An example of a goal tree for an enterprise of Rosatom. Goal tree: an example of compilation. The tree of organization goals on the example of Apple. Session for strategists

The success of an organization depends largely on good planning. Maximum profit and high profitability in the long term - this is always the general goal. What is the role of the goal tree in planning?

What is objective tree

Management goals are presented in a large number and variety, so every enterprise needs a comprehensive, systematic approach to choosing their composition. The process of setting goals is called goal setting.

The objective tree of an organization is:

structured list, scheme of organizational goals;
hierarchy of multi-level goals;
a model that allows you to streamline and combine goals into a single complex.

Product Application this method strategic planning should be a logical and simple scheme of enterprise management. The goal tree makes it possible to justify the general goal and makes sub-goals more achievable.

The system of goals is determined organizational structure. A huge structure, a large number of departments and work lines will require the development of a complex "branching" tree with many decomposition levels.

Vertex

The tree is filled "from top to bottom", from the central goals to secondary tasks. At the “top” (“root”) there is a general goal, the achievement of which is not an easy task. This means that it is necessary to decompose it into smaller elements, “branch goals”, that is, to decompose. So there is a plan of movement to the main goal.

All subsequent levels are formed in such a way as to contribute to the achievement of the previous one.

Target directions

Target	Content
Economic	Maximizing profits from sales of products or services in the required quality and volume
Scientific and technical	Maintaining products and services at a given scientific and technical level, R&D, increasing labor productivity through the introduction of know-how
Production	Implementation of the production plan. Maintaining the rhythm and quality of production
Social	Improvement, development and replenishment of human resources

branches and leaves

Branches - subgoals extending from the top, are again decomposed. Branch Runs are the next level of objectives. The process is repeated at each level until the goals are simplified. Simplicity is reachability, understandability and logic.

All "branches" describe the result that expresses a specific indicator. The goals of one parallel are independent of each other.

An enterprise goal tree is created based on 3 important elements of any goal.

"Leaves" are specific activities to achieve the goal. The characteristics and indicators indicated on the "leaves" contribute to the choice of the best option:

deadline;
the probability of achieving the goal by the planned date;
cost indicators;
the amount of consumed resources.

Tree elements in the same group are interconnected through the logical "AND" (denoted by "∧"). Alternative groups interact through "OR" ("∨").

The organization's goals tree. Example

Let's consider a simple scheme of goals for maximizing profit while increasing results and reducing costs.

To approach the general goal (high profitability and maximum profit), three directions have to be worked out. Enter the resulting options in the organization's goal tree. The example is presented in the form of a table.

Apple strategy and goals

Why is Apple's strategy winning?

The company's field of activity is information and radically new products for working with it. The priority is the process of creating content and its consumption.

For example, Apple paid attention to cultural aspects. The music consumption model has been improved. With iPod, listening to digital music and surfing the Internet has never been easier.

The iPod, iPhone, and iPad lineup fixes the bugs, improves the basic ways to create and use information. This model, used for laptops, desktop computers, television, will allow the "apple" corporation to further increase income.

The result of the decade was three universal inventions and business platforms. They are not an end in themselves, but a means to achieve the goal: gaining access to the main ways of information consumption.

It is natural that the general strategy of Apple is the development of an existing product line.

Building a tree of organization goals using the example of Apple

The main goal of any business is to expand the market boundaries, to win an infinite number of customers. Apple is no exception and prioritizes improving its product line for the benefit of the consumer.

Consider a company goal tree for a product like the iPhone, whose value reflects the motto “Simple. Conveniently. Aesthetically." As the main goal of the tree, we will define the improvement of the iPhone, taking into account the interests of potential users.

The main competitive and significant factors for the consumer this market are:

product cost;
a variety of functions and an energy-intensive battery;
brand popularity;
technology for connoisseurs;
design and size;
range (was discontinued by Apple).

The tree of goals will help answer the question: “What to do?”. For example, to reduce the cost, it is necessary to simplify the interface.

