Sustainable development

Personnel and Social Programmes

No Company goal can be achieved without our core asset – highly qualified personnel motivated to work effectively, whatever the market environment.

In 2020, the average headcount of Rosneft Group Subsidiaries was 342.7 thousand employeesAs per the Company’s business plan. , which is up 27.3 thousand compared to 2019 (315.4 thousand employees).

The increase was primarily due to a higher average headcount in Group Subsidiaries driven by business expansionRN-Yuganskneftegaz (+0.6 thousand employees), Kharampurneftegaz (+0.7 thousand employees), RN-Okhrana Group (+1.2 thousand employees), etc. and the acquisition or inclusion of several new assets in the Company's business planSibintek Group subsidiaries (+19.3 thousand employees), Petersburg Fuel Company (+1.3 thousand employees) and Samaraneftegeofizika (+1.0 thousand employees)..

The average employee age increased by 0.3 years to 40.6 years vs 40.3 years as at the end of 2019. 43.9 thousand employees held managerial positions vs 40.8 thousand as at the end of 2019. The number of employees categorised as managers remained virtually flat year-on-year and made up 12.3% of the total average headcount in 2020 (vs 12.2% as at the end of 2019).

Average headcount in 2020 (as per the business plan)
Average headcount as at 31 December 2020 (as per the business plan)
Workforce Productivity and Organisational Effectiveness

Improvement of workforce productivity has been, and remains, a key priority for the Company. As at the end of 2020, the Company achieved its overall productivity target on a comparable basis. We developed a list of relevant improvement initiatives, which we update annually as part of our Long-Term Development Programme. Workforce productivity metrics are used as an individual KPI to assess the performance of some of the Company’s top executives, including the CEO and senior management of the Group Subsidiaries within Rosneft's major businesses.

In 2020, we designed five standard organisational structures for functional areas and communicated them to the Group Subsidiaries. Their phased implementation is planned until the end of 2022.

To capitalise on the automation of methodologically streamlined HR business processes, we continued to roll out uniform corporate HR, compensation and social development standards based on SAP and 1C. In 2020, they were implemented at another seven Group Subsidiaries.

Talent Pool Management

As part of the talent pool management plan for 2020, the Company strengthened the talent pool for target first- and second-level management positions in the Company’s Head Office and first-level management positions in the Group Subsidiaries.

The talent pool committee for Regional Sales chaired by the relevant top manager of the Company held a meeting to review the candidates to be included in the business' talent pool.

We gathered information on additional candidates selected to be included in the talent pool for first-level management positions in the Group Subsidiaries.

To ensure HR security within the Company and Group Subsidiaries, we continuously develop our management talent pool, which includes a multi-tier competency assessment to select candidates, identify their priority growth areas and design related individual plans.

As part of talent pool selection and individual development planning in 2020, we assessed managerial and professional skills of 2,382 employees. We provided the talent pool with 1,004 man-courses in management training.

We also reviewed the Company’s internal regulations on talent pool management, with all necessary amendments now pending approval.

Personnel Training and Development

Amid the 2020 pandemic, the Company managed to maintain the stable development of its corporate training system.

Together with partner educational institutions in Russia and abroad, we reviewed and updated educational programmes and implemented distance learning formats employing IT platforms, as well as solutions for group and individual online learning and knowledge testing.

In 2020, we provided 761.9 thousand man-courses as part of the mandatory vocational and management training, overachieving the 2020 target by 38%.

Our training programmes cover all of the Company’s business areas.

As part of talent pool development under the Rosneft–2022 Strategy, we organised the following management training courses:

  • MBA programmes for managers, talent pool and high-potential employees of the Head Office and Group Subsidiaries (95 employees);
  • Leader of the Future (Strategic Level, Operational Level, Young Talents) (93 employees).

These programmes are run in partnership with the Graduate School of Management of St Petersburg University, Moscow State Institute of International Relations (MGIMO), Gubkin Russian State University of Oil and Gas and foreign universities, including the Polytechnic University of Turin (Italy), NOVA University Lisbon (Portugal), and Qatar branch of HEC Paris (France, Qatar).

