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Annual Report 2017
Annual Report 2017 Efficiency improvement and sustainable development Annual Report 2017 Efficiency improvement and sustainable development TVEL | ANNUAL REPORT 2017 TABLE OF CONTENTS 2 3 Table of Contents page page page page Key results Competencies of Second Social Partnership of TVEL enterprises of TVEL Business Core in the Territories 8 Fuel Company 80 Fuel Company 103 Development 131 of Presence Message From the Chairman of the Board 3 Governance Intellectual Сapital 101 5 Appendices of Directors 4 Corporate governance 51 Innovative Activities in the Nuclear Industry 101 1. Auditor’s Report 182 Message from President 6 Scheme of TVEL JSC Corporate Governance Bodies 53 Second Business Core Development 103 2. Financial Statements 184 Key results of TVEL Fuel Company 8 Board of Directors 54 Intellectual Property 109 3. Report of the Internal Control and Audit Department Milestones 2017 10 Report of the Board of Directors of TVEL JSC on the results Human Сapital 112 of TVEL JSC Following the Results of “Public Annual of the Company development in the priority fields 55 HR Policy 112 Reporting Preparation” Audit Process 195 Sole Executive Body 56 4. Independent Assurance Report 196 1 Staff Composition 112 About TVEL Fuel Company Share Capital Structure 57 5. Statement on Public Assurance 199 TVEL Fuel Company 15 Personnel Engagement 117 Related-Party Transactions and Major Transactions 57 6. RUIE Public Endorsement of the Report 201 World Market of Front End Nuclear Fuel Cycle 18 Motivation and Reward System 118 Management Efficiency -
Report of JSC Atomenergomash
JSC ATOMENERGOMASH 2016 INTEGRATED ANNUAL REPORT ar2016.aem-group.ru JSC Atomenergomash provides access to the integrated interactive version of the annual report for 2016 for its stakeholders. This product allows easy information presentation of the main annual results of the Company, as well as the access to additional data, which was not included in the print version in a analysis-friendly format. i – Links to online version GRI – GRI indicators Approved by the Board of Directors on May 26, 2017 Preliminarily approved by the Chief Executive Officer on May 19, 2017 Chief Executive Officer Andrey Nikipelov JSC ATOMENERGOMASH THE COMPANY IN BRIEF Contents 10 YEARS OF PROGRESS ............................................................................................................................4 THE COMPANY IN BRIEF ..............................................................................................................................6 6. ENVIRONMENTAL IMPACT ...................................................................................................................66 2016 PERFORMANCE HIGHLIGHTS ............................................................................................................8 6.1. Ecological management ................................................................................................................................................................................................66 6.2. Emissions and Wastes .....................................................................................................................................................................................................70 -
Annual Report JSC CONCERN ROSENERGOATOM for 2009
Annual Report JSC CONCERN ROSENERGOATOM FOR 2009 Safety Effi ciency Responsibility Safety Effi ciency Responsibility JSC Concern Rosenergoatom Annual report for 2009 Content I. GENERAL INFORMATION 1. Preamble 7 1.1. On the Annual Report 7 2. Statements of top management of Rosenergoatom 8 2.1. Statement of the Chairman of the Board of Directors of Rosenergoatom 8 2.2. Statement of the General Director of Rosenergoatom 9 3. General information on Rosenergoatom 10 4. Key corporate events in 2009 11 5. Mission of Rosenergoatom 13 6. Management 13 6.1. Management structure 13 6.2. Management methods and corporate policy 24 II. CORE