Coal Trade

Будущее угля. Для большинства стран, которые развиваются, уголь остается единственным источником получения необходимой им электроэнергии и тепла, а также содействует уменьшению их зависимости от импорта нефти. На сегодняшний день, по оценкам экспертов, уголь - это топливо будущего.

Белоруссия оплатила российский газ за первое полугодие и обещает стать надежным партнером
Реформа электроэнергетики в России завершится к концу 2008 года - РАО "ЕЭС России"
РАО ЕЭС проведет 6-12 сентября road show для западных инвесторов

В новый совет директоров ОАО "Пермэнерго" вошли 2 представителя ЗАО "КЭС"


В новый совет директоров ОАО "Прмэнерго" вошли 2 представителя ЗАО "Комплексные энергетические системы" Слободин Михаил, Генеральный директор и Глущенко Алексей, Заместитель генерального директора В новый совет директоров ОАО "Пермэнерго" вошли 2 представителя ЗАО "Комплексные энергетические системы".

Как сообщила начальник Департамента по связям с общественностью ЗАО "Комплексные энергетические системы" Ольга Киселева, акционеры избрали новый состав совета директоров компании в количестве 9 человек, в том числе:

1. Анисимов Сергей, Заместитель начальника Департамента по энергосбытовой деятельности ОАО РАО "ЕЭС России";

2. Габов Андрей, Начальник Департамента корпоративной политики ОАО РАО "ЕЭС России";

3. Глущенко Алексей, Заместитель генерального директора ЗАО "Комплексные Энергетические Системы";

4. Кац Аркадий, Заместитель Губернатора Пермской области;

5. Киташев Андрей, Генеральный директор ОАО "Пермэнерго";

6. Морозов Владимир, Первый заместитель Генерального директора ООО "Пермрегионгаз";

7. Слободин Михаил, Генеральный директор ЗАО "Комплексные Энергетические Системы";

8. Уринсон Яков, Заместитель Председателя Правления ОАО РАО "ЕЭС России";

9. Чабак Анатолий, Генеральный директор ОАО УК "НИКойл-сбережения". Аудитором ОАО "Пермэнерго" утверждено ООО Фирма "РСМ Топ-Аудит" (г. Москва).

Integrated Energy Systems Company (IES) Unveils Techniques for Entering Russian Energy Business

Russian Petroleum Investor, Volume XIII Issue 4

Road to Power

Over slightly more than a year, Complex Power Systems (Integrated Energy Systems (IES), a company owned by Viktor Vekselberg, has become a major strategic investor in the Russian power industry. Today, IES holds a block of shares in RAO Unified Energy System (UES) of Russia and strategic share parcels in four regional utilities boasting a combined capacity of 5,293 megawatts and net power supply of about 65 billion kilowatt-hours for 9% of all Russian energy consumers.

IES general director Mikhail Slobodin, in an interview with Russian Petroleum Investor, says he believes the door for new strategic investors in the Russian power industry is open. However, four conditions must be met to gain control of power assets and achieve success in the new market—money, ideas, external opportunities, and people. For foreign investors, part of the problems can be fixed by finding a Russian partner. But Russian, companies set fairly tough requirements for potential partners: They should have serious experience in running large power facilities and operating in the deregulated market, solidper-sonnel, and technological, investment, and financial potential. Partners with a wholesome degree of adventurism are needed.

Russian Petroleum Investor: Complex Power Systems" core business focuses on the power industry. Your company was founded not so long ago, but has already established strong positions in a score of regional power companies. How tortuous is the road to big power industry, to what extent investments in the Russian power industry are attractive? What type of investments is more preferable—mergers and acquisitions, portfolio investments, new construction, etc.?

Mikhail Slobodin:All depends on what goals you are pursuing, what strategy you will choose for yourself. If you are interested in the speculative play, this question should then be put to portfolio investors rather than ourselves. If we speak about strategic investors for whom the power industry is the core business, and speculation is not the purpose of the presence on the power market, all this is then interesting to us as strategic investors. In principle, one may use our example as a test ground to judge how difficult or easy it is to enter the Russian energy business.