What industry factors need to be created? What features to improve? These are memory, design, games and entertainment. What to focus on: the functional component or the emotional?

Table with iPhone subgoals on three levels

Goal Tree Apple presented in a simplified version in the form of a table.

Improving the iPhone with Consumers in Mind
First level goals
1. Eliminate assortment and brand popularity	2. Simplify the interface	3. Increasing consumer appeal	4. Increasing ergonomics
Second level goals
	2.1. Simplify Manufacturability	3.1. Create a new design	4.1. Special status of the owner
		3.2. Increasing the amount of memory	4.2. Last Mile Solution
		3.3. Strengthening the entertainment aspect	4.3. Reduce size

To solve the "last mile", the following tasks were identified:

Use touch screen and achieve the absence of buttons.
Create additional options.
Enlarge screen.

The next step is to fill in the "leaves" or activities to achieve the subgoals. To do this, specific deadlines for completing tasks, the required volume, resources, cost and significant quantitative indicators are necessarily indicated.

The last step is to draw the targets in the form of a branched tree.

Task tree. Example

Tasks are called subgoals. They do not need decomposition and “end-means” linkages. The tree of goals includes the goals of the highest and lowest levels.

Objectives are the basis for creating a program to achieve a specific goal at the grassroots level. Problem solving is a set of actions.

The tree of goals, as an option, may contain the following tasks.

Thus, the goal tree becomes an ordering tool for creating a company development program. Examples confirm the principle of its formation “completeness of reduction”: goals are “split” into subgoals until the original goal becomes clear and achievable.

KPIs (Key Performance Indicators) are measurable performance criteria, indicators of the achievement of goals. If it is possible to accurately and regularly measure the results through a balanced performance scorecard, the assessment of the level of achievement of the set goals becomes concrete and the effectiveness of the company, department, employee is clear. KPIs motivate employees to focus their efforts during the year on achieving significant and concrete results, allow them to link the size of the annual bonus with what they have done, make informed personnel decisions through an objective assessment of the performance and effectiveness of employees. And if the KPI system is built correctly, that is, it is logical, covers all goals and all departments, is understandable and easy to measure indicators, then such a system makes managers at all levels constantly focus on the main thing and instills a culture of efficiency when all efforts are evaluated in terms of results , that is, the benefits received for the Division.

Good fruit from a good tree

In 2017, for the first time, the KPI map CEO The concern was fully agreed upon and signed by the head of Rosatom State Corporation at the very beginning of the year. Thanks to this, the Concern got the opportunity to start work in 2017 with clearly formulated strategic goals of the Division and their indicators. The obtained KPIs of the General Director (and, accordingly, of the entire Concern) were decomposed - disassembled into components in accordance with who is responsible for which areas of work or projects and how specifically he affects the result. As a result, there was a clear understanding of who is the leader, the owner of the process, as well as the coordinator for resolving open issues, the moderator of information interaction between departments in this direction or project. The division's process and project management received a systematic basis and specific personal responsibility for achieving results.

We managed to “decompose” the KPIs obtained into the management system thanks to the goal tree - a diagram that visually reflects our strategic indicators and their components in a hierarchical form. Thanks to the tree of goals, the hierarchy of responsibility of managers and the path to achieve indicators, which consists of achieving the goals of the lower level, are determined. The Concern's goal tree was developed and approved at the end of 2016. It reflects both our traditional guidelines (efficient and safe operation, reduction of costs, stocks, saving resources), as well as the objectives of business growth and development. A significant part of the new "branches" is dedicated to the expansion of our activities: this is access to global markets, growth in related service markets, development of new products and activities of the Division.

