Today I have prepared a small summary of indicators for the facilities and investments of the main subsidiaries and dependent companies (SDCs) of PJSC Rosseti.
I will say right away that the data on the website of PJSC Rosseti and on the websites of individual subsidiaries and affiliates are slightly different, so I will focus on the main website http://www.rosseti.ru. In red, I highlighted just the information specified on the sites of affiliates.
I was interested both in the number of substations for different voltage classes and in the distribution of investments among individual subsidiaries and affiliates. There is not much data, but still we will try to analyze them and make a kind of hit parade of the network complex)
Yes, one more thing - we will not consider FGC UES in general schedules because this company stands apart (trunk networks, transmission of EE at extra high voltage throughout the service area of Rosseti, etc.) and its statistics should be considered separately.
Fig.1 Summary indicators of PJSC Rosseti companies
Technological indicators
To begin with, let's deal with the total number of substations (35 kV and above) - there are 15132 of them.
We remove 870 FGC UES facilities and get 14,262 substations of 35 kV and higher in distribution networks. These are 35-220 kV substations because 330 kV and above belong to FGC UES. We argue further.
There are very few 220 kV substations in the branches (for example, in PJSC IDGC of Center and Volga Region there are only 4 of them). I do not have exact statistics, but I think no more than 30-40 for all subsidiaries and affiliates. The remaining 220 kV substations belong to FGC UES.
That is, the number of 35-110 kV substations in the power grid complex is about 14630-14620 units. Of these, most of them are 110 kV because this voltage class is the most common. I can’t say exactly what the ratio between 35 and 110 kV is, but I assume that there are about 10,000 SS 110 kV.
Most of the facilities (PS + RP/TP) are on the balance sheet of IDGC of Centre. This is despite the fact that the service area of this branch is far from the largest (the largest is for IDGC of Siberia).
Fig. 2 Distribution of substations by branches of PJSC Rosseti
This uneven distribution of energy facilities is quite expected, it approximately repeats the structure of population distribution in Russia (see Fig. 3)
Fig.3 Population density in Russia, people / sq. km. (from statdata.ru)
Let's draw up a graph of the distribution of substations per unit area according to our table and compare it with Fig.3
Fig.4 Specific number of substations 6-220 kV, pcs. / thousand sq. km.
Here the leader is MOESK (on Fig. 3 there is a big red spot with the maximum population density). Next come Kubanenergo, Yantarenergo, IDGC of Center and Lenenergo.
In Yantarenergo, the number of facilities is not very large, but the service area is extremely small. Hence the third place in the ranking. The rest of the participants, again, are quite predictable.
Here is another interesting distribution - the total number of substations to the total length of lines.
Fig.5 Number of substations (PS + RP (TP)) for the total length of lines, pcs. / thousand km.
As can be seen, these ratios are more uniform among different companies. That is, almost everywhere they are the same, or at least close. There is no such strong difference as in the specific amount of PS to the area.
What does this mean? I assume that the structure of networks is almost the same everywhere, and the difference in relation to the areas is given by undeveloped territories (for example, in Siberia, the Krasnoyarsk Territory, etc.), where there is no power grid complex at all. Also, the statistics may be influenced by large independent power grid companies, for example, Irkutskenergo, which are not part of PJSC Rosseti. What do you think about this?
Investments
Now let's talk about investing in individual companies.
The data in the main table (Fig. 1) does not accurately reflect the situation because some companies have approved a program for 4 years, others - for 3, and some even for 6. In Fig. 6, I brought all the data to billions . rub / year.
Fig.6 Investments in subsidiaries and affiliates, billion rubles / year
Only approved programs are displayed here, so data may still change. For example, Yantarenergo has approved investments of 6 billion rubles for 4 years, but the government is considering an adjustment to 27.7 billion for the same period and there is a high probability that it will be approved (in connection with the plans for the transition of the Kaliningrad region to autonomous operation from the EC of the European Union)
The investment leaders among SDCs are Lenenergo and MOESK, which serve the federal cities of St. Petersburg and Moscow, respectively. The absolute champion in investment in PJSC Rosseti is FGC UES (not included in the schedule), which is also understandable.
Thus, the largest investments in our energy sector (FGC UES + Lenenergo + MOESK) go to the main complex and to St. Petersburg and Moscow (total, 595 billion rubles, almost 2/3 of all investments). Something tells me that, one way or another, these investments go through the state budget.
