“First of all, it is high-quality fuel and uniform standards for the provision of a unified set of services”

In just a year, gas stations under the Gazpromneft brand literally burst into the ranks of the most popular filling stations among motorists. Alexander Krylov, Regional Sales Director of Gazprom Neft, talks about what attracts customers to this brand.

A little over a year ago, a large-scale rebranding program for your filling station network was launched. What is its purpose?

In fact, the complex process of creating a new brand began back in 2007, and in September last year the project entered its active phase - the introduction of the brand at the company's gas stations. The fact is that a couple of years ago, our gas station network was a set of enterprises of various formats, and even under different signs - Sibneft, Slavneft, EPetrol, Alliance, Novosibirsknefteprodukt. The task was to unify them, bring them to uniform standards of work, fuel quality, and pricing rules. In a word, to create a single network of filling stations under a global brand. Therefore, as part of the rebranding, the stations are also being modernized: standard formats of filling complexes, modern standards of personnel work, and other components are being introduced.

It was reported that this project cost the company about 7 billion rubles. Where does the money go?

The average cost of rebranding one filling station is about 8 million rubles. This includes re-designing the appearance of the station, re-equipment of the store, repair or replacement of fuel dispensers, security systems ... At gas stations with high sales potential, as a rule, a complete reconstruction is carried out.

And what is the network of your filling stations in general?

The dynamics is as follows: as of January 1, 2008, there were 770 stations in operation, a year later there were 864 of them, by the beginning of 2010 - 969, and by September of this year, the number of filling stations had already reached 994. Of these, 819 are located in 20 regions of Russia, another 175 are operating in the CIS countries: Belarus, Kyrgyzstan, Tajikistan, Kazakhstan. The company's retail network is also represented in Serbia, however, under the NIS brand. In the next five years, we plan to double the number of stations. The development of the network is aimed at expanding the zone of presence throughout the European part of Russia, and primarily along the main federal highways, as well as in certain regions beyond the Urals. The presence abroad will also be expanded.

According to what standards are gas stations opened by Gazprom Neft?

The requirements are the highest - both in terms of the quality of placement and the format of the stations themselves. For example, most often there is a cafe and a shop, where, by the way, we offer a number of our other products. In particular, a wide range of engine and transmission oils from the latest G-Family family. The presence of a car wash and other services depends on a number of factors: area, demand for these services, profitability. The fact is that we work in a very serious and complex business, it is associated with high risks and is designed for a long-term return on investment. On average, investments in the construction of one filling station amount to 50-60 million rubles, excluding VAT. And the payback is achieved only after seven or eight years with a sales volume of at least 4,000 tons of fuel per year. With lower indicators, the project will most likely turn out to be unprofitable.

Who provides your filling stations with fuel? How is its quality controlled?

The main supplier of fuel to all the company's stations, with the exception of those in Belarus, is Gazprom Neft. Purchases from third-party suppliers for sale in Russia, Kazakhstan, Kyrgyzstan and Tajikistan are sporadic and can, as a rule, be carried out only when scheduled repairs are being carried out at the company's refineries. In Belarus, our supplier is the state enterprise Belarusneft. As for the quality of fuel, there is a multi-level system for checking it. This includes incoming control of petroleum products upon receipt at the tank farm in a certified laboratory, and acceptance control in each fuel truck when delivering fuel to gas stations, and monthly checks at each gas station by a mobile laboratory, and control analysis of individual samples in a certified stationary laboratory. Plus, mandatory monthly quality control by a mobile laboratory in fuel trucks leaving oil depots. By the way, all our fuel trucks are equipped with route tracking systems, so it is impossible to leave it anywhere.

How serious is the competition in the fuel retail market?

Her level is very high. Judge for yourself: in Russia there are 0.65 gas stations per thousand cars, while in Poland this figure is 0.35, in France - 0.32, in Germany - 0.3. Only in the USA, where large oil companies consider this segment uninteresting, the filling station saturation is 0.67. At the same time, a clear trend towards consolidation of the retail market of petroleum products is visible in Russia. If in 2005 vertically integrated oil companies controlled 37% of sales, now they account for about 50% of sales. Our positions are especially strong in Western Siberia, Sverdlovsk region, Kyrgyzstan and Tajikistan. We are also actively developing a network in St. Petersburg and plan to take a significant market share in Moscow and the Moscow region after the rebranding and reconstruction of gas stations owned by the Moscow Oil and Gas Company.

Is it difficult to develop business in regions where the position of local firms is strong?

