Suchergebnisse

For a long time, Russia was the leader in associated petroleum gas (APG) flaring. This led to the destruction of useful raw materials and environmental pollution. Due to the tightening of the state policy in the field of the APG rational use and the introduction of fees for APG flaring in 2012, oil producing companies had an incentive to use APG efficiently. In addition, the level of air pollution began to decline. The budgets of the constituent entities of the Russian Federation in the oil-producing regions began to receive significant revenues. Some experts expected that the APG efficiency target would be achieved in 2014 or 2016. Unfortunately, some oil producers were unable to achieve the target. Moreover, at present, there is a reduction in payments for APG flaring in many regions. This causes concern for certain market participants. The object of this research is the impact of APG flaring fees on the level of rational APG use and on incomes of the oil-producing regions. The aim of the work is to study the role of these payments as a tool for regulating the rational use of APG. The analysis shows that the introduction of fees for emissions of pollutants generated by APG flaring plays an important role in ensuring the sustainable development of the regions. Firstly, this fee helps to improve the environmental situation in the region because the volume of gas flared has decreased significantly. Secondly, the application of fees for APG flaring contributes to an increase in the level of energy efficiency, the development and implementation of innovative technologies. Thirdly, the increase in APG deep processing makes it possible to obtain products required in the domestic industry. This improves the efficiency of the oil sector and accelerates import substitution. Fourthly, payments for emissions of pollutants generated during APG flaring form additional funds that can be spent on the development of the region. Fifthly, all oil-producing regions can be divided into two groups. The first group is a group that has practically reached or is very close to reaching the established limits for APG flaring. The second group of regions is a group for which reaching this target is still a difficult task. Experts point out the following reasons that prevent some oil-producing companies from achieving targets for APG flaring: (1) commissioning of new fields, which are characterized by an insufficient level of infrastructure development required for APG utilization; (2) closure of gas processing plants for repair work, which forces some companies to temporarily flare APG; (3) establishment of new benefits and exemptions; (4) geographic fragmentation of fields and limited reserves, which does not allow making the project for the rational use of APG profitable; (5) remoteness of some gas pipelines from the main oil-producing regions, difficult access to the gas transportation system.

The need for a transition to an intensive and innovative development path is overdue in the banking system of Russia. The quality parameters of the premium banking service program for top-5 banks were analyzed. Factors of interest to the banks and their clients were identified. Suggestions on possible ways to improve premium banking programs were formulated. For the analysis, the authors selected banks with the most interesting bonus programs. The contextual analysis of the qualitative parameters of the premium banking programs allowed identifying these programs' important components and possible problems. These are: the digitalization of banking services, which actively penetrates the segment of the wealthy client; lower business margins; search for the real value of a premium service for the customer. In the authors' opinion, the most urgent problem is the combination of trends in the digitalization of the banking services and the needs of individualization of the approach to servicing a premium client. The main directions for improving premium banking programs were formulated. They are associated with improving the skills of the program staff; searching for new additional offers and organizing operational feedback for this; expanding the line of financial products offered to premium customers, for example, investment and insurance products, legal services. Premium banking provides a premium client with a special status in terms of service individualization, involves working with target segments, and offers bonus programs of banking products and services aimed at specific target audiences. Therefore, premium banking encourages the bank to identify and differentiate different target groups (audiences) by income level, investment goals, etc.; to conduct events (training seminars, conferences, presentations) to attract individuals to the financial market. Premium banking provides a balance between the economic interests of the company, the financial market and the banking system, commercial banks and individuals. Therefore, the task of developing this segment of the banking services market becomes relevant, meeting the modern needs of the economy. Primarily, the introduction and improvement of premium banking are beneficial to commercial banks themselves, as it increases their level of competitiveness, contributes to the formation of customer loyalty, thus allowing for a more complete satisfaction of customer needs in special services. Currently, improvements in premium banking could also contribute to raising the financial awareness of private clients concerning investment opportunities in the financial markets that would provide effective and balanced development of the financial market of Russia.

The article studies trust as an important factor that has a significant impact on social interaction within an organization. The article presents the results of the conducted correlation analysis of data from questionnaires, obtained in one Tomsk company, on the level of trust, the degree of effectiveness of activities by employees, quality of work, as well as a number of socioeconomic parameters: satisfaction with wages, general job satisfaction, the level of selfrealization in work, working conditions, the level of leadership. The analysis made it possible to reveal a positive correlation at the level of 0.502 between trust and effectiveness of activities (correlations are significant at p = 0.05). The study also revealed a high positive correlation at the level of 0.781 between the real level of trust and the acceptable level of trust, which is determined by the structural features of the organization, the stage of the life cycle and the features of the organization's configuration, according to Henry Mintzberg. The conducted empirical research also made it possible to determine that labor collectives with a higher level of trust also had higher labor productivity. The obtained results made it possible to develop instruments for managing the level of trust within the organization, which includes a number of stages: assessment of the acceptable level of trust in the company's divisions (stage I); assessment of the real level of trust in the company's divisions (stage II); mapping the discrepancies between the acceptable and the real levels of trust (stage III). In order to assess the acceptable level of trust (stage I), it is required to determine the configuration of the organization, identify the stage of its life cycle, allocate and classify the structural parts of the organization, and, as a result, to quantify the acceptable level of trust for each division. At stage II, the employees of the divisions are questioned. The author proposes to determine the assessment and subsequent mapping of divisions according to the degree of demand for trust mechanisms (stage III) by calculating the difference in points received by each division at stages I and II. The divisions that received the highest results at stage III are recognized as most urgently in need of the development of trust mechanisms. The results of testing the instruments developed by the author in one of the companies in Tomsk are described in the article. The instruments made it possible for the company to identify the divisions of the organization that required trust building and to propose a new approach to the formation of a reserve for the rotation of managers and selection of candidates for senior positions in the "problem" divisions. The new approach contributes to improving the quality of social interaction in separate divisions and in the whole company.