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Oleg Deripaska Has Struggled for Legitimacy in the United States, Where He Has Been Dogged by Civil Lawsuits Questioning the Methods He Used to Build That Empire
The Globe and Mail (Canada) May 11, 2007 Friday Preferred by the Kremlin, shunned by the States BYLINE: SINCLAIR STEWART, With a report from Greg Keenan in Toronto SECTION: NEWS BUSINESS; STRONACH'S NEW PARTNER: 'ONE OF PUTIN'S FAVOURITE OLIGARCHS'; Pg. A1 LENGTH: 957 words DATELINE: NEW YORK He is perhaps the most powerful of Russia's oligarchs, a precocious - some would say ruthless - billionaire, who built his fortune against the bloody backdrop of that country's "aluminum wars" in the 1990s. He has nurtured close ties to the Kremlin, married the daughter of former president Boris Yeltsin's son-in-law, amassed an estimated $8-billion in personal wealth and built a corporate empire that stretches from metals and automobiles to aircraft and construction. Yet for all his success at home, 39-year-old Oleg Deripaska has struggled for legitimacy in the United States, where he has been dogged by civil lawsuits questioning the methods he used to build that empire. Mr. Deripaska has repeatedly denied allegations levelled against him, and he has not been specifically accused by American authorities of any crime. However, these whispers about shady business dealings may raise concerns about his $1.5-billion investment in Canada's Magna International, not to mention Magna's attempts to win control of DaimlerChrysler, an iconic American company. The United States has recently shown protectionist proclivities, citing national security concerns to quash both a Chinese state-owned oil company's bid for Unocal Ltd. and a planned acquisition of U.S. port service contracts by Dubai Ports World. -
Pace Through the Race
annual REPORT 2018 PACE THROUGH THE RACE RUSAL ANNUAL REPORT 2018 REPORT ANNUAL RUSAL CONTENTS FINANCIAL AND OPERATIONAL HIGHLIGHTS 2 CORPORATE PROFILE 5 CHAIRMAN’S STATEMENT 11 CEO’S REVIEW 14 BUSINESS OVERVIEW 17 MANAGEMENT DISCUSSION AND ANALYSIS 41 PROFILES OF DIRECTORS AND SENIOR MANAGEMENT 81 DIRECTORS’ REPORT 99 CORPORATE GOVERNANCE REPORT 177 FINANCIAL STATEMENTS 197 GLOSSARY 343 APPENDIX A 355 - Principal Terms of the Shareholders’ Agreement with the Company APPENDIX B 359 - Principal Terms of the Shareholders’ Agreement among Major Shareholders only CORPORATE INFORMATION 366 1 Financial and Operational Highlights Annual Report RUSAL 2018 FINANCIAL AND OPERATIONAL HIGHLIGHTS 2 Financial and Operational Highlights Annual Report RUSAL 2018 USD million (unless otherwise specified) 2018 2017 2016 2015 2014 Revenue 10,280 9,969 7,983 8,680 9,357 Adjusted EBITDA 2,163 2,120 1,489 2,015 1,514 Adjusted EBITDA Margin 21.0% 21.3% 18.7% 23.2% 16.2% EBIT 1,481 1,523 1,068 1,409 942 Share of Profits from Associates and joint ventures 955 620 848 368 536 Pre Tax Profit 1,953 1,288 1,354 763 147 Profit/(Loss) 1,698 1,222 1,179 558 (91) Profit/(Loss) Margin 16.5% 12.3% 14.8% 6.4% (1.0%) Adjusted Net Profit 856 1,077 292 671 17 Adjusted Net Profit Margin 8.3% 10.8% 3.7% 7.7% 0.2% Recurring Net Profit 1,695 1,573 959 1,097 486 Basic Earnings/(Loss) Per Share (in USD) 0.112 0.080 0.078 0.037 (0.006) Total Assets 15,777 15,774 14,452 12,809 14,857 Equity Attributable to Shareholders of the Company 5,209 4,444 3,299 1,391 2,237 Net Debt 7,442 7,648 8,421 8,372 8,837 3 Reduced weight Manoeuvring and speedy CORPORATE 01 PROFILE Corporate Profile Annual Report RUSAL 2018 CORPORATE PROFILE RUSAL is a low-cost, vertically integrated aluminium producer with core smelting operations located in Siberia, Russia. -
Sustainability Report for 2014