One may certainly buy a block of shares in an energy company and then sit and await when this acquisition will yield any result in the general restructuring process. It is a very simple approach, the minimum expenditure of effort, minimum availability of infrastructure, and very large amount of time lavished on anticipation of the result. But so also it offers the minimum return on investedcapital, a big and pretty serious risk. Moreover, this turn of events does not guarantee that you will enter exactly the strategic asset that is needed.

Successful Strategy

As for ourselves, we visualize our strategy differently. The company was founded in December 2002. The underlying idea to set up this entity was as follows. Today, there are ample opportunities associated with the power industry. First and foremost, there is an opportunity to gain through a certain number of steps operating control in a score of assets. The next move is to apply the knowledge, skills, and know-how that we possess with regard to shaping a business, raising its value, and expanding it in technical terms. Doubtless, these opportunities in the power industry surfaced as the restructuring processes were developing in this sector.

There formed a certain quantity of conditions indispensable for a start: There is money, there is an idea, there are opportunities accorded by the environment [the declared reform of the sector], there are people who may accomplish it. As a result, a relevant decision was taken in the Vekselberg group. The lack of one of these factors creates serious system risks for Western investors. There is money, but the real opportunity to acquire assets that seem to be attractive is not visualized, the risks are high. Investments in the Russian power industry are far from a simple decision to be taken by the Western investor. В ut there is only one path here today—to find a strong and adequate Russian partner.

Which technique of entering the energy business is preferable? If we speak about the big power industry [wholesale generating business], there exist two methods today: to buy shares in RAO UES of Russia and to participate in future auctions.

If you visualize yourself in the regional power industry, thermal, and electric power business simultaneously, then your sights should be set on buying shares in regional energy companies [AO-energos], involvement in efforts to overhaul the industry, etc.

By and large, variants arc not myriad— a viable market of these assets does not exist in our country; RAO UES of Russia wields monopoly power from the point of view of the sector and market as well as control over assets.

As for new construction, it is fairly complicated and risky from the point of view of price formation terms, the operating legislation, and current level of prices to engage in capital investments. There is a limited quantity of local areas where new construction is warranted, and private investors build few facilities today. Basically, they are custom-tailored. All main facilities are being built either by RAO UES of Russia at the expense of customer payments, or by AO-energos also at the expense of the tariff. This situation will persist as long as the industry is being revamped.

Wholesome Adventurism

Russian Petroleum Investor: And yet, returning to talk about foreign investors, would you specify whether IES needs a foreign investor?

Slobodin:In principle, Russian investors do not face any particular problems with money. Money is available, but there is a lack of opportunity to tap it in the Russian electricity market since the economically warranted investment capacity of the market is not high. The task focuses on something different—to put together a normal team, develop a successful strategy, and move towards its implementation.

Do we need a Western partner? Yes, but a partner that has the desire to invest in Russia in real terms. There are very few such partners with a healthy degree of adventurism. We need a partner that has serious experience in running huge power facilities and operation in the deregulated market. It is a partner with a solid personnel, technological and investment potential. It is desirable for it to be pretty flexible and energetic because in our company one needs to act vigorously- Naturally, these requirements tangibly limit the range of potential partners.Doubtless, il should have a serious fiscal potential. If we speak about joint projects, we imply investments amounting almost to $1 billion. These volumes of investment in Russia and, moreover, in the sector undergoing the restructuring constitute already healthy adventurism.

New Power Workers

Russian Petroleum Investor: The view is current that foreign shareholders are being "washed out" from power assets amid current Russian investors" drive to buy up ADRs of regional companies and RAO UES of Russia on the Western market. Major Russian producers, chiefly aluminum holdings and oil and gas sector firms, are actively engaged in buy-outs, since they are interested in keeping energy prices in check while reform is being carried through. Otherwise, these prices may skyrocket to a level that will have an adverse impact on their core business. What are the positions of strategic investors, including IES in the power industry?