The following educational programmes were successfully completed:

  • training for young engineers from upstream facilities in the following jobs: technological monitoring and control in well construction (drilling supervisor), well construction supervisor, oilfield chemist, and project manager (108 people trained);
  • training of shop managers from the upstream facilities under the professional retraining programme to improve performance and production methods (79 people trained);
  • professional retraining for target personnel groups in oil and gas practical engineering and technology, oil and gas engineering economics, organisational development and effective HR management in the oil and gas industry (87 people trained);
  • retraining in geology and exploration (as part of an educational project run in collaboration with Lomonosov Moscow State University);
  • training for in-house coaches and line personnel at oil depots and filling stations of R&D and manufacturing facilities;
  • professional retraining for target personnel groups in HSE;
  • retraining in compliance, business ethics compliance, anti-corruption and anti-fraud (over 30.7 thousand man-courses);
  • special training for employees engaged in providing aircraft to support the Company’s operations.

The Company’s initiative to continue the educational programmes in the unfavourable situation received support not only from traditional training providers in Russia and abroad but also from Rosneft’s international partners.

As part of educational cooperation with BP, we held a video conference on personnel assessment, a round table on digital communication between employees and their employer, a joint seminar on developing HR competencies and a webinar on creating corporate training centres. BP representatives took part in Rosneft’s annual conference for best mentors and gave a talk on BP’s experience with developing a mentoring system at production facilities.

Together with Rosneft International Centre for Research and Development (RICRD, Qatar) and leading international experts, we ran the Moving into the Digital Era through Digital Transformation course for our IT team.

PERSONNEL TRAINING AND DEVELOPMENT
Vostok Oil project staffing

A priority of the Vostok Oil project staffing is timely and proper training of workforce and professionals qualified for the project.

With that view, in 2020, the Company and the Krasnoyarsk Territory ministry of education developed and implemented a comprehensive programme of the regional subsidiaries interaction with the local secondary vocational education entities and the Institute of Petroleum and Natural Gas Engineering of the Siberian Federal University. The programme covers the following update and development of the oil and gas curricula in line with the business needs; provision of up-to-date software and equipment to the educational institutions for efficient administration of training; a programme of student and teacher internship at the Group Subsidiaries’ facilities in the Krasnoyarsk Territory.

To ensure sufficient training of the Subsidiaries’ personnel for Vostok Oil project purposes, as well as boost the efficiency of the hands-on training provided to vocational and higher education students of the industry-specific fields, in 2020, the Company developed and approved the concept of a corporate training centre at RN-Vankor, Eastern Siberia. The concept involves equipment of the corporate training centre with advanced facilities for theoretical and applied training (computer-based simulation, distance learning systems, VR rooms, theme-based labs). The programme is to cover 51 classrooms seating over 1,500 students.

The Company plans to create a training facility with 16 training sites/workshops for hands-on training in key production and service operations (drilling, oil and gas production, oilfield services, energy, transport) as well as health and safety training (first aid for those injured at production sites, industrial safety, fire safety, electrical safety, transport safety, environmental safety, including oil and petroleum products spill response, etc.).

In addition, the corporate training centre now includes social amenities (residential hotel, canteen, sports and health centre).

On average, some 68 thousand man-courses, including hands-on training, are expected to be completed at the corporate training centre every year.

Development of In-House Training

We leverage our in-house training centres, coaches, experts and workplace mentors to provide 63% of training (479.6 thousand man-courses).

All in all, there are 64 training centres operating as part of the Group Subsidiaries or local educational institutions across our footprint. They have testing sites and offer hands-on vocational training, including mandatory courses, to help blue-collar employees and specialists develop professionally.

In 2020, the Company created a corporate training centre at Bashneft-PROFI to train employees of Group Subsidiaries operating in Bashkortostan.

Additionally, we are working to create the following facilities:

  • a corporate training centre at RN-Vankor in Krasnoyarsk, Eastern Siberia (part of the Vostok Oil strategic investment project);
  • an electrical engineering and testing site at the Samaraneftegaz training centre;
  • a training centre at Zvezda Shipbuilding Complex;
  • a regional training centre at RN-Komsomolsk Refinery;
  • a training centre at Orenburgneft.

We are also developing an internal training system to preserve and transfer knowledge within the Company.

In 2020, in-house coaches conducted 207 corporate training sessions (5,113 man-courses).

We ran a training programme for in-house coaches covering 68 groups and 850 man-courses (99 at the Company’s Head Office and 751 at Group Subsidiaries).

On top of that, over 422 thousand man-courses were available in the distance learning format.

