The accused of the murder of a schoolboy in the Chelyabinsk region took revenge for being raped in prison. "When I drank, I did a lot of stupid things"

Rosseti shareholders at the annual general meeting elected a new 15-member board of directors. The head of the company, Oleg Budargin, was not included in the new board of directors of Rosseti. Anatoly Tikhonov, general director of the Russian Energy Agency of the Ministry of Energy of the Russian Federation, took his place.

Stanislav Ashirov, General Director of Mezhregionenergosbyt, Boris Ayuev, Chairman of the Board of System Operator of UES, Deputy Chairman of the Board of NP Association Market Council for the Organization of an Efficient Wholesale and Retail Trade in Electricity and Power "Oleg Barkin, Senior Vice President - President for Innovations of a non-profit organization Development Fund of the Center for the Development and Commercialization of New Technologies Vasily Belov, Advisor to the Director General of the Institute of Professional Directors Fund Oleg Dubnov, President of the All-Russian public organization small and medium-sized businesses "Support of Russia" Alexander Kalinin, Deputy Minister of Energy of the Russian Federation Vyacheslav Kravchenko, Chairman of the Board of Federal Grid Company Andrey Murov, Minister of Energy of the Russian Federation Alexander Novak, Deputy Minister economic development Nikolay Podguzov, First Deputy Chairman - Board Member of Vnesheconombank Mikhail Poluboyarinov, Rector of the National research university MIE Nikolay Rogalev, Special Presidential Representative for International Cooperation in the Electric Power Industry Sergey Shmatko, General Director of RusHydro Nikolai Shulginov.

Interview:

- After you were not included in the list of candidates for the board of directors of Rosseti, rumors about personnel changes and possible resignation intensified. What is the reason for the termination of your participation in the council? Was there any criticism of Rosseti from the government?

- The question is serious and requires a serious answer. The company was founded on April 4, 2013, we have passed this way with dignity, confidently, having won the favor of all parties: consumers, regions, the presidential administration, the government. Of course, there are always some questions, there are probably current errors, but those who do not work are not mistaken. The process of updating the corporate policy has been going on since the first day of the company's creation. Once upon a time there was a decision not to include ministers in the board of directors, then they returned to this, then they were ordered to increase the share of independent directors. And I must say that at the same time, some subsidiaries lost in the quality of management, but we, as the main shareholder, had an advantage in the number of board members from Rosseti.

On the other hand, the board of directors itself is the highest governing body for a JSC. The company is four years old, it was created by the government, which at that time transferred functions to the new cabinet of ministers. Of course, this required an increase in the number of "supporters" - those who understand the position of a single grid company. And of the 15 members of the Rosseti board of directors, each is not just a calm supporter. We need good fighting units, people who, through participation in the board of directors, will understand the purpose of creating a single company.

I have a normal attitude to the innovation itself - to increase the share of representatives from outside the executive management bodies in the board of directors. We participate in the work of the council as an executive body. But it is better that we increase the share of supporters, that is, people who come and are initially aggressive, and at the end of the corporate year they usually say: “Yes, networks are a really important part of the energy system.”

I do not see any risks in terms of my participation in the further management of Rosseti. I don't think this will affect my work in any way. We talked with the Minister of Energy Alexander Novak about this, and we will try to manage the energy complex using this model. At least, for my part, I did everything to ensure that the work was of high quality and effective. For four years we have lost 159 billion rubles. came to a profit of 98.3 billion rubles. Labor productivity increased by 28%, the effect of cost reduction - about 75 billion rubles. The debt / EBITDA ratio decreased from 2.4 in 2013 to 1.7 in 2016. The accident rate was reduced by 51%.

We hope that the new board of directors, which we are now electing, will also actively participate in promoting our ideas, common rules, common requirements for efficiency, reliability, and availability of networks. I would answer this question this way, although, probably, someone sees it as ambiguous.

- I understand correctly that you explain your exclusion from the board by the fact that a decision was made to increase the number of independent directors?

- Yes. Due to this, we increase the participation of representatives of other communities - generation, consumers, federal authorities. Today we have a deputy minister of economy in our council, a serious group from the Ministry of Energy. I am sure that this will have a positive effect on the promotion of our ideas and on the implementation of the Rosseti development strategy, no matter how unusual it may look.