Slobodin:Shareholders are parting with their parcels voluntarily. Foreign portfolio investors were selling their RAO UES of Russia shares quite conscientiously, weighing up all pros and cons. It has become in vogue to "have a few RAO shares," so this trend is responsible for the fact that Russian industrial-financial groups are today buying RAO UES of Russia shares. But seriously speaking, there are a limited number of players that visualize themselves in the big power industry in future.

The last eighteen months have witnessed a serious concentration of shares in the hands of several large players. The thesis that aluminum holding companies and oil and gas sector firms are engaged in buy-outs is tactless. RAO UES of Russia does not have these companies in its equity structure today. There is no LUKOIL nor YUKOS, TNK-BP, Rusal, Sual in it.

LUKOIL and YUKOS hold staIES in regional AO-energos. As for aluminum holding companies Rusal and Sual, they own power assets in Krasnoyarsk territory and Eastern Siberia, but they are not the key players.

Companies specializing in the power industry and visualizing themselves in the energy business hold the most active stance. Our example furnishes proof of this statement.

The second group is companies finalizing formation of technological chains. For example, MDM. It shapes business sprawling from coal to power; it is an utterly normal and intelligible strategy. A new player linked to Gazprom has now emerged on the scene. Gazprom"s strategy is also motivated: If you have gas, why not build also vertical integration all the way to the power industry?

Technogenic Challenges

Russian Petroleum Investor: IES specialists have ample experience in energy companies management. Would you evaluate, using experience in the management of energy assets amassed by you, the condition of assets in the power industry as a whole and rate them by their attractiveness, give your attitude towards acquiring assets in the heat power industry?

From the perspective of the technical condition of assets, there are two opposing viewpoints. Power workers speak about the heavy wear of generating capacities and woefully inadequate capacity addition, revamp and upgrade. YUKOS, conversely, says assets are in fairly good operating condition, there is a 30% reserve in capacity, and no investments are required in the next 30 years.

Slobodin:The 30% reserve in capacity, which is at issue, is the average figure for the country as a whole. It seems everything is in normal shape, but separate local power systems do not have this reserve and, meanwhile, serious problems are mounting. There are regions that may face a serious capacity shortage in the long run. In actual fact, even a 2% annual increase in power consumption over the next ten years translates into an almost 25% rise in energy demand. New capacities were not brought on-line in Russia in the last ten-fifteen years. Consumption was on the downward trajectory—a trend that has actually rescued the country. If nothing is brought on-stream today, problems with a varied degree of acuteness will explode virtually everywhere.

Let"s take, for example, the Republic of Komi where the reserve of capacity amounts to 50-60%. But in peak periods, it drops to 30%. It is impossible to cut off power in the winter period when all experience peak consumption. One cannot look at consumption volumes on average by territory and on average by year; it is like analyzing someone"s condition in a hospital by the mean reading of the temperature of all patients. Peak demand should be met, and capacity reserve in the system is always needed. Therefore, real reserves are not as ample. and it will not be possible to live at their expense for any long period of time.

As for the generating assets" condition, I may say, no matter how paradoxically this may sound, that the key factor here is not money but the quality of management and the extent of its motivation. It is very hard to force oneself to engage in capacity maintenance when it is unclear whether you will operate in a year or not, if one"s AO-energo is overhauled or not. If the restructuring process did not get under way three years ago, one could live calmly for another five years. But reform got off the ground, all are in expectation, everything is in a state of uncertainty, time for making serious decisions in the regional power industry has dwindled. The general vector from this kind of uncertainty is poor.

Thermal Power Business

Russian Petroleum Investor: Minority shareholders that were inter-viewed by our journal contend that assets in the thermal power industry are very attractive. What is your attitude towards acquiring assets in the thermal power sector?

