Working for Rusneftegaz

On a day-to-day basis working for Rusneftegaz is highly fulfilling, with each employee facing their own, unique personal challenges. Whilst as an organization we try our utmost to guarantee the entirety of our workforce maintains an abundance of resources to complete their tasks, we are also almost entirely dependent upon the abilities and the nous of our staff to accomplish both our short and long-term goals. Although certain individuals may share job titles, every role within our business is distinctive and vital to our wider affairs. This includes the technicians who world out in the field, in addition to the administrators who coordinate others from afar, each of whom has their own duty to themselves and to their colleagues. Despite the fact we are a large and growing company, a fundamental tenet of our corporate culture is to hire only the best employees available. To facilitate this, our remuneration policy is one of the most generous in the sector, with an ample rate of basic pay in conjunction with copious additional benefits. One of the major consequences of such an arrangement is the fact that our enterprise is now one of the most varied in the country, with an overwhelming majority of our personnel fluent in both Russian and English. We hire not only a broad range of different nationalities, but also a combination of youth and experience to ensure that our entity is capable of meeting our ambitious targets. Notwithstanding that each of those hired by Rusneftegaz will have their own contractual requirements, on average our personnel are engaged in their duties for eight hours per day. Although daily start times may vary in accordance with particular roles, a plurality of our staff are employed for a conventional five-day working week. This is except for all of those who are based on distant sites, where it is necessary to work on rotation for approximately thirty days before returning home.

​As an organization that has a long history of investing in our employees, it should be noted that we also spend considerable sums on ensuring that our business has the latest equipment for our production operations. By employing highly skilled and competent personnel, we are able to deploy advanced and complex machinery in all sections of our company without delay or hindrance, ultimately guaranteeing that our activities are conducted as efficiently as possible. For instance, Rusneftegaz is currently developing an intranet from which all our best practices, key competences, corporate policies and procedures will be easily accessible, essentially meaning that any member of our workforce can accurately understand the role of another regardless of location. In essence, it is a tool that can be utilized to collaborate with others in our enterprise and find the best solution to an outstanding issue. Therefore, someone located at our headquarters in Moscow will have the capacity to advise an engineer in a remote area of the Komi Republic who only has access to a satellite telephone. This can be done by accessing a database on our internal network, storing all our knowledge of the industry accumulated from all our learned experiences since our inception. As a result, this software will fundamentally reduce the risk of accidents and improve working conditions when fully operational for those who work in extreme situations, thus making our entity safer and more efficient. In spite of the fact this is only one of the areas in which we have recently invested in state-of-the-art technology, it is particularly important for the progression of our strategic projects. As an organization, we regularly enlist individuals on both short and long-term contracts to achieve a singular objective that is a component of our wider plans. For example, this may entail hiring a contractor to participate in the refurbishment of a pumpjack, or recruit outside expertise to consult with the planning of a new computer system. Our methodology for every new scheme is contingent upon the perquisites of the final outcome, and thus we take this into account when assembling groups to complete the task at hand.

​We place particular value on the ability of our staff to work collectively, and we take a unified approach to configuring new teams, accounting for the personalities and styles of those involved. Likewise, Rusneftegaz also puts great emphasis on managing all of those affiliated with our organization in a manner that ensures that their personal potential is realized. Over the past two decades, these guiding principles have resulted in our employees overseeing numerous proposals from conception through to completion, ultimately establishing Rusneftegaz as the business it is today. This includes the highly effective execution of major engineering and priority technical projects both in Russia and abroad, all while a positive working atmosphere has been sufficiently maintained. Our onus on welfare also made a significant impact on our personnel during the coronavirus pandemic, when we allowed all our office-based staff to work remotely until it was appropriate to return. In that period, we considerably enlarged our training syllabus to ensure that all those who were occupied in their own homes had the relevant digital skills to fulfil their roles. This was notably crucial for some of the eldest members of our employees, some of whom needed support to utilize new technologies and devices. Such was the success of this program, that it has been expanded and remains in situ for future use, should it be so required. Despite the fact that the health crisis has since passed, our company continues to accommodate all of those who need to work in a private setting, as it allows us to employ and preserve talent from across the globe to our long-term benefit. Notwithstanding that this supposition pertains solely to those who operate from a desk, Rusneftegaz also applies the same doctrine to those deployed on our various production sites. In spite of the notion that most of our personnel are only engaged in a single location on a regular basis, we also retain a pool of mobile staff that can commute to all our oil fields at short notice. Although the grouping consists mostly of environmental scientists, inspectors and specialists who oversee a variety of our wells, it also contains a number of engineers trained to rapidly respond to any incidents that unfold.