The tree of goals of the Concern is built on three strategic goals of Rosatom State Corporation, detailing, decomposing into components the achievement of these goals by the Division, organization, specific branch, subdivision, etc. Tasks formed at the level of the central office are decomposed into branches and subsidiaries. Each of our enterprises and production sites received its tasks as an "incoming" document as part of the tasks assigned to the Concern. Based on these "input" goals and target indicators NPPs and subsidiaries have developed their own hierarchy of individual goals in relation to their site and management structure. Thus, we have developed the concept of the hierarchical relationship of our processes, projects and, accordingly, the hierarchy of responsibility of managers at all levels. The tasks assigned to the Division are decomposed, "split" into tasks for each of the NPPs and each of the subsidiaries. Each nuclear power plant subsidiary, having received its own set of goals and objectives as a "seed", was able to "grow" its own tree of goals - and by the end of 2016, this task was generally completed. It turned out to be a simple, concise and visual tool for goal-setting and the structure of personal responsibility for achieving the set goals.

Session for strategists

At the end of January, the Concern's headquarters hosted a final strategic session on setting key indicators efficiency for 2017. Outwardly, the event could resemble a traditional report on the work done with the corresponding figures of indicators: the speakers took turns speaking, answering questions, exchanging views... coordinates, on the basis of which, in the coming 2017, the management of the Concern, branches, divisions will be assessed - from top management to specific performers. The strategic session was supposed to become a platform for disputes and the search for a final consensus on the difficult issue of sharing personal responsibility for certain goals and indicators. This is not the first experience of holding a strategic session in the Concern, but for the first time the event took place much faster than planned, which indicates a clear understanding of the tasks by all, mastering this format of interaction and coherence of work management team Division. The strategic session became a communication platform for a dialogue between managers, it allowed discussing the understanding of the participants in the process of their tasks, readiness for work, division of responsibilities, necessary powers and principles of interaction without complicated schemes and formal correspondence.

What tasks were solved at the Concern's strategic session?

First, the entire system was "balanced". Participants were able to verify that the goals different directions do not contradict each other and in an attempt to achieve some result we move in concert.

Secondly, an assessment was made of the achievability and feasibility of the goals and at the same time their ambitiousness, striving for significant growth.

Thirdly, all participants of the strategic session compared their areas of responsibility and identified areas of intersection with "neighboring" areas. Some issues may be mutually exclusive, for example, a branch builds up inventories and thanks to them it is able to quickly perform scheduled or unscheduled repairs, but inventory “freezes” capital. If you do not have stocks, the turnover of funds is good, but in the event of unscheduled repairs, there is a risk of losing time and incurring significant losses due to downtime. In a similar way, many indicators intersect, "hook" and that is why it is so important to balance the system of goals and indicators.

Finally, all session participants were given a detailed explanation of the changes in the principles for setting KPIs for 2017. In particular, all responsibility centers (NPPs, SDEs, branches) were divided into development centers, where the main indicators are the growth of revenue, portfolio of orders, profits and cost and efficiency management centers production process, where the main KPIs are aimed at reducing costs, savings, and labor productivity. This made it possible to focus NPP teams on what they can really manage - on the efficiency and costs of the process of operating power units. Service subsidiaries and affiliates focus on the task of large-scale entry into the international market of services and Russian market new products. In this regard, the KPI portfolio of each enterprise, based on its development strategy and real area of responsibility, tried to balance and solve the problem of maximum focus.

The next step was the holding of strategic sessions in the branches and subsidiaries of the Concern. Agreed KPIs are deployed at the level of chief engineers, deputy directors and below - in departments. Ultimately, each employee included in the KPI assessment system must know the tasks and responsibilities of his own and his team, so that all personal efforts and victories harmoniously form into a single mosaic of the Concern's achievements. The discussions that accompanied the distribution of KPIs in the branches and subsidiaries is an extremely positive sign, because an open direct conversation between management and face to face will help to avoid gray areas, intersections and opacity in the local management system in the future, will clearly define for all participants the “rules games" for the current year.

Process under control

An important innovation this year is the open questions and forecast management system. To do this, a collegial body, a committee, is being created, headed by Alexander Shutikov, First Deputy General Director for NPP Operation. This committee becomes a platform for monitoring intermediate monthly and quarterly indicators for the implementation of indicators and a body for interaction between managers - if actions need to be adjusted. Knowing the goals and indicators in the areas, each participant develops detailed work plans up to a week.