SIobodin:There is no general approach and recipe here. I cannot say unequivocally that a thermal asset is attractive and efficacious or vice versa. 1 may only say that a thermal power business in Russia is interesting. The question is how to build it correctly.

We are investors in the regional power industry and the cogeneration regime [cogeneration of heat and electricity] is our core business, with emphasis on heat and only then on electric energy. Assets that generate heat are not really needed everywhere. Heat- and electricity-cogenerating plants [TETS], which are oriented exclusively to household consumption, will encounter very serious problems. Technologies to optimize efforts to bring heat supply sources closer to household consumers by reducing losses and enhancing efficiency will pose a real challenge to old TETS. Problems faced by industrial TETS will be not as grave, but there too it depends on an individual TETS.

Political Will

Russian Petroleum Investor: According to the "5+5" concept, 2008 is the year that caps the restructuring of the Russian power industry. Today, when the political team of Anatoly Chubais, head of RAO UES of Russia [the Union of Right Forces party], did not get into the State Duma, and reform was largely a political rather than economic decision, is there any apprehension that reform many not be carried through by 2008 as well? Especially since the "5+5" program was preceded by the "3+3" plan that all but failed to materialize. Are you not fearful that everything will slow down, that the new State Duma will put a brake on the process, and there may surface "6+6" and "7+7"?

Slobodin:It is a question to the president. The fact that Anatoly Chubais is the driver of these reforms is obvious. Doubtless, it goes to the RAO CEO"s credit that infrastructure that was put in place is reform-motivated. Virtually nobody believed in reform several years ago, and today the entire industry, investors, the state are discussing details of the reform process rather than the fact of reforming itself. It marks the great success of Chubais personally and his team. But the overriding issue now is who in the government rather than RAO will assume the responsibility for implementing reform in the electricity sector.

Russian Petroleum Investor: One more apprehension concerns the pace of pushing through reform. In reorganizing the key structural units of the Russian power industry—AO-energos—a slew of new legal entities need to be set up. The procedural consequences of the restructuring in registering them require astronomical figures. In the case of Mosenergo, for example, such consequences are estimated at R35 billion [over $1 billion]. Regional electricity companies do not have this money. What do you think on this score?

Slobodin:Possibly, some money and amendments to the Tax Code will be needed. If there is a decision to go ahead with reform, issues of modifying the Tax Code will then also be fixed. These astronomical sums are not the implication of the reform; they emerged from nowhere. Why raise the transaction costs of the reform? If R35 billion is needed to overhaul Mosenergo, shareholders will not vote to allocate this amount. To fork out $1 billion is a straight path to bankruptcy for a company. If this R35 billion is shifted onto consumers, the social implications of these measures will be very unpleasant for society. I think acceptable variants of how to fix this problem do exist here as applied both to the entire restructuring process and separate cases.

Outlines of Revamp

Russian Petroleum Investor: Would you characterize in more elaborate detail the status of the reform process in the power industry, your attitude as a minority shareholder in RAO UES of Russia to the proposed versions of the reform, including variants of reorganizing power companies and RAO UES of Russia, creating wholesale generating companies [OGK] and territorial generating companies [TGK]?

Slobodin:RAO proposes a base variant of the restructuring for AO-energos. But there is a big problem in this variant. They may go easily through a break-up but fail to go through integration. As investors, we are also exposed to this risk, this situation is unsuitable. Managing companies will be jettisoned from generating companies themselves, and they will not have motivation for restructuring. The state of uncertainty should be eliminated to the maximum possible extent.

Russian Petroleum Investor: Does the structure of OGKs and TGKs suit you, namely, how was the selection of power plants carried out, how were they distributed territorially?

Slobodin:OGKs are being created to minimize opportunities for market monopolization in each power generating unit. Currently, the division of stations by OGKs undoubtedly has a theoretical nature. Life will make necessary adjustments to their arrangement. Investors will be reaching agreement, swapping assets, selling something, etc.

