Слайд 1GAZPROM
BY ZORIN, MATVEEV, BUDYUKIN, ANTIMONOVA
Слайд 2Contents
GENERAL INFORMATION
POINT OF LIFE CYCLE
PRINCIPLES OF QUALITY MANAGEMENT & COMPETITIVE
ADVANTAGES
ANALYSIS
1
2
3
4
3
4
6
7
8
Слайд 3General Information
FOUNDED IN 1989
FOUNDER VIKTOR CHERNOMYRDIN
CEO ALEXEY MILLER
SERVICE GAS PIPELINE
TRANSPORT
PRODUCTS PETROLEUM,
NATURAL GAS,
PETROCHEMICALS
Слайд 4Point of Life Cycle
COURTSHIP
INFANCY
GO-GO
ADOLESCENCE
PRIME
THE FALL
ARISTOCRACY
RECRIMINATION
BUREAUCRACY
DEATH
Слайд 5Point of Life Cycle
PRIME BALANCE BETWEEN CONTROL & FLEXIBILITY,
GROWING
CONDITIONS
POINTS
INNOVATION,
PRODUCT DIVERSIFICATION,
STRONG ENTRY BARRIERS,
CUSTOMER RELATIONSHIP MANAGEMENT,
CHANGE MANAGEMENT
Слайд 6Principles of Quality Management
A STRONG CUSTOMER FOCUS, MOTIVATION & ENGAGEMENT
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
Слайд 7Competitive Advantages
MONOPOLY STATUS,
LOW-COST PRODUCER/OPERATOR,
ECONOMIES & EFFENCIENCIES OF SCALE
Слайд 8Analysis: Ansoff
Market Penetration
Market Development
Product Development
Diversification
Increasing Risk
Increasing Risk
EXISTING PRODUCTS
NEW PRODUCTS
NEW MARKETS
EXISTING
MARKETS
Слайд 9Analysis: Hofer
Stages of Market Evolution
Слайд 10Analysis: Shell
PROSPECTS FOR SECTOR PROFITABILITY
COMPANY’S COMPETITIVE CAPABILITY
Слайд 11Vision of Gazprom
Through living they values every day they can
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.
Слайд 12ACCORDING TO THE FINANCIAL RESULTS OF THE PAST YEAR, GAZPROM
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
Слайд 13GAZPROM IS NOT AFRAID OF COMPETITION AND BELIEVES THAT THE
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
Слайд 14“COMPETITIVENESS POLYGON" IS A METHOD THAT ALLOWS YOU QUICKLY ANALYZE
THE COMPETITIVENESS OF THE COMPANY’S GOODS IN COMPARISON WITH KEY
COMPETITORS AND DEVELOP EFFECTIVE MEASURES TO IMPROVE THE COMPETITIVENESS OF PRODUCTS
Слайд 15FIRM A - ROSNEFT
FIRM B - LUKOIL
FIRM S - GAZPROM
Competitiveness
Polygon
Слайд 16CURRENTLY, THE RUSSIAN GAS MARKET CONSISTS OF REGULATED AND UNREGULATED
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
Слайд 18Our Change is
CREATION OF GAS-ELECTRO STATIONS
CONSIDERING SMALL ENERGETICS
Слайд 19Description of The Change
THERE IS A PROBLEM OF THE ABSENCE
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
Слайд 20Advantages
NEW MARKET
ABSENCE OF COMPETITORS
INCREASE PROFIT OF THE COMPANY
CSR
DIVERSIFICATION OF PRODUCTS
INCREASE
OF THE PEOPLE’S TRUST TO THE COMPANY
Слайд 22Kotter’s 8 steps
1. CREATE A SENSE OF URGENCY
2. BUILD A
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
Слайд 231. Create a Sense of Urgency
IT IS NEEDED RIGHT NOW
TO INCREASE
THE PRESTIGE OF THE GOVERNMENT IN PEOPLE’S EYES
Слайд 242. Build a Guiding Coalition
ENGINEERS, EXPLAINERS, DIALOGUE
WITH THE GOVERNMENT
Слайд 253. Form a Strategic Vision and Initiatives
ENCREASE OF THE ELECTRIFICATION
OF THE COUNTRY
Слайд 264. Enlist a Volunteer Army
SHOW HOW CHANGES ARE NEEDED IN
ORDER TO HELP PEOPLE AND PUT OUR COUNTRY IN THE
LEADERS BY THE LEVEL OF ELECTRIFICATION
Слайд 275. Enable Action by Removing Barriers
REMOVE OBSTACLES TO CHANGE,
CHANGE
SYSTEMS, OR STRUCTURES THAT POSE
THREATS TO THE ACHIEVEMENT OF THE
VISION
Слайд 286. Generate Short-term Wins
PUT A SMALL TIME FRAME,
INVITE HIGHLY
SKILLED WORKERS,
CONSTANTLY CONTROL, EVALUATE ACCOMPLISHMENTS
AND CORRELATE THEM TO
THE RESULTS
Слайд 297. Sustain Acceleration
IMPLEMENT IN PRACTICE;
ATTRACT MORE CUSTOMERS;
HIRE, PROMOTE
AND DEVELOP EMPLOYEES
WHO CAN IMPLEMENT THE VISION, SEARCHING OF
A
NEW PLACES FOR DEVELOPMENT OF
ELECTRICITY NETWORK
Слайд 308. Institute Change
It is necessary to make the next steps:
Talk
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.
Слайд 32Corporate Governance & Leadership Style
The corporate governance model implemented by
PJSC Gazprom ensures protection of the shareholders’ rights and legitimate
interests, their fair treatment, transparent decision-making, openness of information, professional and ethical accountability of the Board of Directors members, other officials of the Company and its shareholders, as well as development of the business ethics system.
Слайд 33Corporate Governance
The key entities of PJSC Gazprom’s corporate governance are
management and control bodies: the General Shareholders Meeting, the Board
of Directors, the Management Committee, the Chairman of the Management Committee, the Audit Commission.
The Audit Committee of the PJSC Gazprom Board of Directors and the Nomination and Remuneration Committee of the PJSC Gazprom Board of Directors were established for preliminary review of the most important matters pertaining to PJSC Gazprom’s operations and falling within the competence of the Board of Directors.
Слайд 34Corporate Governance
In 2017, the Commission on Strengthening Financial Discipline for
Domestic Gas Supplies of the PJSC Gazprom Board of Directors
was established in order to provide additional coordination of the efforts aimed at improving the situation with payments for the gas supplied.
The Department of the Management Committee Administration performing the internal audit functions provides an objective assessment of the internal control system performance and develops recommendations regarding its improvement.
Слайд 35Corporate Governance
The external auditor performs independent audit of the Company
financial and business operations.
The Company has the corporate secretary
institute. The functions of the corporate secretary in scope recommended by the Corporate Governance Code of the Bank of Russia5 are distributed across several organizational units of the Company in accordance with the regulations governing their activities and approved by the Board of Directors.