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.
|48,851 people||Group's headcount|
|> 71 %||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.
The Group had 48, 851 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.
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.
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.
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.