UC RUSAL Sustainability Report for 2014 August 2015 RUSAL Sustainability Report 2014 Contents A message from the CEO 4 1 About the Company 5 1.1 Business overview 6 1.3 Key performance indicators 9 1.4 Milestones 11 2 Management system 13 2.1 Corporate governance 13 2.2 Internal controls and risk management 17 2.3 The Business System of UC RUSAL 21 2.4 Quality management 26 2.5 Supply chain 30 2.6 Research and technological development 35 3 Environmental protection 39 3.1 Approach 39 3.2 Climate change 42 3.3 Land and biodiversity 43 3.4 Water 46 3.5 Energy 49 3.6 Air 50 3.7 Waste 53 3.8 Investments in environmental protection 57 3.9 Plans for 2015 and the medium-term outlook 59 4 Occupational health, industrial and fire safety 60 4.1 Approach 60 4.2 Management system 60 4.3 Measures 63 4.4 Performance 65 4.5 Plans for 2015 and the medium-term outlook 69 5 Employees 70 5.1 Approach 70 5.2 Staff structure and plans for 2015 73 5.3 Recruitment 75 5.4 Training and development 76 5.5 Incentive system 79 5.6 Social security 80 6 Stakeholder relations 81 6.1 Participation in industry initiatives and forums 81 6.2 Key topics and forms of stakeholder engagement 82 7 Investments in developing local communities 85 7.1 Strategic approach to developing local communities 85 7.2 Key results of 2014 86 7.3 Plans for 2015 and the medium-term outlook 93 8 GRI Table and compliance with UN Global Compact principles 94 UC RUSAL Sustainability report 2014 A message from the CEO Dear shareholders, partners and colleagues! I have the honour to present for your attention UC RUSAL’s ninth Sustainability Report, which is prepared in accordance with the provisions of GRI Guidelines and UN Global Compact principles. -
Russian Advocacy Coalitions
Russian Advocacy Coalitions A study in Power Resources This study examines the advocacy coalitions in Russia. Using the Advocacy Coalition Framework, it looks at the power resource distribution amongst the coalitions, and how this distribution affects Russian foreign policy. The power resources examined are: Formal Legal Authority; Public Opinion; Information; Mobilizable Troops; and Financial Resources. In addition to this, the study used quantitative and qualitative methods to identify these resources. There are a couple of conclusions we may draw from this study. The method is useful in identifying power resources. It is not enough to use only the distribution of resources amongst coalitions in order to explain policy changes. It is found that the distribution of resources, coupled with coalition interaction, is enough to explain changes in Russian foreign policy. KEYWORDS: Advocacy Coalition Framework, Russia, Power Resources, Natural Gas WORDS: 24,368 Author: Robert Granlund Supervisor: Fredrik Bynander Contents 1. INTRODUCTION ............................................................................................................................... 1 1.1 PURPOSE .................................................................................................................................. 1 1.2 RESEARCH QUESTIONS ............................................................................................................ 2 1.3 OUTLINE.................................................................................................................................. -
Crafting a Green Future
CRAFTING A GREEN FUTURE RUSAL ANNUAL REPORT 2019 REPORT ANNUAL RUSAL ANNUAL REPORT 2019 Contents CONTENTS Financial and Operational Highlights 3 Corporate Profile 7 Chairman’s Statement 15 CEO’s Review 18 Business Overview 21 Management Discussion and Analysis 45 Profiles of Directors and Senior Management 77 Directors’ Report 95 Corporate Governance Report 129 Financial Statements 145 Glossary 236 Appendix A 247 Principal terms of the Shareholders’ Agreement with the Company Appendix B 251 Principal terms of the Shareholders’ Agreement among Major Shareholders only Corporate Information 258 1 Annual Report RUSAL 2019 01 FINANCIAL AND OPERATIONAL HIGHLIGHTS Financial and Operational Highlights FINANCIAL AND OPERATIONAL HIGHLIGHTS USD million (unless otherwise 2019 2018 2017 2016 2015 specified) Revenue 9,711 10,280 9,969 7,983 8,680 Adjusted EBITDA 966 2,163 2,120 1,489 2,015 Adjusted EBITDA Margin 9.9% 21.0% 21.3% 18.7% 23.2% EBIT 87 1,481 1,523 1,068 1,409 Share of Profits from Associates and 1,669 955 620 848 368 joint ventures Pre Tax Profit 1,054 1,953 1,288 1,354 763 Profit 960 1,698 1,222 1,179 558 Profit Margin 9.9% 16.5% 12.3% 14.8% 6.4% Adjusted Net(Loss)/ Profit (270) 856 1,077 292 671 Adjusted Net Profit (Loss)/Margin (2.8%) 8.3% 10.8% 3.7% 7.7% Recurring Net Profit 1,273 1,695 1,573 959 1,097 Basic Earnings Per Share 0.063 0.112 0.080 0.078 0.037 (in USD) Total Assets 17,814 15,777 15,774 14,452 12,809 Equity Attributable to Shareholders of 6,747 5,209 4,444 3,299 1,391 the Company Net Debt 6,466 7,442 7,648 8,421 8,372 Annual Report RUSAL 2019 4 Financial and Operational Highlights 5 Annual Report RUSAL 2019 02 CORPORATE PROFILE Corporate Profile CORPORATE PROFILE RUSAL is a low-cost, vertically integrated aluminium producer with core smelting operations located in Siberia, Russia. -