- For 2016, with an increase in net profit and the government's requirement for state-owned companies to accrue 50% of the profits of Rosseti on dividends, only 2 billion rubles will be paid. What scheme was used to calculate the dividend rate for the holding?

- Taking into account interim dividends in 2016, we will pay 3.8 billion rubles. The amount was calculated taking into account the deduction of expenses related to the revaluation of securities of subsidiaries, profits, profits allocated to development plans of subsidiaries, technological connection (TP) and investment programs.

It is no secret that there is always a rather heated discussion about the dividends of companies regulated by the state. Another big difficulty is that our economy is regulated by the state, which, of course, is not always synchronized with the concept of a public joint-stock company. The state acts in two forms: it is both the owner and the regulator, and since 2013 we have been living in a rather tough grip in terms of tariff decisions. At the same time, we have an already established minority shareholder and there are subsidiaries in which minority shareholders have a controlling stake and a final say. We do not always have a comfortable relationship with them, but they are working. For example, one of the shareholders says that he does not agree with the fact that the state financed the construction of networks for the 2018 FIFA World Cup (through a contribution to the authorized capital. - "B"), and will be sued on this matter. But you need to understand him too, because his share is diluted, loses its attractiveness.

We came to the Ministry of Energy and the Ministry of Economy with the idea of ​​paying dividends for the first quarter of 2016 in order to show shareholders that we are ready to fulfill obligations if we made a profit for the first time. But at the same time the government says: "You are writing to us that you are in disputes with the regions and the Federal Antimonopoly Service that they are underfunded at a rate of 72 billion rubles."

- This is the amount for the year?

- Not a year, but in current disputes, they should, because the tariff was incorrectly adjusted to us. It is unprofitable, and we cannot perform the functions that are assigned to us. The amount arose at different stages of the dispute over preferential technical connection, the return of smoothing and other reasons.

Perhaps we would not argue so much if such tariffs were set for all participants in the network complex. We are not monopolists and do not strive to be 100% monopolists, about 75% of electricity goes through our networks. There is a question with those 25% that are transported through regional and municipal networks, the networks of the Ministry of Defense, the Ministry of Transport. We would like everyone to have the same tariffs, then this is a fair distribution of work, but most often their tariffs are many times higher. We believe that if it is difficult for us, then let everyone be on equal terms, this is logical.

- Were there other reasons for the decrease in dividends?

- Another figure: the amount of smoothing of RAB tariffs (the transfer of planned tariff revenues to subsequent years. - "B") amounted to 109 billion rubles. We were promised in 2009 that the money would be there, but not. We were left alone with this problem, no one here strongly supports us. We are working with the regions, and not everyone meets halfway.

We don't want to just make money on TP. When we took FGC and IDGC into management, we saw that they had just made builders out of the power grid complex. And we overdid it, set up too much, which undoubtedly puts pressure on the economy. Average substation utilization is 27%. On the one hand, we can say that the thesis of the advanced development of power grids has been fulfilled, but now the Ministry of Economy and the regions need to load these food centers - they are now virtually free. We have built 59 GW to supply consumers, and we use only 7 GW. We have losses of 100 billion rubles. per year, taking into account the average load.

When we were deciding on the issue of dividends, we were supported by Deputy Prime Minister Arkady Dvorkovich. We decided to direct the profit to those subsidiaries where the problems are most difficult, without burdening the federal and regional budgets and consumers.

- Will you continue to pay interim dividends?

- At the Russia Calling Forum in London, we discussed this issue with investors and shareholders. The company is young, and we need to document the seriousness of our intentions. Based on the results of nine months of this year, we will make a decision. While we see that everything should work out, we will suggest the Ministry of Energy to go for it. First of all, to prove to shareholders and the economic community that the PJSC feels comfortable and can afford it. In general, we need a strategic investor. The whole problem is that, in my opinion, the grids were not taken very seriously during the reform of RAO UES, while, in my opinion, this is the best, most profitable asset.

- More attractive than generation?

- This is true. I believe that the networks are very underestimated, and some of our shareholders, in fairness, are random. I do not want to offend them, but then how they were sharing: “Here's a piece of generation, if you don't have enough before total amount, take a piece of nets. " Therefore, our set of minority shareholders is very strange.

