GAZPROM BY ZORIN, MATVEEV, BUDYUKIN, ANTIMONOVA

ADVANTAGES ANALYSIS
1
2
3
4
3
4
6
7
8

TRANSPORT
PRODUCTS PETROLEUM, NATURAL GAS, PETROCHEMICALS

CONDITIONS
POINTS INNOVATION, PRODUCT DIVERSIFICATION, STRONG ENTRY BARRIERS, CUSTOMER RELATIONSHIP MANAGEMENT, CHANGE MANAGEMENT

OF TOP MANAGEMENT IN QUALITY ASSURANCE PROCESSES
Chairman of Gazprom Management

Committee

Gazprom’s quality assurance officer

Gazprom’s Quality Assurance Council

Quality Management unit – Department (Pavel Krylov)

Quality Assurance Working Group

Internal auditors of QMS

Department (Mikhail Sirotkin), Department (Yury Nosov), Department (Vsevolod Cherepanov), Department (Vyacheslav Mikhalenko), Department (Kirill Seleznev), Department (Elena Kasyan), Directorate (Dmitry Pashkovsky)

Subsidiaries of Gazprom

MARKETS

build the right culture that enables them all to succeed.

They work as one team with their customers, their parent company and each other in order to understand each other's needs. With an unstoppable passion for excellence, growth and learning, Gazprom is committed to creating an environment that fosters the development of knowledge, skills and experience, so that people can thrive and prosper in their careers with Gazprom. Innovative thinking is central to how they do business and enables them to work with customers to provide energy solutions that are tailored for them.

BECAME ONE OF THE MOST SUCCESFUL PUBLIC COMPANIES IN THE

WORLD. SUCH SUCCED CAN BE ACHIEVED THANKS TO THE SIZE OF THE CORPORATION, ITS UNIQUE ASSETS AND EFFECTIVE MANAGEMENT. AND THERE IS EVERY REASON TO BELIEVE THAT THIS YEAR THE RESULTS OF THE COMPANY WILL BE NO LESS IMPRESSIVE

REAL COMPETITION FOR THE CONSUMER AND IN THE INTERESTS OF

THE CONSUMER CAN BE ONLY BY CREATING EQUAL OPPORTUNITIES FOR ALL MARKET PARTICIPANTS WITH THE SIMULTANUOUS LAUNCH OF ORGANIZED GAS TRADING IN RUSSIA AND THE INTRODUCTION OF A COMMERCIAL GAS BALANCING SYSTEM

THE COMPETITIVENESS OF THE COMPANY’S GOODS IN COMPARISON WITH KEY

COMPETITORS AND DEVELOP EFFECTIVE MEASURES TO IMPROVE THE COMPETITIVENESS OF PRODUCTS

Polygon

SECTORS. GAZPROM IS PRACTICALLY THE ONLY SUPPLIER IN THE REGULATED

MARKET SECTOR. OF ALL TYPES OF FUEL RESOURCES, ONLY THE PRICES OF NATURAL GAS PRODUCED BY GAZPROM GROUP COMPANIES AND SUPPLIED TO RUSSIAN CONSUMERS ARE SUBJECT TO STATE REGULATION

Conclusion

OF ELECTRICITY IN A SMALL, FAR CITIES AND VILLAGES
IN ORDER

TO SATISFY SOCIAL NEEDS AND DECREASE COSTS OF THE SUPPLY OF ELECTRICITY, IT IS POSSIBLE TO BUILD SMALL ELECTROSTATIONS THAT USE GAS TO PRODUCE ELECTRICITY IN THE AREAS WHERE GAS IS ALREADY LAUNCHED

OF THE PEOPLE’S TRUST TO THE COMPANY

GUIDING COALITION
3. FORM A STRATEGIC VISION AND INITIATIVES
4. ENLIST A

VOLUNTEER ARMY
5. ENABLE ACTION BY REMOVING BARRIERS
6. GENERATE SHORT-TERM WINS
7. SUSTAIN ACCELERATION
8. INSTITUTE CHANGE

TO INCREASE THE PRESTIGE OF THE GOVERNMENT IN PEOPLE’S EYES

OF THE COUNTRY

ORDER TO HELP PEOPLE AND PUT OUR COUNTRY IN THE

LEADERS BY THE LEVEL OF ELECTRIFICATION

SYSTEMS, OR STRUCTURES THAT POSE THREATS TO THE ACHIEVEMENT OF THE

VISION

SKILLED WORKERS, CONSTANTLY CONTROL, EVALUATE ACCOMPLISHMENTS AND CORRELATE THEM TO

THE RESULTS

AND DEVELOP EMPLOYEES WHO CAN IMPLEMENT THE VISION, SEARCHING OF

A NEW PLACES FOR DEVELOPMENT OF
ELECTRICITY NETWORK

about progress every chance you get. Tell success stories about

the change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.