JSC Atomenergoprom Annual Report
GOVERNANCE SYSTEM
JSC ATOMENERGOPROM / ANNUAL REPORT / 114
Risks and changes
in risk levels
Risk
description
(risk owners)
10. Reputational risk Changes in
(Communications
Department of
ROSATOM and
Heads of Divisions)
stakeholder
perception of
the trustwor-
thiness and
appeal of the
Company
and its or-
ganisations
Risk management practices
Management approaches:
-
-
-
-
Measures to shape a positive public opinion on the development
of the Company's technologies and projects (both nuclear and
non-nuclear) through improved information transparency and
open stakeholder engagement (including the functioning of an
industry-wide public reporting system);
Continuous efforts to improve the recognition and appeal of the
Company's HR brand (both in the industry and among prospective
employees and within the expert community);
The Company continuously monitors and analyses news reports
in the national and international media and information obtained
during business meetings, industry conferences and workshops.
Industry executives are promptly informed about key develop-
ments in the media space in Russia and abroad;
The Company implements projects in the sphere of communication
and the humanities in cooperation with foreign partners. It has
successfully introduced the practice of holding online events in
overseas organisations and virtual tours. The Company continuous-
ly monitors public opinion on NPP construction and information on
the decisions of government and regulatory bodies on curtailment
of nuclear power generation in the countries where the Company is
implementing projects;
- Technical tours and media tours of Russian nuclear facilities for
foreign media representatives;
Maintaining a presence on social media: the number of followers of
the Company's official community pages on social media is growing
steadily, with the largest increase in the number of followers re-
corded for social media platforms focused on visual content;
Participation of the Company's representatives in international
trade fairs as speakers/delegates;
Production of printed materials to raise public awareness about the
nuclear power industry.
Results:
Projects implemented in Russia and abroad are supported by
governments. In 2022, the reputation score of companies in the
nuclear industry (an indicator whose calculation takes into account
the results of opinion polls) stood at 3.7 (2021: 3.5). There was no
significant increase in the level of reputational risk in 2022.
For details, see chapter 8 'HR Policy and Social Responsibility'.
Connec-
tion with
strategic
goals
1
3
Risks and changes
in risk levels
(risk owners)
11. Project risk
(Executives of the
Company's Divisions)
Risk
description
Changes in
the macro-
economic
indicators of
the countries
participat-
ing in the
projects;
contractors'
failure to
fulfil their
commit-
ments with
regard to
the schedule
and quality
of work to be
performed
Risk management practices
Connec-
tion with
strategic
goals
Management approaches:
- Full-cycle risk management applied in NPP construction projects,
including risk identification and assessment, development and
implementation of risk management measures, risk monitoring,
updates to the risk register, and reporting;
1
3
- Improving project management and risk management systems;
Negotiating the main terms and conditions of contracts with cus-
tomers in advance;
4
Developing risk maps for new business areas;
Regular monitoring and control of achievement of key milestones,
financial and physical targets for overseas projects;
-
-
Regular monitoring and communication with customers concern-
ing the schedule for NPP maintenance and training of foreign NPP
personnel abroad, as well as other matters related to the imple-
mentation of overseas projects;
Implementing best project management practices (including
ROSATOM's industry-wide risk management system and the TCM
NC cost and schedule management methodology) and indus-
try-wide guidelines for projects and investment activities in project
companies;
Steps taken both by shareholders and at the operational level to
enhance risk-based project management;
- Improving project management practices;
Developing action plans for engagement with foreign customers;
- Concluding long-term contracts and locking in electricity prices;
- Developing standardised design solutions
- Implementing a programme to reduce the cost and duration of
NPP construction;
- Implementing procedures forming part of an industry-wide
approach to managing risks associated with NPP construction
projects;
-
Using opportunities for the redistribution of available credit re-
sources between projects;
Concluding agreements that impose penalties for the full or partial
repudiation of commitments;
- Developing alternative projects meeting the established criteria;
- Concluding long-term offtake contracts.
GOVERNANCE SYSTEM
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