Gazprom Marketing & Trading Limited is a UK-registered wholly-owned subsidiary of OAO Gazprom  , the world’s largest gas company by asset base, accounting for 18% of the world’s total natural gas reserves and for about 70% of natural gas reserves in Russia. Gazprom Marketing & Trading is headquartered in London and was established in 1999 to manage Gazprom's marketing and trading activities in the liberalised markets of Europe. Gazprom Marketing & Trading is responsible for the optimisation of Gazprom’s energy commodity assets and downstream expansion through its marketing and trading network.

What is your job title?

Director of Global IT, Gazprom Marketing & Trading Ltd

When did you start your current role?
January 2009

Have you completed an MBA?

Order the following sources of advice/information by value to you:
1. In-house
2. Peer group
3. Analyst
4. Consultant
5. Vendors

Technology strategy and spending

What is the major transformational IT project that has been recently completed, or is underway at your organisation?
There is more than one underway. 

IT is working with our Finance team to support an initiative to enhance operational efficiency and business controls. This programme of work encompasses the cross-functional working of several support function departments (including IT) and is focussed on harvesting additional benefits from our ERP platform. We are streamlining processes, simplifying ways of working, optimising our system configuration and getting better insight into the performance of our business.

IT is also working with our Retail division on defining the business case, company operating model and associated IT investment to enable our next phase of growth. This programme will touch almost every member of staff in the division, change the way in which they work, further build on our ambition for excellence in customer service and provide a next generation IT platform.

What impact will it/does it have on the organisation?
These are “company projects” rather than “IT projects”. They will deliver improved operational efficiency and value creation.

What new strategic technology deals has your organisation struck and with whom?
In 2013 we reviewed our mobile phone and data needs. A deal was successfully concluded which at minimum is expect to reduce costs in this category by 50%. Wireless expense management has also been implemented to empower cost centre mangers to control their costs. (Supplier name withheld for confidentiality)
A new service contract for a global Network Managed Service has been signed/agreed with Nextira One.  This enhances the ability to support our global business on a 24/7 basis whilst simplifying our support model.

Name your strategic technology suppliers?
Baringa Partners
Nextira One

How much is the IT operational spend compared to the revenue or company turnover as a percentage?
2013 GM&T Group IT operational spend was 5% of gross margin.

What is the strategic aim of the CIO and IT operations for the next financial year?
To be at the core of strategy formulation and to deliver business transformation. To deliver an internal  quality of service that means that we become a role model for other businesses within our group of companies.

Transformation achievements

Would you describe the CIO role as a transformation leader in your organisation?
Yes.  But not the only one.  It needs to work in partnership with other members of the Senior Leadership Team to make transformation happen.

Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
Past transformations have included delivering global trading platforms, ERP, technical infrastructure and unified communications (integrated video, telephony, IM, and online meetings).  These have enabled a scalable business model, a global way of working and collaboration for a global team.

Beyond technology, can you describe a business transformation programme that you own or contribute to?
I am involved in a number of business development activities at an Executive level.

What key technologies are being considered to enable transformation?
Investment has been made in tools to support tracking and planning the portfolio of investment projects.  This enables better transparency and management information for the associated governance groups (IT Investment Committee and Company Operating Committee)

What percentage of your applications / infrastructure is run from the Cloud?
Public cloud is used typically for non-business critical applications. This forms a small proportion of the overall IT estate currently. On premise private cloud solutions (including high performance computing grids) are used extensively for highly available business critical applications.

How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?
Employees are supported in using their own devices and a dedicated wireless network is provided for them to use their own smartphones, tablets and other devices in the office. Policies have been established on the appropriate use of social networks, but by default, access is not blocked unless requested by our business colleagues. Staff are trusted and reliance placed on line managers to ensure appropriate use of IT facilities, enforcement of which can be supported by monitoring and audit technologies that have been deployed. 

Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?
A pragmatic stance is taken on all of these issues. The belief is that shadow IT only develops as a natural response to the fact that IT is not meeting the business needs. Where a hybrid operation model and embedded IT capability has a business case, IT actively supports this and ensures appropriate controls and safeguards. BYOD is a fact of life, and employees are supported and trusted in safe, secure and controlled use of their own devices. Judgement calls are taken by the relevant business stakeholder rather than by unilateral decisions within IT. There is not one rule for IT and one for the rest of the business. 

Where do you seek transformational inspiration from?
From networking with peers from other industries and organisations and listening to their stories.  From reading research on IT and Leadership.  From thinking about how we can raise our performance and contribution to the wider organisation.

The CIO role in the business

Who do you report to?

Do you have a seat on the board?

How often do you meet with the CEO?
Usually about one a fortnight as part or regular updates to the Executive Committee and other business intiatives.

Does your organisation have a digital leader and what is the difference in their responsibilities to yours?

The IT department

How many staff make up the IT team?(What is the split between in-house/outsourced staff)
approx. 200 people with 50% permanent and 50% external

Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
Key positions are: Head of Strategic Change, Head of Procurement, Head of IT Finance and Performance, Head of Global Programme Delivery, Head of IT Operations. Head of Strategic Change develops the relationship and services between the business and IT.

And how many log-in accounts do you issue across you organisation?
1219 for London, Zug, Singapore, US and Paris. All accounts, whether they be Users, Admin, Service, or leavers accounts totals 5408

What is the primary technology platform? ( for example ERP, Website, trading system)
SAP, Openlink, ENDUR