Staff structure and management of staff movement

Staff structure GRI 102–7, GRI 102–8, GRI 405–1

The Group had 48,851 The indicator includes 82 Inter RAO companies. Twenty-three of the Group’s companies that did not fall within the scope of personnel indicators are special purpose vehicles (SPV). employees as of December 31, 2020, an increase of 0.3% from the same date a year earlier. More than 71% of the Group’s staff are under the age of 50. Even though the gender breakdown in the power industry traditionally favors male employees, the proportion of women in the Company’s staff structure is relatively high at 43.3%. Permanent employment contracts have been concluded with 94.4% of all workers, and 95.8% of employees work full-time. Both indicators have continued to see positive trends in recent years.

Age and gender composition of staff

Staff structure by gender and category in 2020
GRI 405–1
Staff structure by gender and category in 2020
Staff structure by age in 2020
GRI 405–1
Staff structure by age in 2020
Staff structure by category, gender, and age group GRI 405–1
Managers Specialists and employees Workers
M F M F M F
< 30 years old 94 33 1,009 1,869 2,220 325
30-50 years old 2,404 1,035 5,083 10,252 7,854 2,365
> 50 years old 1,192 407 2,059 2,907 5,774 1,969
Total 3,690 1,475 8,151 15,028 15,848 4,659
Staff numbers with a breakdown by country, employment type, and employment contract as of December 31, 2020 GRI 102–8
Country Gender Full-time employment Part-time employment Indefinite contract Temporary contract
Russian Federation M 24,306 262 23,666 902
F 18,851 1,382 18,722 1,511
Total 43,157 1,644 42,388 2,413
Georgia M 1,255 353 1,427 181
F 457 56 440 73
Total 1,712 409 1,867 254
Moldavia M 1,513 0 1,481 32
F 416 0 397 19
Total 1,929 0 1,878 51
Total M 27,074 615 26,574 1,115
F 19,724 1,438 19,559 1,603
Total 46,798 2,053 46,133 2,718

Staff movement GRI 401–1

An effective HR policy and the wide range of recruitment methods traditionally used at Inter RAO make it possible to keep the staffing level at a high rate of 94.6%. The staff turnover rate for employees who were dismissed on their own volition and for violating violation of workplace discipline was 3.8% in 2020.

Total number of employees hired and dismissed in 2020 with a breakdown by age group, gender, and region GRI 401–1
Region < 30 years old 30–50 years old > 50 years old
M F M F М F Total
Hired
Russian Federation 1,212 910 1,730 2,519 616 682 7,669
Georgia 13 2 18 12 5 3 53
Moldavia 51 10 32 12 13 6 124
Total 1,276 922 1,780 2,543 634 691 7,846
Staff hiring rateThe staff hiring rate is calculated as the ratio of employees who were employed in 2020 versus the payroll number of employees at the end of the reporting period., % 2.6% 1.9% 3.6% 5.2% 1.3% 1.4% 16.1%
Dismissed
Russian Federation 799 520 1,766 1,992 1,197 1,298 7,572
Georgia 2 1 14 9 49 8 83
Moldavia 20 3 40 18 64 44 189
Total 821 524 1,820 2,019 1,310 1,350 7,844
Staff retirement rateThe staff retirement rate is calculated as the ratio of dismissed workers in 2020 versus the payroll number of employees at the end of the reporting period., % 1.7% 1.1% 3.7% 4.1% 2.7% 2.8% 16.1%
Dismissed on their own volition or for violating workplace discipline
Russian Federation 197 79 471 426 265 318 1,756
Georgia 2 1 14 9 49 8 83
Moldavia 3 0 2 1 15 3 24
Total 202 80 487 436 329 329 1,863
Staff turnover rateThe staff turnover rate is calculated as the ratio of employees dismissed on their own volition and for violation of workplace discipline in 2020 versus the payroll number of employees at the end of the reporting period., % 0.4% 0.2% 1.0% 0.9% 0.7% 0.7% 3.8%

Talent management

Inter RAO is developing internal hiring and rotations as part of a horizontally oriented career path for employees due to industry specifics, particularly conditions where people work with complex equipment and the majority of employees have unique knowledge. In 2020, of the 1,032 managerial positions that opened, 775 (75%) were filled internally.

Work with the talent pool continued to transform in 2020. The main priority is to identify the employees with the greatest potential and then train and develop them. This work with the talent pool is undergoing transformations based on the principles of team-spirit, transparency, equal opportunities, and consistency in personnel training.

Work with the internal talent pool includes:

  1. A nomination campaign to select candidates for the talent pool and evaluate staff
  2. A collective decision-making format on the inclusion of employees in the talent pool and on measures to increase the security of positions held by the talent pool
  3. A systematic approach to the training of talent pool members for targeted positions, including the development of individual development plans, training in a corporate format, mentoring, and the regular monitoring of development to track dynamics
  4. The provision of information about career prospects at the Group by regularly posting vacancies on the corporate portal and developing career ladders in an automated solution
  5. Monitoring performance indicators of work with the talent pool: appointments from among the Group’s existing employees and ensuring the protection of positions by successors

In addition, Inter RAO pays special attention to cross-functional HR development and internships at the Group to exchange knowledge and experience. To this end, a number of subsidiaries have implemented the ROST project (Development and Improvement of Existing Technologies), which is designed to improve key end-to-end business processes at companies.