- Who can be such a strategist?

- The main thing is that these are shareholders who are interested in the development of the company, who see this as a prospect. These can be development banks, pension funds.

- The other day the board of directors discussed the distribution of dividends to problematic subsidiaries. What amount will be sent, who will be the donor, who will be the recipient?

- We will send about 18 billion rubles. at the end of the year. But there is no concept of "donor" or "the one who requires resuscitation." Those who used to be the best don't always continue this story in terms of profitability. We, perhaps, Yantarenergo or IDGC of Siberia still cannot afford such a luxury as dividends, but they work quite effectively. We removed IDGC of North-West from the problem list of 2016, and in 2017 we will remove IDGC of Siberia.

When Rosseti was created, our six subsidiaries were practically bankrupt. Now only IDGCs have an extremely difficult financial situation. North Caucasus... But it has its own specifics, we understand that we will not extinguish this fire with dividends, and, moreover, it will be the misuse of funds. Because there will be no motivation for regional authorities and networks to improve governance. There was a proposal to direct all the money to the Caucasus, but we would simply "eat" it, and next year it would be the same. We have not made a decision on the direction of money for the consolidation of networks. We believe that here it is necessary to take a balanced approach to the issue.

- How do you generally assess the tendency to plug holes in investment programs at the expense of dividends? The Ministry of Transport proposed to build networks for the port and railway infrastructure in Taman at the expense of Rosseti dividends ...

- Well, first of all, I don't quite support the Ministry of Transport. Budget money was allocated for the TP, they should be guided by this. The situation has developed this way due to the incorrect coordination of new consumers in Taman. The port requires 92.3 MW, railways - 92 MW, other consumers - 12.5 MW.

Why did we decide to help the project with dividends? There is a state task: to create the infrastructure of this part of the bridge to Crimea within tight deadlines, all the conditions for railroad, the deadlines are tight - 2018. A substation with lines costs about 7 billion rubles. We, of course, could build a smaller substation of 100 MVA, but we see a prospect for development. We looked with the edge, the Ministry of Transport and the Ministry of Energy, that a port, a railway junction are being built, there are other potential consumers, and we considered two options: we are building a substation either with one transformer of 200 MVA, or with two transformers of 200 MVA each. But in terms of economics, it is better to immediately build a powerful substation, which would make it possible to connect to future consumers.

We decided that we are helping Kubanenergo for 3.4 billion rubles. They are reimbursable: we give them to one of the two stages of construction and they return them.

- And what is the return mechanism?

- Just a fee for TP. Under the agreement, we received an advance payment of 1.2 billion rubles, due to which we made a project, an expert examination, formalized the land, and began primary construction. 3.4 billion rubles Kubanenergo is investing in the second stage. As soon as we commission the second part of the substation, payment for the TP comes in, and Kubanenergo repays its debt portfolio.

- Has the government reached any solutions to eliminate the problem of the "last mile" - cross-subsidization, in which tariffs are increased for large industry and reduced for other consumers?

- We end the story with the last mile. When Rosseti was created, the amount of lost income of IDGCs on the “last mile” was 37 billion rubles. It was necessary to resolve the issue of restraining tariffs for the population and to understand at whose expense the power engineers had to extinguish the “crossroads”. It was decided that the difference should be paid "for three" metallurgists, networks and regions. It was necessary to formalize it legally: we leased circuit breakers, transformers to IDGCs on the main grids, and the distribution grids received money for this. But they were told that in eight years this difference must be closed by increasing efficiency, reducing costs, tariff decisions, the governors in parallel had to set tariffs correctly.

In 2013, we came up with an initiative to liquidate the "last mile", it was decided to divide these 37 billion rubles. into three parts. The budget allocated 3 billion rubles, Rosseti took over the load of 13 billion rubles, the rest - the regions at the expense of tariffs. It is clear that metallurgists have proved to everyone that they are not involved in this, although I think that it was wrong. Now we have 1 billion rubles left, and we will resolve the issue with him. But the “last mile” is an instrument of “crossroads”, but it generally remains, it was fixed at the level of 250 billion rubles, and it is unfairly distributed among consumers. Our tariffs by regions may differ seven times. Now the lowest in the Irkutsk region - 0.56 rubles. per 1 kWh, and in Yakutia - 3.77 rubles, in Kalmykia - 3.65 rubles.