The potential for building new filling stations is severely limited almost everywhere. However, the presence of independent players in the regions opens up opportunities for development through their absorption. And we are not afraid of competition with local brands, because we are convinced that the federal brand of a large oil company is more attractive to consumers. This is confirmed by statistics.

What, in your opinion, is the main competitive advantage of your stations?

First of all, it is high-quality fuel and uniform standards for the provision of a unified set of services. People know that when they stop at any Gazpromneft gas station, they are guaranteed to receive quality service, that they will be met by qualified and friendly staff. In addition, we rely on the infrastructure of the European level. Shops and cafes are open at many of our stations, additional services may be offered: tire inflation, washing, service stations, tire fitting. Finally, an important advantage is the provision of affordable competitive prices at filling stations, taking into account the purchasing power of the population in a particular region.

Is it difficult to win over customers from other brands?

Winning a loyal customer is hard. But in our country, even within the same network of gas stations, not all operators provide a decent quality of fuel and service. This allows us to rely on our competitive advantages: Gazprom Neft pays special attention to the quality of services and products.

What client programs do you use?

All Gazprom Neft gas stations in Russia operate the federal bonus program “We're on the Way”. When buying goods and services at our gas stations, its participant receives a discount, which is taken into account on his card in the form of points. The accumulated bonuses can be spent on goods and services provided by our network. There are already more than half a million such people in Russia. But this is only the first step. In the future, we plan to develop this program and expand the possibilities of cardholders within the framework of co-branding projects. Customers will also be able to receive and spend bonuses, for example, in supermarkets, service stations, beauty salons, sports clubs. We will continue to hold promotions with the possibility of receiving additional gifts and bonuses. For example, this year the most active participants of the On Our Way program became owners of SUVs and other valuable prizes.

Interview with Gazprom Neft Regional Sales Director Alexander Krylov

How is Gazprom Neft filling network developing in the Russian market?

I will say without exaggeration that at the moment our company manages one of the most efficient and developed distribution networks in Russia. In 2012, Gazprom Neft became the largest supplier of light oil products on the domestic market, with a 21.6% share. One of the key areas of the company's work is the development of the retail network of Gazpromneft filling stations, which includes 1.3 thousand stations in Russia and the CIS.

Recently, the global information and research company Nielsen conducted a survey of several thousand motorists in dozens of Russian cities. A quarter of respondents, answering the question “What is your favorite filling station?”, named Gazpromneft, and this is the highest result among all networks. The number of customers participating in the On Our Way bonus program, which is already 3.3 million, testifies to consumer confidence in the brand.

The success of network development is evidenced not only by the results of various studies, but also by a significant increase in sales of the filling station network, which over the past year in Russia amounted to 34% and reached 6.6 million tons. Other production indicators also increased. Sales of gasoline reached 4 million tons, and diesel fuel - 2.4 million tons, that is, they increased by 26% and 51%, respectively.

As a result, we almost reached our strategic goals for 2020 by the end of 2012, and we were faced with the question of revising the strategy. Previously, we were focused on increasing the scale of the business and building a strong brand for the Gazpromneft filling station network. This phase has already passed. The new strategy is based on increasing the efficiency of each individual filling station and the network as a whole. To achieve new ambitious goals, a project was developed to reorganize the company's sales business.

Tell us more about the reorganization project and its goals…

The reorganization has already begun and involves the separation of the wholesale and retail business. Instead of sales enterprises registered on a territorial basis, eight subsidiaries appeared. Each of them is responsible not for the region, but for the type of business: wholesale or retail sales, quality control, transportation, fuel storage, corporate customer service.

The main goal of the reorganization is to improve the efficiency of sales and corporate governance. We plan to achieve this effect by simplifying and enlarging the sales structure. In addition, the financial results and performance of each type of business will be easier to track. The division of wholesale and retail is also in line with FAS initiatives, and Gazprom Neft is the first oil company to carry out such a reorganization. As a result, we plan to achieve even better results both in the Gazpromneft filling station network and in the wholesale business.

How will the new structure be arranged?

To manage wholesale sales, Gazprom Neft registered Gazprom Neft-Regional Sales in St. Petersburg. This company has four branch clusters: the central branch in Moscow, the Ural branch in Tyumen, the West Siberian branch in Omsk, and the East Siberian branch in Kemerovo. Gazpromneft-Regional Sales is engaged in the sale of petroleum products to small wholesale customers and regional logistics. The Central Wholesale Cluster became a pilot one and started operating in April 2013. The Ural and Siberian clusters started operating on June 1, 2013.