Annual Review 2009
ANNUAL REVIEW and Summary Financial Statements 2009 PEOPLE, TECHNOLOGY, EFFICIENCY A new production center in the Uvat district in the south south the in district Uvat the in center production new A 2009 February in commissioned region Tyumen the of >> ABBREVIATIONS 2P (reserves) proved and probable (reserves) 3P (reserves) proved, probable, possible (reserves) APG associated petroleum gas B2B business to business DAFWC days away from work cases ESP electric submersible pump HSE health, safety and environment LOF life of field NGOs non-governmental organizations OFS oilfield services OGP The International Association of Oil and Gas Producers PRMS Petroleum Resources Management System RUR Russian roubles SEC Securities and Exchange Commission USD US dollars UNITS bbl barrel (1 bbl = 0.134 metric tons) boe barrel of oil equivalent bcm billion cubic meters bcma billion cubic meters per year bn billion ha hectare km kilometer mmboed million barrels of oil equivalent per day mbpd thousand barrels per day mmbpd million barrels per year CAUTIONARY STATEMENT This publication contains forward-looking state- ments regarding TNK-BP's assets and financial and operational performance and strategy. Actual results may differ depending on a variety of factors. SLAVNEFT TNK-BP shareholders own close to 50% of Slavneft, which is managed independently and reports as a separate entity. TNK-BP’s Net Income and EBITDA numbers include its share of Slavneft’s results. Any other figures quoted in this publica- tion exclude Slavneft unless stated otherwise. Contents 1. KEY EVENTS IN 2009 ................................................................. > 2 7. KEY FIGURES IN 2009 ............................................................ > 34 7.1: Health and safety data. > 34 2. -
Corporate Sustainability and Environmental Reporting in the Russian Federation 1
Paper 4 UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE COMMITTEE ON ENVIRONMENTAL POLICY Working Group on Environmental Monitoring and Reporting Workshop on Environmental Monitoring and Reporting by Enterprises Warsaw, 4-6 September 2006 CORPORATE SUSTAINABILITY AND ENVIRONMENTAL REPORTING IN THE RUSSIAN FEDERATION 1 Sustainability and Corporate Social Responsibility (CSR) In recent years, the problem of socially responsible business (i.e. responsible to the nation or public in general) has been evolving controversially in the Russian Federation. In fact, after the 13 th Congress of the Russian Union of Industrialists and Entrepreneurs in 2003, when the President of the Russian Federation called on Russian businesses to become socially responsible, quite an evident process of voluntary activity in this sphere started among the most concerned and strategically thinking representatives of the Russian business community. Basically, those were big private businesses, which entered into an active dialogue with the interested public groups. They began to introduce modern international standards of socially-oriented and environmental management and published their first social reports, sometimes in the sustainability reporting format recognized as the most advanced by the world business leaders. Such businesses mainly comprised major Russian companies and a number of banks, including JSC Norilsk Nickel, JSC LUKOIL, JSC Unified Energy System of Russia, JSC Tatneft, Ilim Pulp Corporation, NOVOGOR-Prikamie LLC, YevrazHolding Ltd, SUAL Group, JSC Magnitogorsk Metallurgical Plant, AKB Rosbank, Togliatti FIA-Bank, etc. However for now, it is only a small group of enthusiastic companies aware of how this work is strategically important for business sustainability. Their activity in this sphere is also aimed at creating clear, effective and regular relationship with regional and municipal authorities, as well as with the civil society. -
State Intervention in Cross-Border Mergers and Acquisitions
