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1. ADDRESS TO SHAREHOLDERS, INVESTORS & PARTNERS
Path: Company /  ADDRESS TO SHAREHOLDERS, INVESTORS & PARTNERS

... efficient operators in the industry. The records of 2011 cannot be attributed solely to a favourable market situation. They are also the fruits of a strong business strategy ... ... petroleum products via premium marketing channels. Gazprom Neft finished 2011 in the first place in the Russian oil industry by rates of growth of operating income and by tota... ... which were the best-ever in the Company’s history in 2011. Our revenues in 2011 grew by 34.3% to USD 44,189 mn and net income of USD 5,352 mn was 70% higher than in 201...


2. Development Strategy
Path: Company / DEVELOPMENT STRATEGY

... large-scale development of the business aims to provide the highest aggregate income for shareholders of any Russian oil company, while maintaining its place in the top three most efficient vertically-integrated Russian oil companies. Gazprom Neft is a major player in today’s energy market. The Company produces and supplies a wide rang... ... in the Russian Far North before now). We will also create an efficient oil and gas transportation infrastructure which can be used in the future in fields where developmen...


3. Competitive Position
Path: Company / Competitive Position

Gazprom Neft, together with its subsidiaries, constitutes a vertically integrated oil company operating mainly in the Russian Federation. The Company is engaged in exploration... ... Company’s proven reserves of hydrocarbons amount to more than 1 bn TOE , placing it among the top 20 global producers of crude oil. Gazprom Neft is one of the fastest growin... ... output by Gazprom declined through the last five months of 2011 due to lower demand in Europe, shrinkage of the company’s share of the Russian market, and changes in weathe...


4. Oil refining
Path: EVENTS 2011 / OIL REFINING

... hydrotreatment units for diesel fuel, and in 2010 YaNOS built a new unit for primary refining of crude oil. The Omsk Refinery has also built Russia’s largest isomerizatio... ... including 2.201 mn t of high-octane AI-95 and AI-92 fuel. The share of high-octane brands in automotive gasoline output increased compared with 2009 by 4.4% to 93.0%. Other output... ... include greater efficiency in domestic refining and increase of refining capacity in Europe. The objectives of current work by the Company to develop its refining busines...


5. Premium Business Segments
Path: EVENTS 2011 / PREMIUM BUSINESS SEGMENTS

... business units are raising sales efficiency, expanding geographical reach, and increasing market share in premium segments. AIRCRAFT REFUELING Share of the Russian retai... ... share, % Source: Company data download xls Gazprom Neft Marine Bunker is a subsidiary of Gazprom Neft, established in 2007 to organize year-round supplies of petroleum product... ... this by developing our network of terminals in Russia and expanding our fleet to 15 vessels. Anatoly Cherner Deputy CEO Logistics, refining and sales The company expect...


6. Key Risk Factors
Path: MD&A / KEY RISK FACTORS

... Flow Chart at Gazprom Neft Group * Dependent on the risks severity INDUSTRY RISKS The main businesses of Gazprom Neft are production of crude oil and gas, oil refining, an... ... to prices for crude oil and petroleum products. The Company is unable to fully control the prices of its products, which depend on the balance of supply and demand in global and domestic market...


7. Operating segments
Path: MD&A / FINANCIAL APPENDICES / OPERATING RESULTS / OPERATING INDICATORS & ANALYSIS / Operating segments

... Exploration and production, consisting of exploration, development, and production of oil and gas. Refining, marketing and sales including crude refining, purchasing, sale and transportation o... ... for intra-group crude oil purchases reflect a combination of such market factors as global oil prices, the costs of transportation and refining, the needs of individua...


8. Human resource development
Path: Social Responsibility / HUMAN RESOURCE DEVELOPMENT

... is critical for successful implementation of Gazprom Neft’s strategy to establish itself as a global leader in the petroleum industry. The Company’s efforts in human resourc... ... in joint efforts as part of a shared strategy. Company HR activities take account of trends on the employment market, which are regularly subjected to analysis by Company expert... ... Petersburg. The overall number of personnel decreased by 9% in 2011 y-o-y due to business restructuring and a focus on core personnel. The Group partially disposed of it...


9. Additional Information
Path: Appendix / Additional Information

... macroeconomic factors that have an impact on the Company’s performance include: Changing market prices for crude oil and petroleum products; Fluctuation of the ruble-dollar exchange rate and inflation... ... market prices for crude oil and petroleum products Prices for crude oil and products on the global and Russian markets are the main factor influencing the Company’s busines...


10. Company History
Path: Company / Company History

1995 Open Joint Stock Company Siberian Oil Company (‘JSC Sibneft’) established by Decree of the President of the Russian Federation... ... Russian Government privatized Sibneft as part of a programme to promote development of a market economy. Private investors bought 49% of Sibneft stock at auctions in 199... ... was changed to JSC Gazprom Neft. The new strategic objectives of Gazprom Neft were to become a global company with regionally diversified assets along the entire valu...