Title pageKey Performance ResultsHuman Capital

2.4.Human Capital

Interview with Vice President for HR and Internal CommunicationsRead

2.4.1. Characteristics of Personnel

Priority goals in work with personnel for the next 3–5 years consist in ensuring their safety, providing social guarantees and creating possibilities for development and enhancement of qualification.

Increase of the number of personnel in construction companies due to commencement of the active stage of NPP construction abroad and in Russia (Kursk NPP), enhancing the skills of design unit specialists engaged in projects abroad; development of system engineering and IT division within the framework of the Company’s digital transformation.

Reduction of the costs per one employee is mainly related to a change of personnel structure — increase of the share of blue-collars.

For additional information see Appendix 14 of the Book of Appendices.

Organizational structure of JSC ASE EC, the managing company of the Engineering Division, can be found in Appendix 6 of the Book of Appendices.

102-7, 102-10

Number of employees dynamics, pers.

Total number of employees for Rosatom State Corporation Engineering Division
2018 20172016+41%23,55416,66714,562
Average headcount (considering external part-time workers)
Additional information can be found in Appendix 13 Book of Appendices.
The number of Candidates and Doctors of Science and employees with MBA degree, pers.
Total number of employees — breakdown by gender, age and employees categories, pers.
Category of employees
Share of
under 35 y.o.
Under 35 y.o.
36–50 y.o.
Over 50 y.o.
  plan fact m f total m f total m f total
Other office staff9611731.6%334371394033740
Additional information can be found in Appendix 13 of the Book of Appendices.
Payroll budget and social payments, mln RUR
Additional information can be found in Appendix 13 Book of Appendices.
Number of new jobs within the year

The growth of the number of new jobs is caused by:

  • commencement of the active stage of NPP construction abroad and in Russia (Kursk NPP-2);
  • enhancing the competence of employees of the design division as part of the foreign projects;
  • enhancing IT-competences within the framework of implementation of “Digital Economy” program.
Additional information can be found in Appendix 13 Book of Appendices.
Personnel turnover — breakdown by age and gender, %
Age groups Personnel turnover index
  m f total m f total m f total
Under 35 y.o.18.710.516.024.713.621.124.911.821.4
36–50 y.o19.
Over 50 y.o.14.18.311.912.14.89.313.85.010.7

The reasons of turnover include resignations due to employees’ unhappiness with the job or dismissals when the company is not satisfied with their performance (voluntary resignation, dismissals due to truancy, violations of safety rules, absence from workplace for reasons not caused by production or state needs).

Additional information can be found in Appendix 13 Book of Appendices.
Number of complaints on labor relations that were filed, processed and settled via official mechanisms of complaint filing
∆ (2018-
Total number of complaints filed during the reporting period29223122175.0
Processed during the reporting period29223111972.7
Settled during the reporting period28622111972.7
Total number of complaints filed before the reporting period and settled during the reporting period0001

Of twenty one appeals to court by employees in 2018, fourteen were rejected.

Qualified personnel shortfall risk

Risk impact growth factors:

  • The lack/absence of specialists in the field of nuclear energy in the target countries for NPP construction;
  • Lack of specialists and engineers in the RF.

Strategy of work with personnel quality and personnel shortage:

  • Assessment of competences and proficiency in English, re-training, enhancement of employees’ skills;
  • Recruitment from the labor market of specialists with competence in the field of international logistics and audits of suppliers on international markets;
  • Employment of specialists with competence in the field of international designing;
  • Employment of graduates of Higher Engineering School;
  • Employment of graduates of RF universities, National Research Nuclear University “MEPhI”, Master's Degree course of Russian Foreign Trade Academy.

Risk mitigation factors in Directorates:

  • Rotation of experienced specialists from ASE (candidates’ pool, employees with a high potential) to international projects — about 15%;
  • Employment of specialists with competence in the field of international contracting (knowledge of FIDIC standards), international supplies and logistics, quality management, licensing and audits of contractors — closure of demand;
  • Employment of graduates from the Moscow State Construction University, “Incubator” project (10%).

