Economic barriers to digital transformation of oil and gas companies in Russia: a systemic analysis and ways to overcome them

Abstract

This article examines the economic barriers hindering the digital transformation of Russian oil and gas companies in the context of post-sanctions pressure and technological isolation. The relevance of this work stems from the strategic role of the oil and gas sector in the Russian economy (providing up to 20% of GDP and over 40% of federal budget revenues) and the need to close the gap with global digitalization leaders. The objective of the study was to systematize these economic barriers and develop practical recommendations for overcoming them. The methodological framework includes a comprehensive analysis of the financial and economic indicators of PJSC Gazprom for 2023–2025; an assessment of the level of digital maturity using the methods of the Institute of Economics of the Ural Branch of the Russian Academy of Sciences, USMU, and Deloitte (DMA); as well as a comparative analysis of the international experience of leading global companies (Shell, BP, ExxonMobil, Saudi Aramco). As a result, the systemic and interdependent nature of barriers was revealed, including financial-investment, sanctions-technological, personnel, organizationalcultural and regulatory restrictions. It was shown that the imposed sanctions not only increased direct financial costs but also fundamentally altered the structure of barriers, strengthening their infrastructural and institutional components. Isolated measures by individual companies or regulators without systemic coordination were proven ineffective. Based on the analysis, comprehensive recommendations were developed for improving government regulation, including targeted subsidies, tax incentives, the creation of consortium R&D, and investment risk insurance mechanisms. A number of corporate measures aimed at accelerated import substitution and the creation of a unified information space were proposed. A conclusion was drawn regarding the need for a phased approach, prioritization of projects with a quick payback, and large-scale development of personnel digital competencies to sustainably overcome barriers and achieve technological sovereignty in the industry.