Corporate culture

Gazprom Neft has adopted a Corporate Code of Conduct, in which the company has set out the priorities and principles of its business, stipulating that:

  • we support our country's progress and contribute to its intellectual, technological and human capital;
  • we consistently implement best practice and lead the way in our industry;
  • we create new areas of growth in the regions in which we operate, and add impetus to their development;
  • we create an environment conducive to self-fulfilment and fully unlocking people's potential.

The Code also reflects Gazprom Neft corporate values, which are an integral part of its business and align the interests of the company and its employees. The values serve as guidelines for decision-making, shape the company’s reputation, and determine the principles governing its operations.

Corporate culture principles supporting sustainable development

Safety of people, the environment, and company property

Gazprom Neft always prioritises the safety of its employees and local communities, and environmental safety over any financial, technical or other considerations. The company seeks to provide a safe working environment for its employees, and demands the same of its partners.

The company has developed a transparent, clear and practicable system of safety rules. Gazprom Neft always acknowledges the right of its employees to stop performing and/or refuse to perform any operation that can cause harm to people's health or the environment.

Working conditions based on respect

Gazprom Neft respects human rights and provides equal opportunities.

The company seeks to create a working environment free from bullying and harassment.

Working relationships are built regardless of race, ethnicity, religious views, sex, age, social status and background, disability, health condition, marital status, gender self-expression and orientation, or any other characteristics.

The company expects its employees to treat each other with respect and dignity, working together to create an atmosphere of open communication, trust and mutual respect.

Responsible attitude to assets

We recognise that equipment, technologies, developments, and proprietary data are valuable Gazprom Neft resources, regardless of whether they are physical or informational. It is our shared responsibility to use and store them in the best possible way and ensure that they are operable, as this is a prerequisite for achieving the company strategic goals.

We are aware that today, recognising and understanding information security threats and being able to respond to them effectively is an important characteristic of a highly qualified professional.

Attention and respect to colleagues

We believe that trust, mutual help and constructive discussion of differing points of view are crucial for fulfilling one's responsibilities efficiently and accomplishing major tasks.

We are always ready to help our colleagues in any division of the company.

Compliance with antimonopoly legislation

The company strictly complies with antimonopoly legislation in all countries in which it operates, and assesses the consequences of its efforts to increase its market share, acquire businesses, and make changes to pricing policy.

Clear and equal requirements for all business partners, compliance with business ethics standards

Gazprom Neft sets clear and equitable requirements for all its business partners, and promotes competition between offers to select an optimal balance of price, quality and terms of cooperation.

In the context of communication with partner representatives, as well as other communications related to the operations of the company partners, employees should observe generally accepted business ethics standards, and avoid overstatements, derogatory comments and personal remarks.

Employees responsible for communicating with company partners must also inform the partners about ethical standards that they should be guided by and how they should comply with them.

Prevention of corruption, conflicts of interest and the use of insider information

The company has a zero-tolerance policy towards any forms of corruption. Bribes, kickbacks, expensive gifts, etc. are strictly prohibited. If the company detects any violations of anti-corruption legislation by its employees or contractors, it immediately takes appropriate measures.

Government and community relations based on long-term systematic partnership

Gazprom Neft relations with government bodies are underpinned by the principles of long-term systematic partnership, as the company seeks to create a favourable investment climate. The company is improving local business ecosystems, developing the human capital and working to improve the environment.

Cultural and organisational transformation of Gazprom Neft

Cultural transformation results in shared goals and values, facilitates cooperation and communication between employees and makes it more efficient. As part of the transformation of its corporate culture, the company is shifting from a culture focused on results to one of cooperation and creativity.

Organisational transformation in the company is designed primarily to make it more flexible and enable it to respond more quickly to external changes. Its main focus is on shifting from a management hierarchy to facilitative leadership, which involves introducing new project management formats, reducing red tape, and revising manager roles. Organisational transformation should improve decision-making, and ensure that decisions are put into practice more quickly.

Facilitative leadership model

Leaders, guided by corporate values, play a key role in the Gazprom Neft corporate culture.

Gazprom Neft has developed a profile of leadership competencies. Under this model, leaders should:

  • think outside the box, look at tasks and problems from different perspectives;
  • manage their priorities and their time effectively, and be able to focus on key points;
  • motivate other people, create a climate encouraging them to prove themselves; recognise the importance of each employee, and give an unbiased assessment of their contribution to the common cause;
  • be responsible for their own development, and set an example of continuous improvement.

The facilitative leadership principle, whereby the consistent behaviour of managers creates a favourable environment for new standards of work, is becoming the basis for corporate culture transformation in the company.

The facilitative leadership model consists of three elements:

  • managers serve as active role models for company employees, demonstrating behaviour consistent with corporate values;
  • managers are able to create an engaging environment in their teams, and, by doing so, facilitate progress towards company goals;
  • managers should develop, change, transform themselves, and understand that their personal transformation is a prerequisite for changes in the company.

The facilitative leadership principles are universal for managers at all levels, from the Management Board members to heads of small local units.

Continuous improvement, which is at the core of leadership competencies, is becoming the basis for developing new and updating existing corporate training programmes.

In today's world, the model where a manager just sets a task for an employee and then waits and monitors progress does not work. Today's world and business rely on continuous communication and responses to developments in real time. That is what our employees expect, so active communication and feedback are becoming the basis for creating an engaging environment in the company. The way that employees feel in the company, their experience, willingness to be engaged, to act, to go the extra mile largely depends on managers as facilitative leaders. In the new model, a manager is someone who gets things done, a person who is able to respond quickly to any changes in the situation, not hiding from the world in their office. Managers are active participants in the system, they are its core, able to motivate people and cooperate with them.

Elena Surmeyko Director for the Corporate Culture Transformation Programme, Gazprom Neft

Ethics Committee

In 2019, as part of corporate culture transformation, Gazprom Neft the Regulation on the Ethics Committeeupdated the Regulation on the Ethics Committee and relaunched the Ethics Committee following the revision of its composition and membership.

The Ethics Committee is a standing collegial body of Gazprom Neft that is tasked with monitoring compliance with the provisions of the Gazprom Neft Corporate Code of Conduct. The Ethics Committee includes members of the Management Board under the supervision of the Chairman of the Management Board.

Every employee of the company may send an enquiry or a report to the Committee in a dedicated section on the corporate portal, by email or via a hotline. Every report is recorded and analysed. The Committee provides consultation on interpreting the standards set out in the Corporate Code and, where necessary, conducts an investigation and adopts a resolution, which is communicated to the person who has sent the relevant report.

In 2019, the Committee provided consultations, and conducted several investigations, which were followed up with explanatory conversations with employees on business ethics standards adopted in the company.

Corporate culture workshops

In 2019, the Gazprom Neft Corporate Culture Transformation Centre created a format called the Corporate Culture Workshop. These are working sessions for company executives designed to create a shared information space for understanding the corporate culture, updated values and leadership model, and explain how the corporate culture helps the company to achieve its strategic goals. The workshops were attended by 6,413 people, which is more than half of Gazprom Neft executives.

As part of a large-scale initiative to cascade corporate culture workshops, the company trained and engaged change ambassadors (agents) at two levels: HR managers at the level of Gazprom Neft Divisions, functions and subsidiaries, and in-house coaches. Individual support programmes were created to help change ambassadors develop their knowledge and competencies. 145 in-house coaches underwent training and certification, making them eligible to conduct workshops.

Work with the community of in-house coaches is a particular area of cooperation between the Corporate Culture Transformation Centre and the Corporate University: they have created skills development programmes for coaches, and conduct training sessions and forums to discuss shared objectives and issues.