By the way, those who like to claim that “All the money is in Moscow” this time can proudly answer that “No! All the money is in St. Petersburg.” Especially if you look at the specific investments per year to the number of substations and to the installed capacity of all substations (here everything is already in million rubles for a more convenient scale)
Fig.7 Specific investments in SDCs
In terms of absolute and specific investments, Lenenergo is beyond competition, but is it worth rejoicing? Perhaps this means less efficiency of the company, when the maintenance of existing and construction of new substations is more expensive than in other regions.
Such additional expenses could justify the construction of some very large facilities, but apart from the infamous Zenith Arena, nothing comes to my mind.
Perhaps the recent murky story with the Tavrichesky Bank, where more than 10 billion rubles of Lenenergo (one third of all annual investments in the company) hung up, was also affected by penalties, reputational losses, etc.? Maybe there are some other points that we don’t know about, but the statistics still show the big picture - this is why it is useful.
Let's finally analyze the surge in investments (read “costs”) for the number of substations in Tyumenenergo (see Figure 7, top graph). It would seem strange that the specific investment for the installed capacity of all substations is average, and for the number of substations one of the highest. However, if we assume that Tyumenenergo has a large percentage of large substations, then this will be quite understandable.
Let's build another regularity - the ratio of the number of SS 35-220 kV to the number of RP / TS 6-10 kV.
Fig.8 Correlation of SS 35-220 kV and RP(TS) 6-10 kV
As you can see, this graph confirms our assumption that investments per number of objects in Tyumenenergo are higher because the share of large substations in the system is the highest.
Western Siberia (the main service area of Tyumenenergo) is also one of the most developing (in terms of construction of new facilities) regions of the country, due to the large number of oil fields. That is, investments here should be relatively high (strategic industry). In addition, there is a low population density, which means there are few large cities. This leads to the fact that the main consumers of electricity (the main customers of Tyumenenergo) are not cities (for example, as in MOESK and Lenenergo), but oil companies.
Oil fields are usually connected to networks through 110 kV substations, and on-site power supply is carried out independently (through 110-35-6 (10) kV substations on their balance sheet).
This results in a large number of large substations in relation to Tyumenenergo's distribution/transport substations, which affects the unit investment.
Thus, with the help of open statistics, it is possible to study the state of affairs in modern energy and even make predictions about its further development. Of course, all the above examples are very approximate. Real professional analysis requires knowledge of the rules for processing statistical data, compiling correlation series, weight coefficients, etc.
However, I think that such assessments are useful for general development, especially since their quality is not much worse than what managers of various levels usually give in presentations)
.
Application
to the Uniform Procurement Standard of PJSC Rosseti (Procurement Regulations)
Regulations for consideration of complaints and appeals during the procurement procedures of PJSC Rosseti and SDEs of PJSC Rosseti
Moscow, 2015
1. Purpose and scope. 3
2. Terms and abbreviations. 3
3. The system of bodies for the consideration of complaints. four
4. Jurisdiction of bodies for consideration of complaints and appeals. four
5. Procedure and terms for filing a complaint.. 5
6. Procedure for considering a complaint.. 6
7. Making a decision on a complaint (appeal) 8
8. Miscellaneous provisions. eight
1. Purpose and scope
1.1. This Regulation on the consideration of complaints and appeals during the procurement procedures of PJSC Rosseti and SDCs of PJSC Rosseti (hereinafter referred to as the Regulations) establishes the procedure for considering complaints and appeals against actions / inaction of the customer, organizer of the procurement , the procurement commission during the procurement procedures of PJSC Rosseti and its SDCs in accordance with the requirements federal law-FZ "On the procurement of goods, works, services by certain types of legal entities".
2. Terms and abbreviations
2.1. The terms used in these Regulations have the same meaning as in the Procurement Provisions of PJSC Rosseti and the Procurement Provisions for SDEs of PJSC Rosseti.
