The case for CSR/ Sustainability Reporting Done Responsibly


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Home / case studies / Case study: How LUKOIL promotes employee development

Case study: How LUKOIL promotes employee development

LUKOIL is one of the world’s largest publicly traded, vertically integrated oil and gas companies in terms of total proved reserves and hydrocarbon production, employing over 100 thousand people across Russia, Europe, Asia, Africa, and the Americas (more than 30 countries worldwide). Developing human potential is a long-term priority of LUKOIL’s HR Policy  Tweet This!, focusing on LUKOIL’s strategic plans and its need for employees with certain qualifications and competencies.

This case study is based on the 2019 Sustainability Report by LUKOIL published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

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LUKOIL’s training programmes serve as a tool for improving productivity, quality, and safety of labour and for minimising risks associated with uninformed actions of employees. In order to promote employee development LUKOIL took action to:

  • implement a training system
  • apply distance learning
  • create a management talent pool
  • establish the Centre for Assessment of Competencies

What are the material issues the company has identified?

In its 2019 Sustainability Report LUKOIL identified a range of material issues, such as sustainable development management, ethics and human rights, climate change, safety, environmental protection. Among these, promoting employee development stands out as a key material issue for LUKOIL.

Stakeholder engagement in accordance with the GRI Standards                        

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups LUKOIL engages with: 

To identify and prioritise material topics LUKOIL engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement (in 2019)
Legislative authorities of the Russian Federation


·      LUKOIL reviewed more than 700 draft regulations and submitted proposals on 260 of them to the federal authorities
Regional authorities in the Russian Federation


·      44 events with the participation of LUKOIL President Vagit Alekperov were held, resulting in the signing of 41 documents on cooperation
Ministries of the Russian Federation, local authorities, international organisations


·      Business trips of PJSC LUKOIL management to production facilities in the regions of operations

·      International Forum devoted to the Year of Indigenous Languages in Russia (2019) (Khanty-Mansiysk, Russia)

·      18th Session of the UN Permanent Forum on Indigenous Issues, Round Table “Preservation and Promotion of the Linguistic Heritage of Indigenous Minorities of the North” (New York, the USA)

·      Extended board meeting of the Federal Agency for Ethnic Affairs (Moscow, Russia)

·      Joint meetings of deputies of the Republic of Kalmykia’s Hural and the Duma of the Khanty-Mansi Autonomous Area – Yugra (Elista and Khanty-Mansiysk, Russia)

Shareholders and investors



·      More than 200 queries from investors and over one thousand queries from shareholders were handled

·      6 roadshows, 18 major investment conferences, over 180 meetings and 50 calls with investors were organised

·      Quarterly conference calls regarding disclosure of LUKOIL’s financial performance

·      A trip for representatives of the investment community to the Nizhny Novgorod refinery was organised in the run-up to MARPOL-2020

·      Two General Shareholders Meetings were held

International Labor Organization (ILO)





·      24-hour online video marathon dedicated to the 100th anniversary of the ILO

·      Roundtable as part of the 74th session of the UN General Assembly (New York, the USA)

·      Exhibition dedicated to the anniversary of the ILO and its operations in Russia (Moscow, Russia)

Public authorities, expert and sectoral organisations, the mass media in Russia ·      National Sustainable Development Forum (Moscow, Russia)


Regional governments and industrial enterprises in Russia


·      Technology Day in the Republic of Udmurtia (Izhevsk), Samara Region (Samara), Tyumen Region (Tyumen), Voronezh Region (Voronezh)

·      Industrial Ecology-2019 conference (Moscow, Russia)

Non-governmental and environmental organisations ·      Meetings with representatives of the Pechora Rescue Committee, WWF Russia, etc.
Local communities and municipal authorities ·      Roundtable «Sustainable Development of LUKOIL Territories» (Perm, Russia)
State authorities (Rostekhnadzor, Ministry of Emergency Situations), expert community (RSPP, Union of Oil and Gas Producers of Russia), non-governmental and oil and gas organisations ·      Scientific and technology conference “Industrial and Occupational Safety at Oil and Gas Enterprises”


Indigenous minorities of the North, authorities and non-governmental organisations of indigenous minorities of the North in Russia


·      Meeting «Approval of the Procedure for Compensation of Damages Caused to Indigenous Minorities of the Russian Federation, Their Associations and Persons Belonging to Indigenous Minorities of the Russian Federation» (Kogalym, Russia)

·      Awards to the winners of the “Talents of the Arctic. Children” project (Moscow, Russia)

International organisations


·      Official launch event of the International Year of Indigenous Languages (2019) at UNESCO Headquarters (Paris, France)
Regional and local authorities, non-governmental organisations in foreign countries ·      Public dialogue opened by the Romanian refinery (Ploesti and Bucharest, Romania)


Authorities and non-governmental organisations in foreign countries ·      RusPrix Award 2019 (Noordwijk, Netherlands)

·      International Folklore Festival Burgas-2019 (Burgas, Bulgaria)

Media ·      Press releases, press conferences
Scientific community


·      Support for environmental and biodiversity projects and research in Russian regions

What actions were taken by LUKOIL to promote employee development?

