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.

The best employers in Russia

Gazprom Neft took second place in the ‘Employers of Russia’ rating compiled by the Headhunter recruiting company.

Gazprom Neft took the top place in the 2016 rating of Russia’s most attractive employers according to the Randstad Award international rating.

In the Universum Top 100 Russia rating, Gazprom Neft was among the top three best Russian employers for students, finishing second in the ‘Engineering’ category and third in the ‘Business’ category.

The HR management strategy employed by Gazprom Neft aims to provide the Company with a sufficient number of skilled employees in the present and the future in order to efficiently achieve the Company’s key goals.

Key areas of HR work:

  • systematic recruitment and rotation of personnel;
  • talent management, competency development and training;
  • development of an incentive system and culture of engagement;
  • growth in productivity and organisational efficiency;
  • improved efficiency of the HR system.

The Company is consistently ranked among the best employers in Russia and makes conscious efforts to attract, engage and retain the best employees. Gazprom Neft provides employees with opportunities to meet interesting objectives, create and apply new approaches and expand their opportunities for personal fulfilment.

This section presents the Company’s approach to the development of HR potential and a brief description of the Company’s activities in this area. Detailed information is presented in the Gazprom Neft PJSC Sustainable Development Report for 2016.

Profile of personnel

In 2016, Gazprom Neft employed over 66,000 people with blue-collar workers making up 51% of personnel, and executives, specialists and office employees making up the remaining 49%.

A total of 14,841 employees joined Gazprom Neft in the reporting year, while 14,335 people left the Company. The turnover rate was 15.2% in 2016, a 1% decrease from 2015.

STRUCTURE OF COMPANY PERSONNEL BY CORE ACTIVITY AS OF 31 DECEMBER 2016 (persons) Source: Company data
Remuneration and social support for personnel

The Company’s comprehensive remuneration system is connected with strategic goals and aims to ensure that remuneration is competitive with other companies, retain talent at the Company and provide opportunities for career growth and rotation within the Company. Gazprom Neft offers employees a package of financial, professional and social benefits. The financial component includes basic compensation, bonuses and benefits.

Gazprom Neft conducts regular monitoring of the external market and provides employees with a competitive remuneration package. The average monthly salary of the Company’s employees was RUB 104,919 in 2016.

The Company pays particular attention to improving the variable remuneration system, which ensures each employee’s remuneration is linked to performance results and maintaining a focus on the Company’s key goals.

Gazprom Neft employs a unified social benefits system that includes basic and additional benefits. Such benefits include voluntary health insurance and accident insurance, supplemental payment exceeding the maximum disability benefits, monthly assistance for employees on childcare leave, the payment of health resort treatment for workers, housing programmes, a private pension and more.

A key component of the remuneration policy is a non-financial incentive programme that features professional skills contests, mass fitness activities and sports competitions, recreational events, and corporate communication sessions and forums.

When drafting and implementing its personnel and social policy programmes, the Company develops partnerships with trade union organisations.

Union representatives take part in discussions on changes to the Gazprom Neft social benefits system, meetings of the heads of HR services, and measures to create safe working conditions. The Company has youth commissions that protect the interests of young employees and are involved in programmes for the adaptation of new young professionals.

Personnel expenses (RUB mn)
2012 2013 2014 2015 2016
Payroll 39,364 45,040 58,510 74,400 79,316
Social payments 2,896 3,186 2,097 2,432 3,260
Total 42,260 48,226 60,607 76,832 82,576
Personnel training and development

Gazprom Neft continues to increase investment in personnel training and development as it relies on best practices in this regard.

Investment in personnel training and development totalled RUB 707.2 million. A total of 52,582 Company employees underwent training.

In 2016, Gazprom Neft began establishing a Corporate University, which systematically unites all personnel training and development practices employed by the Company. One of the University’s key objectives will be to create an educational environment that allows for fulfilling the training objectives while taking into account the Company’s strategic goals and external trends. The model for building the training process envisages the maximum involvement of Gazprom Neft specialists as internal experts, coaches and faculty heads and leaders. A department of management and general corporate competencies began working within the Corporate University in 2016. The department will develop management and leadership skills that Gazprom Neft identifies as a key tool for establishing a corporate culture.

In an effort to meet demand for skilled personnel in the present and the future, Gazprom Neft develops a workforce capacity system that includes vocational guidance with high school students, targeted education at higher and secondary educational institutions and a system to recruit and provide career planning for high-potential employees (including young professionals). The Company cooperates with the leading universities in the regions where it operates as part of these activities.

Development of a talent pool

In an effort to meet demand for skilled personnel in the present and the future, Gazprom Neft develops a workforce capacity system that includes vocational guidance with high school students, targeted education at higher and secondary educational institutions and a system to recruit and provide career planning for high-potential employees (including young professionals). The Company cooperates with the leading universities in the regions where it operates as part of these activities.

‘School – Secondary Specialised College/University – Enterprise’

As part of the programme, the Company is launching ‘Gazpromneft Classes’ at secondary schools in the regions where it operates. The ‘Gazpromneft Classes’ programme includes subjects that will help students understand what the oil and gas industry is all about and which main professions are in demand in the industry. As part of their studies, students solve tasks from the practical daily work of oil workers. The training helps students to make a well-informed professional choice when it comes time to enter university.

Talent Committees – collective meetings of management teams – select candidates for the talent pool. Specialist candidates are considered based on the results of an annual evaluation of their activities and potential. In 2016, the regular performance assessment encompassed 14,200 employees, a 50% increase from the previous year. A total of 2,020 succession candidates were selected to the talent pool for 990 positions. Individual development plans were prepared for the succession candidates.