2.2. The following abbreviations are used in this document:
Reduction | Decryption |
SDCs of PJSC Rosseti | Subsidiaries and affiliates of PJSC Rosseti, specified in Appendix No. 1 to these Regulations |
Customer | PJSC Rosseti or SDCs of PJSC Rosseti, specified in Appendix No. 1 to these Regulations, on the procurement procedure of which an appeal or complaint has been filed |
Procurement, procurement procedure | The sequence of actions carried out in accordance with the Procurement Regulations of the Company and the Procurement Provisions for SDCs of PJSC Rosseti specified in Appendix No. 1 to these Regulations |
Purchasing commission | The procurement commission (including the tender, auction commission) of PJSC Rosseti or SDCs of PJSC Rosseti, specified in Appendix No. 1 to these Regulations, the actions of which are being appealed |
Applicant | Individual or legal entity that filed an appeal or complaint |
Society | PJSC Rosseti |
Procurement Organizer, Procurement Organizer | The Customer or a third party acting under an agreement with him - a specialized legal entity acting as the organizer of the procurement or an individual duly registered and carrying out entrepreneurial activities without forming a legal entity (individual entrepreneur)) in agreement with the Customer (including the procurement commission) , if it has been given the appropriate powers) |
Appeals and Complaints Authority | CZO SDEs of PJSC Rosseti, CZK PJSC Rosseti |
defendant | The customer, the procurement commission (including the tender, auction commission), whose actions / inactions are appealed in accordance with these Regulations |
Official site | Website of the unified information system in the field of procurement of goods, works, services to meet state and municipal needs (UIS) (before the UIS was put into operation - official website Russian Federation on the Internet to post information about placing orders for the supply of goods, performance of work, provision of services - www.) |
Procurement Regulations of the Company | Unified Procurement Standard of PJSC Rosseti (Regulations on Procurement) |
Regulations on Procurement of Subsidiaries and Dependent Companies of PJSC Rosseti | Provisions on the procurement of goods, works, services for the needs of SDEs of PJSC Rosseti, specified in Appendix No. 1 to these Regulations, approved in the manner established by the Federal Law -FZ "On the Procurement of Goods, Works, Services by Certain Types of Legal Entities" |
CZK PJSC "Rosseti" | Central Purchasing Commission of PJSC Rosseti |
CSO SDCs of PJSC Rosseti | Central purchasing bodies of SDCs of PJSC Rosseti, specified in Appendix No. 1 to these Regulations |
3. The system of bodies for consideration of complaints and appeals
3.1. Complaints (appeals) received from the applicants are considered by the bodies for consideration of complaints and appeals in accordance with their powers and jurisdiction established by these Regulations.
3.2. The system of bodies for consideration of appeals and complaints of PJSC Rosseti and its SDCs is made up of the CSO of SDCs of PJSC Rosseti and the CZK of PJSC Rosseti.
4. Jurisdiction of bodies for consideration of complaints and appeals
4.1. The Central purchasing organization of subsidiaries and dependent companies of PJSC Rosseti considers complaints (appeals) against actions (inaction) of the customer, the organizer of the procurement procedure, procurement commissions when conducting procurement procedures for the needs of subsidiaries and dependent companies of PJSC Rosseti. The complaints and appeals review body may consider complaints and appeals against actions (inaction) of the customer when placing orders for the supply of goods, performance of work, provision of services in accordance with the requirements of the Federal Law of 01.01.20013 "On the contract system in the field of procurement of goods, works, services to meet state and municipal needs”.
4.2. The CPC of PJSC Rosseti considers complaints (appeals) against actions (inaction) of the customer, the organizer of the procurement procedure, the procurement commission during:
4.2.1. procurement procedures for the needs of the Company;
4.2.2. procurement procedures for the needs of subsidiaries and dependent companies of PJSC Rosseti in the event of a complaint (appeal) under the procurement procedure, the initial (maximum) price for which is 100 million rubles and more.
4.2.3. procurement procedures for the needs of subsidiaries and dependent companies of PJSC Rosseti, regardless of the size of the initial (maximum) purchase price, if a decision is made by the Central purchasing authority of subsidiaries and dependent companies of PJSC Rosseti on this complaint (appeal).
4.3. By decision of the Chairman of the CPC of PJSC Rosseti, for consideration by the CPC of PJSC Rosseti, a complaint (appeal) against the actions (inaction) of the customer, the organizer of the procurement procedure, the procurement commission during procurement for the needs of SDEs of PJSC Rosseti can be accepted without observing the conditions specified in clause 4.2.2 and clause 4.2.3 of these Regulations.
4.4. Anonymous complaints and appeals are not considered.
4.5. Upon receipt by the CPC of PJSC Rosseti of a complaint (appeal) attributed to the jurisdiction of the CZO SDEs of PJSC Rosseti, the CPC of PJSC Rosseti no later than 1 (one) working day following the day of receipt and registration of the complaint, sends it for consideration in the CSO of SDCs of PJSC Rosseti.
