• Procurement of costructions works and services, projects: cultural centers, infrastructure roads (total €160 mln, procurement effect €1,3 mln) • Introduced centralized procurement for subsidiaries (starting from €0.2/0.5 mln) • Increased competition • Analysis of previously concluded contracts and identification of non-market pricing conditions • Coordination and control of pricing when concluding agreements with subcontractors • Development of contracting strategies for new projects • Managed 3 departments: purchasing, pricing, contracting (over 20 employees in total, recruited from scratch)

• Expertise of procurement results prior to Tender committee meetings, recommendations to the TC members, participation in the TC meetings • Сontrol over TC decisions execution • Negotiations with suppliers • Introduced negative history list to consolidate information on suppliers (stop-list, the Conflict Committee, the Claim committee, weekly meetings by the management, audit reports etc.) • Recommendations to improve procurement procedures, pre-qualification criteria, procurement methodology • Investment project implementation audit • Analysis of contracting procedures and practices in Polyus holding, recomendations

• Responsible for procurement of construction and installation works (20 employees, annual budget over €25 bln) • Category management, developed and implemented strategies for key sectors e.g. construction of pipelines, well pad infrastructure, high voltage power transmission lines, energy generation facilities, downstream production facilities • Exercised control over entire procurement cycle • • Presided over construction works category development team: conferences with contractors, procurement announcements and other activities to improve competition (average competition increased from 3,3 to 3,7 bids per lot), optimized contract conditions including price structure, introduction of unit rate contracts, EPC contracting, working with international contractors, long-term qualification (60 contractors qualified) and expanding long-term contracting to all subsidiaries (led to decrease in rates by 10-20%, increased competition by 20-30%)

• Participated in management of the team (14) • Supervised procurement for RN-Yuganskneftegaz (largest Rosneft upstream subsidiary) • Developed and implemented strategies for pilot sectors e.g. oil pad construction and dredging (annual budget €10 bln) • Procurement of high priority tenders, including long-term frame contracts with orders for specific construction scope • Developed functional requirements for SAP SRM

Project to increase operational efficiency of "Magnitogorsk metallurgical company" LLC Analysed existing supply chain (held staff interviews, reviewed regulatory documents and procurement results) and prepared recommendations on optimizing current processes and the roadmap of transformation

• Evaluated existing procurement methodology and practices, established weak points • Developed and introduced procurement policies and instructions for procurement planning, prequalification, tender committee, sourcing, contract administration, forms of procurement documentation, protocols etc. • Transferred procurement to electronic marketplace (ETP) • Prepared the organisational structure of the supply chain division of Stroytransgaz and its subsidiaries, job responsibilities and KPI’s of managers • Development of technical requirements for the improvement of information system 1C: Procurement

(since august 2012 – acting manager of the department) • Managed and implemented procurement for the company’s strategic priority project – Vankor oilfield development • Improved procurement planning between Rosneft and its subsidiaries to minimize splitting of lots and increase efficiency • Introduced control and approval of contract awards by subsidiaries (developed lists and format of the documents submitted for approval with control points, which resulted in substantial increase in transparency and competitiveness, followed by increase in efficiency

• Execution of procurement for construction works (minimal lot size €10 mln), including: - preparation of tender documentation - evaluation of bids - tender negotiations - evaluation reports for the tender committee • Participated in developing the bidder accreditation system, including due diligence and compliance, and a contractor database • Participated in introduction of open tendering in Rosneft for construction works, procurement regulations

Geningconsult (procurement consultancy for projects financed by IBRD and EBRD) Projects: Saint Petersburg dam construction (2004-2005), Saint-Petersburg by-pass and Chita-Khabarovsk road construction (2002-2004), Community Social Infrastructure project (2000-2002), Enterprise housing divestiture project (1999-2002), etc. • Prepared procurement schedules • Procured of goods, construction works and consulting services (open tendering): - preparation of pre-qualification and tender docs - evaluation of contractors/suppliers/consultants bids - contracting (FIDIC) • Prepared successful bids for consultancy tenders for IBRD/EBRD projects • Prepared regulations for project implementation units