2.4.2. HR Policy Implementation


The norms and rules of business relations in the Engineering Division are defined in the ethical code of employees’ behavior. The Code explains the values and the principles of ethical behavior which determine the relations of employees with their colleagues and with partners. The Code serves as a tool for preventing possible violations and conflict situations.

Values, principles, standards and rules of behavior are part of the corporate culture, they reflect industry values, and for this reason it is extremely important to ensure that all the employees, especially the new ones, get to know these rules.

Firstly, all the new employees familiarize themselves with the relevant documents during employment. Newly employed specialists and operating personnel undergo training dedicated to the valid rules of behavior and industry values. In each enterprise of the organization there is a specialist in charge of the above issues.


Managers and specialists of JSC ASE EC undergo annual assessment in accordance with the corporate values within the framework of efficiency management cycle. In 2018, fifty one specialist in executive positions in JSC ASE EC underwent such assessment by 360º method. The assessment was performed by colleagues, subordinates and the immediate supervisor.

More detailed information about the assessment of efficiency and career development can be found in  Appendix 13 Book of Appendices.

Engagement survey showed that 90.3% of JSC ASE EC are familiar with and understand all the industry values of the company.

The growth of the number of training hours in 2018 was caused by performance of compulsory training of JSC ATOMPROEKT executives (once per 3 years) and of Trest RosSEM Ltd. workers.

Additional information can be found in Appendix 13 Book of Appendices.

The Engineering Division is implementing a number of programs for development of skills and enhancement of qualification that help employees sustain their working abilities or retire. Organizations of the Division hold qualification enhancement trainings. Qualification enhancement program includes English classes and English clubs for the employees. Compulsory training of employees complies with the requirements of the RF regulatory authorities. Special industry training programs have been introduced (such as candidates’ pool, globalizer leaders), newly employed specialists and specialists promoted to executive positions are taught management skills. A training and qualification enhancement program is approved for every year.

Average hours of training per year per employee
Additional information can be found in Appendix 13 Book of Appendices.

JSC “Atomenergoproekt” uses a coaching system under which specialists with high qualification (including those who are retired) share their important knowledge with young specialists. A comprehensive program is being implemented for pensioners and veterans. Various events are organized annually for support of pensioners and honored employees who are especially important for the company.

JSC “NIKIMT-Atomstroy” and other companies participate actively in various professional skills competitions.

The employees dismissed due to job cuts are offered help in new employment in other companies of the division and in CV preparation.

In 2018, 388 students underwent training in the Engineering Division, 79 of them underwent on-the-job training and 113 — pre-graduation practice. Upon the results of the training, 46 students were employed by the Division.

In total, the number of the students undergoing training in the companies of the Division increased by 18% compared to 2017, and the number of those who were offered employment upon the results of the training grew by 13%.

Additional information can be found in Appendix 13 Book of Appendices.

Positive changes are related to improvement of quality and consistency of cooperation with universities and a demand in new personnel due to broad-scale business targets.

An insignificant reduction of the number of students educated under target training programs was compensated by an 80% growth of the number of students employed upon the results of such training.

Career and succession management is a process aimed at providing availability of trained successors for managerial positions of the Engineering Division. The process also allows managing career expectations of employees increasing the level of their involvement.


In 2018, the RECORD unified industry system of personnel development was put into commercial operation. The system was developed on the basis of Lumesse ETWeb software — Career and Succession Module. Career progress of each employee is planned on the basis of a fact-based analysis of the current individual profile data of the employee in the system in relation to profile requirements of the target position. Each employee of the company can choose his/her next career step, and the manager can ensure the availability of successors to his/her position and the positions that are subordinate to him/her. In April-May 2018, five thousand employees underwent individual and group training teaching how to work in RECORD industry system. To mitigate personnel risks and implement career and succession management process, a plan of succession to all the executive positions up to the level of head of department, is developed every year. The succession plan includes 316 positions and 480 successors for executive positions of the Engineering Division. This plan is updated on a quarterly basis and enables to get updated information about the human resources.

Development of candidates’ pool for executive positions is a key element of career and succession management. The main objective of the candidates’ pool is to provide the Engineering Division with managers and experts having expertise in efficient task performance, establishment of a unified corporate culture of management meeting the strategic goals and improving the management efficiency.

