Abstract
In conditions of high competition on the global markets Russian oil and gas companies are increasingly focusing on the creation of effective system of governance which would allow to concentrate the efforts of the company staff on increasing profitability and maximizing market value, one of the tools for the achievement of which is the effective organization of business processes. The study of LUKOIL, PJSC activity in management of business segments allowed to formulate a conclusion about the appropriateness of the use of the balanced scorecard for performance management of business processes. Building and implementation of the system of key performance indicators is carried out subject to the features of the strategic directions of the company and business segments, which helped to identify two subsystems of its development for LUKOIL, PJSC: key performance indicators for the evaluation of the company as a whole and key indicators for the evaluation of business processes. On the basis of the process approach the key performance indicators of the business process "Well construction management" have been formed and concretized reflecting the industry specifics of the operating and financial activities of the oil and gas industry.
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