Mission and strategic priorities
GRI 2-23, 2-24
PJSC Rosseti South is part of PJSC Rosseti Group of companies and is a key element of the economic infrastructure that ensures economic development and welfare growth of the population in the territory included in the operational responsibility area of the Company.
Mission and vision for the Company are defined by the Development Strategy of Public Joint-Stock Company Federal Grid Company – Rosseti and its subsidiaries and affiliates for the period up to 2030 Approved by the decision of the Board of Directors of PJSC Rosseti (Minutes No. 682 dated 31 March 2025). (hereinafter referred to as the Development Strategy).
To implement the Development Strategy, the Company has put in place the Implementation Plan of PJSC Rosseti South Approved by the decision of the Board of Directors dated 9 December 2025 (Minutes No. 651/2025 dated 10 December 2025). (hereinafter referred to as the Development Strategy Implementation Plan).
The Development Strategy Implementation Plan includes measures aimed at achieving the following strategic goals of Rosseti Group.
- To create a unified power grid complex in the Russian Federation by consolidating power grid assets under the management of Rosseti Group.
- To improve the efficiency of the power grid complex.
- To ensure the implementation of national projects of the Russian Federation.
- To ensure the reliability and availability of electricity supply.
- To ensure technological sovereignty.
The achievement of the above strategic goals is assessed, among other things, against a system of key performance indicators and functional key performance indicators adopted at the Company.
Further in the Strategy in Action subsection, information on achieving target values in five docus areas is indicated as follows:
Achieved / Not achieved
Strategy in action
1. Strategic goals of creating a unified power grid complex in the Russian Federation by consolidating power grid assets under the management of Rosseti Group
2025 results
Work was underway to solve the following tasks:
- Consolidation of TGO power grid facilities, as well as ownerless power grid facilities
- Acquisition of SGO status in the regions of presence.
A key indicator of the Development Strategy | Unit of measurement | Target for 2025 | Achievement of the target in 2025 | Forecast for 2030 |
|---|---|---|---|---|
Complex indicator “The share of PJSC Rosseti Group in the power grid complex of the Russian Federation” | % | Method development and determination of the basic value | Achieved | Annual increase to the value of the previous year |
2. Strategic goal of improving the efficiency of the power grid complex
2025 results
Work was underway to solve the following tasks:
- Optimisation of processes and systems
- Increase in labour productivity
- Reduction of electric losses
- Increase in capacity utilisation
- Enhancement of efficiency and reduction in unit cost of investments
- Reduction of operating costs
- Increase in profit margin of core business
- Safety of energy saving
- Introduction of new technologies, innovative products and services
- Digital transformation and information technology development
- Financial stability and sustainable development.
GRI 401-1
A key indicator of the Development Strategy | Unit of measurement | Target for 2025 | Achievement of the target in 2025 | Forecast for 2030 |
|---|---|---|---|---|
Level of electric losses | % | 9.66 | Achieved | 9.34 |
Return on invested capital (ROIC) | % | 19.60 | Achieved | > 26.20 |
Operating profit margin | % | 8.20 | Achieved | > 13.20 |
Net profit without impairment and grid connection revenue | RUB ‘000 | –150,056.00 | Achieved | > 7,507,207.00 |
Earnings before interest, taxes, depreciation and amortisation (EBITDA) | RUB ‘000 | 9,871,031.00 | Achieved | > 16,850,802.00 |
Increase in labour productivity relative to 2022 | % | 15.00 | Achieved | Х |
Active staff turnover | % | 6.50 | Achieved | 6.50 |
Debt/EBITDA | relative unit | 3.0 | Achieved | < 1.0 |
Overdue receivables for electricity transmission services | RUB ‘000 | 812,081.9 | Achieved | 826,363.7 |
Safeguarding of the organisation’s property | % | 100.0 | Achieved | 100.0 |
Enforcement of insider information protection requirements and maintenance of share listings and corporate governance rating | % | 100.0 | Achieved | 100.0 |
Timeliness of the AGM of shareholders/participants of the Compay and its subsidiaries | % | 100.0 | Achieved | 100.0 |
Share of contracts concluded based on the results of electronic procedures | % | 70.0 | Achieved | 81.0 |
Approval of the accounting (financial) statements of the organisation, as well as accounting record-keeping in the organisation without any comments from the auditor and the auditing commission when conducting audits based on the results of the reporting period | % | 100.0 | Achieved | 100.0 |
Net profit margin without impairment and grid connection | % | –0.2 | Achieved | > 7.3 |
Compliance with commissioning schedule under renovation conditions | % | 100.0 | Achieved | 100.0 |
3. Strategic goal of ensuring the implementation of national projects of the Russian Federation
2025 results
The Company has a methodology for assessing the level of satisfaction with the quality of grid connection services for participants in national projects and conducted the first study.
Key indicators of the Development Strategy | Unit of measurement | Target for 2025 | Achievement of the target in 2025 | Forecast for 2030 |
|---|---|---|---|---|
Compliance with commissioning schedule | % | 100 | Achieved | 100 |
Ensuring the implementation of national projects of the Russian Federation through the grid connection of consumers participating in national projects, including new national projects based on the methodology for assessing satisfaction with the quality of services provided by Rosseti Group to consumers participating in national projects (CSI) | – | Method development and determination of the basic value | Achieved | Annual growth of more than 5% |
4. Strategic goal on ensuring the reliability and accessibility of electricity supply
2025 results
Work was underway to solve the following tasks:
- Reduction of the specific accident rate
- Reduction of the average time for elimination of technological disturbances
- Development and implementation of an effective repair programme
- Enhancement of grid efficiency and manageability
- Implementation of equipment renovation programmes
- Delivery of grid development projects
- Increase of the availability of network infrastructure, simplification of grid connection procedures.
A key indicator of the Development Strategy | Unit of measurement | Target for 2025 | Achievement of the target in 2025 | Forecast for 2030 |
|---|---|---|---|---|
Readiness for heating season | – | 1.00 | Achieved | 1.00 |
Achievement and verification of readiness for the heating season | – | 1.00 | Achieved | 1.00 |
No significant accidents in power grids investigated by Russian Federal Service for Ecological, Technological and Nuclear Supervision (Rostechnadzor) | – | 0.00 | Achieved | 0.00 |
Compliance with deadlines for grid connection | relative unit | 1.10 | Achieved | 1.10 |
System average interruption duration index per consumer (Psaidi) | h | 2.19 | Achieved | 2.03 |
System average interruption frequency index per consumer (Psaifi) | – | 1.51 | Achieved | 1.40 |
5. Strategic goal of ensuring technological sovereignty
2025 results
Work was underway to solve the following tasks:
- Implementation of the corporate import substitution plan;
- Development of innovations;
- Transition to domestic software and Russian electronic products.
Key indicators of the Development Strategy | Unit of measurement | Target for 2025 | Achievement of the target in 2025 | Forecast for 2030 |
|---|---|---|---|---|
Efficiency of innovations | % | 98.0 | Achieved | 98.0 |
Efficiency of transition to domestic software | % | 88.9 | Achieved | 95.0 |