BUSINESS 7. Strategy 29 7.1. Positions of Rosenergoatom within the industry 29 7.2. Strategy of Rosenergoatom 30 7.3. Rosenergoatom’s medium-term development objectives and tasks (2009–2011) 30 7.4. Key performance indicators of Rosenergoatom 31 7.5. Key risks associated with Rosenergoatom’s operations 31 8. Rosenergoatom. Facts and fi gures 32 8.1. Generating capacities of Rosenergoatom 34 8.2. Electricity generation at Russian NPPs 44 8.3. Maintenance and repairs 45 8.4. Lifetime extension of NPP units 46 8.5. Production growth program 46 8.6. Construction of new power units 47 9. Priority areas of operations of Rosenergoatom 49 9.1. Production and marketing activities of Rosenergoatom 49 9.2. Investments 50 9.3. Innovation and competitive growth 50 III. CORPORATE RESPONSIBILITY 10. Safety 53 10.1. Safety indicators 53 10.2. Ensuring nuclear and radiation safety and non-proliferation of nuclear materials 55 4 JSC Concern Rosenergoatom 10.3. -
Afrikantov Okbm”
JOINT STOCK COMPANY “AFRIKANTOV OKBM” RESULTS Status in the Industry JSC “Afrikantov OKBM” is within the management outline of Atomenergomash JSC, ROSATOM’s Mechanical Engineering Division. In 2017, the share of JSC “Afrikantov OKBM” in the revenue of Atomenergomash was 31.7%. JSC “Afrikantov OKBM” participates in solving tasks of ROSATOM’s first-tier financial responsibility centres of level 1, including tasks of the Directorate for Nuclear Arms Complex, Directorate for Nuclear Energy Complex, Directorate for Nuclear and Radiation Safety, Block of Innovation Management, Atomflot FSUE and others. Status and Functions Chief Designer and Packaged Equipment Supplier of reactor plants of various application. Lead Interdepartmental Entity for refueling problems of naval nuclear reactors. RPS-Enterprise with assigned status of RPS Leader since 2015. Main Activities Key competencies and complete package of activities and services at the lifecycle horizon of various types of reactor facilities and NPP equipment. To date JSC “Afrikantov OKBM” A total of 9 business areas. is a large scientific and production center of ROSATOM State Corporation with a multidiscipline design team and proprietary research, experimental and production Main Products facilities. R&D, Supplies and Services. 2 STRUCTURE DESIGN AND PROCESS DIVISIONS > 1,200 employees 125 employees have academic degrees and titles RESEARCH AND TESTING COMPLEX > 190 employees > 70 test facilities area of > 22,450 m2 PRODUCTION COMPLEX > 1,600 employees > 500 equipment units workshops production area of > 31,700 m2 3 FROM THE FIRST PERSON Dmitry L. Zverev General Director, General Designer of JSC ”Afrikantov OKBM“ 4 I am pleased to bring to your Extensive implementation and attention this information brochure: system-level integration of ROSATOM’s JSC “Afrikantov OKBM”. -
Nuclear Power Industry
JSC ATOMENERGOMASH RESULTS OF 20161 1 The brochure data are valid as of April 26, 2017. JSC ATOMENERGOMASH RESULTS OF 2016 The pilot fast neutron reactor After a long interruption, JSC Atomenergomash with primary sodium CEFR the nuclear industry equipment reinforces the key 3,668 developed under the order manufacture was resumed at business areas – nuclear from Chinese Nuclear Power “Atommash” plant. In particular, power industry, gas and Corporation. The developer the activities were commenced petrochemical industry, of the reactor plant was for the manufacture of the main shipbuilding and general 10 YEARS OF PROGRESS OJSC Afrikantov OKBM, the equipment of the reactor island industry. steam generator developer of the Power units 1 and 2 of was OJSC OKB GIDROPRESS. Belarusian NPP. THE HISTORY OF JSC ATOMENERGOMASH, THE mechanical ENGINEERING DIVISION OF ROSATOM STATE CORPORATION (THE «DIVISION») STARTED FROM TWO 2,947 OJSC Atomenergomash The complete cycle of steam COMPANIES. TODAY THE DIVISION IS ONE OF THE LEADING mechanical ENGINEERING COMPANIES IN RUSSIA. IT COMPRISES OVER 20 LEADING ENGINEERING manufactured a core catcher generators manufacture was at the Atommash plant in mastered – from semi-products JSC TsKBM completed the BUREAUS, MAJOR MACHINE BUILDERS, RESEARCH INSTITUTIONS. THE DIVISION IS INVOLVED IN THE KEY PROJECTS IMPLEMENTED BY ROSATOM, WIDENS unprecedentedly short time (PJSC Energomashspetsstal) to test of the new MCP design – and supplied it to the Baltic body manufacture (OJSC PZM), single-shaft configuration 2,414 Labor productivity per employee, thousand rubles THE COMPETENCES AND ACTIVELY MASTERS NEW MARKETS AND TECHNOLOGIES. 