As a result of the company-wide mentoring programme, we compiled an integral rating to assess the efficiency of relevant initiatives implemented by the Group Subsidiaries in 2020. The assessment covered 89 Group Subsidiaries in Upstream, Downstream, Gas Processing and Petrochemicals, In-house Services, Corporate Services (R&D and manufacturing), Shipbuilding and Ship Repair, with winners named for each business.

We also staged the Best Mentor 2020 competition in the Group Subsidiaries (the first round) and across Upstream, Downstream, Gas Processing and Petrochemicals, In-House Services, Corporate Services and Shipbuilding and Ship Repair units (the second round).

The first round welcomed 5,634 mentors of blue-collar employees and 1,564 mentors of young specialists from 89 Group Subsidiaries, with 191 and 215 mentors from the above groups making it to the second round.

We also held an online conference for winners and runners-up of the Best Mentor 2019 competition, with 30 best mentors from 26 Group Subsidiaries attending as participants.

Cooperation with Foreign Partners

As a global company, Rosneft is fostering partnerships with foreign oil and gas producers and the world’s best educational institutions to provide comprehensive training to its employees and enable them to perform well in any international project.

In 2020, Rosneft helped arrange training for Venezuelan, Cuban and Mongolian specialists at partner universities:

  • complete a programme for 27 Venezuelan students in July 2020;
  • continue a programme for the second group of 20 Cuban students;
  • organise training for 41 Mongolian students.
Professional Standards

In 2020, the Company continued to implement professional standards.

In pursuance of Directive of the Russian Government No. 5119p-P13 dated 14 July 2016, Rosneft’s Board of Directors held two meetings in the reporting year to discuss the roll-out of professional standards across Rosneft and the Group Subsidiaries. According to the latest monitoring, more than a quarter of 1,360 approved professional standards can be implemented in the Company, with 68 of them classified as mandatory qualification requirements (depending on the subsidiary's type of operations). The qualification standards apply to over 49 thousand employees, of whom over 96% have an educational background meeting the requirements.

In 2015, Rosneft and other oil and gas producers joined the National Council for Professional Qualifications in the Oil and Gas Industry. Pursuant to the Council’s Action Plan, the Nefteyugansk Corporate Institute, Rosneft's Professional Expertise Centre, drafted two industry standards and submitted them for approval by the Ministry of Labour and Social Protection. In 2020, the Ministry approved three industry standards developed earlier by Rosneft.

Personnel Skill Assessment

Our comprehensive personnel assessment framework establishes uniform knowledge and skill requirements for employees across all business segments, including the Head Office and Group Subsidiaries.

We assess employees when planning competency training, creating a talent pool and expert communities, recruiting, or changing job descriptions. The assessment helps check managerial, corporate, professional and technical skills across all personnel categories: managers, specialists and blue-collar employees.

Its aim is to identify knowledge gaps, determine priority development areas, optimise training costs, and improve qualifications and performance.

We launched a corporate training and development portal to collect personnel assessment results and integrate them into the shared HR database of Rosneft Group Subsidiaries, Head Office, and training resources.

The corporate and managerial skills assessment relies on the dedicated model approved by the Chief Executive Officer. The model takes into account the Company’s culture, values and the description of managerial competencies. In 2020, the Company used the model to evaluate 11.19 thousand employees.

The assessment of professional skills uses materials drafted in the course of the target innovative project (TIP) to introduce a skills-based approach to personnel development across all business segments.

The project involves specialised universities, such as Gubkin Russian State University of Oil and Gas (oil refining and procurement projects), Tomsk Polytechnic University (oil and gas production and offshore projects) and Ufa State Oil Technical University (petrochemicals and oil refining projects), as well as leading Russian and foreign consulting firms.

As part of the initiative, we developed and introduced professional competencies along with employee assessment and development tools in the following areas: offshore projects, oil refining, oil and gas production, marketing and distribution, logistics and transport, capital construction, economics and finance, procurement, energy efficiency, gas, design and survey at research institutes, oil refining, gas processing, petrochemicals and energy at corporate research and design institutes. In 2020, we continued to implement relevant projects across the following functions: internal audit, HR management and social programmes, petrochemicals, and HSE.

In 2020, we assessed over 16.18 thousand people based on the TIP materials as well as those used to evaluate the professional competencies of the key blue-collar staff in Oil Refining and Petrochemicals, Exploration and Production, and In-House Services.

