МурманшельфИнфо. 2009, N 2 (7)

- Ïðèíöèï ìåñòíîãî ó÷àñòèÿ – ýòî ïîëèòèêà èëè ïðàã- ìàòèçì? - Ýòî ïîëèòèêà, îñíîâàííàÿ íà ïðàãìàòèçìå, âûøåäøàÿ èç ïðàãìàòèçìà. Âîâëå÷åíèå ìåñòíûõ ïîñòàâùèêîâ – ýòî ðåàëüíîñòü, ðåàëüíîñòü äàæå â òåõ ñòðàíàõ, ó êîòîðûõ íåò ïðîìûøëåííîé èñòîðèè, ãäå âñå ïðèõîäèòñÿ ñòðîèòü ñ íóëÿ.  Ìóðìàíñêîé îáëàñòè íåò íåîáõîäèìîñòè íà÷èíàòü ñ íóëÿ, ó âàñ óæå åñòü ïðîèçâîäñòâåííûå ìîùíîñòè. Êàê ÿ óæå óïîìèíàë, åäèíñòâåííûé ñïîñîá äëÿ ôðàíöóçñêîé ïðîìûøëåííîñòè âûæèòü - ýòî óìåòü àäàïòèðîâàòüñÿ ê ìåñòíûì óñëîâèÿì, áûòü ïðîôåññèîíàëüíîé, èííîâàöè- îííîé è ýôôåêòèâíîé. Ýôôåêòèâíîñòü ïîíèìàåòñÿ è êàê âûïîëíåíèå ðàáîò ñòðîãî ïî ãðàôèêó, è êàê ñîáëþäåíèå áþäæåòà. Äëÿ íåôòåãàçîâûõ ïðîåêòîâ, èìåþùèõ îãðîì- íûå áþäæåòû, ýòî ïî-íàñòîÿùåìó êðèòè÷íî. Îòñòàâàíèå îò ãðàôèêà â íåñêîëüêî ìåñÿöåâ - ýòî êàòàñòðîôà äëÿ ïîäîáíûõ ïðîåêòîâ. Ìû íå ëþáèì êàòàñòðîô. Äàâàéòå ïîñìîòðèì íà òîò ïóòü, êîòîðûé ïðîäåëàëà «Òîòàëü». Ñå- ãîäíÿ ýòà êîìïàíèÿ çàíèìàåò 4-å ìåñòî â ìèðå. 40 ëåò íàçàä îíà ïðàêòè÷åñêè íå áûëà âîâëå÷åíà â äîáû÷ó è ïðîèçâîäñòâî óãëåâîäîðîäîâ. È ýòîò óñïåõ ñòàë âîçìî- æåí áëàãîäàðÿ òîìó, ÷òî ñîòðóäíèêè «Òîòàëü» âñåãäà áûëè íîâàòîðàìè. Ïðè÷åì íå òîëüêî â ïëàíå òåõíîëîãèé, íî è â ïðîöåäóðå çàêëþ÷åíèÿ êîíòðàêòîâ. - È ïîñëåäíèé âîïðîñ. Íà ÷¸ì, ïî âàøåìó ìíåíèþ, íå- îáõîäèìî ñêîíöåíòðèðîâàòüñÿ ìóðìàíñêèì êîìïàíèÿì, ÷òîáû ïðîäóêòèâíî èñïîëüçîâàòü âðåìÿ, êîòîðîå îñòà- ëîñü äî çàïóñêà Øòîêìàíîâñêîãî ïðîåêòà, è ñòàòü ïîñòàâ- ùèêîì íåôòåãàçîâîé ïðîìûøëåííîñòè? ×òî ìîæåò ñòàòü êëþ÷åâûìè ôàêòîðàìè óñïåõà? - ß äóìàþ, êëþ÷îì ê óñïåõó äëÿ ìåñòíûõ êîìïàíèé ìî- æåò ñòàòü íàõîæäåíèå ïàðòíåðîâ. Íî ÷òîáû áûòü êîíêó- ðåíòîñïîñîáíûìè è ýôôåêòèâíûìè â áóäóùåì, âàæíî íàéòè íàèáîëåå ïîäõîäÿùåãî ïàðòíåðà. Íóæíî òðåçâî îöåíèâàòü âîçìîæíîñòè ïîòåíöèàëüíîãî ïàðòíåðà, ñìî- òðåòü íà ÷òî ñïîñîáíà ìåæäóíàðîäíàÿ êîìïàíèÿ. Êðîìå òîãî âàæíî îïðåäåëèòü, êàêîé èç ìèðîâûõ ðûíêîâ áóäåò íàèáîëåå èíòåðåñåí äëÿ ñàìîé êîìïàíèè â áëèæàéøèå äåñÿòèëåòèÿ. Ìóðìàíñêèå êîìïàíèè íå ñìîãóò âçÿòü íà ñåáÿ âåñü îáú- åì ðàáîò, íî åñëè îíè õîòÿò ñîõðàíèòü ñâîè ïîçèöèè, èì íåîáõîäèìî áûòü ïðîôåññèîíàëàìè â ñâîåì äåëå. Íåîá- õîäèìî àäàïòèðîâàòüñÿ ê òðåáîâàíèÿì íåôòåãàçîâîé ïðî- ìûøëåííîñòè. ×òîáû âûäåðæàòü êîíêóðåíöèþ, ìåñòíûì êîìïàíèÿì ïðèäåòñÿ èñêàòü ñåðüåçíûõ ïàðòíåðîâ, õîòÿ ýòî ñëîæíûé è òðåáóþùèé âðåìåíè ïðîöåññ. Èì ìîãóò ïîíà- äîáèòüñÿ êàêèå-òî êàäðîâûå ïåðåñòàíîâêè, èëè îðãàíèçî- âàòü äëÿ ïåðñîíàëà ñïåöèàëüíûé êóðñ ïåðåïîäãîòîâêè â êîìïàíèè èíîñòðàííîãî ïàðòíåðà. ß óâåðåí, ÷òî ñðåäè 17 ÷ëåíîâ íàøåé àññîöèàöèè íàéäóòñÿ ôðàíöóçñêèå êîìïà- íèè, ãîòîâûå ê ñîòðóäíè÷åñòâó íà òàêèõ óñëîâèÿõ. Åñòü åùå îäèí ôàêòîð, êîòîðûé íàäî ó÷èòûâàòü: êðóïíûå