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      1. 3.1.1 Macroeconomic and Industry Review, Market share
      2. 3.1.2 Development Strategy
      3. 3.1.3 Contribution to Achieving the UN Sustainable Development Goals
      4. 3.1.4 Key Performance Indicators
      5. 3.1.5 Key Risks
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Document for 2020

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3.1.2 Development Strategy

Strategic planning in OAOOpen Joint-Stock Company IDGCInterregional Distribution Grid Company of Urals is aligned with the goals and objectives, outlined in the Development Strategy of the Rosseti Group until 2030, and focused on the implementation of industry strategic planning documents, incl. Energy Strategy of the Russian Federation[1] and Strategy for Development of the Electric Grid Sector of the Russian Federation[2].

The Development Strategy of the Rosseti Group stipulates transition to a ‘modern innovative infrastructure’ business model. The primary strategic goals of the Rosseti Group are:

— Provision of reliable and high-quality electricity supply at a given level;

— Enhancement of total shareholder return;

— Provision of resilience to changes of global and domestic electricity markets.

OAOOpen Joint-Stock Company IDGCInterregional Distribution Grid Company of Urals’ Policy is focused on strict compliance with statutory and other requirements in service delivery, holistic change and improvement of business by implementing digital technologies and expanding service areas as well as creating safe and comfortable labor conditions for the personnel.

To achieve the strategic goals of the Rosseti Group the following program documents on the key lines of business were developed and approved:

OAOOpen Joint-Stock Company IDGCInterregional Distribution Grid Company of Urals’ Goals for 2021 were set for a short-term period with consideration of unattainable goal risks (risks of business operations and functional risks), to comply with:

  1. Strategic goals of the Rosseti Group.
  2. Strategic priorities of industry development, as stated in the Strategy for Development of the Electric Grid Sector of the Russian Federation.
  3. Figures of the Company’s revised business plan for 2021-2025.
  4. C-level KPIkey performance indicators system of the Company.
  5. RK ISM-MRSK-01 “OAO IDGCInterregional Distribution Grid Company of Urals’ Integrated Management System Guidelines”.

OAOOpen Joint-Stock Company IDGCInterregional Distribution Grid Company of Urals’ Goals for 2021:

  1. Zero rate of injuries among the personnel and outsiders due the Company’s fault and mistakes and wrongful actions of the personnel.
  2. Enforcement of reliability and quality of service indicators, approved by regional tariff regulators.
  3. Provision of connection for consumers, ready to be connected to the Company’s networks, in a timely manner.
  4. Improvement of the customer service level.
  5. A 3% increase of the Company’s digital transformation index by executing activities envisaged by the roadmap on implementation of the Digital Transformation Program equal to 2021 figures.
  6. Opex reduction by at least 2% YoYyear on year in comparable conditions (prices), adjusted for equipment quantity.
  7. Increase of FY2021financial year 2021 revenues against FY2020financial year 2020 figures, incl. due to a 1% increase of revenues from additional (non-tariff) services on 2020.
  8. Target execution of the investment program at least by 95% of the volume approved, in compliance with terms and procedures stipulated by the laws.
  9. Provision of efficient use of energy resources by:
    • securing in-process energy consumption at a maximum of 6.63% of total supply;
    • cutting consumption for economic needs by at least 3% against FY2020financial year 2020 base numbers;
    • reducing consumption of engine fuel by motor transport and special-purpose vehicles by at least 3% against FY2020financial year 2020 real numbers (in comparable conditions), adjusted for changes in the number of motor transport and special-purpose vehicles and volumes of transportation.
  10. Keeping staffing levels for production personnel at or above 97%.
  11. Implementation of the Environmental Policy with respect to prevention of negative environmental impact in the course of operations through planning and 100% execution of the environmental strategy.

In 2021, the Company’s goals were accomplished, our end-of-the-year progress in goal achievement is as follows:

— Reliability and quality of service targets achieved;

— Customer service level increased (through development of interactive channels and achievement of annual satisfaction indicator related to F2Fface-to-face and in-absentia customer service);

— Consumers, ready to be connected to the Company’s networks, connected in a timely manner;

— In-process energy consumption is 6.85% (≤ 6.96%) of total supply;

— Index of digital transformation increased by 3.435%;

— Opex reduced by 3%+ YoYyear on year.

— Revenues from additional (non-tariff) services increased by 56% YoYyear on year.

To achieve the Company’s goals for 2022 we intend to:

— Enforce zero rate of injuries among the personnel and outsiders due to the Company’s fault and mistakes and wrongful actions of the personnel;

— Enforce fulfilment of reliability and quality of service indicators;

— Implement the 2022 roadmap activities related to the implementation of the 2020-2030 Digital Transformation Program, namely:

— Reduce opex by 2% on 2021 (net of expenses on maintenance and repair and wage expenses in comparable conditions (prices), adjusted for changes in quantity of equipment);

— Increase FY2022financial year 2022 revenues against FY2021financial year 2021 figures,

— Promote additional (non-tariff) services, increase revenues by 1% on 2021;

— Promote efficient consumption of energy resources by:

The Company’s target benchmark: build-up of a unified network area in the areas of the Company’s presence through consolidation of municipal grids, extensive renovation of networks, higher energy saving, application of energy-efficient technologies, set up of the smart electricity distribution system, establishment of efficient asset management and optimal environment for reliable and safe energy supply, transition to the networks of new technological patterns with completely new characteristics of reliability, efficiency, accessibility, controllability and customer-friendliness.

2024 performance targets:

Indicators 2021 actual value 2025 target value
SAIDISystem Average Interruption Duration Index 1.315 1.01
SAIFISystem Average Interruption Frequency Index 0.877 0.69
Losses 6.59% 6.51%
R&Dresearch and development expenses / Own revenues 0.14% 0.19%
Increase of labor productivity 19.13% ≥ 25% (on 2020 base numbers)
Reduction of opex 4.7% 3.7%
Non-tariff revenues from other activities / own GRRgross revenue requirement 1.89% 5.02%
Indicators 2021 actual value 2025 target value
SAIDISystem Average Interruption Duration Index 1.315 1.01
SAIFISystem Average Interruption Frequency Index 0.877 0.69
Losses 6.59% 6.51%
R&Dresearch and development expenses / Own revenues 0.14% 0.19%
Increase of labor productivity 19.13% ≥ 25% (on 2020 base numbers)
Reduction of opex 4.7% 3.7%
Non-tariff revenues from other activities / own GRRgross revenue requirement 1.89% 5.02%