- There was an idea to cover part of the cross-subsidization with dividends from Rosseti. Are you against it?

- There is no need to direct dividends there. It is wrong to do this at the expense of networks, we are not to blame for the presence of "crossroads". It is necessary to correctly redistribute the burden on the economy. Here it is necessary to take the rate of electricity consumption for all consumers. I am a supporter of the social norm, but why are we talking only about the population? The consumption rate should be for all consumers, including large ones. There are world standard things, for example, that a certain amount of energy is required per ton of production. Anything higher - pay more. We have the lowest electricity prices. But the transmission tariff must be uniform.

- And what about the idea of ​​increasing FGC tariffs to close the crossroads?

- I think there is growth potential in the backbone networks. It seems to me that it is possible to redistribute the load on large consumers. In general, a tariff is an instrument of the state and regional authorities to motivate the economy. Over the past four years, there has been an increase in consumption: among the population - by 16%, among small businesses - by 10%, and among large businesses - consumption fell by 4%. Our future economy and revenue will depend on the growth in consumption. All over the world, the energy intensity of the population is growing, and small and medium-sized businesses are our most important consumer, let's help them, we will reduce their tariffs by 10-35%. Today they come with greenhouses, we connect them free of charge, but the transmission tariffs are high for them, they ask to connect them to 220 kV (high voltage with a lower tariff. - "B"). But this is unreasonable, we will create a parallel network: around these substations, not aluminum plants will grow, which should provide them, but small and medium-sized enterprises. This will affect the reliability and destroy the logic of the unified power system, in which the backbone networks provide the flow, and the distribution networks work with the consumer.

Since 2010, the share of grids in the structure of the final price of electricity has decreased from 26.3% to 18.6%. When they said that the growth of tariffs would be zero, we continued to exist due to internal savings, while inflation was growing. We saved 200 billion rubles in costs, but this money was supposed to be seen by the population, but in fact the money smoothly flowed to generation: the final price increased, in contrast to the tariff for energy transmission. This is the wrong approach. We understand that there are 236.3 GW of generation available today, but in fact a little more than 150 GW is used, and this is enough for them to exist. The networks do not have such a reserve, but they must also be in a reliable state.

- Several months ago the FAS spoke about new approaches to tariff regulation. Long-term RAB-tariffs, in the opinion of the service, should be canceled and switched to the “inflation minus” system. Do you share the position of the FAS?

- RAB is a good tool. First of all, this is a model for attracting investments. Another question is that the Ministry of Economy overloaded RAB with unnecessary work, it was necessary to build a lot, for example, for the Olympics. Yes, the experience was not entirely correct. First of all, we suffered because we were left face to face with all our counterparties. I remember 2009, when investors, banks, funds came and we signed long-term contracts with factories. The factories began to breathe and began to build new capacities. Therefore, I believe that RAB should not be abandoned, but its task is long-term financing of the modernization program.

I am with both hands for the idea of ​​the FAS to modernize the tariff policy, but it should be dealt with all together. Because here we need to synchronize the development of energy, other industries and regions. We need to update the topic on payment for TP, today we are developing a preferential TP. At the first stage, it worked - we gave an impetus to the development of small and medium-sized businesses, we are connecting the population. But this approach needs to be changed. Already 30.7 billion rubles. on this they lost in the form of lost income. Let's switch to individual tariffs for new consumers. For example, everyone is connected free of charge, but the costs of TP for the agricultural industry are returned to the networks within 10 years, for the population - in 20 years, for metallurgists - in three years. It is right not to charge for TP, because in the store we pay not for the entrance, but for the product. Everyone perfectly understands how much the operation of power transmission lines costs, it is necessary to form a model of "reference networks". The tariff for energy transmission in terms of operation should be uniform, and the region should accept the investment tariff itself.

- Previously, the topic of conflicts between Rosseti and the subsidiary Federal Grid Company (FGC) often arose in public. What is the reason for this and how are relations with FGC being built?