The collegial body for managing open issues and forecasts is actually a permanent platform for interaction that monitors the actual implementation and adjusts plans in case of any changes in the market, in the Concern's activities, etc. In case of deviations, the task of the Committee is to propose and organize corrective actions. Also, the task of the Committee is to remove revealed contradictions, conflicts, and manage open issues. This may be, for example, problems at the boundaries of the areas of responsibility of various departments.

Another innovation is in the transition from "cascading" (replicating) KPIs to lower levels to "decomposition", that is, to the distribution of tasks with an understanding of their individual components. For example, the KPI “free adjusted cash flow”, SSDP, is fully understood only by a narrow circle of specialists, but hundreds of managers influence it. This year, a methodology has been proposed, how the AFDP is decomposed in detail by levels of responsibility: what is the chief engineer responsible for (he should focus on the cost estimate and the repair program); what the deputy for general issues is responsible for (for example, rent and transport, etc.), who is responsible for stocks, who is responsible for settlements and the state of debts of counterparties, for what - other managers. When the main indicators are decomposed into such details, then the managers and executors on the ground receive a specific task in a "digitized" and transparent form. Thus, each employee will understand exactly how he influences the growth of the Concern's well-being and what he must do to achieve this.

Finally, another of the innovations of this year is the appearance of KPIs that combine indicators of achievement of key events. Such an event may be the completion of a certain stage in construction, the receipt of licensing documents, the conclusion of a certain commercial contract, the completion of a certain project, etc. This KPI is, in fact, an analogue of the KPI “implementation of the state task”, with the only difference being that we supplemented the structured key events and milestones by stages and areas of work, in addition to those received from Rosatom, on our own and organized an end-to-end and independent system for monitoring and controlling achievement in the Concern key events.

So...

In this way, major change in the system of key performance indicators since 2017 is to ensure their clear relationship with the strategic goals of the Concern, a clear hierarchy of responsibility for achieving goals, the maximum focus of managers at all levels on achieving goals in their area of responsibility, in which they have every opportunity to influence the situation . In this format, KPIs become not only a tool for the implementation of specific tasks, monitoring and measuring the results of work for a particular year, but also allow you to see how the Concern, its branches or subsidiaries, each of the employees are moving towards achieving the large-scale strategic goals of Rosatom State Corporation .

The Rosatom Production System (RPS) is being successfully implemented throughout the electric power division. At Novovoronezh NPP, the status of achieving RPS deployment indicators is at the level of 87.5%.
This conclusion was made by the commission of the final developing partner quality assurance (RPQ) deployment production system Rosatom, which took place at the station from 21 to 24 November 2016.

The purpose of the audit is to assess the quality of the RPS deployment at Novovoronezhskaya, to diagnose the RPS deployment areas, to analyze the activities implemented based on the results of the previous audit, to identify development areas and best practices, to sum up the results of the implementation of the RPS Deployment program for the reporting period.
The team of the development partner visit to check the quality of the RPS deployment included the director of the RPS Development and Operational Efficiency Department of Rosenergoatom Concern JSC, the team leader S.V. Maksimov; Deputy Director of the RPS Development and Operational Efficiency Department - Head of the Project Office "Implementation of methodology and support RPS projects” (PO RPS) of the concern “Rosenergoatom” A.V. Zhbankin; project manager of the project office "Introduction of the methodology and support of RPS projects" Yu. Shakhabutdinov; project manager of the project office "Implementation of the methodology and support of RPS projects" L.M. Shakina; Head of OIPP Smolensk NPP V.V. Gavrilenko.

The experts worked in five areas: Goal Decomposition, RPS Flows, Project and Change Management, Education, and Motivation. They assessed the tree of the enterprise's goals, the relevance of materials in the information centers of the station, workshops and sites, discussed the current level of achievement of the enterprise's business indicators and the forecast until the end of the year.