A unified industry system of development of the candidates’ pool is being successfully implemented for different levels of positions: “Rosatom Talents” — for low level managers, “Rosatom Capital” — for middle level managers, “Rosatom Assets” and “Rosatom Assets — Basic level” for senior management.

In 2018 the industry candidates’ pool comprised 406 people.

During appointment to senior, middle and junior managerial positions, priority is given to trained employees, selected, as a rule, from the candidates’ pool. The efficiency of the managerial candidates’ pool is confirmed by the career progress of the participants. In 2018, 51.6% of the Engineering Division candidates’ pool were promoted (compared to 43.8% in 2017).

To maintain and share the key knowledge and skills, the Division introduced a system of tutorship and rotation of key specialists within the design companies of the division. Twenty nine “tutor-student” pairs were formed for young specialists-participants of “Energy and Leadership” program and members of the candidates pool. Rotation and monitoring program helps obtain new competence and experience in taking management decisions that will be useful at the next career level.

Upon the results of industry competition for identification of talented young people among students and graduates of the industry universities of RF, eleven young students-finalists of the competitions were employed by JSC ASE EC in 2018 and enlisted in the “Leadership Energy” industry program for development of talented youth. In total, twenty four young specialists of JSC ASE EC were trained under this program in 2018.

A unified industry system of development of the candidates’ pool for different levels of positions
Talent Pool levelspers.Next career step201620172018173840313682118147111137183210324406In 2016there wasno suchlevelFuture TOP 30 managers;General directors of companies; Heads of functional areasof managing companies of divisions(deputies of sole executive bodies)Deputy heads of functional areas inState Corporation (subordinate TOP 30).Managing companies of divisions (subordinate to deputy general director);Deputy general directors of FRC-3 companiesProject managers of managing company/State Corporation, departments ofmanaging company/State Corporation,divisions, laboratories, production shops(with experience of at least 2 years).Managers of junior level(without experience of management)Talents of Rosatom4Capital of Rosatom3Asset,basic level2Assetof Rosatom1

Two specialists underwent training under the “Economic Security, Protection of Assets, Fighting Corruption in Rosatom State Corporation” program. The cost of training for both specialists was 60,000 rubles.

In 2018 fifty eight students-employees of JSC ASE EC — studied at Higher Engineering School of National Research Nuclear University “MEPhI” under Master Degree course “Engineers for the Digital Future”. The studies included practice in JSC ASE EC (thirty six students began their studies in 2018). Twelve multi-disciplinary project groups under the guidance of 11 tutors from JSC ASE EC and scientific advisers from MEPhI are working on projects related to digital transformation of engineering activities (ranging from development and introduction of integration solution between CAD and calculation complexes in electrical systems to development of design platform in accordance with gamification principles). One group comprises exclusively JSC ASE EC employees.

In 2018 seven graduates of NRNU MEPhI were recruited by JSC ASE EC.

In 2018, the internal communications division introduced an innovation — heads of departments and employees of HR division participated for the first time in the cascade information day and in local information days; 912 employees (14 divisions) attended the cascade information days in Nizhny Novgorod with the participation of HR management department.

In September 2018, an internal communication unit was established in the Company. The unit is headed by N.B. Shafalovich, Vice President for HR and Internal Communication.

Awards received by the Engineering Division in the reporting period, results of participation in ratings and competitions
Person of the year Rosatom — 2018 235 applications submitted (70% more than in 2017).
13 prizes in industry nominations (18% more compared to 11 prizes in 2017).
8 first prizes in industry nominations (33% more compared to 6 first prizes in 2017).
“AtomSkills” industry competition 4 prizes.
One first prize (for the first time after 2016).
“WorldSkills-HiTech” national competition 4 competences for participation (two times more than in 2017) (2017 — 2).
6 awards (two times more than in 2017) (3 awards in 2017 ).
3 gold medals (three times more than in 2017) (1 award in 2017).
3 second places in total points scoring.
Competition in the field of information technologies DigitalSkills One competence for participation (one competence in 2017).
One gold medal (one in 2017).
Competition “The Best Expert in Nuclear Capital Construction Industry” 12 competences for participation (33% growth compared to 2017) (2017 — 9).
25 awards (127% growth compared to 2017) (11 awards in 2017).
10 first prizes (ten times more than in 2017) (one first prize in 2017).

