PJSC Inter RAO 2016 Annual Report

Total Page:16

File Type:pdf, Size:1020Kb

PJSC Inter RAO 2016 Annual Report PJSC Inter RAO 2016 Annual Report Informational translation Preliminarily approved by the Board of Directors Of PJSC Inter RAO on May 05, 2017 (Minutes No. 198 of the meeting of the Board of Directors dated May 05, 2017) Going the extra mile Chairman of the Management Board Boris Kovalchuk Chief Accountant Alla Vainilavichute 1 Contents 1 Address of the Chairman of the Board of Directors of PJSC Inter RAO. ....................................................................................................... 6 2 Address by the Chairman of the Management Board of PJSC Inter RAO ..................................................................................................... 8 3 Inter RAO Group today ................................................................................................................................................................................ 10 3.1 Key results 2016 ..................................................................................................................................................................................... 12 3.2 History of Inter RAO Group .................................................................................................................................................................. 16 3.3 Inter RAO Group foot print ................................................................................................................................................................... 18 3.4 Group structure ..................................................................................................................................................................................... 19 3.5 Key indicators of the Group for 2014–2016 .......................................................................................................................................... 21 3.6 Position and main competitive strengths of Inter RAO Group in the energy market ........................................................................... 22 3.7 Investment advantages .......................................................................................................................................................................... 28 3.8 Electric power industry development prospects until 2035 .................................................................................................................. 34 4 Inter RAO Group development strategy and its implementation ................................................................................................................ 38 4.1 Strategy and long-term development programme ..................................................................................................................................... 38 4.2 Group business model ................................................................................................................................................................................ 41 4.3 System of key performance indicators ....................................................................................................................................................... 43 4.4 Investment activities .................................................................................................................................................................................. 50 4.5 Innovative development ............................................................................................................................................................................. 55 4.6. Energy efficiency enhancement ................................................................................................................................................................ 57 5 Inter RAO Group operations ........................................................................................................................................................................ 59 5.1 Key business results of the Group ............................................................................................................................................................... 59 5.2 “Generation in the Russian Federation” segment ...................................................................................................................................... 62 5.3 “Supply in the Russian Federation” segment ............................................................................................................................................. 78 5.4 “Trading” Segment ..................................................................................................................................................................................... 93 5.5 “Engineering” Segment ............................................................................................................................................................................ 102 2 5.6 Segment “Foreign assets” ......................................................................................................................................................................... 107 6 Corporate governance ................................................................................................................................................................................. 128 6.1 Following the high standards of corporate governance ...................................................................................................................... 128 6.2 Corporate governance model ................................................................................................................................................................ 131 6.3 General meeting of shareholders ......................................................................................................................................................... 132 6.4 Board of Directors .................................................................................................................................................................................135 6.5 Management Board ............................................................................................................................................................................. 163 6.6 Corporate control and risk management ............................................................................................................................................. 178 6.7 Information Disclosure and External Communications ..................................................................................................................... 195 7 Company on the capital markets and investor relations ............................................................................................................................ 205 8 Corporate social responsibility ................................................................................................................................................................... 218 8.1 Approach to sustainable development ................................................................................................................................................ 218 8.2 Contribution to the development of the regions of the Group’s operation ......................................................................................... 219 8.3 HR management .................................................................................................................................................................................. 225 8.4 Occupational Health and Industrial Safety ......................................................................................................................................... 238 8.5 Environmental policy .......................................................................................................................................................................... 245 8.6 Asset security ....................................................................................................................................................................................... 257 9 Key risks of Inter RAO Group ..................................................................................................................................................................... 260 10 Procurement ........................................................................................................................................................................................... 275 11 Analysis of Financial Results .................................................................................................................................................................. 282 12 Annexes ................................................................................................................................................................................................... 288 12.1 Associations and partnerships ............................................................................................................................................................. 288 12.2 Report of the revision commission ...................................................................................................................................................... 292 12.3 IFRS statements ..................................................................................................................................................................................
