Ukrainian Oil & Gas to get international management?March 30, 2015
After all the unnecessarily public shenanigans that played out last week between the majority and minority shareholders of Ukrnafta – the State and Igor Kolomoiski – and other potential confrontations, such as Uktransnafta, Prime Minister Arseney Yatseniuk has announced that a change of management, which had a great deal to do with the unnecessarily public collision between State and Igor Kolomoiski, will occur.
It will occur with international management being brought in to insure transparency for all stakeholders.
“A new approach to the state of public companies – Ukrnafta, Ukrtransnafta, and all others, Ukrtatnafta – The state recovers its management, we respect the rights of other shareholders, receive and distribute dividends, and we put in place a new high-quality foreign management.”
First and foremost, a reasonable compromise in light of the aforementioned public spat. Indeed, perhaps a way to combat corruption at the top of many State owned entities, from energy to the defence entities and beyond.
Naturally to attract the best international industry specific senior professionals, the State and other shareholders will have to pay the commensurate international remuneration (plus perks, and possibly “golden hello’s” and/or “contractually assured “golden handshakes” too) for such management. That said, it will probably still save the State (and shareholders) a small fortune in losses due to gargantuan corruption by doing so.
The Prime Minister went on to state that “The new leadership will Ukrnefti, it must be selected by an international audit, through professional people with serious international reputation. “We, the government, decided that now all heads of state companies have elected only in open competition, publicly, live, and no longer can there be inserted a godfather, brother or matchmaker.”
However, the issue will be whether the senior industry specific professionals with a “serious international reputation” can be attracted – and the remuneration + package, is not going to be enough to do that on its own.
As any professional “headhunter” knows, money and perks have to be attractive, but the actual challenge of the job on offer also has to appeal.
Those that have previously been “headhunted” will attest to this being undoubtedly true. Indeed, your author attests to it being true.
The question therefore arises as to the professional challenges that appeal to these specific international professionals – for the challenges that the Ukrainian companies face will not appeal to all who may be approached, dependent upon the parameters of the job role.
What is the aim of changing the management? To insure more transparent dividends for the shareholders and nothing more?
How much of a free hand will any new senior international professionals have to restructure the businesses? A restructuring that is drastically required.
Can they go through the supply chain like the proverbial dose of salts, reducing or increasing access to the supply chain, whilst undoubtedly annoying a few vested interests in doing so? Is the supply chain “tiered”, similar to BP for example? How broad should Tier 1, 2 or 3 be? Is there a requirement of oversight for any subcontractors/suppliers to those appointed Tier 1, 2 or 3 suppliers regarding quality assurance?
Are they equally at liberty to go through the existing employees with the same proverbial dose of salts, considering many have been placed there through nepotism, rather than on merit?
Whilst corruption and transparency will undoubtedly be atop of the agenda for any new international management, is there scope for corporate expansion during their tenure? Is there a need for reduction to core competencies? Perhaps there is a desire to become more of a global player, and more actively tender/bid for international opportunities in due course? Does the desire exist to act as a (minority or majority) partner in any global opportunities?
It would be foolish to waste the global relationships that senior international industry professionals bring with them, as there is much to be said for personal relationships and the opportunities they can (and generally do) bring. Would the shareholders want to make that leap as and when such opportunities present themselves?
Whilst it may appear from Mr Yatseniuk’s words above, that Ukraine would be interviewing any serious professional international candidate, it would be rather naive to think of it that way. The truth be told, it is very much vice versa – Ukraine will be interviewed by the candidates in line with their (primarily managerial) expectations, if they are to make the move from their current positions to those that are on offer.
To be very blunt, there will not be many serious international industry professionals interested in a managerial role confined to insuring that dividends are transparent and duly paid to shareholders.
If, however, the gauntlet is thrown down to turn these State entities into respected and competitive industry players, with a (more or less) free managerial hand to accomplish that, then top quality global candidates there most certainly will be – for the challenge presented would then certainly appeal to many.