4.6. Upon receipt by the CPC of SDCs of PJSC Rosseti of a complaint (appeal) referred to the jurisdiction of the CPC of PJSC CPC of SDCs of PJSC Rosseti no later than 1 (one) business day following the day of receipt and registration of the complaint (appeal), sends it for consideration at the Central Control Commission of PJSC Rosseti.
5. Procedure and terms for filing a complaint
5.1. The complaint is submitted by the applicant in writing to the complaints and appeals review body in accordance with the jurisdiction specified in clauses 4.1 and 4.2 of these Regulations, at the address and details of the relevant complaints and appeals review body indicated on the official website of the customer and (or) in the documentation about the purchase.
5.2. The complaint (appeal) is filed within the following terms:
5.2.1. An appeal against the actions (inaction) of the customer, the organizer of the procurement, the procurement commission is made at any time, but no later than 10 (ten) days from the moment the information on summarizing the procurement was posted on the official website. In the event that, based on the results of bidding (tenders, auctions), the conclusion of the contract was not carried out, or if the bidding is declared invalid, an appeal against the actions (inaction) of the customer, the organizer of the purchase, the procurement commission is allowed within three months from the date of summing up the results of the bidding.
5.2.2. An appeal against the terms and conditions of the notice and documentation of the competitive procedure is made before the deadline for filing applications for participation in the procurement procedure.
5.2.3. An appeal against the actions (inaction) of the customer, the organizer of the procurement, the procurement commission in the case established by clause 4.2.3 of these Regulations is made no later than 10 (ten) days from the date of notification of the applicant about the results of consideration of the application of the Central purchasing and dependent companies of PJSC Rosseti.
6. Procedure for considering a complaint
6.1. The received complaint (appeal) is registered in the Company (or its SDC) in the manner prescribed by the rules of the document flow of the Company (or its SDC).
6.2. The body for consideration of complaints and appeals does not accept a complaint (appeal) for consideration if:
The deadlines for appealing, established by clause 5.2 of these Regulations, have been missed;
A complaint (appeal) does not fall under the jurisdiction of the body for consideration of complaints and appeals, established by Article 4 of these Regulations;
A complaint (appeal) against the same actions (inaction) of the customer, the organizer of the procurement, the procurement commission is considered by the body for consideration of complaints and appeals and an appropriate decision is made on it;
The complaint (appeal) has been accepted for consideration by the antimonopoly authority or the court, or an appropriate decision has already been made on it by the said authorities;
The complaint does not meet other requirements established by the Procedure.
6.3. If the complaint is not accepted for consideration on the grounds specified in paragraph 6.2 of these Regulations, the body for consideration of complaints and appeals sends the applicant a notice of refusal to accept the complaint (appeal) for consideration within two working days.
6.5. If the complaint (appeal) is accepted for consideration, the body for consideration of complaints and appeals shall consider the complaint (appeal) within 10 (ten) working days from the date of its receipt.
This period may be extended by a reasoned decision of the chairman of the body for consideration of complaints and appeals, but not more than 30 (thirty) working days.
6.6. Body for consideration of complaints and appeals within the framework of consideration of complaints (appeals) of applicants:
a) considers complaints (appeals) against actions (inaction) of the customer, the procurement organizer, the procurement commission during the procurement procedures, including consideration of the materials of the procurement procedure, actions (inaction) of the customer, the procurement organizer, the procurement commission, as well as other related these materials for their compliance with the requirements and provisions of the legislation of the Russian Federation, the Procurement Regulations of the Company or the Procurement Regulations for SDEs of PJSC Rosseti and other local regulatory acts of the customer;
b) sends complaints (appeals) to the relevant structural divisions to form an appropriate conclusion and submit it to a meeting of the body for consideration of complaints and appeals;
c) issues, in accordance with its authority, binding conclusions on compliance (non-compliance) with the procurement procedures to the customer, the procurement organizer, the procurement commission;
d) exercise other powers in the established field of activity.
