At present, Gazprom Neft employs more than 57,000 people across its corporate divisions and facilities. They work across 24 regions of Russia, as well as in the CIS and non-CIS countries. 61% of the staff are workers, and 39% are managers, experts and office staff. About 19% of employees work in the Yamal-Nenets Autonomous District where the main production facilities and oilfield services are located. Approximately 15% of the workforce is concentrated in the city of Omsk. About 16% of the Company’s personnel are part of the multi-company holding of NIS, Serbia. A number of businesses with a diversified scope of activities are located in Moscow and the Moscow Region. These employ about 13% of the Company’s staff, of whom one-third work at the Moscow refinery.
The average headcount decreased by 6.9% in 2012 due to restructuring of the business.
A number of oilfield services companies were removed from the Group, accomplishing the process which had begun in 2011. The restructuring of Sibir Energy was also accomplished — a number of its constituent companies were sold, while some others were reassigned to the core business areas of Gazprom Neft Group.
Meanwhile, the headcount as of December 31, 2012, remained at the previous year’s level (more than 57,000 people), reflecting the gradual build-up of assets, as well as the development of companies that had already joined the Group. For example, production enterprises located in the city of Orenburg, Yamal-Nenets Autonomous District and Tomsk Region joined the Group in 2012. In addition, the extension of a chain of companies which sell petroleum products and aviation fuel is under way.
Gazprom Neft is introducing advanced techniques of organizational development, allowing the Company to maintain optimal staffing levels to achieve goals that have been set, and to reduce labor costs by introducing new technologies in the field of computer-aided manufacturing.
COMPENSATION AND SOCIAL SUPPORT
Effective motivation of staff plays a key role in helping to achieve the Company’s business objectives. The Company is building a comprehensive incentive system based on competitive salaries, bonuses and a social component. This system is focused on implementing the Company’s business strategy and promoting good employee performance.
The company keeps up-to-date with market average wages in the sectoral labor market. Wages and salaries are revised annually. The total average wage growth since 2009 has been 35%. In 2012, the average salary of the Company’s employees was RUB 59,828, around the same as in 2011. Personnel expenses in 2012 amounted to RUB 42.3 billion, which is 6.7% less than in the previous year. Gazprom Neft also places special emphasis on non-material incentives and has developed the concept of non-material incentives, serving as a basis for systematic work in this direction. The current system of incentive measures adopted by Gazprom Neft allows employees to feel that the Company appreciates their work and contribution to the collective success. It includes professional competitions, sports and recreational activities, and corporate communications sessions. The Company annually awards two kinds of honorary titles, which are corporate merit badges in labor: ‘Honored Worker of Gazprom Neft’ and ‘Veteran of Gazprom Neft.’ These titles are assigned as part of an awards campaign; the awarding procedure is regulated by the corporate standard ‘Procedure for Arranging Award Campaigns.’
The Company’s enterprises have adopted collective agreements and other regulations and rules setting various social benefits for employees above and beyond those set by law. The social packages for most enterprises incorporate voluntary health insurance, accident insurance, free meals, financial aid, holiday vouchers and other benefits. In 2012, the Group’s enterprises implemented and improved the unified system of social benefits adopted in 2011. The unified system of benefits was designed to unify the list of benefits and the procedures for providing them to employees. The unified system of benefits will be introduced fully in 2014.
In 2012, the Company allocated RUB 168.3 million for training personnel.
The percent of the Company’s employees who participated in various training programs totaled 80%.
PERSONNEL COSTS, RUB THOUSANDS
|Social benefits paid||1,538,868||1,855,155||2,874,520||2,895,856|
Source: Company data
BENEFITS PACKAGE, RUB THOUSANDS
|Free and subsidized meals||573,546||509,864||493,052|
|Voluntary health insurance||535,239||438,862||529,623|
|Paid-for holiday package||128,924||101,722||109,761|
|Paid-for holiday package||658,304||623,067||321,874|
|Sports and cultural events||248,498||314,003||290,222|
Source: Company data
LEARNING & DEVELOPMENT
Staff development in the Company is based on the learning and development standards common across all divisions and facilities. In 2012, work continued on updating the personnel learning and development system, orienting it towards current business challenges and a new corporate competency model. In 2012, two strategic programs for the Company’s top management and its subsidiaries and affiliates were launched: ‘Team 2020’ and ‘Management Tools in Global Business’.
The Company also implemented a number of dedicated programs to meet the business strategies of corporate divisions:
- ‘Innovative Technologies for Organizing the Commercial Collection and Preparation of Anomalous (Heavy and Ultra-Light) Oil and the Shipping thereof’ (in collaboration with Transeuropean Centre Limited, Canada);
- ‘Economic Aspects of Oil Field Exploration’ and ‘Hydraulic Fracturing and its Quality Control’ (under the aegis of the Training Center of Schlumberger, Next);
- ‘Oil Trader Academy’ (International Business House Ltd., London, United Kingdom);
- ‘Global Experience in Manufacturing High-Quality Bitumens: New Technologies and Modern Grades of Bitumen Materials’ (Transeuropean Centre Limited, Frankfurt, Germany/Amsterdam, The Netherlands);
- ‘Five +’ (personal growth for high-potential employees to fill managerial positions within Group subsidiaries and affiliates, in collaboration with ECOPSY, under the aegis of the Moscow School of Management SKOLKOVO);
- Project Academy (training of managers and experts involved in major projects, under the aegis of the Moscow School of Management SKOLKOVO).
For senior and line managers a program entitled ‘Team 2020’ has been developed with the Stockholm School of Economics. The program helps to develop key managerial competencies: enhancing operational efficiency, enhancing asset management, optimizing business processes with automation, and establishing a world-class team with a strong corporate culture.
In 2012, the Company introduced technical competency profiles and tested these to set the base rate at the Omsk refinery. The Company continues to improve its technical competence monitoring system, which allows the scheduling of technical training based on the results of employee testing
Gazprom Neft actively uses new educational technologies. E-learning is becoming more and more popular. Using multimedia and Internet technologies allows knowledge to be acquired on-the-job under a personalized schedule. The Company has been employing the e-learning system since 2010. Today, it includes 23 which are available to employees of the Corporate Center and 22 subsidiaries. In 2012, the Company’s employees attended 881 courses.