TGKs are heat-and-electricity plants that operate in the cogeneration regime, and herein lies their specifics. Our main objection in shaping TGKs amounts to using the ex-territorial principle of their formation. The territorial principle offers a string of apparent advantages: a cut in servicing and repair costs, the availability of a single fuel base in the autumn-winter peak period, the enhanced efficiency of work with consumers, higher reliability and maneuverability of TGKs, given a more efficient management of the allied units regimes, and a drop in administrative costs.

World experience envisions an opportunity to create ex-territorial companies, these are chiefly holding companies owning industrial cogenerating stations. Creation of ex-territorial TGKs is possible provided there is economic rationality, but the experience is not applicable in its entirety to Russia, considering long distances between stations and weak inter-system links.

Optimistic Scenario

Russian Petroleum Investor: You announce that IES is set to finalize by 2008 consolidation of attractive power assets from your point of view and shape a company that will be represented in all segments of the power industry—in generation, distribution, sale, and servicing. What is your attitude towards creation of vertically integrated electricity holdings? Is it possible to create, following the break-up of AO-energos, a vertically integrated business modeled after AO-energo since currently these utilities incorporate a full set of core [and non-core] businesses.

Slobodin:Everything will be governed by the logic of business and legislative restrictions.

Russian Petroleum Investor: Do you look to the future with optimism and believe that the scenario plotted in the "5+5" strategy will be unfolded by 2008?

Slobodin:Yes, with optimism. In all likelihood, the bulk of assets will be restructured by 2008.

Market Upside

Russian Petroleum Investor: There was an announcement with much pomp about setting up the "5-15" free trade sector of the wholesale market, at which 5% to 15% of the generated electricity will be sold. Did your power systems take part in these bidding rounds, and is it possible to sum up some results?

Slobodin:Yes, we did take part in them, but very little time has passed to sum up some results. Problems, inconsistencies are being identified. It will be possible to discuss something and sum up results only on November 1, 2004. Three months of work saw plenty of infinite iterations regarding some problem or other now. Fairly unpleasant restrictions are currently in place; one has to pay for both failure to reach capacity and excess capacity. In actual fact, the majority of large industrial groups are under preparation to enter this market; it has a huge positive side to it. People are moving toward this, think it all over and discuss opportunities- In the plans of many companies, for example, are tasks "to begin operating on the wholesale market from October 1." Opportunities to break into the market are under discussion, results are being calculated. It is an excellent thing that the sector has swung into operation. Today, players are acting by following this logic and herein lies the key result.

Ideal Is Unattainable

Russian Petroleum Investor: It is common knowledge that when market de-monopolization processes are occurring, one of the tasks is to move away from monopolized high prices. Yakov Urinson, deputy chairman of the RAO UES of Russia board, says there are now no incentives to cut costs; as soon as power enterprises scale them down, regional energy commissions reduce tariffs. What is the outlook for prices when the sector undergoes restructuring?

Slobodin:It will be different; they will go down somewhere and go up somewhere else. But in the market situation, there will be far more incentives tolower costs. Nobody can say how it will be reflected in the price, in the reliability of energy supply, and in the ability to satisfy the growing requirements of the industry [because it is an infrastructure sector]. If the gas price rises to $ 100, the price of electric and thermal energy will surge automatically. The question is in how prices will be formed in market conditions.

To Double GDP

Russian Petroleum Investor: The doubling of the GDP was announced with the key objective of development through 2010 in the Russian economy. It is possible to build up GDP by a factor of two only by maintaining annual economic development rates at 6.7%. Since virtually all branches of the economy act as consumers of the power industry output, power workers should know about current realities in the country better than anyone else. In accordance with the RF electric energy balance, electricity consumption in 2002 rose by a mere 2.2 %, in 2003 another 2.9%, and 2004 is projected to see a 0.1% decline. So, is the GDP growth being achieved only at the expense of inflation?