The commission carried out rounds of personnel workplaces, repair shops, warehouses. Specialists of the Novovoronezh NPP RPS OP and heads of divisions took part in the detours from the Novovoronezh NPP.

The experts conducted a random check of the functioning of the 5C system at production and office workplaces, as well as RPS projects of the enterprise and proposals for improvements at the station. Representatives of the commission talked with the leaders of the RPS projects, evaluated the implemented RPS projects in practice.

The attention of the commission was also directed to the study administrative documents Novovoronezh NPP, which determine the organization of the implementation of the transformation plan into the RPS-enterprise, including the introduction of motivation tools for the RPS, the evaluation of visual campaigning and activities to inform participants about the motivation tools and the implementation of the RPS.

During the audit, the knowledge of employees who were trained in the courses of the Rosatom Production System in 2016 was tested.
The level of residual knowledge of the managers and participants of the RPS projects of Novovoronezh NPP in the field of the Rosatom Production System amounted to 88%, which is a very high result.

The topic that caused the most difficulties is “RPS Tools”, next year it is necessary to conduct extra education on this direction. Topics with the highest number of correct answers are “5C System” and “Losses”. This suggests that the Novovoronezh NPP personnel have a reliable knowledge base, because the purpose of the RPS is to find and eliminate losses. Now the main task is to apply the acquired knowledge in production.

The conclusions of the commission are formulated in the Final Memorandum of quality control of RPS deployment at Novovoronezh NPP and achievement of target indicators of transformation in the RPS enterprise.
The Commission considers that the Novovoronezh NPP as a whole has fulfilled the activities of the transformation plan into an RPS enterprise. The RPS deployment indicators have been achieved. The status of achievement of the RPS deployment indicators at Novovoronezh NPP as of November 23, 2016 ∑= 87.5%, excluding the indicator "The level of involvement of the enterprise's employees in the RPS is at least 75%". This indicator is not yet taken into account, since the results of the survey are not yet ready.

– Novovoronezh NPP for short term significantly improved their performance. We will recommend in 2017 to include the station in the number of applicants for achieving the status of "RPS-enterprise". To do this, it is necessary to fully comply with absolutely all guidelines- said team leader Sergei Maksimov.

Part of the RPS projects and proposals for improvements to the Novovoronezh NPP will be prepared for participation in the industry competition. The best positive practices of the station will be extended to other enterprises of the division. The number of campaign materials has been increased, new posters have appeared in the station premises, in the aisles, screen savers on monitors. Nevertheless. it is necessary to improve the 5C workspace organization system, to work out the Goal Tree more carefully, building it up to specific sections and workshops with physical quantities.

– It is important that each foreman in his area understands how he influences the achievement of the strategic goals of the state corporation and the concern with his work, what contribution he makes to common work, the expert stressed.
Irina Kolyagina, Head of the RPS Development Department at Novovoronezh NPP, noted the openness and true partnership relations that arose between the plant specialists and the RPPC team when discussing current problems and areas requiring development.
Director of Novovoronezh NPP Vladimir Povarov thanked the team of specialists for the visit and confirmed the understanding by the plant staff of the main production priorities: improving safety, observing the principles lean manufacturing, search and elimination of losses, increase of labor productivity. The director drew the attention of the heads of departments to the primacy of the role of the leader in terms of implementation of RPS and the need for constant personal development and improvement of each employee.
The task of Novovoronezh NPP is within two months to ensure the achievement of indicators with a planned implementation period in 2016 for business goals, RPS projects, the level of involvement, to complete the training cycle and correct problem areas taking into account the recommendations received.

Based on the results of the audit, a decision will be made to award Novovoronezh NPP the status of an RPS-enterprise. This will be announced in January next year. However, the station will not stop there and will continue the implementation and development of the Rosatom Production System in 2017.

