Human Resource Development

Gazprom Neft is committed to recruiting and retaining the best employees — people who aim to achieve results and grow together with the Company — and forming a team united by common aspirations and values. Gazprom Neft views its employees as its strategic partners and investment in human resource development as an investment in the Company’s future.

Goals and results of activities to develop human resource potential in 2015
Goals Result
Extension to the Company’s subsidiaries of the talent pool system in place at the Corporate Headquarters
  • Talent Committees were formed for the first time at the Company in the reporting year to establish a talent pool for subsidiaries (Talent Committees involve meetings by management teams at which candidates are selected for the talent pool). Seven such meetings were held in 2015.
Establishment of a concept for the Company’s internal coaching system
  • The Company drafted the standard “Organisation of the training and performance assessment of internal coaches”. Two programmes were conducted to train internal expert coaches to prepare internal courses at the Upstream and Downstream Divisions in corporate functions, and the best practices for the development of the Company’s internal coaches were analysed.
Preparing and holding training programmes to develop leadership and management skills that aim to improve communicative competence in negotiations and public presentations, develop feedback skills, develop business process management skills and introduce workers to process optimisation technologies
  • The PROnegotiations programme has been launched for specialists of the Upstream Division to teach negotiating skills and the Company held a training session called “Public Speaking: Preparation and Management. Complex Interaction with the Audience”.
  • The PROconcept training module was launched as part of the PROmovement design skills development programme, which aims to develop conceptual design skills.
Design of a unified Knowledge and Innovations Management System for Gazprom Neft based on the Knowledge Portal; establishment of an active knowledge management community; formation of a knowledge exchange culture at the Company; increase in the share of distance learning through the development of tools, targeted promotion and the addition of online courses to the library
  • As part of the establishment of the Knowledge and Innovations Management System, the Company launched a key resource known as the Knowledge Portal, which integrates different tools for training and exchanging knowledge. Part of the unified system consists of tools to preserve and disseminate knowledge: the Knowledge Dissemination System, I.D.E.A. and the Idea Factory.
  • In 2015, the number of distance learning courses in the corporate library increased from 40 to 70 of the Company’s own business courses and 450 external business courses.
Extension of the organised coaching system introduced at the corporate headquarters to the Company’s subsidiaries
  • Pilot programmes for the coaching of management teams have been launched at seven subsidiaries.
Launch of corporate master’s programmes in “Industrial and Civil Construction at Oil Production Facilities” and “Construction Economics” at Tyumen State University of Civil Engineering and the programme “Mathematical Modelling of Oil Production Processes” at St Petersburg Polytechnic University as well as the start of a “Gazpromneft Class” at College No. 82 of St Petersburg
  • The master’s programmes and “Gazpromneft Class” were launched in accordance with the plan. Gazprom Neft also opened a specialised department “Increased Oil Recovery Technologies for Facilities with Abnormal Conditions” at Gubkin Russian State University of Oil and Gas.
Professional development and career planning within the Downstream Division
  • The system of technical skills in the Downstream Division is managed via professional clusters designated in accordance with the division’s structure. A Marketing professional clusterProfessional cluster — a group of positions united by their involvement in the top level group of the Company’s business processes as well as similar requirements for professional training. has been launched and preparations are being made to launch the Commerce, Technology, Energy and Mechanics clusters.
  • Professional and technical skills are developed within each cluster along with position profiles and a set of tests to assess skills.
  • As part of the development of the technical skills monitoring system, the GROWTH project was launched on the core of the corporate Knowledge Portal to enable employees to receive information about career planning and to assess their technical skills.
Development and launch of the “Top Drive 2.0” programme module, which targets managers and directors of regional sales directorates and petroleum product supply enterprises
  • Two programme modules were developed and launched in the reporting year involving the heads of wholesale, retail and maintenance of the Downstream Division’s enterprises.
Further establishment of skills models for the functional areas of procurements, investment activities, budgeting, management accounting and strategic planning
  • Skills models were formed for the functions “Economics and Finances”, “Procurements”, “Occupational, Industrial and Environmental Safety”, “Information Technologies, Automation and Telecommunications”, “Human Resources”, “Corporate Communications” and “Legal and Corporate Affairs”.