Occupational Health and Safety

The Engineering Division manages the construction of complex engineering facilities. The construction is performed under hazardous conditions related to changes of elevation, operation of construction machinery, energized systems and equipment.

The Division faces the target of efficient management of such parameters as budget, deadlines, quality and safety at all the stages of projects implementation.


All employees of our company take seriously the OHS issues and actively participate in occupational health and safety management.

Occupational safety specialists actively contribute to improvement of OHS management system, prevention of injuries and occupational diseases.

Managers of all levels are continuously improving OHS management system and prevention of injury during designing and construction of power units.

403-4, 403-5, 403-7

“Safety days” are held in the Engineering Division on a regular basis.

403-1, 403-8

The Engineering Division demonstrates a systematic approach in ensuring occupational safety which embraces both the employees of the Division and employees of subsidiaries, affiliates and subcontractor companies.

JSC ASE EC and JSC ASE occupational safety management system ensures the management of risks related to health and safety. OHS management system comprises a management structure, planning activities, distribution of responsibility, processes and resources for development, introduction and achievement of the goals in the field of occupational safety established by the Company, analysis of the efficiency of occupational safety policy and measures.

An important part of OHS management system is systematic training, enhancement of qualification and competence of employees in the field of safety:

  • Safety briefings;
  • Training of workers;
  • Training of managers and experts;
  • Training and re-training in the field of occupational health and safety.

JSC ASE EC introduced and maintains labor protection and occupational safety management system which is confirmed by Certificate BS OHSAS 18001:2007 of International Certification authority DQS (valid until 30.07.2019).

The main elements of labor protection and occupational safety management system:

  • Policy in the field of occupational safety;
  • Planning of occupational safety management;
  • Numerical methods of assessment of occupational safety conditions;
  • Efficiency parameters in occupational safety management;
  • Tools of occupational safety management;
  • Analysis of industrial injuries;
  • Administrative control over the OHS condition;
  • Labor safety culture formation.

Benefits from the introduction of the system:

  • Elimination and/or mitigation of risks;
  • Control over hazardous industrial factors;
  • Prevention of incidents, accidents, operational disturbances.

In 2018, 4,287 employees of the Engineering Divisions (managers, heads of independent structural divisions, experts in occupational and fire safety) underwent training under compulsory industry and additional training programs.

More detailed information about expenses for training can be found in Appendix 13 Book of Appendices.

Occupational safety measures in the Engineering Division companies

were undertaken in accordance with the plan for occupational safety assurance and prevention of injuries in 2018. Upon the results of activities in 2018, all the measures planned by the Engineering Division companies were completed in full scope.


In 2018 six injuries occurred in the Engineering Division companies and subcontractor’s companies.

Additional information can be found in Appendix 13 Book of Appendices.
Occupational safety expenses, thous. RUR
LTIFR, work related injuries
403-1, 403-7

Contractors’ obligations in the field of occupational health and safety

The contractors are responsible for ensuring the safety of their employees and construction facilities in accordance with the concluded contracts.

The Rostov, Kursk and Belarus NPP construction sites, within the framework of the accepted Typical Provision on Occupational Safety Management System at Construction Sites, organize demonstrative walk-downs of working places of subcontractors. The purpose of the demonstrative walk-downs is monitoring by the General Contractor of the general HSE status at workplaces of the construction site of a particular contractor, with the participation of its managers and OHS specialists on labor protection. Upon the results of inspections, the reasons of violations of safety requirements and rules are analyzed.

Rate of high consequences of
work-related injuries
Rate of
diseases factor
Expenses in 2018 — breakdown by companies
Name of the company
Occupational safety expenses, thous. RUR
JSC ASE EC138,021
JSC ASE 17,047
JSC “Atomenergoproekt”103,450
VMU LLC11,616
SMU No. 1 LLC16,423
Trest RosSEM Ltd77,063
JSC “NIKIMT-Atomstroy”33,997
PJSC ESM48,830

2.4.3. Social Policy and Results of its Implementation

Social policy management is performed in accordance with the principles of Unified Industrial Social Policy.