Balancing Power without Weapons Why do states block some foreign direct investment on national security grounds even when it originates from within their own security com- munity? Government intervention into foreign takeovers of domestic companies is on the rise, and many observers find it surprising that states engage in such behavior not only against their strategic and mil- itary competitors, but also against their closest allies. Ashley Thomas Lenihan argues that such puzzling behavior can be explained by recog- nizing that states use intervention into cross-border mergers and acqui- sitions as a tool of statecraft to internally balance the economic and military power of other states through non-military means. This book tests this theory using quantitative and qualitative analysis of transac- tions in the United States, Russia, China, and fifteen European Union states. It deepens our understanding of why states intervene in foreign takeovers, the relationship between interdependence and conflict, the limits of globalization, and how states are balancing power in new ways. ashley thomas lenihan is a fellow at the Centre for Inter- national Studies at the London School of Economics and Political Science, and a term member of the Council on Foreign Relations. Her research focuses on the relationship between state power and foreign direct investment from an international relations perspective. Balancing Power without Weapons State Intervention into Cross-Border Mergers and Acquisitions Ashley Thomas Lenihan London School of Economics and Political Science University Printing House, Cambridge CB2 8BS, United Kingdom One Liberty Plaza, 20th Floor, New York, NY 10006, USA 477 Williamstown Road, Port Melbourne, VIC 3207, Australia 314–321, 3rd Floor, Plot 3, Splendor Forum, Jasola District Centre, New Delhi - 110025, India 79 Anson Road, #06-04/06, Singapore 079906 Cambridge University Press is part of the University of Cambridge. -
Alfa Bank Annual Report 20:06
Alfa�Bank Annual Report 20:06 20:06 Over the last 15-20 years our country has changed significantly. Today, notions like “the value of time”, “components of success”, “cutting-edge technologies”, “quality financial services”, and “financial supermarket” are of great importance to us. Alfa-Bank has always aspired to be one step ahead. That is why our Bank today consists of branch offices located in all of Russia’s 11 time zones; offices that provide a uniform service standard throughout the country, and which make use of cutting-edge technologies like Alfa-Click and Alfa-Mobile. This universal service delivery greatly benefits the customer with time- saving advantages. Alfa-Bank today provides a comprehensive range of modern banking products and services for individuals and corporate customers. We are constantly in motion and continuously progressing. Alfa-Bank 2006 7 Countries 229 Branches and offices 11 252 Employees 45 000 Corporate clients 2 354 464 Retail clients 15 209 943 Total assets (US$, thsd.) 9 783 652 Gross loans to customers (US$, thsd.) 1 310 184 Total equity (US$, thsd.) 190 286 Net profit (US$, thsd.) Alfa-Bank Awards and Recognition 2006-2007 Best Bank in “Best Russian Brands 2006” / Interbrand Zintzmeyer & Lux AG and BusinessWeek / Best Local Bank Trading Ruble 2006 / Euromoney / NAUFOR’s Elite of the Securities Market Awards. Special Award for Broadening Investment Horizons / The National Association of Securities Market Participants (NAUFOR) / Creation of Successful Russian Brand / World Brand Academy / Best IT Bank -
Russian Oligarch Oleg Deripaska
Financial Times (London, England) July 13, 2007 Friday London Edition 1 'I don't need to defend myself' An old dispute returns to haunt Rusal's Deripaska BYLINE: By CATHERINE BELTON SECTION: ANAYLSIS; Pg. 9 LENGTH: 2388 words It is 9am in Krasnoyarsk, western Siberia. Oleg Deripaska, Russia's second richest man, has headed from his Gulfstream private jet to the boardroom at Kraz, the world's second largest aluminium smelter and the heart of his UC Rusal The two men are standing in front of a flow-chart and speaking about Kraz's gemba, the Japanese word for factory floor. Mr Deripaska has become an enthusiastic convert to the Toyota "way", as taught by Mr Youmans. "Don't call me a guru, I'm a coach," the latter says. Two Russian plant directors watch their bosses