Recommended publications
  • Annual Report 2018
    ANNUAL REPORT 2018 CONTRIBUTION TO THE SUSTAINABLE DEVELOPMENT OF GLOBAL ENERGY Contents 1 ASSOCIATION 2 THE GLOBAL ENERGY PRIZE 4 Key Indicators 44 About the Award 11 Address by the President of the Association 48 The International Award Committee 14 Key Events of 2018 52 Nomination Process 24 History of the Association 53 Nomination Cycle 26 Association Members 54 Nominating Persons 27 Organizational Structure 54 Independent International Experts Pool 29 Mission and Values 55 National Award Support Committees 30 Development Strategy 56 2018 Nomination Cycle Results 35 International Cooperation 57 Award Laureates 40 Financial Results 64 Award Development 65 Position in the Industry 3 PROGRAMS OF THE ASSOCIATION 4 SUSTAINABLE DEVELOPMENT 68 Programs and Contests of the Association. 80 Corporate Governance Development Plans 89 Internal Control and Audit 70 The Energy of Youth Contest 90 Implementation of IT-solutions 72 The Energy of Breakthrough Contest 91 HR Policy 74 The Energy of Thought Scientific Symposium 93 Interaction with Stakeholders 75 The Energy of Knowledge Program 96 Work with Award Laureates and Program Winners 76 The Energy of Education Program 77 The Energy of Inspiration Award 77 The Energy of Words International Media Contest 118 GLOSSARY 119 DISCLAIMER 119 CONTACT DETAILS 120 ANNEXES 120 1. About the Report 121 2. GRI Content Index 126 3. Financial Statements for 2018 130 4. Conclusion on the Results of the Audit of the Association Activities 132 5. Feedback Form TRANSFORMATION ASSOCIATION FOR FUTURE GROWTH 1 OUR ASSOCIATION HELPS TO SHAPE THE ENERGY OF THE FUTURE BY SUPPORTING ADVANCED SCIENTIFIC AND TECHNOLOGICAL DEVELOPMENTS AND STIMULATING 3 INTERNATIONAL ENERGY COOPERATION IN THE INTERESTS CORE ACTIVITIES OF ALL HUMANKIND.
    [Show full text]
  • Investment in Production Development: Leading Industries
    Yaroslavl region INVESTMENT IN PRODUCTION DEVELOPMENT: LEADING INDUSTRIES CONTENTS The Yaroslavl region 01 The Yaroslavl region: general information 5 02 The Yaroslavl region: economic potential 7 The Yaroslavl region: leading industries 8 03 Leading industries: prospective sectors for localization 04 and technology partnership in the region 11 Ship building and marine equipment 12 Power engineering, electrical and cable industries 16 Engine building 20 Chemical engineering complex 22 CLUSTERS Production of road building and municipal machinery 26 Personnel training and education 30 05 Investment in production development 35 06 Prepared investment projects 35 Investor supporting measures 40 The government of the Yaroslavl region provides facilities for development of real economy industry sectors and for implementation of investment projects focusing on improving industrial competitiveness and export potential. Strengthening cooperation with large state corporations ensures intensive development of high-tech manufacture, innovative ventures and region’s economic development. In recent years the Yaroslavl region has demonstrated a steady industrial production growth; in the first quarter of 2019 industrial production index was almost 123% (102% for Russia). Pharmaceutical cluster enterprises that constantly expand participating companies significantly contribute to the industrial development. Large projects are being implemented in the Yaroslavl region by Takeda Pharmaceuticals, R-Farm, NT Pharma, Vita Pharma and Teva companies. Drug quality test laboratory of the Federal Service for Surveillance in Healthcare is to be put in operation in 2019. Last year production of the Ninlaro innovative drug began, promoting Russian pharmaceutical industry to a fundamentally new development level. Previously such drugs were released into civil circulation only in five countries (Japan, France, USA, Germany, and Austria).
