The priorities

IDGC of Urals, one of the largest energy companies in the Urals region, exploits the grid complex in the Sverdlovsk, Chelyabinsk and Perm regions. According to the aims of the energy sector reforms and the Charter, our goals are:
  • Implementation of national energy policy;
  • Creation of favorable conditions for efficient network performance;
  • Efficient exploitation and centralized grid management;
  • United investment and fund raising strategy for overall network development;
  • Elaboration and implementation of scientific and technical policy as well as new cutting-edge equipment and technologies;
  • Trouble-free and reliable energy supply all over the service area and profitmaking.

Intensive residential construction with collaborative infrastructure development as well as industrial growth and new industrial construction in 2006-2008 has lead to critical load levels of the existing networks. Even now, when consumption decreased, the load level of some 35-110 kV substations exceeds critical levels. Output deficit zones in 110-220 kV networks are as follows: the Sverdlovsk region (Serov-Bogoslovsk and Sverdlovsk load nodes), the Chelyabinsk region (Chelyabinsk, Chebarkul- Miass, Zlatoust-Kropachevo load nodes), the Perm region (Perm-Zakamye and Berezniki-Solikamsk load nodes). The Company’s networks are ageing both physically and morally at existing construction and update tempo. Average depreciation of substations, cable and aerial lines is around 67%.

In this regard our strategic aims are:

1. Increased quality and reliability of services provided to end-users:

  • Created system on valid measurement of supply quality and reliability, based on the international standards, and its usage when investment and repair programs are being prepared.
  • Raised responsibility for target value achievement in terms of quality and reliability under the regulation system for all gridcos.
  • Satisfied demands of regional economies in terms of new network connections.
  • Achieved target values by 2016:
    • SAIFI: up to 2 times per consumer per annum;
    • SAIDI: up to 60 minutes per consumer per annum;
    • Share of incidents when equipment is shutdown with partial or wrongful metering information: up to 3%;
    • Voltage stability (share of consumers that did not experience voltage peaks over 10%): not less than 95%;
    • Share of lost incoming calls from residents by call centers: up to 5%;
    • Average answering interval of a call-center (IVR-systems): up to 15 minutes for 20% of the longest answering intervals;
    • Accumulated overdue applications for connection/ Number of incoming calls – up to 5% per annum.

2. Retained tariff sources for investments in network update and development:

  • Retained RAB-system with adjusted parameters as well as increased transparency during tariff settlement and preparation of investment programs of all gridcos.
  • Solved problem related to payment failures by energy sales companies due to raised owner responsibilities, arrangement of contracts with them on the part of IDGC, liquidation of unfair energy sales companies.
  • Achieved target values by 2016:
    • Market share in terms of RGR: no less than 80% (including RGR of EESK, OAO);
    • Overdue receivables: up to 2% of the RGR.

3. Increased investment efficiency:

  • Increased efficiency of investments into the existing networks due to efficient ranking and selection of projects, outcome monitoring.
  • High load of commissioned facilities due to more precise demand plans, revised criteria for closing power centers, stage-by-stage construction as well as boosting motivation of various IDGC divisions.
  • Decreased unit construction costs due to typical technical solutions, increased transparency of unit costs.
  • Increased investment efficiency due to the CPM system.
  • Achieved target indicators by 2016:
    • Unit capex costs per one applicant: 30% decrease by 2014 (in real terms);
    • Load of new substations within 4 years after the launch (using n-1 scheme): no less than 45%;
    • Capital charges: below the regulator’s quota no less than by 2%.

4. Energy-saving and loss decrease:

  • Launched metering systems that meet demands of the standards on technical metering policy for IDGCs in a volume stipulated by the approved programs on perspective metering system development, metering equipment level on the retail energy market totaling 19.8% by 2017.
  • United system on energy saving and efficiency increase in IDGC branches and decreased target loss indicator – from 9.7% (2012) to 9.2% (2015), at the same time ensuring measures taken to find reserves for loss decrease down to 8.2% by 2020 (in comparable conditions, last mile consumers excluded).

5. Increased opex efficiency:

  • Optimized expenses on repair, exploitation, management and auxiliary functions due to the asset management program and increased labor productivity.
  • Personnel development, including training and exchange of knowledge, increased determination for KPIs completion and professional growth, effective evaluation and promotion of best employees.
  • Achieved target indicators by 2016:
    • Reduced opex per a consumer by 20% in comparison to 2011.

6. Increased IDGC transparency:

  • Increased transparency in IDGC and its SACs by information transparency as well as implementation of the regulator negotiation principle – tariff vice quality and reliability.
  • Focused policy to enhance confidence in IDGC.
  • Achieved target indicators by 2016:
    • Completeness of information disclosed by branches and IDGC via the Internet: 100% of the branches disclose key information via the Internet;
    • Increased share of consumers with positive perception of IDGC (its branches): no less than 50% of consumers recognizing the brand.