Organizational and Functional Transformation of the Gazprom Group

PJSC Gazprom keeps evolving and looking for new opportunities to improve its efficiency. To this end, the Group took a strategic decision to implement a service delivery model for support functions by establishing a unified service center, which will consolidate service-related assets.

In 2024, as part of the Company’s organizational and functional transformation, the Group launched a priority project to create a Unified Center for Support Functions (UCSF) of the Gazprom Group. For the purposes of project oversight, the Company established the Strategic CommitteeThe Strategic Committee for implementing the Unified Center for Support Functions of the Gazprom Group was established by order of PJSC Gazprom No. 407 dated November 8, 2024., which includes, among others, senior executives of PJSC Gazprom.

The UCSF initiative implies the creation of Shared Services Centers (SSCs), which will centralize support processes previously spread across various business units of PJSC Gazprom, its subsidiaries and entities.

UCSF objectives
  • Increasing operational efficiency;
  • Reducing overall costs.

Transfer of Routine Operations to SSCs as Part of the UCSF Project: Key Functional Areas

Accounting, tax and management reporting, budget control, and treasury operations

Legal support

Real estate management

IT management

HR management

Interaction with end consumers as part of domestic gas sales

The UCSF organizational scope already includes over 100 subsidiaries of PJSC Gazprom. As the transformation efforts continue to scale up, they will eventually cover the entire Gazprom Group.

Expected UCSF Outcomes

Through centralization, unification, standardization and increased automation of processes, UCSF is expected to deliver the following benefits.

> 20%

Reduction in overall office costs

through centralization and elimination of duplicate roles

 

up to 20%

Increase in the document processing speed

thanks to shorter approval cycles and improved information flow enabled by expansion of the electronic management system

+20–30%

Rise in the speed and efficiency of staff performance

thanks to reduction of manual inputs and a greater focus on strategic challenges

+20%

Improvement in the quality of services for both internal and external customers

For more details on the organizational and functional transformation of the Gazprom Group in the context of sustainable development, see The Gazprom Group’s People and Role in National Economy sections, and the Digital Transformation subsection.