Strategy 2030: priorities

Gazprom Neft has made remarkable progress in the last 25 years, and is now a major player in the global oil and gas sector. Adopted in 2018, the key objective of the company’s new Development Strategy to 2030 is to build a next-generation company and to become a benchmark for both Russian and international industry peers.

Our goal

To become one of the world’s leading industrial companies, driving industry progressive transformation, making the impossible a reality, and inspiring our peers in Russia and beyond.

Our mission

Evolving, to change the world. Creating, to be proud of our creations. We produce resources for the future, enriching the world with the energy, knowledge, and technology to advance.

Gazprom Neft is one of the world’s top 10 public companies for liquid hydrocarbon production. The company is committed to continuing its growth in line with the market, or above it. This is a fitting goal considering the scale of the business.

Maximising the added value of every barrel of oil produced. The company needs to manage the entire value chain efficiently in order to maximise financial performance.

Leadership in terms of return on average capital employed.ROACE. This goal requires effective project and asset management, focused on maximising profit.

Gazprom Neft strives to become a benchmark for industry peers in the crucial areas of safety, efficiency and technological advancement.

Safety: a responsible attitude to employees, partners and the environment. As Gazprom Neft is working to become a leader in industrial safety, it is guided by the key principle of Target Zero, which means zero harm to people, the environment and property in our operations.

Efficiency: Creating value under any external scenario. This is a key driver of competitiveness in a challenging external environment.

Technological advancement: seizing opportunities for growth and stronger operational efficiency by developing and implementing advanced technological solutions, and by continuously developing key competencies.

Implementing 2030 Strategy means being flexible in adopting new approaches to operational planning, and adapting to external challenges.

The company has identified key areas of the business that it plans to transform in order to achieve its goals. These strategic transformations are intrinsically linked and mutually reinforcing, driven by a shared toolkit.

Digital transformation will enable data-driven decision-making across the entire value chain: from geological exploration to fuel sales to end-users, and ensure that these data generate additional value.

Operational transformation involves developing the governance system to maximise the company’s operational efficiency.

Cultural and organisational transformation involves transforming Human Resources management from a simple support function into a driver for continuous development. A key factor in recruiting the best people and high-potential talent is to offer opportunities for continuous development, both individually and collectively.