The reorganization of retail sales began in June 2013 with the merger of oil products supply enterprises into three clusters: central in St. Petersburg, Urals in Yekaterinburg and Siberian in Novosibirsk. Thus, only 3 enterprises will manage retail sales throughout the country, and hence the network of Gazpromneft filling stations: Gazpromneft-North-West, Gazpromneft-Ural and Gazpromneft-Novosibirsk. For customers of the Gazprom Neft gas station network, the reorganization will go unnoticed - only the name of the company on the cash receipt will change.

Is the station rebranding complete?

Almost all of our filling stations have already been brought under the single retail brand Gazpromneft. In total, in Russia from 2009 to 2012 we built 95, reconstructed 255 and rebranded 462 filling stations. This year, we continue the reconstruction of the chains acquired in the capital, which previously operated under the brands MTK, Mosnefteprodukt, Korimos, and plan to complete it by the end of 2015. In total, we will reconstruct 68 filling stations, of which 33 will begin to operate as automatic ones, that is, without the constant presence of personnel .

It is important that the matter is not limited to just changing the sign. All new Gazprom Neft filling stations are equipped with state-of-the-art technological equipment that ensures a high level of environmental and industrial safety. At the stations, we monitor air quality and soil conditions. They are equipped automatic systems fire alarm and fire extinguishing, storm sewer treatment facilities, vapor recovery systems, double-walled tanks that prevent oil products from entering the ground.

How is the gas station network developing in the CIS countries?

Our gas stations operate in Tajikistan, Ukraine, Kyrgyzstan, Kazakhstan and Belarus. Each market is different. For example, in Kyrgyzstan, the formation of a network has been completed (116 stations under the Gazpromneft brand are in operation), and we have focused as much as possible on improving the level of service and quality of services. The network is actively developing in Kazakhstan. 41 stations have been purchased and built in this country. In Tajikistan, we have 25 filling stations, in Belarus - 40. In these countries, the number of filling stations will also increase.

Last year, we entered the Ukrainian retail market of petroleum products using a franchising scheme. Now there are four gas stations under the Gazpromneft brand on the Kyiv-Odessa highway, which meet the uniform standards and requirements of our network. Our specialists regularly check the quality of fuel and the level of service at the Ukrainian gas stations of Gazprom Neft. At the same time, we are exploring the possibility of creating our own distribution company and our own network of filling stations in this country.

By the way, if we talk about the development of the network, I would like to know how successful the launch of related products on the market is?

Speaking in general, the release of goods under your own brand and their sale at gas stations is one of the important trends in the development of related business. Such products become a tool for promoting retail brands. At the same time, the company can strictly control their quality, ensure constant availability in stores and optimal retail prices.

Gazprom Neft produces goods under two of its own trademarks - the Gazpromneft filling station network and the G-Drive premium fuel brand. At the same time, I want to emphasize that Gazprom Neft has developed a strategy according to which the sale of related products at gas stations will not only make the network of gas stations more attractive to customers, but also become an effective retail business. By 2020, the share of sales of non-fuel goods and services should increase several times, and income from related business should cover a significant part of retail operating costs. There are grounds for such a strategy: in 2011, revenue from the sale of related products and services at Gazpromneft gas stations in Russia increased by 65%, in 2012 by another 49%.

How successful are you promoting branded fuel?

Today, G-Drive 95 premium gasoline is sold throughout Russia. At those gas stations where it is sold, its share in sales of 95th gasoline is 30%. The high results of promoting this fuel allowed us to bring G-Drive with an octane rating of 98 to the market. Its sales started in March 2013 in Yekaterinburg and the Sverdlovsk region. Also this year, the G-Drive premium fuel brand received the Brand of the Year/EFFIE.2012 award, which is awarded to the most successful projects in the field of creating and promoting brands in their product categories. Another important milestone in the promotion of G-Drive fuel was the conclusion of a strategic partnership agreement with Nissan. For us, this was an important decision, as a result of which Gazprom Neft became the exclusive supplier of G-Drive fuel for the first refueling of Nissan vehicles. In just one year, we will refuel about 50,000 cars manufactured at the plant in St. Petersburg with new generation fuel, and, upon opening the gas tank, the owner will immediately see a sticker “Nissan recommends G-Drive fuel”.

What is the sales volume of natural gas motor fuels in 2012? And how many gas distribution stations does the company currently have?