ïîñòàâùèêè ìíîãèå âåùè îòäàþò íà ñóáïîäðÿä. È ìåñòíûì êîìïàíèÿìíàäîáûòü ãîòîâûìèêðîëèñóáïîäðÿä÷èêàïîîò- íîøåíèþ ê ïàðòíåðàì. Ýòî äàñò èì âîçìîæíîñòü ñêîíöåí- òðèðîâàòüñÿ íà òîì, ÷òî îíè äåëàþò ëó÷øå âñåãî. Ñóáïîä- ðÿä÷èêè â ñâîþ î÷åðåäü òîæå äîëæíû ñòàðàòüñÿ íàõîäèòü ïàðòíåðîâ. Òàê âûñòðàèâàåòñÿ âñÿ ñåòü ñåðâèñíûõ êîì- ïàíèé è ïîñòàâùèêîâ, ñïîñîáíûõ è ãîòîâûõ ê ñîâìåñòíîé ðàáîòå. Êîãäà Technip, Saipem èëè Entrepose, ê ïðèìåðó, ñëèøêîì çàãðóæåíû, îíè ïðîñòî îòäàþò íà ñóáêîíòðàêòèíã ÷àñòü ðà- áîò ìàëûì êîìïàíèÿì. Òàêàÿ ïðàêòèêà íàõîäèò ïîíèìàíèå ó òàêèõ íåôòåãàçîâûõ êîìïàíèé, êàê Total, BP èëè Shell.  ïîñëåäíåì ïðîåêòå, íàä êîòîðûì Total ðàáîòàë â Àíãî- ëå, áûëî äâà èëè òðè ãåíåðàëüíûõ ïîäðÿä÷èêà, èìåþùèõ êîíòðàêòû íà ñóììó 1-2 ìëí äîëëàðîâ. Íî çà íèìè ñòîÿëî áîëüøîå êîëè÷åñòâî ñóáïîäðÿä÷èêîâ è ïîñòàâùèêîâ. Âñå îíè áûëè ïðåäëîæåíû ïîäðÿä÷èêàìè è îäîáðåíû Total. È òàê äåéñòâóþò âñå ìåæäóíàðîäíûå êîìïàíèè. Ïîýòîìó âàì ñëåäóåò ïðåäëîæèòü ÷ëåíàì àññîöèàöèè äåéñòâîâàòü â ðàìêàõ ýòîãî ïîäõîäà è íå ïûòàòüñÿ îáúÿòü íåîáúÿòíîå. Ýòî æå îòíîñèòñÿ è ê ñóáïîäðÿä÷èêàì. Îíè ðàáîòàþò äëÿ âñåõ, à íå íà îäíó êîìïàíèþ. È ÿ óâåðåí, ÷òî ñ çàïóñêîì Øòîêìàíîâñêîãî ïðîåêòà, êîòîðûé áóäåò ðåàëèçîâàí â íåñêîëüêî ýòàïîâ, âàø ðåãèîí æäåò ñâåòëîå áóäóùåå, íî ãîòîâèòüñÿ ê íåìó íàäî óæå ñåé÷àñ. So I will advise GEP members to come here to find local partners – in order to help them to develop their facilities to meet the needs of offshore oil and gas facilities. I don’t expect many of our companies to come here and establish a subsidiary to work without partners. The success of French companies stems largely from their capacity to adapt to any type of environment – whether geographic or cultural. French companies were the first to accept the principle of local content. Today, it’s mandatory everywhere, but that wasn’t the case in the past. - Is the principle of local content more of a pragmatic policy? - It’s a policy based on pragmatism. Local content is a reality; you have to deal with it even in countries where there is no industrial background, and everything has to be built from scratch. In the Murmansk region, there are already some existing facilities. As I already mentioned, the only way for the French industry to survive is to be adaptable, innovative and efficient. Being efficient means managing the timetable and implementing the project – both the time and money aspects. This point is really critical for oil and gas projects, because the budgets are huge. A few months’ delay is a disaster for these projects, and we don’t like disasters. For example, look at the success of Total, today the 4th oil company in the world. 