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TNK-BP: • Building a Company • Building a Brand

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TNK-BP: • Building a Company • Building a Brand Five Years of TNK-BP: • Building a Company • Building a Brand Denis Kryanin Andrey Chepurnov Corporate HR Director, Director, Operations Resourcing & Recruiting TNK-BP: Equal Ownership and Oversight BPBP Alfa,Alfa, Access,Access, 50% Renova 50% Board of Directors Renova Deputy Chairman – Lord Robertson Chairman – Mikhail Fridman Four Members including Four Members including Audit Committee Chair Compensation Committee Chair President & CEO Dudley Executive Director Vekselberg COO Executive Director COO McVay Khan Summers VP VP EVP EVP EVP Chief EVP CFO EVP EVP EVP EVP EVP Human Comms & Support Strategy Security Legal Field Planning Support & Bus. Upstream Downstream Technology Resources PA Services Counsel Services Perform- Services Development Audit ance EVPBennett Support Services BP TNK External Hire HumanBennett Resources Function 2 Who are the AAR Shareholders? Viktor Vekselberg Renova Group • Metals Len Blavatnik • Property Access Industries • Oil/Gas • Communications an m • Chemicals id Fr p • Telecomms il ou a r g h G in s ik lfa k M A an mm • B co g ele ailin • T et German Khan • R Alfa Group • Banking • Legacy TNK Top Exec 3 Who is the BP Shareholder? • World top 3 private oil company; created through mergers of leading US and European companies • Global operations in North Sea, Gulf of Mexico, North Africa, Angola, Alaska, Trinidad, Azerbaijan • CEO was an original TNK-BP Board Member 2007 Results: • $284 billion in revenue • $18billion in profit • $19 billion in capital spending Browne • 96,000 employees Hayward 4 Rationale for TNK-BP For BP, it delivers: • New reserves to ensure long-term growth • New production region to ensure diversity of supply • Proximity to markets • Builds on relationship with Russian For AAR, it delivers: partners • New technology • Access to international capital • Access to world-class management skills • Access to new international markets • Higher HSE standards 5 TNK-BP in Russia 6 TNK-BP at a Glance - 2008 • Production 1.8 mln boe/d • Russia’s top-three and one of the largest private- sector oil producers globally • Proved reserves of 10bn boe (PRMS) • 120 drilling rigs and nearly 600 workover rigs operating • 150 license areas • 23,000 km of pipelines • Five refineries in Russia and Ukraine • Major retailer of fuels in Russia and Ukraine; 1,600 TNK and BP branded sites • 61,000 employees • $68bn paid in taxes, duties and excise since inception • Organic reserve replacement rate 141% (2004-2007) 7 7 TNK-BP and global peers 2007 oil and gas production Exxon Mobil 2,6 1,6 BP 2,4 1,4 Shell 1,9 1,4 Chevron 1,8 0,8 Rosneft 2,2 0,3 PetroBras 2,0 0,4 Total 1,5 0,9 Conoco Phillips 1,4 1,0 Lukoil** 2,0 0,2 TNK-BP* 1,6 0,2 Statoil 1,1 0,7 ENI 1,0 0,7 SurgutNG 1,3 0,2 Repsol 0,5 0,6 Gazpromneft 0,7 0,0 Oil and Gas liquids Gas Novatek 0,1 0,5 Slavneft 0,4 0,0 Sinopec 0,4 0,0 mmboe/d 01234 5 Note: *TNK-BP includes 50% stake in Slavneft ** LUKoil includes oversees production 8 HR Journey 2003 2004-2005 2006-2007 Performance • Build new capability in the people and the organization to achieve the strategy. • Identify the skills in • One organization which TNK-BP must be exceptional. Build or • One set of processes recruit and retain. • One set of systems • Create systems for • Cash control • Alignment people to grow, and the • Operational control organization to renew. • Measure Progress Time Merge Consolidate Build Capability 9 People • Harmonized Compensation System • Performance Contract / Short Term Incentive Plan • Long Term Incentive Plan • Management and Leadership Learning Progress • Technical Training •Competency Development 10 Monetary Compensation BasicBasic ElementsElements ofof thethe SalarySalary SystemSystem SpeciSpeciaall Special aacchhiieevveemmeentsnts bonubonuss cases Grading of jobs and professions by the Hay method. 3-year Long-termLong-term inincceenntivtiveess cycle e Base salaries are set in accordance with a salary range cl assigned to each position’s grade. The salary range cy AnnualAnnual bonusbonus reflects the market level for comparable positions. Annual An annual bonus is paid to ALL employees. The size of CompenCompenssaatitionon inin lineline wwiithth RussiRussiaann llaaww the bonus depends on Company and Stream/Function performance and each employee’s personal performance. ents m A long-term incentive is paid to senior employees based pay Base salary on corporate performance over a 3-year period. Monthly Bonuses for special achievements are granted to employees. 11 Programs for Organizational Development Building a World-class Company Top managers Strategic leaders’ Strategic Management reserve (ASCENT) (INSEAD) Business Streams’ Middle managers Target Programs Perspective Young Talents Front-line managers Three Horizons Young specialists University Program Graduates 12.
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