Liquefied hydrocarbon gas (LHG) - more than 93 thousand tons, and compressed natural gas (CNG) - about 8 thousand tons. Now in Russia the share of LPG and CNG consumption in the structure of motor fuels is relatively small and does not exceed 4%.

In the future, until 2020, LPG consumption may grow at approximately the same pace as the consumption of liquid motor fuel. As for CNG, the main potential for its consumption is concentrated in large metropolitan areas, especially in Moscow and St. Petersburg. CNG consumption by 2020 may grow 10 times from the current level, that is, up to approximately 4 billion m3 per year.

LPG is sold through the Gazprom Neft gas station network in Moscow, Tver, Nizhny Novgorod, Omsk, Sverdlovsk, Kemerovo, Novosibirsk regions, in the south of the Tyumen region, in the North-West region and Krasnodar Territory. At 89 of our stations you can fill up your car with gas. 85 stations sell LPG and 4 CNG. We are planning to put into operation multi-fuel filling complexes (MAZK) - with gasoline, diesel and gas motor fuel. The first such MAZK Gazpromneft opened at the end of 2012 in St. Petersburg. Several more filling stations will open in the Central and North-Western regions, including along the M1 and M10 federal highways.

What is the current situation in the retail market of motor fuels?

I would say that the situation is not easy. The market has changed: since the end of last year, it behaves atypically. It was during the period that has always been the most profitable for retail - and these are the last and first quarters - this year the margin went to the peak. Literally. We did not have a loss in retail even in the first, most difficult, quarter. But we also earned, to be honest, a little. I regard the current situation more as a reason to mobilize and a kind of test. For this reason, we changed the model of organization of the sales business so that it would be possible to work in any market conditions.

What happened? Why has the market changed so dramatically?

The market is changing primarily due to the amount of oil products. This year, the product on the market has become smaller. Why did it happen? Because several factors played at the same time. First, the next stage of the introduction of the tax maneuver has begun. For the most part, Russian refineries have undergone modernization and increased the depth of processing. But there are still plants in the country where the share of fuel oil in the total balance of oil products reaches 40%. For them, a new round has become critical - processing has become unprofitable. They began to cut production for the domestic market. Exports - whether crude oil or diesel - have become more profitable for them.

All this happened against the backdrop of a number of factories leaving for scheduled repairs and reconstruction. But if the market was ready for the planned reduction in volumes - reserves were created in advance and measures were taken to replenish the missing resource, then it was not for an additional one.

There are fewer products on the market. The wholesale price has gone up. Retail margins have collapsed. The increase in the excise tax on fuel exacerbated the situation.

Do you think it's long term?

I don't think it matters a lot whether it lasts or not. Marginality in retail is small in principle. We start from this. For example, both in the States and in Europe, the retail margin of gasoline has not exceeded 6–8% for a long time. This is offhand. In Russia last year, the margin of gasoline in retail was 11% on average for the year. This year, we can say that we have approached the international standard. But here it is important to understand that margin is not yet income. This is, roughly speaking, the difference between the purchase price and the sale price to the end consumer. It "protects" all the direct and indirect costs incurred by the gas station. At best, 2–2.5% goes into the profit of the retail business. This is if we are talking about EBITDA margin.

A natural question arises: are these 2% worth the money and effort that an oil company spends on developing its own retail network? After all, retail is not the main business of VIOCs.

We don't ask ourselves that question. You understand, we have a continuous production. If there is no sales, production stops. And our own retail network is, first of all, a guaranteed sales channel. In America, oil companies just came to the conclusion that 2% is not a reason to maintain their own retail network. Therefore, they eventually abandoned their own retail. But they could afford it. Because they can guarantee constant sales by long, ten-year contracts with the owners of points of sale.

But in Europe the situation is different. There is more stringent antitrust regulation. In the European Union, for example, the length of exclusive contracts for the supply of fuel to dealers is limited to five years, as far as I remember. Therefore, in order to guarantee itself a constant supply, the oil company needs to own stations. Even where large hypermarkets such as Carrefour and Tesco entered the fuel market and effectively deprived them of profitability in the retail sector. In order to somehow compete, oil companies had to seriously deal with the efficiency of their own retail chains.

And in Russia, which scenario seems most likely to you?

I'm not ready to speak for the entire market. For ourselves, we see the solution in finding a balance between the guarantee of constant sales and the costs associated with its provision. Our task is to sell the maximum volume with minimum costs. This problem is solved at several levels. First, at the level of organizational and managerial decisions. This is when costs are reduced, for example, by transferring functions for servicing stations to outsourcing. And additional traffic and income are generated through the development of a non-fuel component - a cafe, a store, and so on. The next level is more subtle. To manage costs and attract additional traffic, we use a partner resource. The next level is digital. This is the creation of a single technological platform for all sales. We used almost the entire resource of organizational and managerial decisions. Now we are closely starting to work with partners and create a sales platform.

