在2017年圣彼得堡国际经济论坛上，BP与俄罗斯签署了合作事宜。近年来，BP与俄罗斯的油气合作越来越紧密，为什么BP会选择俄罗斯呢？

来自 | BP 编译 | 念奴姣

1990年1月25日，BP开始了在俄罗斯的业务，获得的第一个勘探开发许可证。自此，BP开始了在俄罗斯的石油之路。

在2017年圣彼得堡国际经济论坛上，俄罗斯石油公司（Rosneft）和BP签署了一项有关在天然气项目以及向欧洲供应天然气事宜上进行战略合作的协议。

为什么BP会选择俄罗斯呢？俄罗斯拥有支持BP进行天然气战略转移的所有条件：丰富的油气资源，有经验的劳动力，经济的生产成本和巨大的发展潜力。BP杂志约谈了BP俄罗斯公司总裁David Campbell，进一步讨论BP与俄罗斯的合作事项。

俄罗斯对BP整体投资组合到底有多重要？

David：俄罗斯对于BP而言是非常重要的。2016年，BP约有一半的原油订单来自俄罗斯石油公司。去年，我们的利润大都来自俄罗斯，否则将会是艰难的一年。

Rosneft的原油日产量约为500万桶/日，相比之下，埃克森美孚约为400万桶/日。BP在Rosneft中的产量份额约为100万桶/日，相当于BP总产量的三分之一。

近期，俄罗斯石油行业向好，尽管目前该行业大量贴现，但这意味着有价值增长的潜力。俄罗斯的储量丰富，且大都是陆上油田，其都有配套的基础设施，石油勘探和开发的成本较低。同时，考虑到俄罗斯的地理位置，地处亚洲和欧洲两大油气市场之间，有天然的地域优势。

BP如何在俄罗斯开展业务？

David：我认为这要从四方面来看。首先，最重要的原因是我们持有Rosneft 19.75%的股份，我们在董事会中有一席之地，我们已经向Rosneft证明我们是有潜力而且靠谱的公司。参股Rosneft使我们与竞争对手不同，在俄罗斯油气行业有特殊的地位。

第二，与Rosneft成立合资公司，共同投资。这可以帮助我们发展业务，同时创造更多的机会。Rosneft是综合性的公司，也可以在其他领域展开合作。目前，我们已经收购了一家油气公司，正在进行多项资本投资，增长潜力明显，其产量由2万桶/日增至10万桶/日。

我们还成立了一家勘探合资公司Yermak Neftegaz，能够在世界上最大的陆相盆地西伯利亚盆地进行大规模勘探，勘探的区域已经拓展到西伯利亚东北和西北广阔的未开发地带。

第三就是技术交流共享，两家企业经常组织技术交流会，油气行业技术专家能够互相交流和学习。

第四就是技术合作，比如“猎豹”项目，是由BP、Rosneft和Schlumberger在地震勘探方面共同的研发项目。我想今后还会有更多类似这样的合作项目，能够提高原油采收率。

这是您第二次在俄罗斯任职，现在和之前相比有什么变化吗？

David：尤其是过去四年，我们的业务已经发生了特别大的变化。我们已经成为Rosneft 的股东，拥有其19.75%的股份。俄罗斯也发生了很大的变化，2000年到2014年，经济实现稳步增长，很大一部分是由于油价激增的驱动，尽管过去几年油价面临挑战，这仍然能够使俄罗斯在经济上保持自信。

Rosneft是一家什么样的公司？

David：Rosneft是俄罗斯石油行业的领导者，在俄罗斯具有举足轻重的地位，同时也是全球最大的上市石油公司。这是一个有目标、经营完善且有明确发展方向的公司。在过去四年中，公司获得了长足的发展，发生了很大的改变。比如说，他跟我们一样，同样投资了埃及的Zohr油田。同时，他还收购了Bashneft，原油产量为40万桶/日。

未来BP将与Rosneft在哪些方面继续深入合作？

David：目前，Rosneft也大力发展天然气业务，目前已经制定了前景良好的天然气发展计划，包括首个LNG终端建设。BP拥有世界上最具竞争力的LNG业务，我们很乐于成为Rosneft LNG业务的合作伙伴。

另一个方面是成熟油田的开发。我曾经在BP开发比较成熟的区块工作过，比如阿拉斯加的Prudhoe湾、伊拉克的Rumaila等，都是大型水驱开发的成熟油田，水淹现象严重。我认为在水淹方面，没有任何公司比BP更有经验，也没有任何国家像俄罗斯一样，有如此之多的水淹油藏。

在俄罗斯工作有什么挑战？

David：对于俄罗斯关于国际制裁的相关法律，我们非常重视并遵守。我们的工作都是合规合法的，BP一直遵守国际制裁相关法律，而这也是我们今后将一直关注的问题。

俄罗斯是一个领土广阔的国家，有些地区环境比较恶劣，比如永久冻土，这给物流运输带来了很大的挑战。但是我们在其他区块也遇到过类似的问题，俄罗斯在这方面也有丰富的经验。

在接下来的九到十二个月，有什么重要的目标吗？

David：首先，继续稳扎稳打，步步为营，支持董事会，创新技术，并做好监督工作。产量达10万桶/日的Taas-Yuryakh将在明年开始增产，管道已经部署完成，并已经进行试压。

我们的Yermak合资公司开始在Baikalovskoe钻探第一口探井。之后，关于这个区块的开发还将会进一步讨论和调整，希望能够确定进一步的合作方案。

油气收入在俄罗斯财政收入中占有很大的份额，由于具有成本优势，俄罗斯油气是西方跨国公司多年来重点投资的区域之一。BP与Rosneft的紧密合作，必将会续写俄罗斯的油气繁荣史。

Prolific oil and gas resources, an experienced workforce, economical production costs and huge potential for growth: Russia has all the qualities to support BP’s strategic shift towards natural gas and highly competitive oil production. BP Magazine talks to BP Russia president David Campbell to find out more

How significant is Russia to BP’s overall portfolio?