On August 16, RFNC-VNIIEF senior managers, headed by the director of the nuclear center Valentin Kostyukov, took part in a training organized by Rosatom State Corporation. Topic - "Tree of goals - a tool for the decomposition of strategic goals."
The trainers of the training were Oksana Karmishina, Deputy Director of the Department - Head of the Department for Assessment, Development and Improvement of Personnel Efficiency of State Corporation Rosatom, and Andrey Petrov, Head of the Economics and Controlling Department.
Goal decomposition technology is the most important tool of a modern leader. One of his responsibilities, set out in the Declaration of the Rosatom Production System, is to monitor the achievement of results and discuss the plan in a timely manner. further action with subordinates.
Opening the seminar, Valentin Kostyukov recalled that by order of the Director General of Rosatom State Corporation Sergey Kiriyenko, VNIIEF was appointed as a pilot site for the goal decomposition project. “At the end of the third quarter, we have to implement a number of serious documents related to building a tree of goals and decomposing it to the level of line managers.” The end result should be effective management costs, in order to in difficult economic conditions maintain the current obligations of the administration of the nuclear center in terms of the number of personnel and salary growth in accordance with the adopted industry tariff agreements. “I would like to ask you to pay the same close attention to this as you pay to the implementation of tasks according to the thematic plan,” the director of RFNC-VNIIEF addressed his subordinates. - Without this, there will be no progress, otherwise we will face very serious problems related to the fulfillment of our obligations under collective agreement».
Oksana Karmishina explained the need for such trainings at industry enterprises: “In 2016, we analyzed the maps of key performance indicators for managers, and we found that the indicators are not always qualitatively decomposed by areas of responsibility. Often this leads to the fact that managers do not understand how they affect this or that indicator.” Therefore, the State Corporation decided to launch a large project for the decomposition of goals. More than 70 enterprises are participating in the project, about 700 top-1000 managers are to be trained. “The nuclear center is one of the most complex integrated enterprises – in fact, a separate division with a large number of areas of activity. Therefore, drawing a tree of goals, decomposing them into components, and assigning a responsible manager to each one is not an easy task. However, we expect that working group By October of this year, the goal tree of RFNC-VNIIEF will be developed,” Oksana Nikolaevna summed up the results of the training.

transcript

1 ROSATOM strategic goals

2 MISSION ENSURING THE RELIABILITY OF THE NUCLEAR SHIELD AS THE BASIS OF NATIONAL SECURITY

3 MISSION TO PROVIDE THE WORLD WITH CLEAN, SAFE, AVAILABLE ENERGY AND NUCLEAR-BASED INNOVATION

4 VALUES “Respect” “We treat our customers, partners and suppliers with respect. We always listen carefully and hear each other, regardless of our positions and place of work. We respect the history and traditions of the industry. The achievements of the past inspire us to new victories.” “One team” “We are all Rosatom. We have common goals. Working in a team of like-minded people allows you to achieve unique results. Together we are stronger and can achieve the highest goals. The success of employees is the success of the company. “Efficiency” “We always find the best options problem solving. We are efficient in everything we do in achieving our goals, we use the company's resources as rationally as possible and constantly improve work processes. There are no obstacles that can prevent us from finding the most effective solutions.” ROSATOM'S VALUES “Responsibility for results” “Each of us bears personal responsibility for the result of our work and the quality of our work to the state, industry, colleagues and customers. In our work, we place the highest demands on ourselves. Efforts are not evaluated, but the results achieved. A successful result is the basis for our new achievements.” "Safety" "Safety is the highest priority. In our work, we primarily ensure the complete safety of people and the environment. There are no trifles in safety, we know the safety rules and comply with them, preventing violations.” “One step ahead” “We strive to be a leader in global markets. We are always one step ahead in technology, knowledge and qualities of our employees. We foresee what will happen tomorrow and we are ready for it today. We are constantly developing and learning. Every day we try to work better than yesterday.”