What do you mean by working with partners?

I mean involving partners in the operational management of our own stations. After the reorganization, we see profitability not just in every channel. We see the profitability of each object - that is, each individual gas station. And the reasons why one station has a high profitability, while another has a low one. This gives us the opportunity to calculate the optimal operation model for each station - depending on the location, traffic and market. These are fine tunings. There is a pool of stations that operate as efficiently as possible under our own management. There are stations that will be more efficient if they are switched to automatic mode. And there are stations for which the optimal solution is to give them to a partner for operational management.

This approach to managing a pool of own stations is a common global practice. This is exactly the path that European oil companies took at the time. For example, BP itself operates only a third of its stations. The remaining stations are operated by partners.

How exactly do you plan to involve partners?

We have chosen three basic models for working with partners. The station is transferred to the management of the dealer. The station is transferred to the management of a professional retailer. The station is transferred to the operational management of an individual entrepreneur. Each of the models has its own nuances. But the principle is the same for everyone. The company manages the revenue side - fuel supplies, and the partner manages the expenditure side - the operation of gas stations. At the same time, the partner is directly interested in both the growth of pumping and the reduction of operating costs. Because his income depends on it. We have been running pilot projects since 2014. We are satisfied with the result. Let's see what the effect of scaling will be. In any case, we are not going to transfer all our stations to partners. Only those that the partner can manage better than we can, for one reason or another.

Are there any fears that partners will not be able to provide the company's service quality standards, and the product itself? No wonder they say - if you want to do well, do it yourself ...

We reserve the quality control of fuel and service. It's not even discussed. All partners are subject to a strict condition - they must comply with our internal operating standards.

All stations that operate under the brand name of the Gazpromneft filling station network are controlled by us in the same way, according to a single corporate standard. Regardless of who manages them - we or a partner.

One more question arises: the company has a very well-developed competence in “management of ancillary business”, and has its own successful non-fuel brand. Why do you need a professional retailer? Is there a contradiction or even a conflict of interest here?

There is no contradiction. There are two complementary stories. A professional retailer operating in the industry, in any case, has more capabilities and competencies in terms of organizing the work of the store than an oil company. It can qualitatively change the supply of goods at the station. And this is additional traffic and additional liters of the sold product. We do not give all the stations to the management of retailers. Only those whose location allows the store at the gas station to be converted into a “convenient store” format with an expanded range of products, including fresh products. We can do it on our own. The question is why. A professional will do it better and at a lower cost. This is first.

So you think that the future in fuel retail lies in the development of the non-fuel component of the business?

The non-fuel business is a private matter. The key story is elsewhere. We started the conversation by saying that fuel retail is a low-margin business. Its profitability directly depends on how efficiently the company manages costs. Therefore, the future - it is obvious - for a solution that will allow you to reduce costs by a multiple. And I believe that there is such a solution - this is a sales platform. We have a manufacturer - an oil company. There is a product. There is a consumer. There is a filling point. There are partners and other interested parties. The platform I'm talking about is a digital platform where any of the market participants instantly receives the solution they need. The consumer receives the product on certain conditions. Partner - a contract for the management of the station. Third-party gas station - a contract for the supply of fuel. And so on. And the oil company - the owner of the platform - receives sales. At the same time, volumes grow multiple - due to the speed and number of transactions. And the costs are minimal.

We have all the main components of the business component of the sales platform. Actually, these are all our businesses - not only retail, but also small wholesale, and corporate sales, and delivery, and storage, and transshipment, and quality control. With the technological component it is more difficult - after all, the degree of automation and penetration of digital technologies needs a very high one. But we are already working on this.

So. As soon as we combine the business and technology components into a single ecosystem and provide access to it from the external loop, we will create a sales platform. Once we create it, we will change the landscape of the market. Of this I am convinced. Because it's a completely different level of cost control. Now unattainable.

PJSC Gazprom Neft (whose registered office is located at Ul. Galernaya d. 5, entrance A, St Petersburg 190000), being the rights owner (hereinafter “the Licensor”),

pursuant to Article 1286.1 of the Civil Code of the Russian Federation grants usage rights to any individual wishing to make use of content published on this site (http://media.gazprom-neft.ru/) (hereinafter “the Licensee”) provided that such individual accepts the conditions of this license, unconditionally and in full.