40 years ago, Total was hardly involved in exploration and production. They got to where they are because Total people have always been innovative, in terms of technology, and in terms of designing contracts as well. - My last question: what would you say Murmansk companies should concentrate on to make the best use of the time remaining and to become a supplier of the oil and gas industry? What would the key success factors be? - I think firstly that Murmansk companies should look for partners, but to be competitive and efficient in the future they will need to find the most suitable partners. They should look at what an international company is able to do. And they should also try to determine what the most interesting international market will be for the local company here, in the coming decades. Murmansk companies can’t do everything, but they’ll need to be efficient if they want to survive. They must adapt to oil industry requirements. To resist the competition, they’ll need to look for serious partners – a difficult and time-consuming process. Start slowly, but don’t wait too long or it will be too late. Local companies may need to make some personnel changes, or the staff may need special training by foreign companies. I am sure that among our 170 members, there are French companies that are ready to consider partnerships here with this approach. There is another issue to consider: large suppliers subcontract a lot of things. Local companies should be ready to consider subcontracting to partners. So that, they can focus on what they do best. These subcontractors should also try to find partners. This is how you build a complete network of service companies and suppliers that are able and used to working together. When Technip or Saipem or Entrepose, for instance, are too busy, they subcontract part of the job to another, smaller company. This practice is accepted by all the large oil companies as Total, BP or Shell. On the last project Total worked on in Angola, two or three main partners had contracts of up to 1 or 2 million dollars. But below them there are many subcontractors. They were all proposed by the main partners and accepted by Total. All international oil companies do business this way. That’s why you should suggest that your members follow this approach and not try to do everything by themselves. The same holds true for the subcontractors. They work for everyone, not just one company. I think the future will be bright once the Shtokman project gets started. But you need to prepare now if you don’t want to miss the opportunity. 40 èþíü 2009 ¹ 2 (7) ÌóðìàíøåëüôÈíôî