5 STRATEGIC OBJECTIVES INCREASING SHARE IN INTERNATIONAL MARKETS REDUCING PRODUCTS COST AND PROCESS TIME NEW PRODUCTS FOR THE RUSSIAN AND INTERNATIONAL MARKETS negative impact on the environment

6 INCREASING THE SHARE IN INTERNATIONAL MARKETS Share of foreign businesses, % of revenue Rosatom is increasing its presence in 50 countries of the world 67% 52% 28% Commissioning of new units abroad, units Russia 36 5 North America Foreign order portfolio for 10 years, USD billion Europe and CIS Middle East and Africa Order portfolio by region, USD billion Asia South America

7 ORDER PORTFOLIO FOR 10 years USD 110 billion (as of January 1, 2016) The Atomenergomash division became the leader in terms of “order portfolio growth”: at the beginning of 2016, its portfolio amounted to over 400 billion rubles, which is almost 2 times more than at the beginning of the year. The main contribution to this success was made by the AEM-Technologies enterprise, which produced the first reactor vessel in Volgodonsk after a 30-year break. The best in terms of "revenue growth" was the company RusatomService, which at the end of the year doubled its revenue (against the level of 2014). Over the past 3 years, the company has increased the number of serviced VVER power units abroad from 5 to 18 units, which is half of the entire fleet of VVER reactors operating outside of Russia.

8 REDUCTION IN PRODUCTION COST AND PROCESS TIME LCOE, USD/kWh Labor productivity has more than doubled since 2009. By the year - an increase of more than 3 times. >75<70 <50 *LCOE (Levelized Cost of Energy) - средняя расчётная себестоимость производства электроэнергии на протяжении всего жизненного цикла электростанции Сроки сооружения АЭС, мес. >88 >55 48 Labor productivity 670% 205% 100%

9 EXAMPLES OF COST REDUCTION ARMZ managed to reduce the cost of uranium produced at PIMCU by 12% compared to 2014. This work will continue: the Mining Division should reduce the cost of the uranium chain by 29% (by 2013 in comparable prices), and by 2018 by 36%. The leader in cost reduction is the fuel company TVEL, which reduced its costs in 2008 by 5.1 billion rubles, reducing this figure to 35.8 billion rubles. The greatest contribution to this success was made by the Chepetsky Mechanical Plant, which managed to reduce the cost of zirconium by 18%.

10 NEW TYPES OF REACTORS Sodium-cooled fast neutron reactors - development of commercially efficient next-generation reactors using mixed oxide uranium-plutonium (MOX) fuel. Purpose: Closing the nuclear fuel cycle. The Breakthrough project is the creation of a new generation of nuclear energy technologies based on a closed nuclear fuel cycle with fast neutron reactors, new types of fuel and materials. Purpose: consistent approach to the radiation-equivalent (in relation to natural raw materials) disposal of radioactive waste. NEXT GENERATION TECHNOLOGIES Small power plants - power units with an installed capacity of less than 100 MW. The main advantage of these energy sources is autonomy. They are not associated with a constant supply of fuel, and therefore are well suited for remote and hard-to-reach areas where the use of traditional organic energy sources is impossible or difficult, and there are no power lines. Purpose: Providing electricity to remote settlements and mining platforms. ITER project of the international experimental thermonuclear reactor. The task of ITER is to demonstrate the possibility of commercial use of a fusion reactor and to solve the physical and technological problems that may be encountered along the way. Purpose: consistent approach to the radiation-equivalent (in relation to natural raw materials) disposal of radioactive waste.