2,397 NPP. assembly of in-vessel components with water cooling of motor and shipment to client and bearing assemblies that (OJSC ZiO-Podolsk). -
Conference Programme [Pdf, 568
Joint Stock Company «Russian concern for production of electric and thermal energy at nuclear power plants» (Rosenergoatom Concern JSC) ELEVENTH INTERNATIONAL SCIENTIFIC AND TECHNICAL CONFERENCE “SAFETY, EFFICIENCY AND ECONOMICS OF NUCLEAR POWER INDUSTRY” (MNTK-2018) CONFERENCE PROGRAMME Moscow, May 23–24, 2018 OVERALL SCHEDULE AND TIMING May 23rd (1st Day) Participants registration (Conference hall lobby). с 0800 до 0900 Opening (Conference hall) . с 0900 до 0920 Plenary session (Conference hall) . с 0920 до 1200 Section session (the allocated rooms) . с 1400 до 1800 Exhibition of nuclear enterprises & organizations (Building 2 lobby) . с 1400 до 1800 Official dinner . с 1830 до 2100 May 24th (2nd Day) Section sessions, cont’d (the allocated rooms) . с 0900 до 1400 Exhibition of nuclear enterprises & organizations, cont’d (Building 2 lobby) . с 0900 до 1400 Plenary session – Summing up and Closing (Conference hall) . с 1430 до 1530 Timing Presentations at the plenary session: 25 to 30 min Presentations at the section sessions: 15 to 30 min including Q&A 2 CONTENTS CONFERENCE TOPICS. 5 PLENARY SESSION. 10 SECTION PROGRAMMES SECTION 1. SAFE AND EFFECTIVE OPERATION OF NPPS . 11 1.1. Operation, maintenance and repair of NPPs with VVER, RBMK, BN and EGP-6 reactors . 11 1.1.1. Operation of NPPs with VVER reactors . 11 1.1.2. Operation of NPPs with RBMK, BN and EGP-6 reactors. 13 1.1.3. Maintenance & repair and installation of NPP equipment . 15 1.2. Engineering support to NPP operations . 17 1.2.1. Equipment life management and nuclear power units lifetime extension . .17 1.2.2. Enhancement of electric equipment reliability . -
Rosatom Technical Academy” (Rosatom Tech)
“Rosatom Technical Academy” (Rosatom Tech) Developments of Nuclear Technologies in Russia 3rd of Febuary 2020, STTN-BATAN Evgenii Varseev Assitant to vice-rector for international cooperation, Rosatom Tech © 2019 Rosatom Tech Self Introduction Eugeny Varseev Specialist in International training at Rosatom Tech since 2016 Education 2014-2016 – Master’s degree in “New-generation nuclear power technologies and advanced NFC” at National Research Nuclear University MEPhI, Moscow, Russia 2012-2016 – PhD student, Majoring in Development, operation and decommissioning of nuclear power facilities PhD dissertation title: «Masstransfer in circuits with liquid metal coolants», Institute for Physics and Power Engineering (IPPE), Obninsk, Russia 2006-2012 – Specialist degree (5.5 years) in “Nuclear reactors and power facilities” at Obninsk Institute for Nuclear Power Engineering (IATE NRNU MEPhI), Obninsk, Russia Work experience Since November 2019 – assistant to vice-rector o Rosatom Tech for int. cooperation 2016 - 2019 – Specialist of International Center at Rosatom Tech, Obninsk, Russia 2011 - 2016 – Research engineer at SSC RF - Institute for Physics and Power Engineering named after A.I. Leypunsky, Obninsk, Russia © Rosatom Tech 2 Rosatom in a Nut Shell • More than 260 000 people in 400 nuclear companies and R&D institutions - total number of employees • 80 000 people (30%) are employees under 35 years • 43 years old- average age of employees • More than 3 300 people employees with PhD and Doctor Degrees • 1800 graduates each year are recruited -
TENEX Public Annual Report 2018 001 Публичный Годовой Отчет АО «Техснабэкспорт» 2018 002 8
