JSC “SPONK”, Moscow, Russia:

B. G. Kiselev, Chief Executive Officer, e-mail: kbg-48@yandex.ru
P. A. Zavyalskiy, Head of Department of Estimation and Expert Examination

This article shows the experience of working out of innovation development strategies for refineries. Positive and negative moments were defined in organization of development and realization of planning-regulatory documents, concerning strategical and tactical ones. All innovation measures should be directly (or indirectly) connected with achievement of key performance indicators (KPI), which application is realized both as enterprise's development strategy control, and executor's stimulation. The following basic indicators were offered by the authors of this article: clear profit cost-efficiency; gearing decreasing; gain increasing; profit; decreasing of production unit manufacturing costs. Working out of innovation development program allows to use the additional indicators, such as costs' share for R&D, number of patents, applied for registration, etc. The following KPI can be recommended according to certain innovation technological projects: labor productivity; energy resources economy; increasing of extraction of mineral components; ecological compatibility of technology and utilization of production wastes; increasing of amount of extracted valuable components; increasing of products' range. Finally, achievement of these indicators will provide the efficiency of innovation development of enterprise in whole. Besides the technological innovations, achievement of KPI requires the provision of improvement of enterprise control system and human capital development. According to this, the measures, offered within the strategy of innovation development of refineries, allow to create the additional workplaces, increase the tax proceeds, develop the system of economic ties (including with small and average innovation companies, universities and scientific-research organizations) and increase the ecological compatibility of production.

1. Romenets V. A., Ilichev I. P. Ekonomicheskie zakonomernosti, strategii i problemy razvitiya chernoy metallurgii (Economic regularities, strategies and problems of development of ferrous metallurgy). Ekonomika v promyshlennosti = Economics in industry. 2008. No. 1. pp. 2–12.
2. Putilov A. A., Vorobev A. G., Putilov A. V., Goldman E. G. Gosudarstvennye korporatsii i razvitie vysokotekhnologichnykh otrasley realnogo sektora ekonomiki: istoricheskiy obzor i mirovoy opyt (State corporations and development of high-technological branches of real sector of economics: historical review and world experience). Ekonomika v promyshlennosti = Economics in industry. 2009. No. 2. pp. 2–12.
3. Putilov A. A., Vorobev A. G., Putilov A. V., Goldman E. G. Gosudarstvennye korporatsii i razvitie vysokotekhnologichnykh otrasley realnogo sektora ekonomiki: ekonomicheskie preimushchestva i rol v promyshlennoy modernizatsii (State corporations and development of high-technological branches of real sector of economics: economic advantages and role in industrial modernization). Ekonomika v promyshlennosti = Economics in industry. 2009. No. 3. pp. 13–21.
4. Savostova T. L., Biryukov A. L. Naukoemkoe predpriyatie kak obekt strategicheskogo upravleniya (Science-intense enterprise as an object of strategic management). Ekonomika v promyshlennosti = Economics in industry. 2011. No. 2. pp. 21–24.
5. Kuvshinov M. S., Bazhanova M. I. Sovremennyy podkhod k postroeniyu modeli mekhanizma innovatsionnogo razvitiya promyshlennoy integrirovannoy struktury (Modern approach to the design of model of mechanism of innovation development of industrial integrable structure). Ekonomika v promyshlennosti = Economics in industry. 2012. No. 4. pp. 5–13.