- Probably, this is more likely due to the fact that until 2009 no one knew about FGC. Our team came to FGC in July 2009, and on August 17 there was an accident at the Sayano-Shushenskaya HPP. And then, whether I wanted it or not, the whole country learned what FGC was. I have never felt my responsibility so much in my life as at that moment. Energy was supplied from the hydroelectric power station to aluminum smelters, it was necessary to rebuild everything. I never got out of Siberia. Therefore, of course, from that day on, the status of FGC has risen. We switched to RAB tariffs, there was a serious modernization program, we started talking about "smart grids", we were entrusted with networks for the Olympics. I then said that, in principle, simply putting things in order at FGC will not give an effect, consumers do not see it: we are just spending money, and there are non-payments in IDGCs.

Since 2010, this topic has been discussed in the government, in the presidential administration. And literally in 2012, in April, it was decided that the network complex should be merged. I reported that the main thing is not the issue of merging subsidiaries, the whole issue is in technology - it is necessary to have a single management, the property can be different. It was proposed to leave IDGC Holding, and make FGC one of its 15 subsidiaries. And there was another topic that both Rosseti and FGC were left as strategic companies, of course, this raised the status of the latter. One year I was there and there was a leader, and it was very comfortable. Then the situation changed, a new head appeared in FGC. This in itself created discomfort, but there could be no conflict, because Rosseti is the parent company.

Some, of course, used the fact that we, and they are “strategists”. And so we have always had a normal relationship. And you understand that the creation of Rosseti did not quite fit into the privatization plans. But then our strategy won, that the networks should be in the same hands, with a single technical, personnel, economic and financial policy. There was a conflict with FGC over a single treasury. It's just that someone simultaneously gave a directive to create a treasury to both us and our subsidiary. But we cannot allow the subsidiary to fail to comply with the decision on the holding's unified treasury. And the conflict was resolved, unfortunately, at the level of the president. Life has shown that this is a good economy and transparency. Now I don't see any problems in this direction at all.

- By July 1, there should have been a scheme for transferring Oboronenergo (Defense Ministry networks) to Rosseti to offset the debts of Oboronenergosbyt. What does this circuit look like?

- The topic was raised to the situation with Oboronenergosbyt, we discussed it with the Ministry of Defense from the first day of creation of Rosseti. We began to look at who keeps the nets. And we turned to the Ministry of Defense, but the situation with Oboronenergosbyt, of course, made us move more energetically. Now the ball is on their side, a number of joint meetings have taken place at the Ministry of Energy and the Ministry of Defense. We see the Defense Ministry networks as our sixteenth subsidiary. She, as now, will operate throughout the Russian Federation, will be the owner of the assets. The assets will be managed by those of our IDGCs, on the territory of which the networks are located. That is, if there are Oboronenergo networks in the Trans-Baikal Territory, then these assets are transferred to the management of IDGC of Siberia. Thus, we will significantly reduce operating costs and increase labor productivity.

In addition, we and the Ministry of Energy need some kind of emergency recovery structure to work in an emergency. Oboronenergo could be entrusted with this function. This would optimize costs: now each of our companies keeps emergency supplies in warehouses, this burdens economically and organizationally.

We believe that we should become a shareholder of 100% of Oboronenergo, but transfer the “golden share” to the Ministry of Defense. It would be even better if they had a certain percentage of the shares. And there is nothing tricky here, simply because they will be our most important customer, who should participate in the management of the company. And our partner has a fairly serious resource. They have development, especially in new regions, for example, in the Arctic. We would very much like not only to take the asset, but for the consumer to see us as a reliable partner in the development of energy supply. This is such an ideology, and the Ministry of Defense shares our position so far.

Assessment, corporate procedures, directives will probably take another year. But in order not to waste time, we suggested that the Ministry of Defense join the department this winter, unite teams in order to optimize operating costs and transfer these facilities to our companies.

- Will Oboronenergosbyt's debt be paid off through the deal?

- "Oboronenergosbyt" began to pay on the sly, but so far the debt is 4.7 billion rubles. There is no principled, rigid position here. Of course, we would like the asset to be transferred to us at the expense of debts, but this is a government decision. I can't say yet how it will look in the final form. And we do not yet understand the assessment, it must be approved by the board of directors.

- That is, it is possible that you will have to pay extra?

- And where does the money come from?

- Borrowed funds. We do not think this asset is worth more than debt. We would, of course, like to exchange it. But judging by the sentiments of our partners, we understand that it can be 50/50. We are ready, but if we pay, then our position is that this money will go to modernize networks for the Ministry of Defense or to develop, that is, to connect new facilities that are needed for development.

