2015 Annual Report


Market overview

Structure of the Unified Power System of Russia (UPS)

IDGC of Centre operates electricity transmission in 11 branches.

The current model of the Russian electricity industry evolved during the 2000s, driven by the restructuring of JSC RAO UES of Russia, a single entity engaged in the generation, transmission and supply of electricity and power.

The reform resulted in the creation of several independent joint stock companies, divided by the type of business:

System Operator (JSC SO UPS)

Manages the power system. Seven united power systems: East, Siberia, Urals, Middle Volga, South, Centre and Northwest, which, in turn, include 69 regional power systems.

Generating Companies

Generate electricity and heat (comprise over 700 power stations over 5 MW).

Grid Companies

Transmit and distribute electricity through high voltage networks (220 kV and above) and low voltage grids (0.4–110 kV). Comprise Federal Grid Company (JSC FGC UES), interregional and territorial grid companies.

Retail Companies

Supply electric energy and power to consumers.

The structural reforms made it possible to start creating sound market relations in the power sector.

IDGC of Centre takes monopoly position and is a key infrastructure company in economically developed regions of the European part of Russia.

Key industry indicators

The power sector is one of the leading sectors of the Russian economy, accounting for about 3% of Russia’s GDP. Therefore, the overall assessment of the market prospects of Russian power companies depends on Russia’s economic development and reinvestment opportunities, which are the key factors for the basic evaluation of companies and for the inflow of capital into industry.

Trend in consumer prices

1,008.25 bn kWh amounted the energy consumption in Russia in 2015
  • In 2015, the energy consumption in Russia amounted to 1,008.25 bn kWh.
  • Energy consumption reduction versus 2014 amounted to 5.61 bn kWh (0.55%).
  • The trend mainly depend on the temperature factor: in certain power systems, power consumption reduced significantly due to higher ambient temperatures versus 2014.
  • Apart from the temperature factor, in 2015 the power consumption in the UPS of Russia reduced due to the reduction of power consumption of some industrial plants.

Trend in industrial production

1.6 % electricity, gas and water production and distribution decreased
  • In 2015, production volumes continued to reduce.
  • Compared to 2014, production volumes decreased by 3.4%.
  • Electricity, gas and water production and distribution decreased by 1.6%.

Trend in consumer prices

15.5 % was the average inflation rate in 2015
  • In 2015, the average inflation rate was 15.5%. In the two last years, the inflation rate increased twice, exceeding 2011-2013; the average annual growth was 6.4%. The growth of inflation was mainly due to the significant devaluation of the ruble since the end of 2014.
  • The growth of inflation results in an increase of business costs for the companies, in particular while performing investment programmes and in an increase of borrowings service costs due to the growth of interest rates.

Market Position

The Company holds a leading position in terms of services provided in all of the 11 regions of Central Russia where IDGC of Centre operates.

  1. Belgorod region
  2. Bryansk region
  3. Voronezh region
  4. Kostroma region
  5. Kursk region
  6. Lipetsk region
  7. Orel region
  8. Smolensk region
  9. Tver region
  10. Tambov region
  11. Yaroslavl region
The Company’s Share on the Electricity Transmission Market
The Company’s Share on the Grid Connection Market
The Company’s Share on the Electricity Transmission Market, %
The Company’s Share on the Grid Connection Market, %
Large companies providing similar services
Belgorod South-East Direction for Power Supply — Structural Unit of Transenergo, branch of Russian Railways
Bryansk JSC Russian Railways
Voronezh SUE Voronezh Municipal Power Grid
Kostroma Energoservice LLC
Kursk OJSC Kursk Power Grid
Lipetsk OJSC Lipetsk City Power Company
Orel OJSC Oreloblenergo
Smolensk OJSC ELS
Tambov OJSC Tambov Power Grid Company
Tver LLC Unified Power Grid Company
Yaroslavl OJSC Rybinsk Municipal Power Grid

Benchmarking of IDGC of Centre against peers in 2015

№ 2 Revenue according to RAS (2015), RUB mln
MOESK 129,288.3
IDGC of Centre 79,817.2
IDGC of Centre and Volga Region 68,884.1
IDGC of the Urals 60,534.0
IDGC of Volga 47,860.4
Lenenergo 43,726.7
IDGC of Siberia 42,744.4
IDGC of North West 39,622.6
IDGC of South 30,365.0
IDGC of North Caucasus 14,548.6
Without change vs. 2014

EBITDA is calculated as follows: profit before taxation — interest payable + depreciation= line2300 form 2 — line 2330 form 2+ line 6514 form 2.1+ line 6554 form 2.1 + line 6564 form 2.1.

