HR management

Third-party assessments regularly list Gazprom Neft among Russia’s top employers, which emphasises the need to foster a unique corporate culture and environment, where employees can fully realise their potential by working toward common goals.

Gazprom Neft respects human rights and provides equal opportunities for everyone. The company seeks to create a working environment free from bullying and harassment, and prohibits discrimination on the grounds of ethnicity, gender, age, background and so forth.

The company fosters an atmosphere of open communication based on trust and mutual respect between employees.

In order to attract and retain best talent, Gazprom Neft runs motivation and social support programmes, trains its employees and builds up a talent pool.

Gazprom Neft topped the 2020 HeadHunter ranking of Russia’s best employers, becoming the country’s most popular company among jobseekers.

The international company Universum also listed Gazprom Neft among the best Russian employers in 2020.

In yet another achievement in 2020, five Gazprom Neft managers were named in Kommersant’s annual top 1000 ranking of the best Russian managers.

Human resources profile

As at 2020-end, the company employed 82,960 people.

The average headcount in 2020 stood at 80,420.

Collective bargaining agreements cover 47% of employees.

Total headcount,The headcount increased as some employees in Serbia needed to be transitioned time to full-time employment in accordance with Serbian laws people
Care for our people during the pandemic

As soon as the COVID-19 pandemic broke out, Gazprom Neft started looking for solutions to protect the company offices and operations from the spreading virus.

Apart from regular employee testing, safe fly-in/fly-out arrangements, and remote work for some employees, the company also developed a digital barrier system: a set of IT products tracking the health of over 150,000 company and partner employees, controlling their access to Gazprom Neft facilities, and arranging medical aid to those who fell ill or had come into contact with the virus.

Care for employees also encompassed a support hotline, the Caring About You channel, consultations with psychologists and pulse surveys to identify the current needs of employees during lockdown.

One of the digital barriers was the Gradusnik (Thermometer) mobile app. The app is integrated with the company’s medical support system and helps support employees who have fallen ill, all while preventing them from accessing offices and production facilities without first being tested for coronavirus.

Personnel structure,As at 31 December 2020, including JV%

Employee incentive and social support system

A uniform incentive system across Gazprom Neft supports an ongoing achievement drive among employees. The objectives and principles of financial and non-financial incentives for employees are set out in the Unified Corporate Remuneration Policy.

In 2020, Gazprom Neft continued developing and implementing its remuneration and social support approach, which is based on a cumulative compensation model. The cumulative compensation model includes a remuneration package and social benefits, along with career and professional growth opportunities.

The company analyses labour markets in its operating regions and regularly reviews wage levels to make sure its remuneration system is competitive. In 2020, the average monthly salary at Gazprom Neft stood at ₽141,000 (up 5% despite a difficult market situation).

Turnover rate (%)

The company is developing non-financial incentive programmes, and updating their content and formats to align them with its strategic goals.

Employee training and development

Gazprom Neft continues to develop its competence-based continuous training programme. The Gazprom Neft employee training and development system is open to all company and contractor employees, as well as prospective employees – school and university students.

The training function is led by the Corporate University, which develops training programmes on demand, monitors the implementation of the Business Development and Transformation Strategy and creates mechanisms to monitor training results and efficiency.

In 2020, the university’s structural pillars – its professional departments – developed across a range of areas. They strengthened their relationships with the business; created an interaction, training and development system; codified internal and external expertise; boosted their sway over industry; better defined their roles and organisational structure; and codified a system to evaluate the contribution of individual departments to the company’s business.

The corporate talent pool programme, which covers the School–Vocational School/University–Workplace journey, offers career guidance for high-school students, sponsorships for university and vocational school study, and selection of young talent with further career planning. Gazprom Neft hired 212 graduates of universities and vocational schools in 2020.

People of Progress corporate recognition programme

Our highest corporate recognition programme, People of Progress, was launched in the autumn of 2020. The award is presented for successful projects and personal contributions to company development that display Gazprom Neft’s corporate values: responsibility, innovation, collaboration, efficiency, commitment and safety.

In 2020, winners included teams working on developing Russia’s most advanced oil refining facility – the Moscow Refinery’s Euro+ combined oil refining unit (CORU) – and those involved in local Antivirus programmes supporting health workers and volunteers throughout the COVID-19 pandemic. The Gazprom Neft emergency response team – the first to respond to the Norilsk oil spill – was also recognised.

People of Progress corporate recognition programme

A talent pool for existing employees is driven by succession management, with objective selection and targeted training. In 2020, 1,849 employees completed retraining and upskilling programmes at Gazprom Neft partner HEIs.

Average training hours per employee decreased in 2020, as some practical training could not be done remotely.

Still, company projects won the Crystal Pyramid 2020 award in two categories: Corporate Training of the Year and Talent Management System of the Year, and won the second place in the Corporate University of the Year category.

Training hours per employee