Transformation for Greater Efficiency
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) to centralize support processes previously spread across various business units of PJSC Gazprom, its subsidiaries and entities.
The UCSF organizational scope already includes over 100 subsidiaries and entities of PJSC Gazprom. As the transformation efforts continue to scale up, they will eventually cover the entire Gazprom Group.
In the reporting year, the UCSF program and project portfolio advanced from the diagnostic and conceptual development stage to detailed design and implementation planning.
The UCSF project drives professional development across the Gazprom Group by reallocating routine functions, thereby freeing up capacity for high-complexity initiatives that demand deep expertise. Simultaneously, the center itself will create new jobs in service process management, IT support, analytics, and document workflow management.
The SSCs have commenced operations for commercial and HR functions, with the first transactions successfully executed. To support the project’s organizational structure during the reporting year, an expert center and a project office were established in St. Petersburg. In Veliky Novgorod, Gazprom Mezhregiongaz opened its Unified Customer Service Center (UCSC), providing residential gas billing services and employing 57 people. Implementing these initiatives will cultivate staff competencies to drive SSC operational excellence while ensuring transformation sustainability, mitigating social risks, and establishing a long-term talent pool.
The new HR Management Center of Gazprom Mezhregiongaz UCSC has also started operating. As part of its opening, the first employee was hired, with the hiring fully processed using digital technologies in document workflow. Moving forward, the strategic roadmap includes expanding these centers into other Russian regions to stimulate local economies through job creation, digital competency building, and regional talent acquisition.
In 2025, specialized retraining and professional development programs were launched to cultivate advanced technological and service competencies. Tailored for both existing employees involved in the transformation and the future service delivery talent pool, the initiatives featured in-person management training alongside online modules for ten teams from the Gazprom Group’s Legal Support Center.
Digital perspective
The UCSF project advances the Gazprom Group’s digital transformation by deploying advanced IT solutions for centralized data collection and analytics. This architecture unifies corporate processes, enhances operational transparency, and ensures more effective management.
In 2025, we initiated phased efforts to transition to a centralized service delivery model while maintaining the stability of ongoing operations. The primary focus was placed on shaping the IT architecture for the future unified service center:
- the current IT landscape was analyzed;
- pilot testing of digital solutions commenced to automate routine operations, support end-to-end processes, and increase service transparency, including the application of artificial intelligence (AI) technologies;
- requirements and conceptual architectures for the digital products to be implemented were defined;
- the Gazprom Group Electronic Document Management Concept was approved;
- an operational assessment was completed for each SSC to define its requirements for transitioning to electronic document management, with the findings fully integrated into the respective project blueprints.