Development of a project management model to reduce non-manufacturing costs in an energy company

This paper identifies problems in the country’s energy sector associated with low efficiency. Thus, a comparative analysis of statistical data showed that in 2020 there was an increase in the share of unprofitable energy enterprises in Russia from 46.3 to 48.3%, the growth of losses increased to 448,505 billion rubles, exceeding the values of 2019 -141,510 billion rubles, therefore, more than 3 times. It is shown that there is an increase in the degree of depreciation of fixed assets of energy enterprises from 45.7 to 47.6%, which is accompanied by an increase in the costs of maintaining the operability of equipment. In addition, the costs of correcting internal defects are increasing due to the poor-quality organization of monitoring the equipment condition, which also reduces the efficiency of energy enterprises. Different approaches to solving the problem have been summarized: the use of information innovations in the energy sector, the introduction of technological and transactional innovations, as well as innovations in the management of an energy company, for example, the transition to project management or a risk-based management model in the electric power industry. We offer project management to reduce non-manufacturing costs in an energy company on a concrete example of reducing the costs of internal defects correction and implementing an improvement algorithm.