    [Show full text]
  • Capital Markets Day Presentation (Moscow)
    Capital markets day Efficiency and stability are the name of the game December 8, 2016 Moscow, Russia Capital markets day Agenda Nikolay Shulginov Chairman of • Opening remarks. Preliminary results of 1 the Management Board – RusHydro Group in 2016 General Director George Rizhinashvili • RusHydro Group Development Strategy Management Board member, 2 • Overview of capital raising to refinance RAO ES First Deputy General Director East debt Sergey Kirov Management Board member, • Optimization of capital and operating costs 3 First Deputy General Director • Operating efficiency improvement plan Q&A session 2 Capital markets day RusHydro: the leading Russian utilities and renewables company No. 2 Russian power generation company, GW No.3 world’s hydropower co. by capacity, GW 15% 15% 11% 10% 7% 6% 38.9 38.2(2) 29 27 19 16 38 36 30(2) 29 28 26 Source: companies’ data, System operator Source: companies’ data 15% - share of total installed capacity of Russia No.6 heat producer in the world, mn GCal 12% of total Russia’s electricity output in 2015 12% (2) 1,050 TWh 117 108 45 39 37 31 25 Source: companies’ data Source: companies’ data, System operator 3 Capital markets day RusHydro – a leading Russian genco Russia’s largest genco and one of the world’s largest publicly-traded predominantly hydro generation companies, with capacity of 38.7 GW (ca. 16% of the Russian total) The biggest winner from electricity market liberalization in Russia due to extensive exposure to low- cost hydro generation A developing and succesful dividend story: 5 consecutive
    [Show full text]
  • An Overview of Boards of Directors at Russia's Largest Public Companies
    An Overview Of Boards Of Directors At Russia’s Largest Public Companies Andrei Rakitin Milena Barsukova Arina Mazunova Translated from Russian August 2020 Key Results According to information disclosed by 109 of Russia’s largest public companies: “Classic” board compositions of 11, nine, and seven seats prevail The total number of persons on Boards of the companies under study is not as low as it might seem: 89% of all Directors were elected to only one such Board Female Directors account for 12% and are more often elected to the audit, nomination, and remuneration committees than to the strategy committee Among Directors, there are more “humanitarians” than “techies,” while the share of “techies” among chairs is greater than across the whole sample The average age for Directors is 53, 56 for Chairmen, and 58 for Independent Directors Generation X is the most visible on Boards, and Generation Y Directors will likely quickly increase their presence if the impetuous development of digital technologies continues The share of Independent Directors barely reaches 30%, and there is an obvious lack of independence on key committees such as audit Senior Independent Directors were elected at 17% of the companies, while 89% of Chairs are not independent The average total remuneration paid to the Board of Directors is RUR 69 million, with the difference between the maximum and minimum being 18 times Twenty-four percent of the companies disclosed information on individual payments made to their Directors. According to this, the average total remuneration is approximately RUR 9 million per annum for a Director, RUR 17 million for a Chair, and RUR 11 million for an Independent Director The comparison of 2020 findings with results of a similar study published in 2012 paints an interesting dynamic picture.
    [Show full text]
  • Annual Report 2014
    APPROVED: by the General Shareholders’ Meeting of Open Joint-Stock Company Enel Russia on June 17, 2015 Minutes № 2/15 dd. June 17, 2015 PRELIMINARY APPROVED: by the OJSC Enel Russia Board of Directors on April 22, 2015 Minutes № 05/15 dd. April 22, 2015 2014 ANNUAL REPORT General Director of OJSC Enel Russia June ___, 2015 __________ / K. Palasciano Villamagna/ Chief Accountant of OJSC Enel Russia June ___, 2015 _________ / E.A. Dubtsova/ Moscow 2015 TABLE OF CONTENTS 1. Address of the company management to shareholders .................................................................... 4 1.1. Address of the chairman of the board of directors .................................................................... 4 1.2. Address of the general director .................................................................................................. 6 2. Calendar of events ............................................................................................................................ 8 3. The company’s background............................................................................................................ 11 4. The board of directors report: results of the company priority activities ...................................... 12 4.1. Financial and economic performance of the company ............................................................ 12 4.1.1. Analysis of financial performance dynamics in comparison with the previous period........ 12 4.1.2. Dividend history ..................................................................................................................