To ensure reliable power supply and safe operation of the Company’s power generation facilities Rosneft started developing company-wide professional requirements (including a set of assessment tools and educational programmes) for employees of the Energy function. In 2020, we developed professional standards for five most common jobs: electrical maintenance technician, electrical, relaying and automation equipment maintenance technician, boiler operator, boiler equipment repairman and internal combustion engine operator. Six more internal regulations are to be developed in 2021.

Youth Policy

Rosneft’s Youth Policy aims to ensure a steady influx of young, qualified specialists from among the top graduates of educational institutions, and their fast and effective onboarding at the Company's facilities. To this end, Rosneft is working hard to build an external talent pool comprised of students of local educational institutions. The Company’s Youth Policy covers pre-university training of schoolchildren (Rosneft classes), cooperation with universities and students, and work with young specialists.

In 2020, the Company’s top priority in terms of the Youth Policy was to maintain efficient cooperation with educational institutions and continue productive work with young specialists amid the pandemic, as well as ensure full implementation of projects under the Rosneft–2022 Strategy, including Rosneft classes and programmes for young talent. The latter reflects the Company’s support of the Russian Government's educational policy and compliance with the main goals of the Education national project, including Continuing Education, Looking for Talents, Smart School, and Teacher of the Future.

Pre-University Training

In accordance with its Youth Policy, Rosneft consistently implements a school-to-workplace approach to training. The initial project run in close partnership with the state educational system is pre-university training.

We organise Rosneft classes at top-ranking schools, colleges, and gymnasiums in regions where we operate. The initiative is supported by the Group Subsidiaries that have a strong need for qualified labour to implement contemplated growth plans and capacity ramp-ups.

Rosneft classes offer school students a high-quality secondary education with a strong focus on technology and natural sciences to enable them to continue engineering studies at universities. After graduation, young talents are employed by the Company.

Rosneft classes help digitalise education at partner schools, upgrade facilities and equipment, boost the efficiency of training and career guidance activities, and support gifted students and teachers committed to ongoing professional development.

Pre-University Training

In 2020, the Company supported 122 classes in partnership with 64 secondary schools in 57 towns and settlements located in 27 Russian regions. The classes saw some 2,776 attendees.

In order to expand the continuing education opportunities for schoolchildren and teachers and support digitalisation in educational institutions where Rosneft classes are held, the Company provided 55 partner schools with distance learning equipment.

This helped the schools maintain education during the pandemic and continue implementing the project run by Rosneft and Lomonosov Moscow State University to provide distance learning for teachers in 2020. In the reporting period, Educational Processes in Digital Format, a virtual summer school for teachers, was held in cooperation with Lomonosov Moscow State University and the Russian Academy of Education. 186 teachers from 33 schools of 17 Russian regions took part in the training.

Rosneft provides career guidance for students of all partner secondary educational institutions. The key corporate initiative of the 2020 Rosneft classes programme was the Stairway to Success, a series of workshops that took place in 57 towns and settlements across eight federal districts. Some 2,761 schoolchildren (122 Rosneft classes) participated in the workshops.

To improve the effectiveness of Rosneft classes, schools introduce early career guidance and preliminary training for fifth to ninth grade kids. This helps them decide on their future career and make an informed choice of the major at high school, thus improving the selection of students for Rosneft classes.

For a unified approach to the programme implementation, Rosneft’s HR Department has developed a concept of early career guidance and preliminary training to provide methodology support to teachers, school students and employees of Group Subsidiaries involved in the pre-university training project.

Among other things, the Rosneft classes project seeks to identify, support and provide education to the gifted youth. The attendees of Rosneft classes take an active part in various academic contests. In the school year 2019–2020, 985 students became winners and runners-up in a wide range of olympiads, competitions and conferences, with 517 winning the top awards and other prizes at various stages of the National Olympiad of Schoolchildren.

The Company continued its cooperation with the Sirius Educational Centre to reach out to more young talents in the country’s regions. In 2020, we held the third partner educational programme in an online format involving 986 students from Rosneft classes across 25 regions. The programme included three modules developed jointly by Sirius and Rosneft’s Corporate Research and Design Complex. During the competition, Sirius expert council ranked the participants and selected 108 winners from 30 Russian towns and settlements.

The project proved to be a success as evidenced by the number of Rosneft-class graduates who received relevant higher education and signed employment contracts with the Company. In 2020, 106 graduates started work at 34 Group Subsidiaries, with a total of 896 employed by 63 Group Subsidiaries.

Work with Young Talent

In 2020, 101 Group Subsidiaries employed 3,621 young professionals, with 1,009 university graduates hired during the year.