Slobodin:There is no direct dependence between energy consumption and the GDP dynamic. We have very large unit energy capacity per ruble of GDP. And it is really changing towards a decrease. For example, in the power consumption structure, the aluminum industry—a large energy-intensive sector—accounts for 15% of consumption. The doubling of the GDP at this 15% consumption level will not occur altogether. Moreover, measures being implemented by aluminum companies, for example, lead to a real drop in power consumption.

In reality, prices for consumed energy are surging. Investments in energy-conservation technologies instantly increase. Two years ago, thermal power cost $3-$5 per Giga-calorie; today, this price has risen to $10-$l5. The consumer begins to phase in energy-conservation technologies at an accelerated pace. As tariffs are rising, the task of energy conservation becomes increasingly relevant. I assume power capacity will be scaled down by some 30%-40%. Consumption in the residential sector will be growing, but we face another problem—dwindling population. The problem is how we will be doubling GDP with the shrinking population.

IES at A Glance

Complex Power Systems (IES) was formed as a closed joint-stock company in December 2002.

IES holds a block of shares in RAO UES of Russia, strategic parcels of shares in regional power utilities Sverdlovenergo, Permenergo, Komienergo, and Rostovenergo. It also holds equity positions in electricity and heat supply as well as gas distribution regional companies.

The combined installed capacity of four AO-energos, in. which the company holds strategic share parcels, is 5,293 megawatts. These utilities" net electricity supply amounts to nearly 64.839 million kilo watt-hours, the number of consumers is 5 million (9% of all Russian energy consumers).


Sverdlovenergo is one of the largest power utilities and isranked third in terms of the volumes of net energy supply to consumers in Russia. Its commercial output volume maIES up 9% of the Sverdlovsk region"s gross domestic product...

Sverdfovenergo is composed of nine electric power stations with an installed capacity of 1 ,773 megawatts. The utility leases three of the biggest electric power stations—the Reftinskaya GRES, Verkhnetagilskaya GRES, and Sredneuralskaya GRES—from RAO UES of Russia. The company also incorporates three enterprises running power supply systems: Nizhnetagilskiye municipal power networks, Zapadniye power networks, and Sverdlovskiye municipal power networks. The total length of the utility"s power supply systems is 41,447 kilometers. The company" s repair base is represented by three enterprises: Svcrdlovenergorcmont, Sverdlovelektroremont, and Sverdlovenergospetsrernont.

The company employs more than 24,500 people. It provides centralized electricity supply on the territory covering 195,000 square kilometers with a population of 4.7 million and centralized heal supply to the region"s ten biggest cities. Among the utility"s clients are major metallurgical and machine-building enterprises of Russia. Among them are Sual Holding of the Renova group (North-Ural bauxite mine. Uralsky aluminum plant, Bogoslovsky aluminum plant, Kamensk-Ural Bietallurgical plant, to name a few), enterprises of the Uralskaya mining and smelting company (Uralclektromcd, KGOK, Vanadium, Sredncuralsky copper melting plant, Bogosiovskoye ore board, to name a few), Nizhnetagilsky integrated iron and steel works, Serovsky ferroalloy plant, Uralsky integrated electrochemical plant, Verkhnesaldinskoye metallurgical production association.

Consumed fuel: gas -40%, coal ~ 60%. Net electricity sup-" ply based on the 2002 results totaled 32.968 million kilowatt-hours. Net supply of thermal power - 18.5 million Giga-calories.

Sverdlovenergo is a participant in Russia"s Federal Wholesale Power Market (FOREM) as well as the free trade sector of the wholesale electricity market.

Sverdlovcnergo"s proceeds from core activity in 2002 ran to $693 million, net profit - $8.2 million.


Permenergo provides centralized heat and electricity supply to consumers on the territory of the Perm region and Komi-Perm Autonomous District. Permenergo incorporates eleven thermal and one hydroelectric power plants, nine electricity and heat supply enterprises, eight system-wide repair and service enterprises.