according to RAS (2015), RUB mln
MOESK 41,953.8
IDGC of Centre 15,219.2
IDGC of Centre and Volga Region 10,482.7
IDGC of the Urals 8,452.8
IDGC of Volga 7,676.0
Lenenergo 7,201.9
IDGC of North West 6,855.7
IDGC of South 5,760.8
IDGC of Siberia 5,583.3
IDGC of North Caucasus –437.2
Without change vs. 2014
№ 4 Net profit according to RAS (2015), RUB mln
MOESK 9,246.5
IDGC of the Urals 2,466.0
IDGC of Centre and Volga Region 942.6
IDGC of Centre 909.0
IDGC of North West 644.0
IDGC of Volga 242.9
IDGC of South 149.6
IDGC of Siberia –237.0
IDGC of North Caucasus –3,018.4
Lenenergo –5,916.5
–2 positions by 2014
№ 2 Capitalisation (30.12.2015), RUB mln
MOESK 36,579.0
IDGC of Centre 8,232.5
IDGC of the Urals 8,043.6
IDGC of Centre and Volga Region 7,054.9
Lenenergo 4,857.7
IDGC of Siberia 4,683.9
IDGC of Volga 3,455.5
IDGC of North West 2,624.5
IDGC of North Caucasus 1,908.8
IDGC of South 1,554.1
+2 position by 2014
№ 1 MOEX trading volume (2015), RUB mln
IDGC of Centre 907.5
IDGC of Volga 422.5
Lenenergo, ord 380.8
IDGC of Centre and Volga Region 306.0
MOESK 253.6
Lenenergo, pref 158.3
IDGC of the Urals 153.1
IDGC of North Caucasus 98.7
IDGC of North West 87.9
IDGC of South 81.6
IDGC of Siberia 14.4
+1 position by 2014
№ 2 Dividends (2014),
RUB mln
MOESK 2055.4
IDGC of Centre 831.7
IDGC of the Urals 507.1
IDGC of Centre and Volga Region 349.4
IDGC of Siberia 28.4
IDGC of Volga 17.9
IDGC of North West 0.0
Lenenergo 0.0
IDGC of South 0.0
IDGC of North Caucasus 0.0
+5 positions by 2014
www.moex.com, Bloomberg, company official websites, RAS statements

Key factors of IDGC of Centre’s investment attractiveness

Present in 11 regions of Central Russia with stable demand for services

IDGC of Centre holds monopolistic positions and is a key infrastructure company in economically well-developed regions of the European part of Russia.

Leading positions in the amount of the power grid assets

The Company holds the first place in the length of the electricity transmission line and holds second place in the volume of transformer capacity among other IDGCs.

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Leading positions in the amount of the power grid assets

An S & P credit rating of “BB-” with a “Stable” outlook and balanced debt load confirms the sustainable financial position of the Company.

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Dividend policy and positive dividend history

During the last 5 years, IDGC of Centre has paid dividends, the payments for 2013 and 2014 made up 25% of the net profit under RAS.

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High level of corporate governance

The Company adheres to high standards of corporate governance, which is confirmed by the assessment of independent experts; its corporate governance rating according to RID is NCGR 7+  “Developed practice of corporate governance”. In March 2016 the corporate governance rating increased to 7 NCGR++.

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High information transparency

Proceeding from the results of interviewing representatives from the investment community, the quality of the Company’s management transparency and data disclosure are among the Company’s advantages.

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Free float 34%

The stocks of IDGC of Centre are traded in the first (higher) listing of MICEX, an index committee highly appreciated in the level of freely traded stocks.

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Key development areas of IDGC of Centre

Opportunities Threats
  • A uniform tariff policy.
  • A state policy aimed at increasing economic efficiency (in terms of energy saving and energy efficiency).
  • The approval of the Development Strategy for Russia’s electricity grids.
  • The opportunity to expand additional services, including those related to energy savings.
  • The adoption of Federal Act No.307-FZ, dated November 3, 2015, on the Amendments to Individual Legislative Acts of the Russian Federation for Enhancing the Payment Discipline of Energy Consumers.
  • The consolidation of electric grid assets in regions of operation, resulting from the adoption of Resolution of the Russian Government No. 184 of February 28, 2015 on assigning the owners of electric power .
  • Dependence on the economic situation in the regions and in the country as a whole.
  • Energy consumption reduction.
  • У’Last Mile’ model disappearance and risk of ’Revenue Shortfall’.
  • Low payment discipline of sales companies and end users.
  • Changes in the key rate of the Bank of Russia.
  • Emergencies, natural disasters.
  • No legislative procedure of consumer motivation to reduce capacity reserves.
  • Large volumes of preferential connection to grids.
  • The monopolistic position of the Company in the regions where it operates.
  • The Company’s branches are ’boiler holders’ (engaged in boiler tariff setting) in the regions.
  • A prudent credit policy.
  • A high credit rating and a positive credit history.
  • A centralised system of planning and cash flow management of the Company.
  • Centralised procurement for the main needs of the Company.
  • A developed system of customer service centres.
  • Highly-qualified engineers and technicians.
  • A certified quality management system.
  • A large area of service and large distance between facilities; the Company has higher maintenance costs, and needs more time to eliminate accidents.
  • A high degree of wear on power grid facilities.
  • Uneven equipment load within the area of service.
  • Accounts receivable, the need of reserves provision.