Friday, 28 May 2021 Inter RAO Group Consolidated Financial and Operating Results for 1Q of 2021.
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One of the key principles of Inter RAO Corporate Policy lies on the assumption that its employees are its key asset. Therefore, the companies of the Group focus on labor protection issues, ensuring maximum protection and safety of their employees engaged in production.

48,700 people Group's headcount
> 72,2 % Employees under 50 years
11 % Staff turnover rate (*calculated for dismissed employees)

Inter RAO has balanced personnel in terms of structure, experience, and professional competencies, which makes it possible to efficiently solve operational and strategic tasks. The HR policy of the Group is developed based on a unified management system based on corporate values.

In 2019, the headcount of the Group was 48,700 people. More than 72.2% of the Group's personnel are under 50 years old. Despite the professional shift in the gender balance towards the male workers, which is traditional for the energy sector, the share of women in the structure of the Company's personnel is relatively large (42.6% of the headcount). 94.3% of all employees have indefinite labor contracts and 97.5% of employees are full-time employed. Both indicators continue the positive dynamics of previous years.

An effective HR policy and a variety of recruitment methods traditionally used by Inter RAO ensure the maintenance of a high staffing rate at the level of 92%. In 2019, the staff turnover rate for dismissed employees was 11.0.

When hiring personnel, the Group applies a zero-tolerance approach to any kind of discrimination in accordance with the law. The bylaws of the Group state provisions preventing any form of discrimination or harassment in the companies of the Group on any grounds, including nationality, gender, and age. During the reporting year, no special policies of gender targeting were applied.

Key areas of HR policy

In 2019, the priority activities and activities of the HR policy were

  • Developing social programs.
  • Outsourcing part of the HR functions to a common service center.
  • Conducting an HR audit.
  • Implementing the Group's corporate competency model for four levels of employees from top management to line employees.
  • Implementing objective personnel assessment tools (competency interviews) to improve the quality of HR decisions.
  • Developing the Concept for Working with the candidate pool.
  • Approving the Methodology for Personnel Training System of PJSC Inter RAO regulating key principles and rules for personnel development.

In 2020, it is planned to continue the HR policy development in the following areas:

  • Development of the Corporate Social Responsibility and youth policy.
  • Corporate University implementation.
  • Revision of the grading system.
  • Development of Operational Efficiency.
  • Automation of HR processes based on Mirapolis HCM.
  • Qualitative change in the approach to the formation of the candidate pool.