Information Technology and Telecommunications

In 2012, the Company completed the project to formulate the Strategy for Development of the Company and its subsidiaries in Information Technology, Automation and Telecommunications until 2016 (ITT Strategy). Similar strategies were also approved by the boards of directors of the following subsidiaries: IDGC of Volga, IDGC of Northern Caucasus, IDGC of North-West, IDGC of Siberia, IDGC of Urals, IDGC of Centre, IDGC of Center and Volga Region, IDGC of South, Tyumenenergo, Yantarenergo, LENENERGO, MOESK, and Kubanenergo. Since TDC was under the management of IDGC of Siberia at the time of formulating the ITT Strategy, TDC was outside the development and implementation of the Strategy.

The developed ITT Strategies of the Company and its subsidiaries are a vision of the target condition of information technology, automation, and telecommunications. The documents contain target models and development areas and describe the sequence of measures to achieve them based on the principles of economic efficiency and ultimate effectiveness.

Approved by the Board of Directors of the Company, the action plan to implement the ITT Strategy was carried out in full in 2012: 20 projects were completed or are underway, four additional projects are underway. The principal results of implementing the ITT Strategy of the Company in 2012 are as follows:

• The uniform automated referenced data management system for procurement and technical operation and maintenance management was introduced into all grid subsidiaries. This project involved developing a uniform equipment classifier and, partly, a uniform material reference book. The project provided the foundations for further work on the implementation of automated equipment classification systems.
• The automated equipment classification systems were introduced into 10 subsidiaries. The systems were put into pilot operation; regular equipment classification processes were launched. These projects form a basis for the further introduction of the asset administration system into subsidiaries and the enhancement of the efficiency and reliability of electric grid equipment.
• The uniform automated management system for resources for accident recovery work was introduced into all grid subsidiaries. The project involved developing and implementing a geographic information system showing subsidiaries’ electric grid facilities (rated over 35 kV), the current status and location of subsidiaries’ emergency supplies, and the current location of emergency response crews; the log of operational reports on the condition of electric grid facilities was automated. This project has great significance for improving the reliability of the electric grid sector and reducing the time of remedying emergency situations.
• The uniform automated procurement reporting system was introduced into all grid subsidiaries. The system ensures the relevance and transparency of subsidiaries’ procurement information and raises procurement management efficiency.
• The automated construction management systems for major investment projects were introduced into 10 grid subsidiaries. These systems ensure the relevance, transparency, and reliability of information on the implementation of subsidiaries’ major capital investment projects and increase project management efficiency.
• The automated receivables management system for electricity transportation were introduced into all grid subsidiaries. The implemented system made it possible to automate receivables reporting and measures to reduce receivables at branches and subsidiaries in general. This improved management efficiency related to counterparty receivables.