- Are such deals being discussed with anyone else? For example, with Russian Railways?

- I have repeatedly with Vladimir Yakunin (the head of Russian Railways until August 2015.— "B") said that if JSC Russian Railways entrusts us with the management of the networks, then we will operate them cheaper, they will receive savings from this. We are talking about networks that have other consumers and reach traction substations. We exchanged views, they did not reject our proposals. Taking into account the formation of the team at Russian Railways, the issue is not actively discussed so far, but we have written it on the agenda.

Now we have more negotiations on the transfer of grid assets with owners represented by regional and municipal authorities. We believe that they do not need it at all. Regional authorities should deal with health care and education. There are projects that are being discussed for a long time, somewhere we do not agree on a price.

- Since February, the power grids of Sevastopol have been transferred to the Russian jurisdiction under the management of Sevastopolenergo LLC. What will the entry of Rosseti into Sevastopol look like? Will you create a joint venture with an LLC?

- Life forced us to be in Crimea: for the first time we faced the fact that the whole region was disconnected from the power supply. In the winter of 2015/16, when there were restrictions, we helped both specialists and diesels. From that moment on, the Sevastopol authorities were good relationship, and there was a joint decision to help restore the reliability of the city's power supply.

Now the topic of creating a joint venture - joint-stock company with three participants is being discussed: the private Sevastopolenergo, city networks and we as a third partner. The city networks and Sevastopolenergo are being assessed. We believe that if we enter there, we should have at least 50%. As soon as there is an assessment, we will immediately attract our finances there. So far, we think that the 50 + 1% stake is worth about 2 billion rubles, this amount will be used to modernize city networks. Now we are working on a scheme for developing the power supply of Sevastopol. We believe that the entire project can be completed in two years.

Now you ask about the sanctions?

- About them later. Among the former owners of Sevastopol grids was Yevgeny Giner, he is actively involved in energy assets in the Russian Federation ...

- I fell in love with football, he fell in love with the electric power industry.

- Does he plan to participate in a new joint venture?

- If there is one, then it suits us, the main thing is that we have 51% - this is a principled position in any region. Second: the shareholder agreement with the entity, which sets long-term tariffs. And who will be the third ... The main thing is that it is a strategic long-term investor.

- That is, there is no information yet, who will be the third?

- It all depends on the assessment. If the owners of Sevastopolenergo say that they are ready to get out of this story, then let's see how much it costs. But we simply have no desire to have not 51%, but 67%. We will not strive to increase our share.

- And what percentage will the city get?

- There is not such a large volume of networks in the city, I do not think that it will be more than 5%. They are currently evaluating their networks. We need to transfer the city to electric transport, introduce electric cars, electric buses, and make good lighting.

- Do you see the risks of sanctions for Rosseti?

- How can I tell you ... We are now discussing the role of the electric power industry on world platforms: they say that everyone needs to have equal access to electricity, every seventh inhabitant of the world is now without electricity, everyone must unite, etc. And on the other hand, I I do not understand my colleagues in this regard (Ukraine's cut-off of electricity supplies to Crimea. - "B"). After people were left without electricity, we just have to be there. It seems to me that reason should prevail.

Of course, there are certain risks, but we hope for objectivity and rationality. Of course, there is no need to substitute the sides and behave defiantly, there is no point in teasing, but not to leave people without electricity ... Of course, the last word remains with the Ministry of Energy.

- The Ministry of Energy has frozen the sale of troubled energy sales companies Rosseti in the North Caucasus. How will the situation develop further?

- First, we need to be consistent: during the reform of the electric power industry, the separation of power sales and generation from the grids had to be completed. But it turned out that for some reason the most "heavy" sales were left with the state. And there were constantly complaints against us, the FAS wrote that it was bad. On the other hand, the power supply companies have had and still have huge debts. To date, accounts receivable are 146 billion rubles, 101 billion rubles are arrears and their growth over this year is about 15 billion rubles.