Such a system has been in use by Rusneftegaz for over ten years now, and has culminated in our enterprise accumulating an array of accomplished and knowledgeable experts and managers who would otherwise be employed by our competitors. Whilst such individuals have been integral to the successful realization of our plans and fulfillment of our aims as previously mentioned, the scheme has also been imperative for a multitude of further reasons. Foremost, it means that our entity is not susceptible to sudden fluctuations in demand in regional employment markets, and always retains a core of talented employees that can be posted to most occupational circumstances. It has also facilitated our international expansion over the past decade, with several key personnel being temporarily transferred around the world to accomplish our ambitious targets. Despite the fact it is our preference to recruit and train as many local staff as feasibly viable, we provide an abundance of opportunities for qualified employees to take senior positions overseas. Such postings are most commonly in the form of secondments, when our most experienced personnel go to those places where it is necessary to impart our corporate culture and competences when applicable. It is also possible for a member of our workforce to be sent for a placement at another oil company, primarily to study and learn from their methods. We have utilized such arrangements since our reorganization in 2015, as we believe it is beneficial for certain staff to work in alternative surroundings with different challenges to our own. From our observations, such an undertaking provides those involved with increased confidence and motivation, in addition to expediting their personal and professional development. This is particularly acute in those who aim to one day participate in our leadership training program, which is open to all our employees who systematically perform their duties at an exceptional level. As a matter of integrity, we aspire for all our leaders to be promoted from within, and therefore have a better understanding of our business and operations. This self-sustaining model is built upon the principle of succession planning, with the replacement for the incumbent chosen by their superiors prior to the departure of the current officeholder. 

For our next generation, we identify the characteristics and qualities of each individual, and evaluate how these align with the long-term strategic needs of our company. Principally, we seek those who we consider to have good prospects and high potential, based upon continual assessment of their abilities and traits. This involves monitoring the improvement in performance over time, and considering if such progression can be sustained into the months, years and decades ahead. In the case that such conditions are met, a tailored curriculum will be devised and approved to enable their growth as a leader in our corporation. This includes receiving structured coaching, in conjunction with participating in our mentorship scheme and visiting a selection of our production sites to gain greater comprehension of our affairs. Moreover, those enrolled in the plan will also be assigned to work on special projects, while also gaining more detailed feedback regarding their conduct and aptitude. Once this has concluded to the satisfaction of all parties, all of those who have displayed the most promise in this program will be considered for all our forthcoming managerial vacancies, and ultimately receive a promotion in due course. In the meanwhile, participants will be expected to demonstrate the competencies learned in their present roles. For instance, we want all of those associated with our enterprise to assist us with achieving our objectives and be determined to deliver the requested results on time and to the required standard. Likewise, we expect our future leaders to act as interlocutors between their colleagues and the corresponding managers, also ensuring at the same time that the working environment is safe in accordance with our fundamental corporate values. Whilst we hope that all our personnel uphold such principles of their own violation, such notions are merely an element of our broader strategy to continue our exponential expansion. This is inclusive of our generous remuneration policies and comprehensive training schedule, both of which collectively should yield not only a great organization to currently work for, but also long into the future.​