    [Show full text]
  • a Leading Energy Company in the Nordic Area
    - a leading energy company in the Nordic area Presentation for investors September 2007 Disclaimer This presentation does not constitute an invitation to underwrite, subscribe for, or otherwise acquire or dispose of any Fortum shares. Past performance is no guide to future performance, and persons needing advice should consult an independent financial adviser. 2 • Fortum today • European power markets • Russia • Financials / outlook • Supplementary material 3 Fortum's strategy Fortum focuses on the Nordic and Baltic Rim markets as a platform for profitable growth Become the leading Become the power and heat energy supplier company of choice Benchmark business performance 4 Presence in focus market areas Nordic Generation 53.2 TWh Electricity sales 60.2 TWh Distribution cust. 1.6 mill. Electricity cust. 1.3 mill. NW Russia Heat sales 20.1 TWh (in associated companies) Power generation ~6 TWh Heat production ~7 TWh Baltic countries Heat sales 1.0 TWh Poland Distribution cust. 23,000 Heat sales 3.6 TWh Electricity sales 8 GWh 2006 numbers 5 Fortum Business structure Fortum Markets Fortum's comparable Large operating profit in 2006 NordicNordic customers EUR 1,437 million Fortum wholesalewholesale Small Power marketmarket customers Generation Nord Pool and Markets 0% bilateral Other retail companies Deregulated Distribution 17% Regulated Transmission Power and system Fortum Heat 17% Generation services Distribution 66% 6 Strong financial position ROE (%) EPS, cont. (EUR) Total assets (EUR billion) 20 1.50 1.42 20.0 16.8 17.5 17.3 1.22 18 15.1
    [Show full text]
  • Atti Parlamentari
    Camera dei Deputati – 530529 – Senato della Repubblica XVII LEGISLATURA - DISEGNI DI LEGGE E RELAZIONI - DOCUMENTI - DOC. XV N. 614 %di Denominazione Capitale Metodo di Detenuta %di possesso sociale Sede legale Nazione sociale Valuta Attività consol(damento da possesso del Gruppo Enel Green Power Rio de Janeiro Brasile 144.640.892,85 BRL Produzione e vendita integrale Enel Green 1,00% 100,00% Cristal E61ica SA di energia elettrica da Power fonte rinnovabile Desenvolvimento ;Ltda Enel Green 99,00% PowerBrasil Participaçòes Ltda Enel Green Power Rio de Janeiro Brasile 1.000.000,00 BRL Produzione di energia Integrale Enel Green 99,90% 99,90% Cristalandia I E6lica SA elettrica da fonte Power Brasi! rinnovabile Participaçées Ltda Enel Green Power Rio de Janeiro Brasile 1.000.000,00 BRL Produzione di energia Integrale Enel Green 99,90% 99,90% Cristalandia Il E61ica SA elettrica da fonte Power Brasi! rinnovabile Participaçoes Ltda Enel Green Power Rio de Janeiro Brasile 70.000.000,00 BRL Produzione di energia Integrale Enel Green 1,00% 100,00% Damascena E61ica SA elettrica da fonte Power rinnovabile Desenvolvimento Ltda Enel Green 99,00% Power Brasil Participaçées Ltda Enel Green Power del Santiago Cile 1.000.000,00 CLP Produzione di energia Integrale Enel Green 100,00% 99,91% Sur SpA (già Parque elettrica da fonte Power Chile Ltda E61ico Renaico SpAJ rinnovabile Enel Green Power Rio de Janeiro Brasile 70.379.344,85 BRL Produzione di energia Integrale Enel Green 99,90% 99,90% Delfina A E6lica SA elettrica da fonte Power Brasil rinnovabile Participaçoes
    [Show full text]
  • Russian Museums Visit More Than 80 Million Visitors, 1/3 of Who Are Visitors Under 18
    Moscow 4 There are more than 3000 museums (and about 72 000 museum workers) in Russian Moscow region 92 Federation, not including school and company museums. Every year Russian museums visit more than 80 million visitors, 1/3 of who are visitors under 18 There are about 650 individual and institutional members in ICOM Russia. During two last St. Petersburg 117 years ICOM Russia membership was rapidly increasing more than 20% (or about 100 new members) a year Northwestern region 160 You will find the information aboutICOM Russia members in this book. All members (individual and institutional) are divided in two big groups – Museums which are institutional members of ICOM or are represented by individual members and Organizations. All the museums in this book are distributed by regional principle. Organizations are structured in profile groups Central region 192 Volga river region 224 Many thanks to all the museums who offered their help and assistance in the making of this collection South of Russia 258 Special thanks to Urals 270 Museum creation and consulting Culture heritage security in Russia with 3M(tm)Novec(tm)1230 Siberia and Far East 284 © ICOM Russia, 2012 Organizations 322 © K. Novokhatko, A. Gnedovsky, N. Kazantseva, O. Guzewska – compiling, translation, editing, 2012 [email protected] www.icom.org.ru © Leo Tolstoy museum-estate “Yasnaya Polyana”, design, 2012 Moscow MOSCOW A. N. SCRiAbiN MEMORiAl Capital of Russia. Major political, economic, cultural, scientific, religious, financial, educational, and transportation center of Russia and the continent MUSEUM Highlights: First reference to Moscow dates from 1147 when Moscow was already a pretty big town.
