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Annual Report 2018 ANNUAL REPORT 2018 Changing ourselves – strengthening Ukraine NAFTOGAZ FINANCIAL Integrated Oil midstream Gas domestic Gas RESULTS gas and downstream Gas transit transmission storage Ukrnafta Other UAH billion 137.8 118.4 73.9 72.3 227.5 256.3 36.1 2017 2018 27.6 27.2 27.0 11.3 13.0 1.0 1.8 1.4 1.4 REVENUES 1 2017 2018 2017 2018 2017 2018 2017 2018 2017 2018 2017 2018 2017 2018 211.0 189.0 190.0 200.0 162.1 723.1 603.7 96.3 2017 2018 30.2 28.8 21.6 30.0 15.0 18.3 11.0 8.6 ASSETS 2 2017 2018 2017 2018 2017 2018 20172017 20182018 2017 2018 2017 2018 2017 2018 28.0 29.0 41.2 38.6 10.4 6.7 9.3 2017 2018 4.0 2.0 0.9 0.6 NOPLAT 3 0.9 3.2 2.4 1.3 2.7 Net Dividend Tax Capital investments Net cash generated profit payments for 2017 payments (+80%) by operating activities 11.6 29.5 109.1 30.6 71.6 1 includes elimination of UAH 33.3 billion for operations within the group 2 unallocated assets - UAH 25.3 billion 3 adjusted operating result net of income taxes 2018 INTRODUCTION Address of supervisory board chair ��������������������������������������������������������������������6 CEO's address ������������������������������������������������������������������������������������������������������8 MARKET AND REFORMS Macroenvironment: a year of big challenges ���������������������������������������������������12 Global gas market ���������������������������������������������������������������������������������������������16 Global oil market �����������������������������������������������������������������������������������������������30 Unbundling ��������������������������������������������������������������������������������������������������������36 Key regulatory changes ���������������������������������������������������������������������������������� 40 OPERATIONS CONTENTS Naftogaz transformation �����������������������������������������������������������������������������������48 Integrated Gas Business Unit ����������������������������������������������������������������������������52 Oil Unit ��������������������������������������������������������������������������������������������������������������62 Technical Business Enabling Unit ����������������������������������������������������������������������68 Gas transmission and Storage Business Delivery Unit �������������������������������������76 Gas Transit ���������������������������������������������������������������������������������������������������������84 Ukrnafta PJSC ����������������������������������������������������������������������������������������������������88 New businesses� Energy service �����������������������������������������������������������������������90 Arbitration proceedings: Gazprom, Crimea, Ukrnafta �������������������������������������92 CORPORATE GOVERNANCE AND CSR Report of Naftogaz supervisory board �������������������������������������������������������������98 Corporate governance ������������������������������������������������������������������������������������105 Key managers and their remuneration �����������������������������������������������������������106 Risk management at Naftogaz group �������������������������������������������������������������108 Human resources management ���������������������������������������������������������������������112 Health and safety ��������������������������������������������������������������������������������������������118 Interaction with local communities ����������������������������������������������������������������124 Investments in energy efficiency ��������������������������������������������������������������������128 Ecology and environment protection �������������������������������������������������������������132 Procurement management�����������������������������������������������������������������������������142 FINANCIAL STATEMENTS Financial stability ���������������������������������������������������������������������������������������������146 Key performance indicators in 2018 ������������������������������������������������������������� 148 Auditor’s qualifications and related comments ���������������������������������������������152 Consolidated Financial Statements ����������������������������������������������������������������153 Independent Auditor’s Report ������������������������������������������������������������������������154 Consolidated statement of financial position�������������������������������������������������158 Consolidated statement of profit or loss ��������������������������������������������������������159 Consolidated statement of comprehensive income ��������������������������������������160 Consolidated statement of changes in equity ������������������������������������������������161 Consolidated statement of cash flows������������������������������������������������������������162 ADDITIONAL INFORMATION Determination of the content and the material topics of the report ��������������������������������������������������������������������������210 Material topics under GRI Standard ��������������������������������������������������������������212 Terms and abbreviations ���������������������������������������������������������������������������������217 Contacts ���������������������������������������������������������������������������������������������������������218 2 3 INTRODUCTION 4 5 ADDRESS OF SUPERVISORY BOARD CHAIR Clare Spottiswoode Supervisory board chair It is great privilege for me to chair and make the changes irreversible� To requirements and external Every year’s production depletes storage over 2019 to be available for consortium of potential partners for the Naftogaz supervisory board in such a do this, OECD recommendations on the independent audit; annual aggregate our oil and gas fields. To maintain 2020� Ukrainian GTS has been formed. We ex- difficult and important period for both corporate governance reform at Naftogaz reporting by the state-owner; passing production requires new investment, pect secondees from the consortium to be the company and Ukraine� should be implemented� the long-awaiting Law “On privatization and increasing production requires Since becoming Chair of Naftogaz su- embedded into the TSO well before June. of state and communal property”; and additional investment on top. With the pervisory board I have taken personal The international consortium’s involve- I had hoped to be part of crucial reforms In its report State-Owned Enterprise professionalizing board nomination government’s take of Naftogaz profits, responsibility to deliver TSO unbundling ment is expected to continue into 2020 to improve the quality of life for tens of Reform in the Hydrocarbons Sector practices. which was 50% in 2017, rose to 75% alongside our CEO, Andriy Kobolyev. To which should help to ensure both good millions of people and to enhance the in Ukraine issued in 2019, the OECD in 2018 and is proposed to be 90% in ensure everyone can hold Naftogaz to governance in the new unbundled TSO, energy security of a young democracy highlighted a number of positive changes The OECD also notes that the Ukrainian 2019 the company cannot fund the account we hold quarterly stakeholder and that the new TSO treats all customers fighting for its independence. The job in Ukraine, including the following: government needs to make a series level of investment required even to meetings to report on progress. We are in a non discriminatory way regardless of carries huge responsibilities. of important regulatory decisions to maintain production. It can only get the committed to delivering an unbundled the economic interests in its assets� • enacting the natural gas market accomplish the corporate governance funds necessary to invest in increasing TSO by June of this year, allowing time for The board’s key priority is to help law, which aimed to facilitate the reform at Naftogaz. First and foremost, production from external sources. Recent the necessary legal and legislative actions For Naftogaz to continue generate profit Naftogaz create great wealth for the implementation of the Third energy to empower the supervisory board with deterioration in Naftogaz’s charter and to be out in place to ensure a fully un- and create value for its ultimate owner – Ukrainian people. To do that, we need Package and other elements of the EU the necessary authority to carry out core its new dependence on government bundled TSO by 1 January 2020 when the the people of Ukraine – the government professional management and immunity acquis, and introducing transparent functions of hiring/firing of CEO, approve make the said sources somewhat less current contract with Gazprom expires. as a shareholder needs to ensure both to political interference. public service obligation (PSO) regime for strategy, financial and investment plans accessible, though this funding option the financial stability of the company categories of protected consumers; with as well as to assign an appropriate remains top priority for production In order to maintain our ability to pursue and the company’s independence from Over the past few years, Naftogaz has plans to align gas prices with the market; level of operational autonomy to the increase� our ongoing arbitration with Gazprom, government� become a showcase of successful reforms executive board and the CEO. The latter which could be worth USD 10�4-14�8 in a big Ukrainian state-owned company� • specifying a gas transit operator as includes eliminating the requirement Naftogaz’ transit contract with Gazprom billion, it is important for Naftogaz
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