PJSC Tatneft. Annual report 2017
A A
PJSC Tatneft. Annual report 2017

Company’s Staff

G4-10 LA1 EC5 EC6 LA12 LA13

«Human capital is one of the main competitive advantages of the Company. The implementation of the HR Strategy allows the formation of uniform approaches, tools and methods in the TATNEFT Group in this area; provides standardization of business processes of personnel management, as well as the implementation of the best domestic and foreign practices aimed at timely and high-quality staffing for the implementation of strategies for the development of business areas and business units of the TATNEFT Group» Andrey Glazkov Head of the Human Resources Department of PJSC TATNEFT

The Company has a comprehensive HR management system aimed at the maintenance of high professional level of workers and experts involved in all areas of TATNEFT Group operations. The Company is a responsible employer. The implementation of its HR management policy is reflected in the standards that define the hiring procedures, possibilities for professional and career growth, a system of financial incentives and intangible benefits, and social support.

In 2017, the average number of employees of TATNEFT was

21 124 people

The TATNEFT Group employed a total of

 

54 000 people

(for enterprises consolidated under IFRS).

STAFF MOTIVATION

The Company considers salary to be an integral part of the comprehensive system of financial incentives and intangible bonuses for employees that enables the Company to maintain high competitiveness through involvement and retention of skilled and motivated employees.

The Company adheres to the principle of ensuring equal opportunities and attitudes towards employees in the field of employment, including equal remuneration for women and men for work of equal value, as well as non-discrimination in work and employment.

The main principles of the Company’s wage policy are the following:

  • alignment with performance and goal achievement,
  • fairness and transparency,
  • competitive salaries.

The remuneration system is focused on the motivation of employees to quality and efficient work.

Main indicators showin necessity of salary increase:

  • consumer price index (level of inflation),
  • minimum wages in the country,
  • minimum consumer budget in the region,
  • level of salaries in other companies of the industry,
  • increased productivity in the Company.

Employees’ basic income consists of salary and a social package. Salary includes a tariff-based (fixed) part, according to the unified tariff table, and bonuses (variable). The fixed part of the salary is 60% of total amount, and the variable part is 40%. The social package provides employees with a corresponding amount of social benefits and guarantees.

PAYMENT OF MANAGEMENT PERSONNEL

The remuneration system for management personnel is based on the strategic goals of the Company.

The policy of motivation of the Company's management personnel is aimed at forming a unified remuneration system with its variable part linked to key performance indicators reflecting the success of achieving the Company's strategic goals.

PAYROLL BUDGET FOR EMPLOYEES OF TATNEFT, RUB MILLION
AVERAGE MONTHLY SALARY OF EMPLOYEES OF TATNEFT, RUB

At the end of 2017:

  • The ratio of wages to the minimum consumer budget in the Republic of Tatarstan was 4.18;
  • The ratio of the tariff rate (salary) of the first category with the normal working conditions and the minimum wage for RT (MWR RT) - 1.46.
DISTRIBUTION OF TATNEFT STAFF BY COUNTRY IN 2015–2017, %
2015 2016 2017
Russian Federation 99,810 99,806 99,817
Turkmenistan 0,139 0,146 0,143
Libya 0,046 0,043 0,036
Ukraine 0,005 0,005 0,004
STRUCTURE OF STAFF OF TATNEFT BY AGE IN 2015–2017, %
2015 2016 2017
Younger than 30 25,2 24,3 23,5
From 31 to 50 51,5 52,7 54
Over 50 years 23,3 23 22,5
BALANCE OF MEN AND WOMEN IN TATNEFT’S MANAGEMENT
2015 2016 2017
Men 82,1 82,1 81,6
Women 17,9 17,9 18,4
Employees who are legally considered to be engaged in individual labor or entrepreneurial activity, or persons other than full-time and freelance employees, including full-time and freelance employees of subcontractors, a significant proportion of work is not performed. There are no significant seasonal changes in the number of employees in the Company.
BALANCE OF MEN AND WOMEN IN THE STRUCTURE OF PERSONNEL PJSC "TATNEFT"
  2015 2016   2017

