JSC Atomenergoprom Annual Report

JSC ATOMENERGOPROM / ANNUAL REPORT / 92 6 DIGITAL TRANSFORMATION Key results in 2022: 10 pilot projects were implemented in the sphere of end-to-end digital technologies and data management, with benefits totalling RUB 105.88 million. An international version of the Logos product was developed. GRI 3-3 6.1. UNIFORM DIGITAL STRATEGY ROSATOM and JSC Atomenergoprom are implementing a Uniform Digital Strategy (UDS) approved in 2018. This is the first strategy of this kind approved by a Russian state-owned corporation. The UDS is regularly updated taking into account changes in the internal and external environment. Key stakeholders in the implementation of the Uniform Digital Strategy are the enterprises and organisations of ROSATOM and JSC Atomenergoprom, as well as partner companies that are potential consumers of digital products of ROSATOM and JSC Atomenergoprom, and the Government of the Russian Federation, which monitors the implementation of the Digital Technology Federal Project forming part of the Digital Economy National Programme. All organisations managed by the Company contribute to the digitisation of the nuclear industry. Digitisation contributes to the achievement of the Company's strategic goals and is a driver of its business efficiency. In 2022, the Digitisation Unit took active steps to develop a new ROSATOM 2030 Digital Vision following an update to ROSATOM's 2030 Vision. In accordance with the updated ROSATOM 2030 Digital Vision, the UDS is scheduled to be updated in 2023; it will incorporate the requirements of federal executive authorities. The Digital Vision prioritises the achievement of the following digitisation goals in the industry by 2030: Accomplishing 100% of tasks set by the government; - - Global technological leadership; - - A 10-fold increase in digital revenue; Digital technologies/solutions developed by the Corporation to be applied in 30 countries worldwide; 100% of products to be supplied by businesses with a high level of digital maturity; 100% quality of digital services; The share of routine operations to be reduced to 0%; The share of people using or adopting digital technologies in their work to reach 100%; In 2023, extensive methodological activities and expert work will be initiated in order to provide a regulatory, methodological and scientific framework for digitisation in the industry and support the achievement of the goals set in the Digital Vision and the UDS. In addition, in 2023, the Company plans to launch a dedicated internal communication campaign in order to communicate the goals set in the ROSATOM 2030 Digital Vision to every employee in the Company's Divisions and organisations in line with their specialisation and to increase their engagement in the implementation of the 2030 Digital Vision. Economic benefits Digitisation is one of the most important drivers of the Company's business efficiency. JSC Atomenergoprom is actively developing an approach based on a comprehensive assessment of effectiveness of IT projects in the nuclear industry. In 2022, the uniform methodological framework for calculating benefits from the implementation of IT projects was updated; a list of mandatory projects was compiled, and the portfolio of IT projects was revised. In 2023, the Company plans to continue to provide training in project impact assessment for managers, to continue the audit of IT projects with a focus on evaluating their effectiveness and to implement large-scale IT projects for the benefit of government customers, large businesses and the independent IT market. To unlock the significant potential of digitisation as a driver of the Company's business efficiency, JSC Atomenergoprom will apply an approach to increasing the level of digital maturity 39 of existing processes in its organisations which involves applying digital tools in the manufacture of all core products in the industry. Strategic partnership with AT Consulting On 5 March 2022, LLC Rusatom Digital Solutions (a company of JSC Atomenergoprom) and JSC AT Group (the holding company of AT Consulting Group) announced the establishment of a strategic partnership to address digitisation tasks. The alliance aims to pool the competences of the two companies in order to develop competitive digital products and solutions both for domestic customers, including government agencies, and for the international market. During the first year of the Company's strategic partnership with JSC AT Group, all key growth targets set for the digital business were achieved. By working together, the companies achieved a number of extra synergies: the Company became a major player on the system integration market as an IT company and was offered an opportunity to participate in breakthrough government and intergovernmental initiatives thanks to having a professional IT integrator in its team, while JSC AT Group enhanced its industrial practice by participating in joint projects. Digital Hierarchy In 2022, the Digital Hierarchy was in place in 20 Divisions and 69 key organisations. To maintain a high professional level of chief digital officers (CDOs) managing digitisation initiatives in the Divisions and key organisations, a pilot assessment of their professional and technical competences was carried out. Based on its results, in 2023, the Company plans to develop a personalised list of training courses for each CDO who has undergone the assessment. - 5% share in the Corporation's EBITDA. DIGITAL TRANSFORMATION 39. Digital maturity assessment forms part of the monitoring of progress in digitisation in organisations within ROSATOM's scope of consolidation as part of the industry- wide Digitisation function. DIGITAL TRANSFORMATION JSC ATOMENERGOPROM / ANNUAL REPORT / 93

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