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.

RUB 707.2 mn spending on personnel training and development in 2016
52,582 employees underwent training in 2016

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.

Personnel training
  2012 2013
(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)
2014 2015 2016
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
workers 5,900 9,829 16,917 23,558 17,491 19,091
men 10,364 14,769 25,677 31,073 30,741 32,075
women 6,626 9,443 16,417 19,866 19,654 20,507
By type of training:
advanced training 6,625 6,867 11,035 16,940 20,861 22,269
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
workers 330,400 550,424 845,850 1,177,900 874,550 1,143,601
men 418,021 616,515 1,007,424 1,252,996 1,175,762 1,396,557
women 267,259 394,165 644,090 801,096 751,716 892,881