    [Show full text]
  • Enel Russia Discloses Its 2020 Financial Results
    Media Relations PJSC Enel Russia Pavlovskaya 7, bld. 1, Moscow, Russia T +7(495) 539 31 31 ext. 7824 [email protected] enel.ru ENEL RUSSIA DISCLOSES ITS 2020 FINANCIAL RESULTS • 2020 financial results are expectedly lower compared to the previous year, mostly due to change in assets perimeter • Enel Russia’s performance was affected by weak market context due to the continuing low economic activity caused by the COVID-19 pandemic • Throughout 2020 Enel Russia was focused on ensuring continuous business operations and on completing its ongoing construction projects, considering the outbreak of COVID-19 MAIN FINANCIAL HIGHLIGHTS (millions of RUB) 2020 2019 Change Revenues 44,037 65,835 -33.1% EBITDA 9,017 15,318 -41.1% EBIT 5,532 2,842 +94.7% Ordinary EBIT 6,595 11,039 -40.3% Net income 3,625 896 +304.6% Ordinary net income 4,467 7,453 -40.1% Net debt at the end of the period 13,697 4,171 +228.4% Stephane Zweguintzow, General Director of Enel Russia, said: “The change in the company’s assets perimeter after the disposal of Reftinskaya GRES and lower economic activity due to the COVID-19 pandemic were the main factors impacting our ordinary 2020 results. In a challenging context characterized by the pandemic, our company focused on ensuring continuous business operations and actively invested in its renewable projects realization.” Moscow, March 16th, 2021 – PJSC Enel Russia has published its audited consolidated financial statements for 2020 in accordance with the International Financial Reporting Standards (IFRS). • Revenues showed negative dynamics year-over-year mostly due to: – a decrease in electricity and capacity sales considering the company’s new perimeter after Reftinskaya GRES disposal; – a decline in market electricity (DAM) prices, as a result of lower demand in the energy system, caused by weak economic activity due to the COVID-19 pandemic, coupled with stable supply by 1 PJSC Enel Russia – Pavlovskaya 7, bld.
    [Show full text]
  • 2018 FIFA WORLD CUP RUSSIA'n' WATERWAYS
    - The 2018 FIFA World Cup will be the 21st FIFA World Cup, a quadrennial international football tournament contested by the men's national teams of the member associations of FIFA. It is scheduled to take place in Russia from 14 June to 15 July 2018,[2] 2018 FIFA WORLD CUP RUSSIA’n’WATERWAYS after the country was awarded the hosting rights on 2 December 2010. This will be the rst World Cup held in Europe since 2006; all but one of the stadium venues are in European Russia, west of the Ural Mountains to keep travel time manageable. - The nal tournament will involve 32 national teams, which include 31 teams determined through qualifying competitions and Routes from the Five Seas 14 June - 15 July 2018 the automatically quali ed host team. A total of 64 matches will be played in 12 venues located in 11 cities. The nal will take place on 15 July in Moscow at the Luzhniki Stadium. - The general visa policy of Russia will not apply to the World Cup participants and fans, who will be able to visit Russia without a visa right before and during the competition regardless of their citizenship [https://en.wikipedia.org/wiki/2018_FIFA_World_Cup]. IDWWS SECTION: Rybinsk – Moscow (433 km) Barents Sea WATERWAYS: Volga River, Rybinskoye, Ughlichskoye, Ivan’kovskoye Reservoirs, Moscow Electronic Navigation Charts for Russian Inland Waterways (RIWW) Canal, Ikshinskoye, Pestovskoye, Klyaz’minskoye Reservoirs, Moskva River 600 MOSCOW Luzhniki Arena Stadium (81.000), Spartak Arena Stadium (45.000) White Sea Finland Belomorsk [White Sea] Belomorsk – Petrozavodsk (402 km) Historic towns: Rybinsk, Ughlich, Kimry, Dubna, Dmitrov Baltic Sea Lock 13,2 White Sea – Baltic Canal, Onega Lake Small rivers: Medveditsa, Dubna, Yukhot’, Nerl’, Kimrka, 3 Helsinki 8 4,0 Shosha, Mologa, Sutka 400 402 Arkhangel’sk Towns: Seghezha, Medvezh’yegorsk, Povenets Lock 12,2 Vyborg Lakes: Vygozero, Segozero, Volozero (>60.000 lakes) 4 19 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 30 1 2 3 6 7 10 14 15 4,0 MOSCOW, Group stage 1/8 1/4 1/2 3 1 Estonia Petrozavodsk IDWWS SECTION: [Baltic Sea] St.