In its 2019 Sustainability Report LUKOIL reports that it took the following actions for promoting employee development:

  • Implementing a training system
  • LUKOIL’s training system deploys a wide range of tools and methods to train employees, including full-time study at state educational institutions and private centres, corporate professional development programmes, corporate internships and training courses, etc. In addition, LUKOIL uses corporate trainers and mentors. Both training and mentorship methods are used when introducing new management approaches, and also serve to foster a good mutual relationship with employees. Employees can submit a training application to their line manager. After approval under established procedures, the application is incorporated into the Personnel Training Plan. In order to further improve the system in place for continuous corporate training, LUKOIL plans to:
    • Develop criteria for organising employees into groups for training and development purposes
    • Ascertain the professional, technical, managerial, and behavioural requirements that are common to these groups
    • Identify training and development needs
    • Elaborate an integrated corporate training and development programme for various groups of employees
  • Applying distance learning
  • In 2019, LUKOIL’s corporate Distance Learning System (DLS) marked its 15th year. Over these years, it has been transformed from a service providing a number of online courses into a comprehensive individualised learning system. Today, the DLS is an efficient and cost-effective training tool covering a wide range of employees and a variety of educational programmes. In 2019 employees of 59 entities of LUKOIL Group completed more than 140 thousand person-courses in a distance learning format. The main goal of the DLS is to make sure that employees have the required level of knowledge. This goal is achieved through training and communication, assessment, and testing. The DLS is used to achieve large-scale training objectives, to test employee knowledge for compliance with corporate and statutory requirements, and to develop professional and managerial competencies, as well as the personal effectiveness skills of employees. In 2019, the total number of training hours using distance learning programmes was more than 2 million.
  • Creating a management talent pool
  • LUKOIL is constantly updating its reserve pool of talent, which consists of the most experienced and promising employees. All workers have equal opportunities to be credited to the pool, provided that they perform professional duties at the appropriate level systematically. An individual development plan is elaborated for each employee included in the pool, in order to gain the necessary competencies. To create the pool of executive candidates capable of taking up leadership positions, management succession planning is carried out. This process includes the following steps:
    • Determining the qualities, characteristics, and competencies of future managers, based on the strategic needs of the business;
    • Identifying employees that have high leadership potential, and conducting a comprehensive assessment of their skills;
    • Preparing tailored programmes for employees, including structured training, internships, rotations, assignments to special projects, and mentoring by a senior employee (top manager).
  • Establishing the Centre for Assessment of Competencies
  • In accordance with Federal Law No. 238-FZ dated 3 July 2016 “On Independent Appraisals of Competencies” and a related decision from LUKOIL’s President, in 2016 the Centre for Assessment of Competencies was established, and in 2017 it was authorised to conduct independent assessments by the Council on Professional Competencies in the Oil and Gas Complex. The independent assessment of employee capabilities is carried out for key professions and positions. Professional exams are administered by qualified experts who confirm the professional level of employees or identify gaps in their knowledge, skills, and capabilities, including in the area of industrial and occupational safety. Based on the results of these exams, tailored recommendations are elaborated to prepare targeted training programmes. Due to the special training sites now established in the regions, the training of personnel has become practice-oriented. In 2019, over 2 thousand people (and more than 3 thousand in the space of two years) from production, refining, and distribution organisations took part in such assessments. The assessment covered the following professions: oil and gas production operators, process unit operators, and commercial operators. In September 2019, LUKOIL began to assess the capabilities of specialists in oil and gas refinery processing, the maintenance and repair of refinery equipment, and field geology. Also, in 2019 PJSC LUKOIL’s Working Group on Development of the Corporate System of Professional Competencies analysed new and updated professional standards to ascertain whether their application was mandatory: 40 standards turned out to be mandatory and 160 voluntary. Lists of respective standards were sent to Russian LUKOIL Group entities for future reference.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 404-1 Average hours of training per year per employee

2) Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs

3) Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews


Disclosure 404-1 Average hours of training per year per employee corresponds to:

Disclosure 404-2 Programs for upgrading employee skills and transition assistance programs corresponds to:

Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews corresponds to:


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1) This case study is based on published information by LUKOIL, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:


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