TENEX Public Annual Report 2018 001 Публичный годовой отчет АО «Техснабэкспорт» 2018 002 8 Approved by the resolution of the Board of Directors dated 28.05.2019 Director General Sergey Polgorodnik TENEX Public Annual Report 2018 2 Key Indicators of 2018 3 Key Indicators of 2018 Uranium contracting Financial results 107.0 Revenue RUB billion Contracts 18 concluded 21.1 Net profit RUB billion Total value 2.0 of concluded Earnings US $ billion contracts before Interest, 33.4 Taxes, RUB billion Depreciation and Amortization Number (EBITDA) 12 of customers Uranium sales HR and social policy Sales Average staff number Social volume programs 1.7 324 15.6 funding US $ billion people RUB million Funds directed on charity Number 4.0 80 of supplies RUB billion Number of country- 11 recipients TENEX Public Annual Report 2018 4 Stakeholder Public Assurance 5 Stakeholder Public Assurance1 Full name Company and position Signature Full name Company and position Signature Akisheva Оlga Deputy Director General for Economics and Finance, JSC “UECC” Head of Department for NFC Lifecycle Projects Integration with Koryakin Konstantin Sectorial Policies System, ROSATOM Deputy Director for International Operation — Director Belyaeva Marina of International Cooperation Department, ROSATOM Krupnik Pavel Director of International Programs, Centrus Energy Corp. Bochkin Oleg Strategic Communications Director, LLC Rusatom Overseas Deputy Head, Department for Safety Regulation of Nuclear Lavrinovich Andrey Fuel Cycle Facilities, Nuclear Power Plants for Ships and Radiation-hazardous -
Annual Report 2017 (Hereinafter Federal Contests: According to Expert RA • TOP 100 (Rank 36 Ahead of All • in November 2018
Table of Contents Adress of the Chairman of the Board of Directors Alexander Lokshin. 2 4 .2 . Financial Capital . 62 APPROVED BY Adress of the Director General Vladimir Verkhovtsev . 3 4 .2 .1 . Financial Management . 62 the resolution of the Board of Directors of JSC Atomredmetzoloto Adress of the President of the Veteran Council Nikolay Petrukhin . 4 4 .2 .2 . Financial Management Performance . 63 10 Years: Sustainable Development Trajectory . 4 4 .2 .3 . Investments . 65 (Minutes No.209 dd. May 25, 2018) 2017 Key Events. 6 4 .3 . Intellectual Capital . 67 2017 Key Indicators . 7 4 .3 .1 . Intellectual Capital Management . 68 4 .3 .2 . Innovative Performance . .. 70 1 . INFORMATION ABOUT JSC ATOMREDMETZOLOTO . 8 4 .3 .3 . Digital Economy Performance. .. 70 This Report has been pre-approved by 1 .1 . About the Company. .. 9 4 .4 . Natural Capital . .71 1 .1 .1 . General Information .. 9 4 .4 .1 . Natural Capital Management Environmental Policy . 71 the Director General, JSC Atomredmetzoloto 1 .1 .2 . Holding Structure . .. 9 4 .4 .2 . Natural Capital Management Performance: . 71 (order No. 003/124-П dd. May 14, 2018) 1 .1 .3 . Mission and Values . 10 4 .4 .2 .1 . Protection of Land Resources and Biodiversity . 71 1 .2 . Market Presence . 10 4 .4 .2 .2 . Protection of Water Resources . 72 1 .3 . Our Role in ROSATOM’s Production Cycle .. 11 4 .4 .2 .3 . Air Protection . 73 1 .4 . Supply Chain . 11 4 .4 .2 .4 . Waste Management . 74 1 .5 . Value Chain and Business Model . .. 13 4 .4 .2 .5 . Environmental Costs . 75 1 .5 .1 . -
State Atomic Energy Corporation Rosatom
STATE ATOMIC ENERGY CORPORATION ROSATOM. STATE ATOMIC ENERGY CORPORATION ROSATOM. PERFORMANCE IN 2019 PERFORMANCE IN 2019 PERFORMANCE OF STATE ATOMIC ENERGY CORPORATION ROSATOM IN 2019 TABLE OF CONTENTS Report Profile 4 CHAPTER 7. DEVELOPMENT OF THE NORTHERN SEA ROUTE 122 7.1. Escorting Vessels and Handling Cargo Traffic along the Northern Sea Route 127 CHAPTER 1. OUR ACHIEVEMENTS 6 7.2. Construction of New Icebreakers 128 History of the Russian Nuclear Industry 8 7.3. New Products 128 ROSATOM Today 10 7.4. Digitization of Operations 128 Key Results in 2019 14 7.5. Activities of FSUE Hydrographic Enterprise 129 Key Events in 2019 15 7.6. Plans for 2020 and for the Medium Term 130 Address by the Chairman of the Supervisory Board 16 Address by