The programmes for young specialists are based on the Company's Regulations on Organising Work with Young Specialists, which covers the following areas:

  • onboarding;
  • training and development;
  • identifying and development of potential leaders;
  • progress assessment;
  • financial support and social protection of young specialists.

To fast-track the onboarding of the young talent, we have put in place dedicated courses, set up 71 young specialist councils and introduced mentorship programmes across the Group Subsidiaries. As part of the Three Steps programme, Rosneft offers the young talent training and professional growth opportunities aligned with their individual development plans.

In 2020, the Company continued carrying out youth training and development activities. To that end, we provided 1,146 man-courses aimed at developing professional, corporate and managerial competencies. We also organised in-person (regional conferences that took place in the first quarter of 2020) and online R&D conferences for young specialists using corporate digital resources. 3,634 employees of the Company, including 2,716 young employees from 97 Group Subsidiaries, took part in regional and cluster R&D conferences.

For the first time an interregional R&D conference was held on three information and communication portals, including the HR Department’s corporate portal. 97 out of 395 participating young specialists from 77 Group Subsidiaries became winners, runners-up or nominees. The conference also saw 89 projects recommended for implementation. As part of the conference, we developed and held 15 training sessions for young talent, organised exchange of experience among HR divisions of the Group Subsidiaries, created the conference’s website and digital magazine. The event opening and wrap-up were streamed. The new format helped greatly expand the conference’s target audience. Some 1.5 thousand employees participated in the training sessions.

In an effort to build up a strategic talent pool, we staged assessment business games for prospective young leaders in their third year of employment. The games took place from September to October 2020 and brought together 382 employees from 88 Group Subsidiaries. Based on the results, we selected 157 participants from 61 Group Subsidiaries who had demonstrated strong corporate and managerial skills, and recommended that they be included in the strategic pipeline of young talent. As game winners, these employees will receive further training under the Three Steps programme. In 2020, we trained 148 young specialists who had topped in the 2019 assessment games.

In December 2020, we held an annual conference for chairs of young professionals’ councils to help boost the efficiency of their work. The event saw some 84 participants.

Work with Young Talent
Cooperation with Universities

In 2020, Rosneft worked together with 70 Russian and foreign universities from the majority of regions where it operates. Of these, 26 universities are partners of Rosneft. Cooperation agreements with higher education institutions allow the Company to actively engage in joint efforts focused on employee training and retraining, and research and innovation, as well as help develop the research and education capabilities of universities so that their graduates are qualified enough to meet our current business needs. Below are some of the 2020 highlights:

  • 25 university departments continued to operate and one new specialised department was established, with 68 employees of the Company involved in their activities in 2020;
  • Rosneft Scientific and Educational Centre focusing on digital technology in the oil and gas industry was created jointly with Lomonosov Moscow State University;
  • a new Master’s programme on Digitalisation in Fossil Fuel Geology was launched by the Department of Geology and Geochemistry of Fossil Fuels of the university’s Geology Faculty;
  • a new Master’s programme on Genomics and Human Health (led by Prof. Evgeny Rogaev, corresponding member of the Russian Academy of Sciences and head of the Genetics Department of the Biology Faculty) signified the launch of a novel field of research at Lomonosov Moscow State University;
  • work continued on projects aimed at enhancing curriculum via more sophisticated university infrastructure (the Marine Engineering Scientific and Educational Centre at St Petersburg State Marine Technical University, a Rosneft drilling laboratory at Tyumen Industrial University, the Rosneft – Ufa State Oil Technical University research and education centre, etc.);
  • works completed on the creation of a vocational training centre to be run by the Faculty of Vocational Education of Millionshchikov Grozny State Oil Technical University. The centre’s opening ceremony timed with the university’s 100th anniversary took place on 20 August 2020. The centre has become a high-tech educational platform for students of Grozny State Oil Technical University, employees of the Company and residents of the Chechen Republic;
  • Rosneft Days were held offline and online to provide career guidance to, and improve the Company’s image among more than 14.5 thousand students;
  • 2,475 students completed internship with the Company;
  • In 2020, the Head Office arranged a long-term internship for 129 Master's students of Rosneft's partner universities.
Support for Educational Institutions

Rosneft and the Group Subsidiaries provide charitable assistance to educational institutions of various levels offering courses relevant to the Company's needs and taking part in projects and programmes of the corporate School–University–Company framework for continuing education.