ppl

%

ppl

%

ppl

%

Men

13 388 61,7 13 212 62,2 13998 62,6
Women 8 315 38,3 8028 37,8 8361 37,4
Total 21 703 21 240 22359
STAFF TURNOVER AT TATNEFT BY AGE AND GENDER IN 2015–2017
год Fired, total (%) gender of them  by age (years)
men, (%) women. (%) under 20 (%) 20 to 30 (%) 30 to 40 (%) 40 to 50 (%) 50 to 60 (%) 60+ (%)
2015 3,44 2,5 0,94 0,1 1,39 0,99 0,61 0,29 0,06
2016 3,13 2 1,13 0,25 1,2 0,88 0,5 0,24 0,06
2017 3,72 2,35 1,37 0,34 1,38 1,02 0,65 0,28 0,05

THE HR MANAGEMENT POLICY OF THE COMPANY IS BASED ON THE IMPORTANCE OF HUMAN RESOURCES, THE INVOLVEMENT OF PROFESSIONAL EMPLOYEES, AND THE CREATION OF FAVORABLE/

CONDITIONS FOR THEIR SUSTAINABLE MOTIVATION TO ACHIEVE MAXIMUM EFFECTIVENESS AND PROFESSIONAL AND PERSONAL GROWTH.

TRAINING AND DEVELOPMENT PROGRAMS. FORMING AN EMPLOYEE RESERVE

LA9 LA10 LA11

The Company is developing a comprehensive system for continuous professional training in cooperation with relevant universities and educational establishments. The Company develops training centers, opens specialized departments at educational institutions, and organizes all types of internship for students.

The Company implements the principle of professional development and training of personnel in corporate format and improves the system of personnel training, including through work with educational organizations providing professional education, the TATNEFT training center, and a corporate university. Students and teachers of the Almetyevsk State Petroleum Institute are invited to participate in the Company’s projects. New assessment methods for employee competencies are being introduced.

The Company participates in creating professional standards and initiated opening of the Regional Center for Qualification Assessment.
In 2017, upon requests from functional area managers, the Company’s specialists upgraded their skills through more than 30 corporate programs.

Every year, managers and professionals of TATNEFT are sent for training under the Presidential Program.

To increase effectiveness of engaging staff in the achievement of strategic goals and the implementation of current plans, the Company operates a corporate social network site that allows to form project teams, ensures prompt information exchange, and organizes professional communities.

CERTIFICATION OF PERSONNEL

In 2017, in accordance with the Personnel Certification Standard in PJSC TATNEFT, 863 employees were certified.

IMPROVING AND TRAINING EMPLOYEES

The Company’s Training Center operates 288 programs for blue-collar occupations, 208 workers' additional education programs, and 109 additional education programs for managers and specialists.

70 vocational training programs have been developed in accordance with professional standards approved by the Ministry of Labor and Social Protection of the Russian Federation.

In 2017, 49,550 workers and specialists were trained at the Training Center. The total cost of training was 137 983 thousand rubles, including training:

  • Employees of PJSC TATNEFT and structural divisions - 11,223 people (22.65%) in the amount of 39,449 thousand rubles (28.59%);
  • Employees of subsidiaries - 1,389 people (2.80%) in the amount of 3,979 thousand rubles (2.88%);
  • Employees of outside organizations -33,643 people (67.90%) in the amount of 75,648 thousand rubles (54.82%),
  • By order of the Employment Centers - 439 people (0.89%) in the amount of 6,967 thousand rubles (5.05%);
  • Physical persons - 3,295 people (6.65%) in the amount of 18 907 thousand rubles (13.70%), including 156 people from the AGNI students (0.32%) in the amount of 849.6 thousand rubles ( 0.62%).
CORPORATE UNIVERSITY

In the Company, the opening of the Corporate University in 2016 was an important stage in the development of the personnel development system. In 2017, 3,496 people attended 28 courses at the University. In 2018, on the basis of the Corporate University, the opening of targeted EMBA, Mini MBA training programs, a program of training high-potential HiPo employees, “Young Leader” and others is planned.

PERSONNEL RESERVE

The company forms a personnel reserve in accordance with the Standard of work with the personnel reserve and the approved Competence Model.