Social Policy

Social policy aimed at attracting, retaining and motivating employees of Transneft subsidiaries forms an important part of Transneft’s HR Policy. As part of the social policy, a range of measures is implemented to improve the standard of living and personnel efficiency, support employees, their families and corporate retirees. Within the policy, conditions are created for personnel treatment, health and recreation; healthy lifestyle is promoted, and corporate culture is developed.

Medical Care for Employees

A voluntary health insurance (VHI) system is in place to ensure the Company’s personnel is provided with the necessary healthcare. All Transneft subsidiaries’ employees that have passed probationary period are entitled to VHI. The personnel are additionally insured against accidents and illnesses, which enables reimbursement of the employee’s losses related to temporary or permanent disability, should an insured event occur.

Apart from that, better affordability of medical services to employees of Transneft subsidiaries is ensured through operation of health stations at Transneft subsidiaries’ facilities and medical examinations carried out by mobile teams of medical specialists.

In 2018, health checks at mobile medical units were available to the personnel of Transneft East’s operating facilities in Irkutsk and Amur Regions, the northern districts of Krasnoyarsk Territory and the Republic of Sakha (Yakutia). A team of 12 doctors examined more than 2,900 people; thus, 2,923 employees of the Company had their health checked as part of the mandatory regular medical examination, and 2,395 were screened for cancer.

Personnel Training and Refresher Courses

A lot of attention is given to personnel training and further professional development. Employees of Transneft subsidiaries regularly improve their professional skills under specially-tailored (with due regard to contemporary trends) training programmes at the leading dedicated higher and secondary vocational education institutions of the Russian Federation.

In 2018, programmes for centralised advanced training of engineering and technical personnel of Transneft subsidiaries were further developed. A procedure was developed and the participation of managers and specialists from Transneft and its subsidiaries in examination commissions of higher education institutions and corporate educational institutions was provided for the purpose of quality control over implementation of training programmes in the key areas of the industry, including:

  • Operation of power equipment installed at petroleum products pumping stations
  • Operation of mechanical process equipment
  • Operation of the facilities of oil and petroleum products pipeline transportation
  • Automated process control systems

Staff is mostly trained by corporate and state educational institutions that have made agreements with the Company and are providing training to more than 65% of the total number of employees involved in training and professional development programmes.

Apart from that, every year industrial contests are held that are aimed at developing a creative attitude towards labour and nurturing the feeling of pride for one’s profession.

Training of Transneft Group’s employees, courses taken
2017 2018
Managers 18 221 17 621
Specialists 42 517 41 261
Workers and Office Staff 48 904 47 760
Total 109 642 106 642

Labour Productivity and Measures to Increase It

In 2018, the international consulting company KPMG conducted a comparative analysis of performance of Transneft and 57 peer companies. The study showed that Transneft’s in-kind labour productivity was more than two-fold higher than the median value (according to 2017 performance). It stood at 17.3 million tkm per person in 2017 against the median value of 7.8 million tkm per person.

The required level of labour productivity is achieved through implementation of the measures set forth in Transneft’s Long-Term Development Programme in the following key areas:

  • Optimisation of the organisational and staff structures and the headcount at Transneft subsidiaries
  • Optimisation of operational assets and technological processes, as well as automation of business processes.