    [Show full text]
  • POSITION About the Eleventh International Youth Film
    POSITION About the eleventh international youth film festival "Light to the world", dedicated to the 800th anniversary of the birth of the Holy Grand Duke Alexander Nevsky. (May 12-15, 2021, Yaroslavl oblast) (The date of the final can be changed to an indefinite period in connection with the pandemic) "I am the light of the world; he who follows Me shall not walk in darkness, but shall have the light of life" (Jn. 8: 12) 1. Objective: to promote the spiritual, moral, Patriotic and aesthetic education of the modern youth. 2. Tasks: - create an environment of healthy creative communication between children's and youth film studios and individual young film enthusiasts; - provide methodological and practical assistance to specialists working in the field of children's and youth film-making, as well as education and upbringing of children and youth; - identify and support gifted children; - identify and support young film enthusiasts and film enthusiasts who make films for children, promote traditional spiritual and moral values, patriotism, and a healthy lifestyle. 3. The organizers of the competition: The festival is co-organized by the Rybinsk diocese of the Russian Orthodox Church and the National copyright holders support Fund (Moscow). The project is being implemented in 2021 using a grant from the President of the Russian Federation for the development of civil society provided by the presidential grants Fund. The festival is supported by the administration of the Yaroslavl region and its subjects, state, commercial and public structures, PIA " Russian chronicle "(Yaroslavl), the center" Sunny " (Rybinsk), the gallery of modern Orthodox art and painting" Under the Holy cover " (Uglich), as well as the media.
    [Show full text]
  • 1 Public Joint Stock Company ROSSETI 2020 ANNUAL
    Public Joint Stock Company ROSSETI 2020 ANNUAL FINANCIAL REPORT in compliance with the UK Disclosure and Transparency Rules April 2021 Moscow 1 Company review In accordance with Russian Federation Presidential Decree No. 1567 of November 22, 2012 "On Open Joint Stock Company Russian Grids" and the Electric Grid Sector Development Strategy No. 511-r of April 3, 2013, the following functions are assigned to ROSSETI: strategic functions; coordinating functions; supervising functions; addressing the institutional challenges facing the entire industry; participation in the consolidation of local grid operators (LGOs) in order to ensure the required level of reliability and quality of power supply to consumers. History 1992–2008 2003–2008 2008–2013 2014–… Establishment and Restructuring the energy Structuring of the ROSSETI Development and digital activities of RAO industry Group transformation of the UES of Russia JSC ROSSETI Group 1992 Based on the 2003 The Board of Directors of RAO 2012 The Decree of the President of 2017 Ordinary shares of Decree of the UES of Russia JSC developed and the Russian Federation sets out the PJSC ROSSETI were transferred to President of the adopted the strategy of RAO UES of main tasks for further restructuring Level 1 quotation list of the Moscow Russian Federation Russia JSC for 2003–2008 (5 + 5) of the sector, including the Exchange; PJSC ROSSETI's securities which was aimed at creating a RAO UES of Russia, a establishment of JSC ROSSETI to were included in the FTSE4Good competitive market in certain Russian energy improve the efficiency and Emerging Index calculation base segments of the industry, improving development of the electric grid grounded on sustainability criteria.
    [Show full text]