It is enormous. If you look at BP’s 2016 results, a third of our production comes from Russia, almost half of our reserves bookings are from Rosneft and last year a significant amount of our profit came from Russia, in what was otherwise a difficult year.

Russian oils have done quite well recently, although I think the sector is still overly discounted, but that means there is a potential to grow value. However, the fundamentals are there because the cost of finding and developing the oil is very low. Most of Russia’s production is onshore and there is a lot of infrastructure in place that we can tap into.

It’s also a huge gas player, which suits BP’s strategy. Again, these are largely onshore fields attached to existing infrastructure. Then consider where Russia sits geographically, it’s between Asia and Europe – two great gas and oil markets.

How would you characterise BP’s business in Russia?

I think of it in four parts. First of all there is the Rosneft shareholding – that is the most important part – we have two seats on the main Board of Directors and it’s up to us to demonstrate to Rosneft that we are a progressive, supportive shareholder. This shareholding gives us a unique position in Russia, quite unlike any our competitors hold.

The second job is investing in certain assets through joint ventures with Rosneft. That can help us grow a material business but also creates opportunities. Rosneft is a massive company but we can target our cooperation in certain areas. For instance, we have bought into the Taas-Yuryakh Neftegazodobycha company which operates the Srednebotuobinskoye field. That has significant growth potential and there is an ongoing capital project to grow its production from around 20,000 barrels a day up to 100,000 barrels.

We have also created an exploration joint venture, Yermak Neftegaz, which allows us to bring to bear our exploration capabilities and processes on an enormous area that is largely unexplored in the northwest and northeast of west Siberia, one of the great basins in the world.

The third part is technical collaboration where both businesses can bring in their technical experts to learn from one another.

The fourth is technology co-operation and Project Cheetah (a partnership between BP, Rosneft and Schlumberger on seismic research and development) is a good example of this. I’d like to see us doing more of this kind of co-operative work – perhaps in enhanced oil recovery. This is your second time in Russia for BP. Has it changed much? Yes, hugely – the business has certainly changed, particularly in the past four years. We’ve gone from being 50% owners of TNK-BP to 19.75% shareholder in Rosneft – a large, state-owned, very professional oil and gas company. Russia has changed, too. It grew steadily from about 2000 until 2014, driven largely by the oil price and it’s a much more self-confident country financially, although the past couple of years have been challenging.

BP’s shareholding in Rosneft – Russia’s state-owned oil company and the world’s largest listed oil company (based on production volume)

What is Rosneft like as a company?

It is very large and because of its position in Russia it has a great deal of opportunity. It is an ambitious, well-run company with growth plans. In the past four years the company has changed and grown. For instance, it has just bought into the same Zohr field in Egypt that we have. It also bought Bashneft, which is a 400,000-barrel-a-day company in its own right. We now own almost 20% of that company.

Where might BP and Rosneft work well in in the future?

Gas is not a heritage business for Rosneft but it has ambitious growth plans, including its first liquefied natural gas (LNG) plant. BP has some of the most competitive LNG plants in the world, so I would love to be a partner in developing some of that. I think we have a lot of complementary skills and ambitions. Another obvious area is mature fields. I personally have worked in some of BP’s most mature assets – Prudhoe Bay in Alaska and Rumaila in Iraq, for instance, both big, mature, water-flooded fields. I don’t think any other company has our experience in managing water flooding and no country has as many water-flooded reservoirs as Russia.

Our aim is to build a business in which BP has quotable, material production that is separate from the production that comes through our stake in Rosneft. I’d be looking for around 200,000 barrels a day. To do that, we need some bigger plans and we need to make some more investments. I would like Rosneft to see us as a partner of choice in certain areas where I think we can add value. As well as low-cost oil and the gas potential, I would like to do more in the Downstream, or perhaps venturing.

What are the challenges of working in Russia?

Of course, we have the legal situation regarding the international sanctions on Russia, which we take very seriously. Our work is compliant. BP is used to operating within sanction regimes and it’s something we carefully consider at all times. There are obvious geographical challenges: it’s a vast country which means that logistics are an issue, and then there are specific environmental conditions, such as permafrost.

But we work with these conditions in other regions, too, and Rosneft has a great deal of experience. What are your milestones over the next nine to 12 months? First of all silent running – supporting the board and continuing to do quality work in the technical areas. Taas-Yuryakh, the 100,000 barrels a day plant, ought to be ready to start increasing production next year and we should be looking at a material increase in production. The pipeline is already welded and has been pressure-tested.

Our Yermak JV is drilling its first well on the Baikalovskoe discovery. This is an important well with appraisal elements, but also exploration elements that might make quite a difference. Then we want to do more business development, so I hope to be talking about further agreements later on.

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