the Director General 17 CHAPTER 8. EFFECTIVE MANAGEMENT OF RESOURCES 132 Address by a Stakeholder Representative 18 8.1. Corporate Governance 135 Financial and Economic Results 20 8.2. Risk Management 141 8.3. Performance of Government Functions 155 CHAPTER 2. STRATEGY FOR A SUSTAINABLE FUTURE 22 8.4. Financial and Investment Management 158 2.1. Business Strategy until 2030 24 8.5. ROSATOM Production System 164 2.2. Sustainable Development Management 28 8.6. Procurement Management 168 2.3. Value Creation and Business Model 34 8.7. Internal Control System 172 8.8. Prevention of Corruption and Other Offences 174 CHAPTER 3. CONTRIBUTION TO GLOBAL DEVELOPMENT 40 3.1. Markets Served by ROSATOM 42 CHAPTER 9. DEVELOPMENT OF HUMAN POTENTIAL 176 3.2. International Cooperation 55 AND INFRASTRUCTURE 3.3. International Business 63 9.1. -
ROSATOM Profile & Projects: Driven by Global Energy Challenges
ROSATOM Profile & Projects: Driven by Global Energy Challenges Vadim Titov Vice president, ROSATOM International Network Head of Rosatom Central Europe Varna, 15 June 2016 Global energy challenges: Reduction of CO2 Emissions Global Priorities of Energy Policy • Low CO2 power generation • Reduce local air pollution COP21 requirements Cost Optimization of Energy Environment Supply • Substantially increased energy efficiency • Increase competitiveness by using least-cost approaches for supply expansion Security of Supply Sustainability • Install new capacities and diversify the energy mix Economics Security of Supply • Baseload electricity needs • Reduce import dependency Electricity Prices Baseload Electricity 2 Russia’s commitment to COP21 principles: CO2 emission from fuel combustion in 2013 COP21 calls for urgent actions to stop the climate change by lowering CO2 emissions and transition to non-carbon economies Russia supports COP21 approaches: by 2030 all Russian NPPs will help to avoid 711 million tonnes of CO2 emissions per year During 60 years of Rosatom NPPs operation worldwide By 2030 all Russian design NPPs 15,344 MtCO2 were saved around the world will help to avoid (equivalent of 38 electricity plants with unit installed 2,4 billion tonnes of CO2 emissions capacity of 1000 MWh operating on coal during 60 years) per year In Russia 168 MtCO2 were saved – 10% of total yearly CO2 emission from fuel combustion 3 4 Challenge: Electricity price Solution: Make a kWh-based Sources: IEA, Transitional offer to a customer Markets Consultancy -
Annual Report 2012 Safety Efficiency Responsibility
ANNUAL REPORT 2012 SAFETY EFFICIENCY RESPONSIBILITY Rosenergoatom ANNUAL REPORT 2012 Rosenergoatom 4 Concern OJSC Concern OJSC 5 ANNUAL REPORT ROSENERGOATOM CONCERN ROSENERGoatoM OJSC KEY FINANCIAL CONCERN OJSC 2012 AND BUSINESS INDICATORS FOR 2010–2012, MLN RUBLES Item 2010 2011 2012 Registered capital 461,515 530,012 530,012 Revenue 210,223 201,405 200,526 Net exports revenue 90 232 324.4 Total deducted key tax 17,092.38 18,386.04 21,094.15 amounts payable to budgets, including to: • federal budget 3,893.10 7,399.33 6,254.12 • local budget and 13,199.29 10,986.71 14,840.02 budgets of the Administrative ROSENERGOATOM CONCERN OJSC Subjects of the IS THE MOST EFFECTIVE GENERATING Russian Federation COMPANY IN THE YEAR 2012 Net profit 21,744 –2,913 –1,849 Rosenergoatom Concern OJSC has won the first place in the rating G“ enerating companies: Asset value 741,549 964,734 1,087,826 effectiveness in the market” completed by the specialists of Non-commercial partnership Net asset value 679,433 835,020 936,542 “Market council” based on the results of activity in the 2012. The rating of the generating companies’ Gross profit 121,588 92,050 76,115 effectiveness is calculated and published in the Automatized information system Total profit tax, charged 7,825.76 3,083.11 6,521.93 “Electricity and power markets” of Non-commercial and paid partnership “Market council”. The rating includes the information about the results of activity Dividends payable 847 0 0 total of 77 generating companies in Russia.