A significant scope of work for organization of health care and recreation of employees and members of their families is done by the administration jointly with the trade union committee. The company organizes cultural events for its personnel and their children, “health days” for employees and veterans.

Over 2 000 employees of the Engineering Division are engaged in sports on a permanent basis actively participating in various sports competitions: athletic events, festivals, championships. Sports clubs, swimming pools, gyms, facilities for futsal, volley-ball, hockey, badminton and other sports games are available. The Division has good working relations with Atomsport sports society.

The Social policy of the Engineering Division is aimed at enhancing the attractiveness of the Division as an employer and increasing the efficiency of social expenditures.

Special attention is paid to social support and material and non-material incentives aimed an enhancement of the employee’s interest in achieving high results.

Expenses for social programs, cultural and sports activities, mln RUR
2016 fact
2017 fact
2018 fact
2018/ 2017,%
Social programs447.06417.59451.31+8
Cultural and sports activities72.7091.33109.45+20
Non-state pension provision in the Engineering Division
2016 fact
2017 fact
2018 fact
2018/ 2017, %
Number of employees with non-state pension provision, pers.196155170+10
Expenses for non-state public provision, mln RUR35.317.917.8–1
Additional information can be found in Appendix 13 Book of Appendices.
Financial aid and other types of personnel support, mln RUR

Due to the growth of the number of personnel in the company and the establishment of a new branch office in the People’s Republic of Bangladesh, the social expenses increased. This is primarily related to employees’ insurance in branch offices abroad. In 2018, expenses grew due to recruitment of specialists in the Design Unit, the Prospective Projects Division, Directorate for projects in China, foreign branch offices. In 2019 it is planned to provide private medical insurance in foreign branch offices, to increase the number of employees and to change the cost itemization of some expenditures (travel during vacation, medical care, etc.).

Additional information can be found in Appendix 12 Book of Appendices.

Descending dynamic in 2018 is stipulated by qualitative changes in the personnel structure in JSC ATOMPROEKT: increased number of young people (under 35) whose needs in financial support is lower than that of middle-aged, elderly and retired people; reservation of funds for the employees who have come to work to JSC ASE.

Collective employment agreement of JSC ATOMPROEKT for 2019–2021 has been modified; the amount of financial support to employees in certain circumstances has been increased.

Youth policy and volunteering

To implement the youth policy, develop a pro-active attitude to life of the working young people, a Youth Council has been established in the Division. It is functioning on a free disinterested basis.

Young people under 35 participate in the definition of priority areas of the Company’s youth policy and social programs. They offer their projects in social sphere, initiate and organize innovative events (e.g. conferences, meetings, seminars for young people).


  • Charity event “Magic Christmas Tree”! A Christmas-tree was put up in the Company hall. The tree was decorated with postcards in which school children from boarding school No. 1 had written their wishes. Anybody could pick a postcard and make the child’s dream true.
  • Charity race “Run, Hero!”. Participation of the Division corporate team in charity race “Run, Hero!” which was one of the largest sports events in Nizhny Novgorod. In total, 2000 runners from 9 countries and 24 regions of Russia participated in the race and covered the distances of 5, 10 and 21.1 km. The project targets were:
    • Promotion of healthy life style, involvement of the population in physical culture and sports;
    • Development of popular sports;
    • Image enhancement of Nizhny Novgorod as a tourist attraction.
  • “Corporate Volunteering” Project. Volunteer events in Nizhny Novgorod boarding school for blind and visually impaired children. The volunteers improved the territory (planted trees, bushes, made a “contact flower-bed”) and painted the walls in the room adjacent to the conference hall.
  • “Corporate Volunteering” Project. Volunteering activities in Nizhny Novgorod specialized (remedial) boarding school No. 1 for orphans with health limitations. The volunteers painted the school corridor walls.
  • Social project “Good Deeds Marathon for One Village”. Assistance, including financial aid, to needy village families.

Like in the past years, traditionally, attention was paid to reconstruction of churches in the regions of operation (the Assumption Cathedral of Sarov Monastery, the Church of the Protecting Veil of the Mother of God in Dichnya village).