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« August, 2019
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The main asset of the company is its highly professional staff motivated to work efficiently in today's difficult realities.

In 2017, PJSC NK Rosneft  once again confirmed the status of one of the largest employers in the Russian Federation.

For 2017 the average headcount of PJSC NK Rosneft Group was 302.1 thousand people [1]. In comparison with 2016, the average headcount increased by 48.9 thousand people. The main reason for the increase in the Company's staff is the acquisition of new assets (Targin Group (17.0 thousand people)), the accounting of the staff of Bashneft Group Companies for the full year in 2017 and transferring staff from third-party contract service organizations to Group Companies.

The average age of the Company's personnel has practically not changed and amounted to 40.1  (for 2016 - 39.9). The management positions were occupied by 37.3 thousand employees (in 2016 - 32.0 thousand people).

At the same time, the share of employees classified as "Managers" remained practically unchanged in 2017  compared to 2016 (12.6%) and amounted to 12.3% of the total average headcount.

Staff Efficiency and KPI System

Efficiency improvement of labor is one of the key priorities of the Company. To implement this task, in 2017, work was continued to develop and approve integrated labor productivity indicators for enterprises of key business units and, in general, for the Company.

Since 2016, the target value of the labor productivity indicator for the entire Company has been approved as a technical and economic indicator of the Company at the Board of Directors Meeting of the Company.

PJSC NK Rosneft has a system of key performance indicators (KPIs) that is an integral part of the motivation and remuneration of the Company's management. In accordance with the directive of the Government of the Russian Federation, starting from 2016, KPIs of labor productivity in the relevant areas of activity have been included in the lists of performance indicators of the Company's management. The KPI system also includes some indicators in the field of sustainable development, for example, such as saving fuel and energy resources, the rate of employees’ injuries, an indicator showing the effectiveness of procurement from small and medium-sized businesses, the implementation of which is tied to the size of bonuses paid to the management personnel of the Company.

The most important innovation of 2017 was the inclusion in the lists of performance indicators for management of the Company and Group Companies of the indicator, the goal of which is to introduce state professional standards in the activities of the Company and Group Companies.

Also, the principles for calculating the indicator reflecting a reduction in the level of occupational injuries were amended with a standard aimed at increasing the transparency and openness of providing information on all accidents, including minor injuries, and the perimeter of indicator coverage was widened by including in the calculation the employees of the Company affected due to contractors’ fault. This approach allows us to assess the level of safety of working conditions in a more complete manner and respond in a timely manner to the dynamics of changes.

Formation and development of the Company's human resources Development and Training

In the section Staff Training and Development, it is necessary to change the number of training centers:

The Company continuously increases the capacity of its training base in the regions of presence to actively use and develop its own training resource. The work of 10 practical training sites and 62 training centers and classes is provided by more than 2000 coaching and teaching staff from among the Company's experts. A program for equipping the Training Centers with simulators is being implemented to develop the practical skills of operational personnel working at hazardous production facilities. 

Staff Assessment 

The corporate system for assessing staff competencies has been successfully operating in PJSC NK Rosneft since 2005. The basis of the system is the competency-based approach. Criteria for assessment are corporate, managerial and vocational skills.

The current system of competency assessment contributes to the solution of significant business tasks:

  • Planning of training and development of the Company's staff;
  • Selection of employees to the Company's succession pool;
  • Forming Expert Communities;
  • Providing management of up-to-date information on the level of development of staff competencies for making personnel decisions in employment and promotion.

To assess the competencies of employees, advanced methods are used, utilized in major international companies - testing, personal questionnaires, competency interviews, assessment centers, business evaluation games, 360°, etc.

The Company is in the process of continuous improvement of the system for assessment and development of workers, specialists and managers. To this end, the following has been developed and used:

  • vocational competencies and assessment tools for specialists and managers of the units Geology and development of deposits, Production, Offshore projects, Oil refining, Personnel management, Design and survey work, Oil products supply, Logistics and transportation, Economics and finance, etc.;
  • vocational competencies and assessment tools for key professions in the field of extraction, processing and oil products supply;
  • tools for assessing the managerial competencies of the management and candidates for the Company's succession pool.

The results of assessment procedures are taken into account when drawing up individual development plans and form the basis for planning activities for the training and development of the Company's employees.

[1] The perimeter headcount according to the Business Plan was 318.0 thousand people  as of December 31, 2017