6.7. The Complaints and Appeals Body has the right to:
e) request in accordance with the established procedure and receive from the customer, the procurement organizer materials of the work of procurement commissions, other materials related to procurement;
f) invite representatives of the customer, the procurement organizer, members of the procurement commission to meetings, receive explanations from these persons;
g) contact the customer's management bodies with information about existing violations of the legislation of the Russian Federation, the Procurement Regulations of the Company or the Procurement Regulations for SDEs of PJSC Rosseti and other local regulations of the customer;
h) make motivated proposals for improving the customer's local regulations governing procurement activities, developed as a result of inspections and consideration of complaints and appeals from applicants;
i) make proposals to the management of the customer on the implementation of internal control measures in relation to customer units, individual officials, conducting internal audits, sending materials to the authorized state authorities in the presence of signs of crimes and offenses;
6.9. When considering a complaint (appeal), the body for consideration of complaints and appeals is obliged to comply with the requirements established by the legislation of the Russian Federation, legal acts of the Company and its SDCs, when performing work and carrying out activities related to the use of information constituting state secrets, commercial secrets of the Company and its SDCs, the applicant , defendant, other information of limited access.
6.10. If the complaint (appeal) is withdrawn by the applicant, the body for consideration of complaints and appeals has the right to consider this complaint (appeal) on the merits.
6.11. The complaints and appeals review body collects, summarizes and analyzes information on violations of procurement activities identified as a result of consideration of complaints (appeals) and inspections, on the implementation of its recommendations and conclusions, and, if necessary, can send prepared materials and proposals for the application of measures in the prescribed manner responsibility in relation to employees, officials of the customer, the organizer of the purchase, procurement commissions to the head of the customer, the organizer of the purchase, the management of the relevant divisions of PJSC Rosseti or its SDCs and (or) to the personnel management units of PJSC Rosseti or its SDCs.
7. Making a decision on a complaint (appeal)
7.1. Based on the results of consideration of the complaint (appeals), the body for the consideration of complaints and appeals makes a written decision, which must contain:
a) substantiation of the motives for making a decision;
b) measures to meet the stated requirements, if necessary.
7.2. The Complaints and Appeals Body has the right to take one or more of the following decisions:
a) in case of disagreement on the auction - to oblige the members of the tender and (or) auction commission, respectively, who have committed unlawful actions, applied illegal procedures or made an illegal decision, to take actions, apply procedures or make a decision that comply with the current legislation and local regulations of the customer governing the procurement activity;
b) in case of disagreements on purchases that are not tenders, completely or partially cancel the illegal action or decision and make their own decision, or order the termination of the procurement procedures;
c) in case of disagreement on completed procurement, propose to the Customer's management to make a decision on compensation for losses incurred by the procurement participant as a result of an illegal action, decision or use of an illegal procedure. If a clause on unilateral termination of the contract in the event of violations of the procedure for concluding it is included in the contract, the right to propose to the management of the customer to make a decision on unilateral termination of the contract after its conclusion;
d) recognize the application of the procurement participant as unfounded.
8. Other provisions
8.1. Disputes between the applicant and the customer (organizer of the purchase) carried out on the ETP can also be considered in the manner provided for on these ETP.
8.2. The applicant has the right to appeal to antitrust authority actions (inaction) of the customer, the organizer of the procurement, the procurement commission in the procurement of goods, works, services in the cases provided for by the current legislation, regardless of the direction of the complaint (appeal) to the body for consideration of complaints and appeals in the manner established by these Regulations.
8.3 The provisions of these Regulations cannot be considered as any restriction on the applicants' right to apply to the court.
Attachment 1
to the Regulations
List of SDCs of PJSC Rosseti
1. IDGC of Volga, PJSC.
2. PJSC Lenenergo.
3. PJSC IDGC of the North-West.
4. PJSC IDGC of the North Caucasus.
5. PJSC IDGC of Siberia.
6. PJSC "TRK".
7. PJSC "Tyumenenergo".
8. PJSC IDGC of Urals.
9. PJSC IDGC of Center and Volga Region.
10. IDGC of the South, PJSC.
11. PJSC Kubanenergo.
12. PJSC Yantarenergo.
13. PJSC "MOESK".
14. IDGC of Centre, PJSC.
PJSC Rosseti- the operator of energy networks in Russia - is one of the largest electric grid companies in the world. The company manages 2.30 million km of power lines, 490 thousand substations with a capacity of more than 761 GVA. The number of employees of the Rosseti Group of Companies is 216 thousand people. The property complex of PJSC Rosseti includes 37 subsidiaries and affiliates. The largest shareholder of PJSC Rosseti is the state.
For 2013, the controlling shareholder is the state, which owns a share in the authorized capital in the amount of 61.7%.