Some of this aid is devoted to class programmes supported by Rosneft Group Subsidiaries. The funding targets include:

  • additional education in relevant subjects involving lecturers from partner universities;
  • class programmes supported by Rosneft Group Subsidiaries, including materials and equipment for dedicated classrooms and distance learning equipment for teachers and schoolchildren;
  • training for teachers;
  • career-guidance and team-building events for schoolchildren.

In 2020, RUB 225.2 mln was given to partner schools.

Vocational and higher education institutions received financial support:

  • to improve and develop their hard and soft capabilities;
  • to maintain their specialised departments and Master’s courses as required by the Company’s strategic projects;
  • to help finance large-scale infrastructure projects;
  • to provide corporate scholarships and grants to talented students looking for professional development within the Company's perimeter, Master’s students doing internships at Rosneft's business units, as well as promising educators. 849 corporate scholarships and 130 corporate grants were provided in 2020.

In 2020, Rosneft continued issuing grants for relevant exploratory research by academics at its partner universities (68 grants were issued). As a result, 16 exploratory studies were carried out at 11 partner universities.

The aid provided to vocational and higher education institutions for the said purposes totalled RUB 889.9 mln.

Support for Educational Institutions
Social Partnership and Social Benefits

Rosneft pays special attention to its social partnership programme with two focus areas:

  • corporate social partnership – strengthening our meaningful cooperation with the Interregional Trade Union Organisation of Rosneft (ITUO Rosneft), which represents most of the trade unions of Group Subsidiaries. In 2020, the Company carried on with its traditional activities in this domain:
    • decision-making on the improvement of the Standard Collective Agreement of Rosneft Group Subsidiaries. In 2020, three amendments and additions were made to the Agreement to enhance social security for employees;
    • a meeting between the Company’s HR and social service management and leaders of trade union organisations affiliated with ITUO Rosneft;
  • industrial social partnership – liaising with the Russian Association of Oil and Gas Employers. In 2020, more than 50 Rosneft Group Subsidiaries joined the Industry Agreement on the Companies of the Oil and Gas Industry and the Construction of the Oil and Gas Industry Facilities, effectively gaining certain advantages in implementing the Russian Labour Code.

Cooperation with the Russian Association of Oil and Gas Employers led to the following results:

  • the Russian Government approved the Temporary Rules of Rotation-based Work amid the COVID-19 Pandemic and later extended them to 2021;
  • the Russian Trilateral Commission approved, and the State Duma adopted in the first reading, a draft amendment to the Russian Tax Code on recognising costs for health resort treatment tours for employees as payroll expenses.
Social Programmes

For many years, Rosneft has been one of the most socially responsible employers in Russia. In 2020, the Company continued to implement the Rosneft–2022 Strategy to ensure better motivation and social security for its employees and retirees.

In 2020, the Company allocated RUB 27.6 bln to create optimal working conditions, promote healthy lifestyles, and provide healthcare and social guarantees for its employees. Rosneft’s management has always been committed to maintaining high social security standards for our employees.

Key Social Policy Costs in 2020, RUB bln, %
Corporate Pensions and Social Support for Veterans

The corporate pension programme is an integral part of the Company’s HR and social policy, as it is aimed at improving the social protection of retired employees. Pension contributions made by Rosneft and Group Subsidiaries under private pension schemes totalled RUB 13.9 bln in 2020.

The corporate pension programme includes the following elements:

Private Pension Schemes for Employees

  • the programme covers more than 280 thousand employees of Rosneft and Group Subsidiaries who entered into a pension agreement with Non-State Pension Fund (NPF) EvolutionFormerly known as NPF Neftegarant.;

Social Support for Veterans

  • the Company has been running a veteran support programme for over 17 years;
  • in 2020, the number of people benefiting from monthly pension payments under the programme totalled 23 thousand;
  • in 2020, pensions rose by 5% as a result of indexation;

Active Longevity Programme

  • as part of the Rosneft–2022 Strategy, in 2020 we carried on with the Active Longevity Programme designed to improve the social security of retirees. In 2020, the investment income of NPF Evolution was used to finance a 6.18% increase in some 40.2 thousand pensions.

Under collective bargaining agreements, Group Subsidiaries allocated RUB 700 mln to provide financial aid to pensioners on national holidays, one-off financial aid for family reasons, aid to relatives upon a pensioner’s death, funding of tours for health resort treatment, etc.

