HR policy and staff development

HR policy and staff development GRI 103 Management Approach: HR policy and staff development

Inter RAO has a balanced staff in terms of structure, experience, and professional skills, which makes it possible to effectively resolve operational and strategic tasks. The Group develops its HR policy based on a unified management system in which corporate values comprise the core. Inter RAO is guided in its activities by the international conventions of the International Labour Organization (ILO) that have been ratified by the Russian Federation.

Goals of staff development in relation to strategic priorities

The main goals in human capital management in 2020 involved increasing work productivity, creating conditions to attract highly trained specialists, altering the approach to developing training programs, improving the professional level of the Group’s employees, developing a corporate culture and internal corporate communications, and modifying work methods concerning the job satisfaction of personnel.

The goals of staff development are linked to Inter RAO’s strategic priorities and the need to modernize the technological and organizational environment, which dictates new requirements for the professional skills of employees. Given the Company’s development prospects, advanced training for  employees in the ‘Generation’ segment as well as the hiring of staff that are capable of building and maintaining plants with modern, more high-tech, and innovative equipment will be essential over the next ten years.

In the ‘Supply’ segment, the introduction of innovative technologies such as smart metering systems and the development of additional paid services as well as functions at unified settlement and information centers on the basis of guaranteed suppliers will determine the main areas of work with staff in the medium term, including training and development in matters concerning regulatory support.

Principles of the Group’s gender policy

When hiring staff, the Group fully adheres to approaches that preclude any kind of discrimination in accordance with the law. The Group’s internal regulatory documents contain provisions on not permitting any forms of discrimination or harassment at the Group's companies for any reason, including based on nationality, gender, or age. Special gender targeting policies were not used in the reporting year.

Primary focuses and results of HR policy

The priority measures and focuses of the HR policy in 2020 were:

  • Development of corporate social responsibility and the youth policy
  • Introduction of the Corporate University
  • Revision of the grading system
  • Development of operational efficiency
  • Automation of HR processes based on Mirapolis HCM
  • Qualitative changes in the approach to forming a talent pool
Results of HR policy implementation in 2020
  • Active staff turnover decreased from 11.0% to 3.8%
  • The Employee Satisfaction Index (ESI) increased compared with the 2019 results from 72.6% to 76%