Gazprom Neft is implementing a large-scale project to transform its corporate culture. Its new collaboration philosophy involves a shift from “management and control” to “leadership by engagement”.
Gazprom Neft has developed a leadership behaviour model where the leader:
- role models values for all employees;
- creates an engaging environment for the team; and
- is committed to continuous development.
To implement the new culture, the company is incorporating international best practices, tailoring them to its specific needs. The new culture is based on:
- communicating the rationale behind the cultural transformation and target vision;
- developing new behaviours for employees;
- changing processes to encourage these behaviours; and
- ongoing communication.
Gazprom Neft values
The company’s values are shaped by its vision, mission and strategy. The target corporate culture at Gazprom Neft is a synthesis of multiple cultures: a culture of rules, of success and of consensus. Gazprom Neft values support this process: the culture of rules is underpinned by responsibility and safety; the culture of success is centred around efficiency and determination; and the culture of consensus is based on collaboration and innovation.
In 2019 and 2020, the company held culture workshops, which were attended by over 9,000 employees. These events created a shared information space dedicated to corporate culture, our updated values and leadership model.
In addition, the first ever values-linked reward campaign was run in 2020, where employees were nominated and rewarded for successful projects and personal contribution to the company’s development in line with corporate values. As part of promoting values, an online platform was created where employees could praise colleagues for living our values. In total, more than 6,000 employees left messages on the site. A values quiz was also held to test employees’ knowledge of values and behavioural indicators. Finally, the Thank You campaign and a series of online meetings dedicated to corporate culture were organised.