, but there was only a feeling of happiness. “Really? No, it can’t be,” he said to himself with every look, gesture, and word that filled his soul with joy.
When, saying goodbye to her, he took her thin, thin hand, he involuntarily held it in his a little longer.
“Is this hand, this face, these eyes, all this alien treasure of feminine charm, will it all be forever mine, familiar, the same as I am for myself? No, It is Immpossible!.."
“Goodbye, Count,” she said to him loudly. “I’ll be waiting for you,” she added in a whisper.
And these simple words, the look and facial expression that accompanied them, for two months formed the subject of Pierre’s inexhaustible memories, explanations and happy dreams. “I will be waiting for you very much... Yes, yes, as she said? Yes, I will be waiting for you very much. Oh, how happy I am! What is this, how happy I am!” - Pierre said to himself.

Nothing now happened in Pierre's soul similar to what happened in it in similar circumstances during his matchmaking with Helen.
He did not repeat, as then, with painful shame the words he had spoken, he did not say to himself: “Oh, why didn’t I say this, and why, why did I say “je vous aime” then?” [I love you] Now, on the contrary, he repeated every word of hers, his own, in his imagination with all the details of her face, smile, and did not want to subtract or add anything: he only wanted to repeat. There was no longer even a shadow of doubt as to whether what he had undertaken was good or bad. Only one terrible doubt sometimes crossed his mind. Isn't this all in a dream? Was Princess Marya mistaken? Am I too proud and arrogant? I believe; and suddenly, as should happen, Princess Marya will tell her, and she will smile and answer: “How strange! He was probably mistaken. Doesn’t he know that he is a man, just a man, and I?.. I am completely different, higher.”
Only this doubt often occurred to Pierre. He also didn’t make any plans now. The impending happiness seemed so incredible to him that as soon as it happened, nothing could happen. It was all over.
A joyful, unexpected madness, of which Pierre considered himself incapable, took possession of him. The whole meaning of life, not for him alone, but for the whole world, seemed to him to lie only in his love and in the possibility of her love for him. Sometimes all the people seemed to him to be occupied with only one thing - his future happiness. It sometimes seemed to him that they were all as happy as he was, and were only trying to hide this joy, pretending to be busy with other interests. In every word and movement he saw hints of his happiness. He often surprised people who met him with his significant, happy looks and smiles that expressed secret agreement. But when he realized that people might not know about his happiness, he felt sorry for them with all his heart and felt a desire to somehow explain to them that everything they were doing was complete nonsense and trifles, not worth attention.

At the New York presentation of the strategic alliance of Rosneft and ExxonMobil, Deputy Prime Minister Igor Sechin said that an alliance of this level is comparable to a man’s spacewalk. We asked the former Minister of Fuel and Energy of the Russian Federation, Chairman of the Council of the Union of Oil and Gas Industrialists of Russia, Yuri Shafranik, to comment on this statement and the significance of the transaction itself.

Yuri Konstantinovich, didn’t Igor Ivanovich Sechin make a too powerful comparison?

Yuri Shafranik: In any case, we are talking about an extremely important and significant event. After all, getting the world's largest oil company (its investments in 2011 amounted to $36 billion, and capitalization - $401 billion) as a junior partner of a Russian company in the development of our ocean shelf in the Arctic is a truly impressive result.

At the same time, Rosneft will also receive a share in three North American Exxon projects. That is, we are going to the Americans: two subsidiaries of Rosneft - Neftegaz Holding America Limited registered in Delaware and RN Cardium Oil Inc. - entered into agreements to acquire 30% of ExxonMobil's share in West Texas and Canada. And the Americans are coming to us with their technologies.

Does this decision seem strategically correct?

Yuri Shafranik: Yes, since the Russian fuel and energy complex does not yet have the necessary capabilities for independent development of Arctic oil fields. And we also don’t have time to search for them. If our oil workers are late with the start of shelf development, the country in the future really risks losing its leadership in the global energy market.

This is, apparently, the main reason for the active attraction of foreigners into the holy of holies of the Russian economy?

Yuri Shafranik: I have never been against attracting foreign investment, technology and companies to develop the domestic economy. It is only important that any strategically significant project in any industry on our territory is carried out with our controlling stake - in the broad sense of this phrase.

The joint venture between the (crucially) state-controlled Russian oil giant OJSC Rosneft and Exxon could ultimately produce oil and gas resources totaling approximately 90 billion barrels of oil equivalent, according to the partners themselves. This figure is impressive.

This is a long-term cooperation that will have to last for decades - 30, 40 or 50 years, said Igor Sechin. Are we looking too far?

Yuri Shafranik: For a strategic alliance, it is normal to assume long timeframes. By the way, cooperation between ExxonMobil and Rosneft has been going on for 16 years. In 1996, bold and believing in the prospects of joint work, Exhon took the risk of rushing to Sakhalin. At that time, the island was such a depressing sight that it would, perhaps, be criminal to delay the development of its resources and the economic transformation of the island. Having agreed with the famous company, we managed to attract multi-billion dollar investments, get a lot of oil and gas, and give creative meaning to life on Sakhalin. And the state (represented by Gazprom and Rosneft) received a decent share of participation in the projects.