Affiliated companies
"Rosseti" - the single name of the power grid complex of Russia
Since June 2019, all companies of the backbone and distribution power grid complex in corporate and marketing communications, as well as on all media corporate identity will use a new name containing the Rosseti trademark and a regional or functional reference.
The introduction of a unified brand architecture, approved by the Board of Directors of Rosseti on April 29, 2019, provides for a phased replacement of branded elements as their depreciation expires, without increasing existing budgets and within the framework of the approved business plans of companies.
| ROSSETI Group operates in 80 constituent entities of the Federation, implements unified approaches to the management and development of the country's power grid infrastructure, constantly improves the quality of services provided, expanding their list. The transition to a single brand architecture is a natural and logical step towards the development of the holding. For consumers from different parts of our country, it is important to understand which company is responsible to them for reliable and high-quality power supply. It is obvious that the name of this company should be the same throughout the country, ”said Pavel Livinsky, head of the Rosseti company. |
For 2013, the Rosseti property complex includes stakes in 43 subsidiaries and affiliates, including stakes in 11 interregional, 5 regional grid companies and a stake in a backbone grid company.
As of May 2012, IDGC Holding's subsidiaries included: IDGC of Center, IDGC of the North-West, IDGC of Center and Volga Region, IDGC of Volga, IDGC of Urals, IDGC of Siberia, IDGC of South, IDGC of the North Caucasus, MOESK, Lenenergo, Tyumenenergo, Yantarenergo
Assets
The length of the Company's transmission lines is 2.3 million km, the transformer capacity of 463,000 substations is 726 gigavolt-amperes. The number of employees of the Rosseti Group of Companies is 213 thousand people. The Company's property complex includes stakes in 43 subsidiaries and affiliates, including stakes in 11 inter-regional, 5 regional grid companies and a stake in a backbone grid company. The controlling shareholder is the state, which owns a share in the authorized capital in the amount of 61.7%.
Performance indicators
At the meeting of shareholders of Rosseti in June 2019, the payment of 5 billion rubles of dividends for the first quarter of 2019 was approved. This is twice the amount allocated for dividends in 2018. About the same amount "Rosseti" paid the entire history of its existence. At the meeting, Chairman of the Board of Directors Novak said that over the past six months, the capitalization of Rosseti has grown by 90%. In turn, Livinsky noted that the company is finalizing new strategy development. In addition, the holding is preparing changes to the dividend policy, as well as an option program aimed primarily at increasing the total shareholder return.
2019: Growth of net profit three times for the first half of the year
In the first 6 months, the company tripled its net profit - in the first 6 months of 2019 it amounted to 123.1 billion rubles.
2018: Net profit of 124.7 billion rubles
In 2018, the company's net profit increased by more than 3.5 billion compared to 2017 and amounted to 124.7 billion rubles.
Information Technology
history of the company
2017
Rosseti, Skolkovo Foundation and Schneider Electric signed a trilateral agreement
Pavel Livinsky replaces Oleg Budargin as CEO
In August 2017, it became known that the permanent CEO of Rosseti since the creation of the holding in 2013, Oleg Budargin, is leaving his post, which was occupied by Pavel Livinsky, head of the Moscow housing and communal services department, who worked for many years in electric grid companies.
The process of separation of grid companies has been completed. All 56 backbone grid companies were created on the basis of the reorganized AO-energos.
Structure of the energy industry in 2000
The main goal of reforming the electric power industry in Russia is to increase the efficiency of enterprises in the industry, create conditions for its development based on stimulating investments, and ensure reliable and uninterrupted power supply to consumers.
In this regard, radical changes took place in the Russian electric power industry: the system of state regulation of the industry changed, a competitive electricity market was formed, and new companies were created.
In the course of the reform, the structure of the industry changed: there was a separation of natural monopoly (electricity transmission, operational dispatch control) and potentially competitive (electricity production and sales, repair and service) functions, and instead of the previous vertically integrated companies that performed all these functions, structures were created specializing in specific activities.
The companies formed in the course of the reform are enterprises specialized in certain types of activities (generation, transmission of electricity, etc.) and controlling the relevant core assets. In terms of the scale of core activities, the established companies surpass the former monopolies at the regional level: new companies unite core enterprises of several regions, or are all-Russian.
Thus, conditions are created for the development of a competitive electricity market, the prices of which are not regulated by the state, but are formed on the basis of supply and demand, and its participants compete, reducing their costs.
