HR policy

Our HR policy is an integral and objective HR strategy that unites various forms, methods and models of HR work and is aimed at creating team-oriented responsible and efficient personnel able to respond adequately to rapidly changing market requirements.

Main directions of HR policy in 2011 were:
  • Improvement of personnel selection and development system with a view to current and future tasks of the Company;
  • Retention of special (deficit) personnel category;
  • Enhancement of cooperation and interaction range with educational institutions (2nd and 3rd levels of education, additional training);
  • Personnel juvenation, especially operational personnel (workers and engineers);
  • Preparation of united local document regulating development of personnel reserve, selection of candidates to personnel reserve and individual development plans for reserve members;
  • Development of stimulating mechanisms for interest enhancement and job satisfaction;
  • Engagement of personnel in management, interaction of management and trade unions and other staff unions.

Personnel structure and headcount

Personnel structure and headcount

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Personnel availability level as of 2011 is 98%. Insignificant upsurge of personnel turnover is due to stabilization of labor market, increase of vacancies and salary offers. Shares of senior and middle officers, specialists/clerks and workers has not changed and are optimally balanced. At the same time, the share of workers dominates in the personnel structure due to technological processes requiring immense labor costs.

  Permenergo Sverdlovenergo Chelyabenergo
Total, including: 3 980 4 248 3 680
Senior and middle officers 750 772 662
Specialists/clerks 1 378 1 595 1 448
Workers 1 852 1 881 1 570

Age structure is characterized by the domination of personnel up to 35 years (38%) and 45-pensioners (32%). This enables us to retain intergenerational continuity, actively engaging the most qualified and experienced staff in mentoring. Dynamics of age structure in 2009-2011 shows a sustainable personnel juvenation. The share of employees up to 35 years grew by 4%. To retain the trend we regularly take various measures, including development of social programs on the retirement of working pensioners and engagement of elderly professionals in teaching at Education Center of IDGC of Urals, OAO.

Personnel development and training

Analysis of educational structure in 2009-2011 shows a tendency of increased number of personnel with third-level education and decreased number of personnel with second-level education.

During the reported period the following training lines were arranged:
  • On-site training for operational personnel;
  • Obligatory external training, including our corporate training center;
  • Additional educational programs for all personnel categories arranged on the initiative of department heads, HR departments and personnel itself.

In 2011 operating personnel was trained at the corporate training center. Besides training at the corporate center, senior and middle managers and specialists were trained by educational institutions with licenses in energy industry, industrial, ecological and fire safety, labor protection (St. Petersburg, Ivanov and Kazan Energy Universities, UrFU, Urals State Mining University, etc.). Non-core staff is trained by various educational institutions of Ekaterinburg, Perm and Chelyabinsk, Moscow or St. Peterburg (IPK State Service, M-Logos).

In March 2011 IDGC of Urals, OAO and Schneider Electric, ZAO have opened a joint education center. The center is located at the premises of the corporate education center, has 3 training laboratories and a showroom with overall area equaling 120 sq.m. Courses are administered by the teachers from the education center who underwent special additional training and evaluation by Schneider Electric. Training rooms and laboratories are equipped by modern audio-visual gadgets, protection relay and electrical junction devices produced by Schneider Electric. The center also arranges scientific and technical conferences and workshops on modern technologies and equipment.

Targeted training of the personnel and students at high and technical schools as well as scholarship projects are integral and traditional components of personnel training.

Social policy

Social policy is one of the most important directions, components of internal policy of the Company aimed at securing personnel social stability using various social activities and programs. The Key objectives of our social program are:

  • Personnel and family care as well as veteran care;
  • Creation of socially responsible corporate image with a view to attract and retain highly-skilled workers;
  • Creation of favorable working atmosphere;
  • Provision of decent living for our pensioners.
Our social program stipulates important social projects, their implementation and financial resources. It includes:
  • Voluntary medical insurance;
  • Personnel accident and sickness insurance;
  • Medical services at aid posts;
  • Personnel treatment, including health resorts;
  • Health-promotion campaign for children;
  • Non-state pension coverage;
  • Various events for personnel and their families;
  • Veteran and youth care;
  • Corporate support of personnel in housing improvement;
  • Discounts, guarantees, compensations paid to the personnel as is stipulated by the collective agreement.

During the reported period 1 966 employees visited health resorts and 737 employee’s children visited all-year country and sanatorium resorts. All employees obtained medical treatment under VMI (outpatient, hospital, dental services). High-risk personnel were insured against accidents and sickness. A special attention was paid to joint cooperation of the Veteran Council and Young Professional Council: there were several joint activities, including a contest on best technical solution in 6-110 kV line exploitation, energy saving and efficiency, excursions on newly constructed facilities, etc.