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| 2020-03-04 来源： 中国石化新闻网 |
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石化新闻 |
中国石化新闻网讯 据3月3日Neftegaz.RU.圣彼得堡报道，俄罗斯天然气工业股份公司（Gazprom）董事会注意到有关该公司2019年成本优化（削减）工作及其2020年该领域优先事项的信息。俄气正在采取综合措施，以提高运营效率，控制投资成本，从而将成本增长率保持在最低水平。 值得关注的是俄气预算的形成，在制定下一年的支出预算时，该公司每年都会对母公司及其子公司设定严格的成本限制，同时积极寻找降低成本的方案。根据投资项目的战略重要性和有效性，对其进行优先级排序。这种方法节省了大量的成本。例如，该公司在2020年的预算规划中设法削减了657亿卢布的支出预算。在预算执行的过程中，该公司还继续寻找额外降低成本的机会。 与此同时，俄气正在改进集团公司的预算编制程序，加强对预算执行情况的控制。根据822家公司的活动类型，2019年更新了一套预算编制关键绩效指标（KPI）。 从2020年俄气开始实施一项关键创新——审查和批准该集团三个主要子公司Mezhregionaz、Energoholding和俄气出口公司发布的合并预算。此前，该公司通过使用单独的解决方案来控制财务和经济业绩——应用KPI系统，参与这些子控股母公司的预算编制。这项创新将有助于提高业务流程的透明度，并加强对其运营和投资指标的控制，还将有助于确定最优先活动的进一步增长和发展能力。 通过为实施年度运营效率和成本削减计划，俄气及其子公司获得了显著的经济效益。每个项目都包含一个针对不同业务部门的具体活动列表。俄气2020年计划的主要内容包括优化设计阶段的项目成本估算，降低货物、工程和服务的采购成本，以及节能和能效措施。计划通过出售公司的非核心资产获得额外资金。 俄气一直在扩大先进工具的应用，以改善集团内部的财务资源管理。例如，在其投资项目中广泛使用银行支持服务，以获得货物供应、工作绩效和服务提供方面的合同。此外，该公司进一步开发了中央控制的实物现金池系统，使其能够以尽可能好的方式在集团公司内部重新分配流动性，减少外部融资的需求，并从临时可支配资金的配置中获得额外收入。现金池系统已经包括484家集团公司在俄罗斯和国外的账户。 洪伟立 摘译自 Neftegaz.RU. 原文如下： Gazprom stepping up cost optimization measures for Group’s companies The Gazprom Board of Directors took note of the information about the Gazprom's cost optimization (reduction) efforts in 2019 and its priorities in this area for 2020. Gazprom is taking a comprehensive approach to enhancing both the efficiency of its operating and investment costs and their control, thereby keeping its cost growth rates at a minimal level. Considerable attention is given to the formation of Gazprom's budget. When drawing up the expenditure budget for the next year, Gazprom annually sets strict cost limits for the parent company and its subsidiaries, while actively looking for cost reduction options. The Company ranks investment projects in order of priority, depending on their strategic importance and effectiveness. This approach delivers significant cost savings. For instance, Gazprom managed to reduce the expenditure budget by RUB 65.7 billion during the budget planning for 2020. In the course of the budget implementation, the Company continues to search for additional cost reduction opportunities. At the same time, Gazprom is improving the budgeting process in the Group's companies and strengthens the control over their budget performance. In particular, a set of key performance indicators (KPIs) for budgeting was updated for 822 companies in 2019, depending on their types of activity. A crucial innovation was put into practice starting from 2020: Gazprom transitioned to review and approval of the consolidated budgets issued by the three main sub-holdings of the Group: Gazprom Mezhregiongaz, Gazprom Energoholding, and Gazprom Export. Previously, Gazprom had controlled their financial and economic performance through the use of individual solutions: application of the KPI system and participation mostly in the budgeting of the parent bodies of these sub-holdings. The new approach will help increase the transparency of business processes engineering in the sub-holdings and enhance control over their operational and investment indicators, and will also help identify further growth and development capacities in the top-priority activities. Significant economic benefits are achieved through the implementation of annual operational efficiency and cost reduction programs for Gazprom and the Group's subsidiaries. Each program includes a list of specific activities for separate lines of businesses. The main sections of Gazprom's program for 2020 include optimization of estimated project costs at the design stage, cost reduction in the procurement of goods, works and services, as well as energy conservation and energy efficiency measures. It is planned to obtain additional funds from disposal of non-core assets of Gazprom. Gazprom is consistently expanding the application of advanced tools to improve the financial resources management within the Group. For example, the Group's companies are widely using banking support services for contracts on the supply of goods, performance of work and provision of services in their investment projects. In addition, Gazprom further develops the centrally-controlled physical cash pooling system, which makes it possible to redistribute liquidity within the Group's companies in the best possible way, reduces their need for external financing and provides additional revenues from the placement of temporarily disposable funds. The cash pooling system already includes the accounts of 484 Group's companies based in Russia and abroad. |