• This open license grants the right to use published content, i.e., specific photographic and/or audio–visual content, published on this Internet site (), pursuant to the terms of this open license. The terms of this open license apply to all individual pieces of content published on this internet site. License type: non-exclusive. Applicable term: one year from the date of such license being granted. Territory throughout which such published content may be used: worldwide. This open license is royalty-free.
• This open license constitutes an Access Contract. It is granted (i.e., such Accession Contract is considered to be entered into) from such time as the terms of this open license are accepted (Acceptance), unconditionally and in full. Clicking the Accept button (shown at the bottom of this open license) will be considered to constitute Acceptance of the terms and conditions of this open license, as will the downloading and/or saving of any file containing content published on this site.
• The Licensee has the right to use the published content solely on the terms outlined in this open license, including, specifically:
  - in reproducing any published content – ​​i.e., in making a single copy of one or more pieces of published content in any format, and/or on downloading such content to any computerised or IT device;
  - in distributing or sharing such published content, on a no-cost basis;
  - in allowing such published content to be publicly displayed (by means of any technology) in any publicly accessible space, or in any space accessible to a large number of the public beyond the Licensee’s own immediate family;
  - in including such published content in any informational or scientific works, catalogues,encyclopediae or Internet sites.
  The use of such published content on any other basis is prohibited.
• The Licensee does not have the right to assign or otherwise transfer to any party any rights and/or obligations pertaining to this license, nor to transfer or grant any charge over or material interest in any rights obtained through this open license. The Licensee is forbidden from altering the published content in any way, from making any compilation therefrom (except as expressly provided under this open license), and from including the published content in any derivative work or works (including under any treatment, visualization or screen adaptation, arrangement, staging or dramatization) that would result in its alteration, extension or other amendment. The published content may be used solely in the format in which it is published on this site (). The piecemeal use of any published content (or part thereof) is prohibited. The Licensor does not grant the Licensee any right to use the published content in the development of any new content or intellectual property.
• The Licensee acknowledges the Licensor as the owner of all copyright and other rights pertaining to all published content.
• The use of any published content in breach of the terms of this open license will be considered to constitute unauthorised use of intellectual property and will incur civil and criminal liability, or liability under administrative law.
• The Licensor retains the right, at its sole discretion, in full or in part, to refuse an open license in the event that the Licensee intends to offer usage rights thereto to any third party or parties.

Search by " Krylov Gazprom Neft"results: gazprom - 2424, wings - 138, oil - 2239.

results 1 to 4 from 4 .

Searching results:

1. What started the St. Petersburg oil business. ... on which Vladimir Kumarin (Barsukov) is accused today, and Alexander Krylov- current head of regional sales department " Gazprom oil". Alexander Krylov in response to a request from Novaya Gazeta, he confirmed that he was the founder of the Petrobuild company, "engaged in real estate management projects," and that he was familiar with Dmitry Skigin and Sergei Vasiliev - they "carried out joint projects within Petrobuild." Krylov also explained that the activities of "Petrobuild", "like any other ...
Date: 04/15/2011 2. Oil on seven hills. Ivan Krylov, Swan, cancer and pike” The tangle of problems around the Moscow Oil Refinery is not surprising. It's a very attractive asset. The plant provides 55% of fuel supplies in the Moscow region. And Moscow is the largest fuel market: there are the most cars here, the most solvent demand, the country's three largest airports (Jet fuel is also made by refineries). Well, in general, the plant is the seventh largest in the country, it produces 10 million tons of oil products per year. This is a lot. Gas stations BP, Tatneft, Gazprom oil", MTK...
Date: 09/12/2007 3. Contracts for the speaker. For example, many years ago we started with small deliveries to companies “ Gazprom", and in 2008 won a tender for the rebranding of the network" Gazprom oil”, we are building gas stations. ***
... ave., 22-24, emb. Fontanka River, 46, in the lane. Krylova, 3, and to other addresses in the central districts of St. Petersburg. Change of specialization and creation of a successful partnership between Petrostroy and Gazprom” coincide in time with the election of Vyacheslav Makarov as speaker ...
Date: 27.10.2014 4. What the "National report" will be about. If we take developed countries, then, say, production oil and natural resources, in general, there is not particularly observed.
dollars, which is payable in 2004, as well as corporate debts for which claims can be brought against the state (ALROSA, Gazprom, Yukos, etc.).
Date: 04/05/2004