УСЛОЖНЕНИЕ РЕСУРСНОЙ БАЗЫ КАК ДРАЙВЕР ЦИФРОВОЙ ТРАНСФОРМАЦИИ НЕФТЕГАЗОВОЙ ОТРАСЛИ: ОГРАНИЧЕНИЯ ПРИМЕНИМОСТИ ЗАРУБЕЖНОГО ОПЫТА В РОССИЙСКИХ УСЛОВИЯХ

Abstract:
The purpose of the article is to identify and substantiate the limitations of the applicability of foreign experience in the digital transformation of the oil and gas sector in the context of the increasing complexity of the resource base of the Russian Federation. The relevance of the study is due to the simultaneous growth of the share of hard-to-recover reserves in the overall structure of the state balance sheet and investments in digital transformation against the background of sanctions restrictions and the need to achieve technological sovereignty in the domestic oil and gas industry. The paper uses methods of comparative and correlation-regression analysis based on data on the dynamics of production, the structure of reserves and investments of the oil and gas sector in information technology. The presence of similar cases in world practice is determined and the possibility of translating their experience for Russian oil and gas companies is assessed. Using the example of foreign practice (in particular, the country’s oil and gas industry, which is the most relevant analogue in terms of the share of hard-to-recover reserves and production volumes), a positive relationship is established between an increase in the share of hard-to-recover reserves and an increase in capital investments in digital transformation. However, a qualitative analysis revealed fundamental differences in the levels of digital maturity and institutional conditions, which negate the possibility of direct borrowing of foreign experience, making it ineffective and risky for domestic companies. The scientific novelty lies in the substantiation of a unique combination of factors for the Russian oil and gas industry (catching-up digitalization, sanctions pressure, and the increasing complexity of the resource base), which requires a revision of traditional approaches and the need to develop special approaches to prioritizing and evaluating the effectiveness of digital transformation projects in the domestic oil and gas industry, taking into account its specifics. As a result, practical measures are proposed to adapt the prioritization system for digital initiatives with an emphasis on reducing unit operating costs in the segment of hard-to-recover reserves.