Fulfilment of 2017 goals and objectives

Level of fulfilment Goals and result achieved
Enhance the Company’s appeal as the country’s best employer. Introduce the value proposition into the practice of working with employees and outside audiences

Training of lower- and mid-level managers on non-financial incentive tools:
A number of projects that aim to enhance the effectiveness of the remuneration system and, as a result, increase the loyalty, involvement, and productivity of employees

Integration of the value proposition into HR management processes and regular management practices:
The value proposition is built into the processes of recruiting and hiring staff as well as the adaptation and training of managers. The introductory block ‘Involving managers’ has been added to training on regular management practices for managers

Launch of a new career portal:
In April 2017, a career portal was launched.
Improve the quality and effectiveness of staff recruiting. Further develop the operating model for attracting external candidates and increase the number of subsidiaries that utilize the services of interregional and regional recruitment centres to 18

In 2017, a new recruitment model was introduced at the Corporate Centre and 27 subsidiaries. Regional recruitment centres were opened in Noyabrsk and Omsk
Enhance the professional level of the Company's employees. Develop the Corporate University

Opening of new departments at the Corporate University:
The departments ‘Licensing and Subsoil Use’, ‘Commerce’, ‘Risk Management’, ‘Production’, ‘Procurements’, and ten other departments were opened. Experts and trainers at these departments include more than 1,000 managers and specialists of Gazprom Neft

Improve the quality of targeted programmes for managerial and professional development:
Sessions on digital business transformation were held, modular targeted the ‘Partnership Management’ and ‘Leadership 3D’ programmes were launched, and a pilot project was held to provide personalized training on individual tracks for the development of employees and managers. A total of 29 targeted vocational training programmes were held and attended by more than 16,000 employees of the Company and its partner organizations

Introduce a regular assessment of training effectiveness:
An automated trainee questionnaire system was introduced on the knowledge portal via which more than 5,800 employees provided feedback. The average score was 90%. The Company developed a methodology and introduced an assessment of the quality of distance courses using NPS (loyalty indicator to the Corporate University’s educational programmes) and the average value of NPS in the distance courses was +54%

Support for the introduction of corporate programmes:
In order to support the operations management system, the Corporate University opened the Production Efficiency Department. Training programmes, courses, and mobile apps were developed to the introduction of a unified standard in the work of managers. More than 800 executives attended the programme
Enhance the effectiveness of HR management functions

Establish the General Service Centre at the Company for HR function transactional processes:
A General Service Centre was established for HR function transactional processes – the HR Solutions Centre (HRSC). As part of the project, a model of the Centre’s organizational structure was developed, its IT infrastructure was deployed, a team of employees was put together, an investment budget was approved, and a schedule was created for subsidiaries to transition to obtaining their services at the Centre
     Goal fully achieved      Goal partially achieved      Goal not achieved