Learning and Development

The Company uses learning and development standards that are common across all divisions and facilities. Corporate employee development programmes are prepared subject to the Company's strategic goals, as well as management and professional competency assessment results.

Development of professional competencies

Development of employee professional competencies is based on the results of professional knowledge assessment and depends on strategic goals of production Sections.

In the reporting year, the Company took further measures to build professional competency models. Models for five subdivisions of the Moscow Refinery were developed, a specialty family of nine EPS functions was classified, and “career ladders” were developed for the Exploration function.

Special emphasis in the reporting year was placed on the development of e-learning, which was made available to more than 20,000 employees. The distance-learning matrix was widened to include nine new courses, including a Company Virtual Tour, an unparalleled adaptation course for new employees. In 2013, the distance learning system was used for the first time to provide compulsory training: a new Information Security course was organised for OJSC Gazprom Neft, the managing company.Corporate Centre employees.

The Company places great emphasis on worker development. In 2013, Gazprom Neft-Omsk Refinery implemented a pilot project – ‘Worker training system as part of production processes continuous improvement’. The project aims to provide the enterprise, in a relatively short time, with skilled industrial personnel to operate refinery processing systems. As part of the project, a system was established for employee continuous training, retention, knowledge sharing, and competencies transfer. Among other important results of the project, it has ensured the achievement of higher performance and increased motivation and worker engagement. The facility’s experience will now be used at the Moscow Refinery. In 2013, this project won the prize of the All-Russian Conference of HR Managers in the category ‘Manufacturing Personnel Management: Ensuring Continuing Performance Growth’, thus becoming the best one among 90 competing projects.

Employee training, 2010–2013For the period 2010-2012, data was collected from 10 Company subsidiaries: Gazprom Neft-NNG, Gazprom Neft-Muravlenko, Gazprom Neft- East, Gazprom Neft-Khantos, Gazprom Neft-NTZ, Gazprom Neft-Omsk Refinery, Gazprom Neft-Moscow Refinery, Gazprom Neft-Aero, Gazpromneft Marine Bunker, and Gazprom Neft-Lubricants. The 2013 statistics cover all Company subsidiaries.

2013

2012

2011

2010

Total trained, people

42,094

16,990

20,080

16,350

Including

executives and specialists

25,177

11,090

13,870

10,490

workers

16,917

5,900

6,210

5,860

men

25,677

10,364

12,249

9,974

women

16,417

6,626

7,831

6,377

Including by type of training:

advanced training

11,035

6,625

6,167

6,365

OHS training

31,059

10,365

13,913

9,985

Including by training venue:

in training centres (points, facilities)

15,530

5,182

6,956

4,992

at external organisations

26,565

11,808

13,124

11,358

Total time of training, hours

1,651,514

685,280

791,600

663,840

including

executives and specialists

805,664

354,880

443,840

335,680

workers

845,850

330,400

347,760

328,160

men

1,007,424

418,021

482,876

404,942

women

644,090

267,259

308,724

258,898

Development of management and leadership competencies

A corporate Academy of Talent Pool and Prospective Manager Training was established in 2013. Academy modules aim at developing managerial competencies, enhancing leadership potential of existing managers, teambuilding, improving the cross-functional interaction, and creating a common management culture based on corporate values.

The Stockholm School of Economics developed and implemented a TOP Drive module programme to support one of the Company’s 2013 key organizational projects – reorganisation of its regional sales model. The programme is intended for managers of the regional sales directorate and chief executives of petroleum product suppliers and is aimed at building an efficient management and balanced business processes as part of the reorganisation. The programme contains six modules designed to ensure problem solving at certain project stages.

In 2013, a short-term INSEAD-based management development programme ‘Setting up sustainable business in global economy’ was implemented for the Company’s top managers. INSEAD best training results include sharing experience and enhancing cross-functional relations between employees of different sections within the Company.

In the reporting year, Gazprom Neft also approved an approach to building an organisational coaching system. As part of this system, the Company intends to provide training in coaching (non-directive management and mentoring of employees) to managers at three levels: new employee mentoring, the creation of their own team, and the coaching of high-potential employees to fill the candidate pool. A pilot coaching system project was launched at corporate headquarters in 2013.

In 2013, Project Management School, an educational programme for EPS employees aimed at building basic knowledge in project management, was launched. Lecturers from European business schools were invited as the course moderators. 1,400 EPS specialists will take part in the programme within two years.

The Project Management School is the first level of the project competency development system PROdvizhenie. This system also includes such educational complexes as Project Management Institute and Large Project Academy comprising training focused on specific aspects: risk management, project management automation, etc. The PROdvizhenie system was created with a view to transferring knowledge and identifying managerial human resources.