I will add that it is on Sakhalin that Russia’s first liquefied natural gas (LNG) plant operates. And the Sakhalin-1 project, the operator of which is Exxon Neftegaz Limited, is one of the largest projects in Russia with foreign direct investment and an example of the use of advanced technological solutions. It is no coincidence that the highest drilling speed in the world has been achieved here.

I won’t say that the Sakhalin projects were carried out without costs, but these are grandiose projects, and they served as a test for larger-scale strategic cooperation. Honor and praise to everyone who managed to “polish” the Sakhalin projects and set their sights on the shelf one.

By the way, now, in order to reduce the current - Arctic - risks of partners, the Russian government is reducing taxes on such significant and complex projects. And it is not surprising that the head of Exhon Rex, who once worked in Russia, personally asked Vladimir Putin for more favorable conditions for the company’s work.

AWhat prevented us from reaching an agreement with the Americans several years ago?

Yuri Shafranik: Agreeing on colossal joint projects is always extremely difficult. It is no secret that Igor Ivanovich Sechin's visit was preceded by a difficult decade for foreign investors seeking access to Russia's vast oil wealth. Last year, an attempt to conclude a similar - and extremely beneficial for Russia - alliance between Rosneft and BP fell through, and last month the final decision on a giant project for the production of liquefied natural gas at the Shtokman field was postponed.

However, work with possible partners was ongoing. And not the least role in the birth of the current “space” alliance was played by the meetings of Vladimir Putin with the head of ExxonMobil Rex Tillerson, including in August last year.

According to a number of experts, the concluded agreement goes far beyond ordinary commercial transactions even between the largest systemically important corporations and is exclusively political in nature. Do you agree with this?

Yuri Shafranik: There is not a single oil and gas project that is not political. Even if all the presidents unanimously say that oil and gas projects are outside politics, it will be just a diplomatic game. There was, is and will be politics in oil and gas projects, since energy is the most important component of the world economy. On the other hand, we can say that there is not a single project that is purely political. If the country's leadership decides to implement an oil and gas project based primarily on political considerations, then it thereby causes damage to its state. And companies will not participate not only in a purely political project, but also in a project where politics prevails, where they ask: “Come on, invest two billion for the sake of our hegemony!” Competent shareholders and professional managers will never sign up for this.

There is reason to agree that ExxonMobil is becoming Russia's partner in shelf development for a very long term!

Yuri Shafranik: I hope that it will be like that.

ITAR-TASS, specially for Rossiyskaya Gazeta

Born on February 27, 1952 in the village. Karasul, Ishim district, Tyumen region, in a peasant family.

He graduated from the Tyumen Industrial Institute with a degree in “electrical engineer in automation and telemechanics” in 1974, and in “mining engineer in technology and integrated mechanization for the development of oil and gas fields” in 1980.

Since 1974, he worked at the enterprises of the Nizhnevartovskneftegaz production association as a mechanic, process engineer, senior engineer, and head of the laboratory. Since 1980 - head of the central engineering and technological service, chief engineer, head of the oil and gas production department (OGPD) "Uryevneft". From 1987 to 1990 -

General Director of the Langepasneftegaz enterprise.

On April 14, 1990, he was elected chairman of the Tyumen Regional Council of People's Deputies. In August 1991, during the State Emergency Committee, he sided with Yeltsin and in September 1991, by Decree of the President of the Russian Federation, he was appointed head of the administration of the Tyumen region.

In January 1993, he took the post of Minister of Fuel and Energy of the Russian Federation and resigned in August 1996. His resignation was associated with his special position regarding state regulation of the fuel and energy complex, as well as rejection of loans-for-shares auctions and the high rate of privatization of Russian oil complex facilities.

He was elected to the Federation Council of the first convocation from the Khanty-Mansiysk Autonomous Okrug (1993-1995), and was a member of the Federation Council Committee on Economic Reform, Property and Property Relations.

From August 1996 - Chairman of the Board of Directors of the Tyumen Oil Company, at the same time from August 1996 to April 1997 - Advisor to the Chairman of the Government of the Russian Federation. At the same time, in February 1997, he was included in the organizing committee for the creation of the Central Fuel Company.

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From April 1997 to January 2001, he was chairman of the board, then president of OJSC Central Fuel Company. Since August 2000, he has been the chairman of the board of directors, since September 2001, the chairman of the board of the Interstate Oil Company SoyuzNefteGaz, and was also the chairman of the board of directors of the Udmurt National Oil Company (1998).

Titles, awards and positions

Candidate of Economic Sciences (2003)

Member of the Presidium of the Mining Academy

Academician of the Academy of Technological Sciences

Academician of the International Academy of Fuel and Energy Complex

Chairman of the Board of the Foundation for Promotion of Cooperation with the Countries of the Middle East and North Africa. V. Posuvalyuk

Member of the Board of Trustees of the Mikhail Shemyakin Foundation

Laureate of the Government Prize of the Russian Federation (1999)

Order of Friendship of Peoples (1988)

Order of Honor (2000)

Order of the Russian Orthodox Church of the Holy Blessed Prince Daniel of Moscow, II degree (2002)