As of January 3,2002, the installed capacity of Permenergo"s power plants totaled: electricity - 3,933.4 megawatts, thermal power - 7,022.0 gram caiorics/hour. Consumed fuel: gas -92%, coal - 5%, fuel oil - 3%. Net electric energy supply based on-the 2002 results amounted to 16.472 million kilowatt-hours, net thermal power supply - 16.7 million Giga-calories.

The length of Permenergo"s power transmission lines is 51,И8 kilometers. Thermal power supply lines are 408.2 kilometers in length. Power transmission lines linking Permenergo with Uralenergo unified energy system and Sverdlovenergo, Udmurtcnergo and Bashkirenergo utilities run on the territory of the Perm region.

Key consumers are industrial, transport as well as the housing services and utilities sector enterprises and organiza-. tions. The largest of them are Uralkaly. Avisma, Solikamskbumprom, Silvinit, S;oda, Permskiye Motory,Motovilikhinskiye Zavody, LUKoil-Permneftcorgsintez, LUKoil-Permneft, to name a few.

Permenergo buys up to 50% of all electricity supplied to consumers at FOREM. In addition, the company already participates in the free trade sector of the wholesale electricity market.

Permenergo’s proceeds from core activity in 2002 stood at $457 million, net profit - $8.6 million.


Joint-stock energy company Komienergo provides centralized electricity and heat supply to consumers on the territory of the Komi Republic. The company comprises thirteen affiliates (including four electricity- and heat-cogenerating plants (TETS), two affiliated thermal and five electric power supply lines, one specialized repair plant Severenergoremont, and Energosbyt affiliate). Apart from Komienergo"s electric power stations, the Komi Republic"s energy system incorporates the Pechorskaya regional electricity station GRES (RAO UES of Russia) and TETS of the Syktyvkar integrated timber fabricaiion plant.

The Komi Republic"s energy system is isolated. Energy lines is 14,951 kilometers, 0.4 - 10 kV distribution lines -transfers with neighboring regions account for about 4% of 63,203 kilometers, heat supply lines - 269 kilometers. The all supplies into the networkKomencrgo"s installed capacity totals: electricity – 758 megawatts, thermal- 2,735.9 Giga-calorics/hour. Consumed Rostovenergo is an energy-deficient system. The lacking fuel: gas - 53%, coal - 40%, fuel oil - 7%. Net electricity power (70%) is supplied to the Rostov region from Russia"s supply based on the 2002 results amounted to 4.694 million Federal Wholesale Power Market (FOREM). kilowatt-hours, net heat supply - 6.7 million-Giga-calories.

The utility has on its balance sheet a power supply network whose total length is 19,901 kilometers (air), its cable lines are 2,701 kilometers and heat supply lines are 601.4 kilometers in length. The total length of the company"s power supply system is 20,429 kilometers.

The key energy consumers in the republic are industry (52.2%), leading branches of industry: oil production, coal, gas, wood-working. The largest consumers of output are Vorkutaugol, Intinskaya Coal Co., and Gazprom.

The company"s proceeds from the sale of commercial output in 2002 stood at nearly $218 million, net profit at around $3 million.


Rostovenergo is part of the Unified Energy System, of North - thern Caucasia and provides energy supply to consumers in the Rostov region, which covers 100,800 square kilometers and has a population of 4.4 million. The Energy System holds the central position in the south of Russia, borders with. Ukraine and Northern Caucasia and is linked with the Krasnodar and Kalmyk energy systems of the Unified En ergy System of Northern Caucasia, the Voronezh and Volgograd energy systems of the Unified Energy System of the Center.

Five electric power plants ensure energy generation in the utility: the Volgodonskaya TETS-2, RostovskayaTETS-2, Tsimlyanskaya GES, Kamenskaya TETS, and Volgodonskaya TETS- 1.

