Personnel training and development
Gazprom Neft continues to increase investment in personnel training and development while relying on the best domestic and international experience in this field. The Company’s training and development system encompasses all categories of personnel as well as targeted groups of potential employees, including schoolchildren and university students.
The scope of training programmes is determined by the Company’s strategic objectives and the results of an evaluation of the management and professional competencies of employees.
In 2016, Gazprom Neft began establishing a Corporate University, which systematically unites all personnel training and development practices employed by the Company and builds a strong foundation for further development taking into account external trends and the Company’s strategic goals.
Virtually every company has a personnel training and development programme. However, we aren’t simply training people – we are building an educational environment that blurs the line between trainers and trainees. It gets all managers and employees involved in the training and development process while enabling them to dynamically adapt to global changes. The educational environment is accessible to each employee and serves as a support and catalyst for transformational processes at the Company while promoting the spread of best practices.Nikolay Dolgov Head of the Gazprom Neft Personnel Development and Training Office
The concept of the Corporate University was approved by the Gazprom Neft HR and Remuneration Committee. In order to resolve strategic issues and identify areas for the development of the Corporate University, the university established a Board of Trustees that includes Gazprom Neft senior executives.
Key areas of the Corporate University’s activities:
- forming an educational environment that meets the Company’s strategic goals in working with personnel;
- the extensive introduction of workplace development methods into practice;
- the involvement of managers and employees in knowledge management;
- the targeted development of critical competencies;
- cross-functional development and training in new professions.
The Corporate University’s structure includes faculties and departments established on the basis of professional communities of experts and internal coaches at the Company. The University already has:
- an Exploration and Production Faculty (including production departments of the Upstream and Shelf Project Development Divisions);
- a Downstream Division Faculty;
- a Corporate Functions Faculty (which includes the corporate functions departments of all divisions);
- an Occupational Safety and Efficiency Faculty;
- a Management and General Corporate Competencies Faculty.
Back in the last century, a person who chose a profession could use the knowledge he obtained for his entire life. But the world is changing at an increasingly rapid pace. We are shifting to a need for continuous training when the development of new skills is a significant part of each employee’s professional duties. Gazprom Neft can only achieve its ambitious goals if its staff has a highly developed level of management and professional competencies and if educational programmes can rapidly respond to the changes occurring in the business world. The creation of a Corporate University is an evolutionary step for the employee development system that allows for integrating the best training practices and introducing new educational technologies.Vitaly Baranov Gazprom Neft Deputy CEO for Organisational Matters
Ten departments have opened within the faculties with more than 30 scheduled to open in the future.
A unique feature of the Gazprom Neft Corporate University is its focus on the large-scale involvement of Company employees in training activities. The model chosen by the Company to build the University assumes that a high percentage of development activities are drafted, organised and carried out with the involvement of Gazprom Neft specialists who are ready to serve as experts, speakers, internal coaches as well as the leaders and heads of departments.
(10 main Company subsidiaries)
| 2013 In previous Sustainable Development Reports data on training was given for 10 main subsidiaries. Starting from 2013, statistics are given for all the Company’s subsidiaries. |
(all Company subsidiaries)
|Total persons trained||16,990||24,212||42,094||50,939||50,395||52,582|
|managers and specialists||11,090||14,383||25,177||27,381||32,904||33,491|
|By type of training:|
|training per occupational and industrial safety requirements||10,365||17,345||31,059||33,999||29,534||30,313|
|By location of training:|
|training centres (sites, plants)||5,183||8,673||15,530||17,000||14,767||15,329|
|at third-party organisations||11,808||15,540||25,565||33,940||35,628||37,253|
|Total duration of training – hours||685,280||1,010,680||1,651,514||2,054,092||1,927,478||2,289,437|
|managers and specialists||354,880||460,256||805,664||876,192||1,052,928||1,145,836|