The goals and objectives of the reform are determined by the Government Decree of July 11, 2001 No. 526 "On Reforming the Electric Power Industry of the Russian Federation".
Taking into account subsequent changes in the regulatory framework, the goals and objectives of the reform were specified in the "Concept of the Strategy of OAO RAO "UES of Russia" for 2005-2008. "5+5".
Target structure of the industry
The backbone grids came under the control of the Federal Grid Company, the distribution grids were integrated into Interregional Distribution Grid Companies (IDGCs), the functions and assets of the regional dispatch departments were transferred to the All-Russian System Operator.
Generation assets are also consolidated into inter-regional companies of two types: wholesale market generating companies (wholesale generating companies - WGCs) and territorial generating companies (TGCs). OGKs combine power plants specialized in the production of almost exclusively electrical energy. TGCs comprise mainly combined heat and power plants (CHPs), which produce both electricity and electricity. thermal energy. Six of the seven WGCs are formed on the basis of thermal power plants, and one (RusHydro) is formed on the basis of hydro generating assets. Thermal WGCs are built on an extraterritorial basis, while TGCs combine stations in neighboring regions.
1980-90s: Prerequisites for reforming the electric power industry
Back in the 1980s, signs of stagnation began to appear in the country's electric power industry: production capacities were updated much more slowly than electricity consumption grew.
In the 1990s, during the period of the general economic crisis in Russia, the volume of electricity consumption decreased significantly, at the same time, the process of capacity renewal practically stopped.
The general situation in the industry was characterized by the following indicators:
- In terms of technological indicators (specific fuel consumption, average efficiency of equipment, operating capacity of stations, etc.), Russian energy companies lagged behind their counterparts in developed countries.
- There were no incentives to increase efficiency, rational planning of electricity production and consumption regimes, and energy saving.
- There were power outages in some regions, an energy crisis was observed. There was a high probability of major accidents.
- There was no payment discipline, non-payments were common.
- The enterprises of the industry were informationally and financially “not transparent”.
- Access to the market was closed to new, independent players.
All this caused the need for transformations in the electric power industry, which would create incentives for improving the efficiency of energy companies and would allow a significant increase in investment in the industry. Otherwise, with further expansion of foreign economic cooperation, Russian enterprises would lose economic competition not only in foreign markets, but also in the domestic market of the country.
Public Joint Stock Company Russian Grids (PJSC Rosseti)- the operator of energy networks in Russia - is one of the largest electric grid companies in the world. The company manages 2.3 million kilometers of power transmission lines, 496 thousand substations with a transformer capacity of more than 773 thousand MVA.
In 2016, the useful supply of electricity to consumers amounted to 742.7 billion kWh. The number of personnel of the Rosseti Group of Companies is 215 thousand people.
The consolidated revenue of the group in 2016 amounted to 904 billion rubles, which is 17.9% more than in 2015. At the same time, a record net profit of 98.3 billion rubles was achieved, which is 20.5% higher than a year earlier.
The property complex of PJSC Rosseti includes 36 subsidiaries and affiliates, including 14 interregional companies and a backbone grid company. The controlling shareholder is the state represented by federal agency for the management of state property of the Russian Federation, which owns 88.04% of the shares in the authorized capital.
PJSC Rosseti is the leading company in the Russian market for the implementation of innovative technologies in the main and distribution power grid complex. The company pays great attention to the issues of energy saving, energy efficiency, international cooperation, protection environment and labor protection.
General Director, Chairman of the Board of PJSC Rosseti - Pavel Livinskiy.
Livinsky Pavel Anatolievich
General Director, Chairman of the Board of PJSC Rosseti
Pavel Livinsky was born on February 19, 1980 in the city of Chelyabinsk. In 2001 he graduated with honors from the Moscow State University named after M.V. Lomonosov with a degree in Economics. In 2003 he defended his master's thesis in management.
The entire working biography of P.A. Livinsky is connected with energy. Until 2006, he worked in senior positions in large regional energy companies.
From 2006 to 2017 he worked in the Moscow energy system.
From 2006 to 2008 - Deputy CEO for the development and implementation of services of JSC "Moscow City Electric Grid Company" (MGEK).
From 2008 to 2011 - Deputy General Director for Customer Relations and Technological Connections of OJSC Moscow United Electric Grid Company (MOESK).