To mark the 75th anniversary of the victory in the Great Patriotic War of 1941–1945, the Company launched a programme to compensate annual housing and utility bills for veterans of the Great Patriotic War and persons of equivalent categories.

The above programmes help enhance social security not only for the employees of Rosneft and Group Subsidiaries but also for pensioners who retired earlier.

3.4 thousand of the Company’s veterans received additional financial aid in 2020
CORPORATE PENSIONS AND SOCIAL SUPPORT FOR VETERANS
Comprehensive Housing Programme

For over 15 years, the Company has been successfully running a comprehensive housing programme, a crucial incentive included in the corporate social policy. The initiative enables the Company to attract and retain highly qualified, and ensure long-term engagement of valuable professionals by providing housing through the following arrangements:

  • mortgage lending;
  • provision of corporate housing.

Starting August 2020, partner banks (Russian Regional Development Bank and Dalnevostochny Bank) give subsidised mortgage loans at an interest rate of 5.25% (Bank of Russia’s key rate +1%) to Rosneft employees who take part in the corporate mortgage programme.

In addition, relocated professionals are provided with corporate housing, with the total number of apartments available in the Company’s regions of operation exceeding 1.5 thousand.

With its comprehensive housing programme, Rosneft also contributes to the implementation of the national Housing programme.

1,158 employees of the Company improved their living conditions under the subsidised mortgage programme in 2020
Healthcare and Personal Insurance

In order to protect and strengthen the health of its employees, prevent diseases and promote a healthy lifestyle, Rosneft continuously implements the following healthcare and personal insurance initiatives:

  • provision of emergency and routine medical services for employees, including those stationed at remote and hard-to-access production facilities of the Company;
  • voluntary health insurance for the Company's employees providing access to the required healthcare services at the finest Russian medical institutions as an add-on to the mandatory government healthcare scheme;
  • provision of resort and rehabilitation treatment opportunities for employees;
  • implementation of programmes aimed at disease prevention and mitigation, and promotion of a healthy lifestyle.

As part of the Rosneft–2022 Strategy approved by the Board of Directors, the Company continued to run a number of designated programmes aiming to:

  • supply industrial healthcare facilities with modern training equipment. In the reporting period, 52 Group Subsidiaries that have such facilities received a total of 670 units of equipment to develop emergency medical care skills;
  • create and develop a corporate telemedicine network. In 2020, the network covered 33 healthcare facilities at remote production sites, which allowed them to conduct some two thousand online medical consultations with large regional consultation centres;
  • perform preventive medical examination of the Company's employees focusing on early detection of cardiovascular and oncological diseases. In 2020, given the COVID-19 pandemic and related restrictions, around 12 thousand Rosneft employees underwent medical examination.

The Company keeps running its Live Longer! programme to promote a healthy lifestyle. In 2020, given the epidemiological situation in Russia, the majority of the programme’s initiatives aimed at identifying and eliminating health risks, promoting a healthy lifestyle and improving physical and mental health of the Company’s employees were held online and in the format of information campaigns.

Resort treatment and rehabilitation opportunities aimed at preserving employees' health, extending their careers and preventing diseases are an integral part of the social security net offered to the Company’s employees, their families and retirees (veterans of labour).

In 2020, resort treatment programmes for employees and their families in Russia and Cuba were partly suspended due to the COVID-19 pandemic.

A total of 30.8 thousand employees, members of their families and retirees received treatment services in Russia, primarily at the Company’s own health resorts and regional wellness centres.

Rosneft plans to resume the Cuba wellness and recreation programme in the second half of 2021 if the global epidemiological situation improves.

In the reporting year, personal insurance programmes (voluntary health and accident insurance) covered more than 340 thousand employees of the Company.

Quality medical assistance provided by high-tech multidisciplinary clinics accessible for employees at their place of residence or workplace is the key to improve the health of our employees and extend their careers.

Amid the COVID-19 pandemic, the voluntary health insurance gave us an opportunity to take prompt measures to curb the spread of the disease, including organised mass testing of our employees for COVID-19 (a total of over 780 thousand tests) and providing medical treatment to employees working at remote production facilities.

Group Subsidiaries continued to provide voluntary accident insurance policies with a 24/7 coverage as an additional source of support for employees with lost-time injuries (causing temporary or permanent inability to work) or their families in case of a materialised insured event.

Corporate healthcare and personal insurance programmes help support and build on the Healthcare national project.

HEALTHCARE AND PERSONAL INSURANCE