Rostovenergo"s installed electricity generating capacity totals 829.3 megawatts, installed heat generating capacity -3,995 Giga-calories/hour. Consumed fuel: gas - 91%, coal - 7%. Net electricity supply based on—the 2002 results amounted to 10,705 million kilowatt-hours, net thermal power supply - 3.8 million-Giga-calories.

The length of high-voltage 35 - 220 kV power transmission lines is 14,951 kilometers, 0.4 – 10 kV distribution lines – 63,203 kilometers, heat supply lines – 269 kilometers. The total length of the company"s power supply systems is 80,284 kilometers.

Rostovenergo is an energy-deficient system. The lacking power (70%) is supplied to the Rosotv region from Russia’s Federal Wholesale Power Market (FOREM).

The key consumers of output are industrial plants, producers of agricultural output, transport and communications enterprises, building organizations, etc., as well as the population of Rostov-on-Don and the Rostov region. The North-Caucasian railroad, Tagmet, ОАО NEZ, Rostselmash, Novochcrkassky synthetic products plant, ОАО Belokalitvenskoye Metallurgical Production Association, Sulinsky Integrated Iron and Steel Works, and Donskoy Tabak act as the company"s major consumers.

Rostovenergo"s proceeds based on the 2002 results stood at $254 million, net profit at $1.7 million.

РАО ЕЭС до 1 июля внесет в правительство предложения по возможным схемам разделения и ликвидации компании


9 февраля 2005 года.РАО "ЕЭС России" до 1 июля 2005г. намерено разработать и внести в правительство РФ предложения по возможным вариантам технической схемы разделения материнской компании. Об этом в прямом эфире телеканала РБК сообщил член правления РАО "ЕЭС России", руководитель Центра реализации проектов реформирования АО-энерго Александр Чикунов.

Согласно планам энергохолдинга, одобренным правительством в конце декабря 2004г., до конца 2006г. все структурные реформы в РАО ЕЭС должны быть завершены, а сама компания - полностью разделена и ликвидирована. По словам А.Чикунова, "техническая схема разделения РАО ЕЭС еще не проработана", однако такая задача была поставлена правительством в конце 2004г. Менеджмент энергохолдинга намерен во II квартале 2005г. приступить к активной разработке возможных вариантов разделения РАО ЕЭС с тем, чтобы к 1 июля представить их на рассмотрение кабинету министров, отметил член правления РАО ЕЭС. По мнению А.Чикунова, в основу будущей схемы разделения общества будет положен принцип пропорционального разделения акций компании, и в результате "все акционеры РАО ЕЭС должны получить прямое участие во вновь созданных обществах, включая государство и миноритарных акционеров".

Комментируя вопрос о возможности проведения аукционов по продаже долей в генерирующих активах, А.Чикунов сообщил: "Тема аукционов по продаже долей в генерирующих компаниях давно снята у нас с повестки дня, мы ее не обсуждаем". Менеджмент РАО ЕЭС сейчас сконцентрирован на деятельности в рамках уже утвержденных программ, отметил он. Так, в настоящее время есть утвержденные программы разделения АО-энерго, формирования ОГК и ТГК. "Кроме формирования новых компаний, мы не ставим других задач для себя на этот год", - подчеркнул А.Чикунов.

Кроме того, в пресс-службе РАО "ЕЭС России" РБК сообщили, что вопрос о сроках и возможных механизмах снижения доли государства в ряде генерирующих активов холдинга полностью находится в компетенции правительства РФ.

РИА Новости
ИА Dailystroy
Профессиональный журнал
Удмуртская правда
Промышленный еженедельник
Время новостей
M&A Comments
Информационный центр реформы ЖКХ
Энергетика и промышленность
The Russian Investment Review
Коммерсант - Деньги
Деловой экспресс
РБК Daily
Energy and Commodities Digest
Волжская коммуна

| Главная | О нас | Статьи | Продукция | Документы | Партнеры | Сделать Заказ | Контакты