11 NEW PRODUCTS FOR THE RUSSIAN AND INTERNATIONAL MARKETS Supercomputers Decommissioning of NRHF Nuclear medicine Small and medium power reactors Share of new businesses, % of revenue Superconductors Electricity storage Research reactors 30% Fast reactors and NFFC 15% Inspection and diagnostic systems Clean water, ecology and desalination Laser technologies Additive technologies Thanks to the development of new businesses, up to 40 thousand new jobs will be created by the year

12 EXAMPLES OF NEW PRODUCTS The industry leader in terms of new products is NSC. Revenue increased by 85.8%, amounting to more than 25 billion rubles in the city. The largest contribution to the success of the NWC in terms of new products was made by the Federal State Unitary Enterprise "RFYaTsVNIIEF" (Sarov), thanks to the development of the "supercomputers" theme. NIAEP-ASE won the first victory in the tender for the decommissioning of Unit 1 of the Philipsburg NPP. This victory is extremely important, as gaining reference in the German market, which is about to decommission all of its nuclear power plants, is very promising. Only the approved program in Germany for the decommissioning of nuclear power plants is more than 30 billion euros.

13 ROSATOM IS A COMPANY WITH A FULL CYCLE OF TECHNOLOGIES IN THE NUCLEAR ENERGY R&D URANIUM MINING FUEL FABRICATION 17% of the world market in the world market (39% share) commissioning of 11th generation gas centrifuges MANAGEMENT OF RAW, SNF 83.9 tons of SNF processed world leader (order portfolio - 36 units abroad, 8 units in Russia) The total number of active patents is more than 2.3 thousand NPP capacity (26.2 GW) Ability to produce up to 5 sets of NPP equipment per year COMPETITIVE ADVANTAGES OF ROSATOM: A comprehensive offer for the entire life cycle of the plant, which allows guaranteeing a competitive cost per kilowatt-hour of electricity (LCOE) Reference and maximum level of technology safety Assistance in attracting financing (including BOO) and creation of project infrastructure ( the legislative framework, training of specialists, work with the population)

14 GREENHOUSE GAS EMISSIONS ARE SIGNIFICANTLY REDUCED IN THE WORLD THANKS TO ROSATOM PROJECTS Installed capacity of Russian-designed NPPs, GW +83% 101.9 ) 55.7 All NPPs in the Russian Federation (k) will reduce emissions by 711 million tons of CO2 annually (6.3 years of emissions from the Russian vehicle fleet) million tons of CO2 403 annually (80% of annual emissions of the entire global vehicle fleet)

15 ROSATOM IN FIGURES Revenue, billion rubles Portfolio of foreign orders, billion dollars Generation of nuclear power plants in the Russian Federation, billion kWh > Installed capacity of nuclear power plants in the Russian Federation, GW 24.2 26.2 Share of foreign businesses, % of revenue 30.0 67% 52% Mineral and raw material base of uranium, thousand tons % Uranium reserves Uranium mining Uranium enrichment Fuel fabrication Installed NPP capacity Order book

16 Every third light bulb in the European part of Russia runs on "atomic" electricity The height of the VVER-1200 is 11 times greater than human height The construction area of the Leningrad NPP-2 is equal to the area of the Principality of Monaco The total length of fuel pellets manufactured per year is km - this is the distance from Moscow to Novosibirsk During the service life, one fuel assembly can generate a MW-day of energy - the monthly consumption of apartments The total length of the fuel cladding in one fuel assembly is m - this is slightly more than the height of the two Ostankino towers The operating temperature in the center of the fuel pellet is C - this is the melting point of iron and steel The mass of one fuel assembly is 760 kg - the Oka car with two passengers at ChMP made a superconducting strand km long for the ITER reactor, this is enough to encircle the Earth along the equator almost 1.5 times The weight of the VVER reactor is more than 330 tons, which is more than 24 T-34 tanks or 10 Boeing aircraft, but about 70 tons less than fully assembled and equipped The international space station ISS with all the equipment The height of the cooling tower of the Novovoronezh NPP-2 is 172.5 m, the same as the building of the Ministry of Foreign Affairs on Smolenskaya Square, 26 m higher than the Pyramid of Cheops, 15 meters higher than the Cologne Cathedral and 3 m higher than the Washington Monument in the capital USA It took 10 thousand cubic meters to "raise" such a cooling tower. m of concrete, this is exactly how much was poured under the Bolshoi Theater into a reinforced concrete monolithic foundation slab

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