circumspectly and await instructions, their heads bowed, as Mr Youmans expands on his theory: "We aim to have an impact like the expanding ripple of a pebble dropped in the water," he says. The touchy-feely scene is a world away from a decade ago when Kraz, a symbol of Soviet industrial might, was the grim frontline in a bloody turf war for control of nearly 5 per cent of world aluminium supplies. Management frequently changed hands in armed struggles and three executives linked to the plant were slain. Mr Deripaska is, metaphorically at least, the last man standing from this conflict - and has much to show for his efforts. Rusal is the world's biggest aluminium producer - though it will be overtaken by Rio Tinto and Alcan once the merger announced yesterday between the two rivals is concluded. -
En+ Group 2017 Annual Report
En+ Group 2017 Annual Report En+ Group | 2017 Annual Report About the Report In this Annual Report, the terms “En+”, “En+ Group”, “we”, the “Company” and the “Group” in various forms shall mean En+ Group plc and its subsidiaries whose results are included in the consolidated financial statements prepared in accordance with the International Financial Reporting Standards. This is the Annual Report of En+ Group plc. The Annual Report explains the Company’s strategy, business model, internal control and risk management processes currently in place. These documents, however, are being constantly reviewed and internally updated given the uncertainty, created by the imposition of certain limitations by the Office of Foreign Assets Control of the U.S. Treasury (OFAC). The Company, thus, considers that it is not in a position to provide a comprehensive performance outlook due to the magnitude of the OFAC sanctions and their potential effect on the Group’s operations and business performance. The Corporate Governance section covers the role and activities of the Board of Directors (BoD), committees of the BoD and management team in running the business. The detailed Financials, accompanied by a report from the Group’s auditors, complete the Annual Report. Unless stated otherwise, financial results included in the 2017 Annual Report are presented and calculated based on the consolidated financial statements prepared in accordance with the International Financial Reporting Standards. Some numbers in the tables, charts and diagrams hereof may differ from the sums of addends due to rounding. The En+ Group Annual Report was approved by the Board of Directors on 27 April 2018. -
Uc Rusal 2016
UC RUSAL SUSTAINABILITY REPORT 2016 – 1 – TABLE OF CONTENTS CEO’S ADDRESS 2 ABOUT THE COMPANY 4 CORPORATE GOVERNANCE 7 Corporate governance system 7 Internal control 10 Risk management system 15 Ethics and human rights 18 PERFORMANCE MANAGEMENT 23 Quality management system 23 UC RUSAL business system 26 Supply chain 30 STRATEGY AND SUSTAINABLE DEVELOPMENT 41 Strategy 41 Management of the aspects of sustainable development 44 Interaction with stakeholders 47 SCIENTIFIC AND TECHNOLOGICAL DEVELOPMENT 52 Management approach 52 Process and products 54 ENVIRONMENT PROTECTION 57 Approach 57 Management structure 59 Land and biodiversity 61 Water resources 65 Energy consumption 67 Air emissions 68 Climate change 72 Waste 77 Investments in environmental protection 81 Plans for 2017 and medium term 82 WORK SAFETY 84 Management system 84 Approach 86 Actions 90 Performance results 92 Occupational medicine 96 Plans for 2017 and medium term 100 UC RUSAL objectives in the area of health and safety 100 EMPLOYEES 101 Management approach 101 Social partnership 101 Employee communication mechanisms 102 Staff structure and personnel movement 103 Provision with labour resources 106 Education and development 110 Motivation and remuneration 115 Social support 116 INVESTING IN COMMUNITY DEVELOPMENT 118 Management approach 118 Participation in the development of the territories of operation 120 Management of social programmes in Russia 121 Implementation of social programmes in the Russian Federation 122 Social investments abroad 128 ABOUT THE REPORT 133 – 1 – CEO’S ADDRESS Dear friends, I am happy to present UC RUSAL’s 2016 Sustainability Report. Our Company is a leader of one of the world’s largest and most dynamically developing industries.