Then we brought the negotiating position to a different logic: if you don’t pay, then we will say everywhere that we don’t need you, we will do your job better, world practice says that energy sales are carried out either by networks or by generation. We fought energy sales through this rhetoric, and in response our opponents offered us to sell sales. We say: “Okay, then let us combine our sales into one asset - both the Yekaterinburg and the Caucasian ones - and we will sell everything in one lot.” - “No,” they say, “this will not work.

- Why did they abandon this idea?

- Who wants to take the Caucasus? Then we were criticized for our poor fundraising in the North Caucasus. And as a result, the departments demanded from us the sale of all energy sales. The directive came out, we were preparing the assets, once again we offered to sell in one package - no, they say, we must sell each separately. And when they started implementation, everyone finally realized that the sale of energy sales in the North Caucasus would only aggravate the situation. We discussed the topic with the Ministry of Energy and decided that the state is the most transparent and efficient holder of this asset. The authorities decided to suspend the directive, because when it was issued, all the risks were not calculated.

The situation is not changing quickly. It has its own peculiarities, and they can also be solved, at least, it is possible to create a single tariff in the North Caucasus, a single energy supply, to move away from the influence of local elites, and so on.

- Is there an option to put up for sale more profitable energy sales?

- No, it doesn't exist. Because it is necessary to completely change the management model. During this year, the overdue debt of energy sales to us has grown very seriously. I think that in the coming year we will not do anything with these assets, at least, we have agreed with the Ministry of Energy, and then a decision must be made, but we must have it all in one hand.

- The directive before the New Year contained an assessment of these energy sales. What is it like?

- The assessment of energy sales comes from the debts to them in the retail energy market, from their obligations to banks and from the volume of contracts, and therefore it can change. And to sell assets on the basis of the Dutch auction (with a decrease in price. - "B") is not entirely correct: you can get rid of them so very simply, but this is not a state thing. Because we understand very well that if we sell these assets in the North Caucasus, their debt to us will grow even more.

- For about one and a half years, Lenenergo has been running and. O. CEO. What is the reason for this? Are you satisfied with the current situation in the company?

- It's good that u. O. First, a lot has really been done for Lenenergo, taking into account the fact that the intervention of the country's leadership was required there. The problem there was not only in Lenenergo. The governors wanted to build and develop a lot, but they did not give tariffs for this. Serious debts have accumulated - about 39 billion rubles. Therefore, so that the establishment of order was under the control of the country's leadership and the Ministry of Energy, it was decided that Rosseti would take Lenenergo under direct control. A non-performing person works there: the first deputy general director of Rosseti, Roman Berdnikov, simultaneously serves as the general director of Lenenergo. The status of the first deputy just helps him to communicate directly with the regional authorities; we have reduced decision-making from the parent company to Lenenergo. We repaid debts to banks, capitalized the company at the expense of OFZs, and connected consumers we owed. And 2016 is the first year in a long time when Lenenergo worked with a profit of 7.5 billion rubles, and the value of shares increased 2.5 times.

- How long will such a management scheme last?

- Probably not for long. I think that in 2017 these successes will need to be cemented, Roman Nikolayevich needs to bring what he started to his senses, fulfill the president's instructions in terms of regulation, and stabilize the situation. Of course, I think it needs a permanent CEO. We explained to consumers, mainly industrialists, that we cannot allow the tariff to be lower than the economically justified one. The Petersburg authorities helped us with this. Now we are doing the same work with the Leningrad Region.

- Did you complete the additional capitalization through OFZs in full? There were certain lags there.

- Yes, we did it in full. But there it is necessary to solve another topic: a certain saving of OFZ funds has turned out, it is necessary to decide what to do with it. In theory, we should return it to the budget. But the shares of Rosseti and Lenenergo were purchased for this amount, and this would be incorrect. We are now working with the Ministry of Energy, the Ministry of Finance and the Government of St. Petersburg to decide how to use these funds correctly.

- What is the amount of savings and where can you spend it?

- A little more than 4 billion rubles. Other technical solutions, some consumers have abandoned the capacity that they declared, saved on the cost of construction, and so on. There are different options for spending: upgrading networks or connecting housing. The city has a good idea to invest them in the cabling of overhead power lines.

- Rosseti merged the management of IDGC of Center and IDGC of Center and Volga Region. What is the point of the idea, are you planning to extend this practice to other assets?

- The basis of the financial and economic model of IDGC is the branches in the regions. Regions set the tariff, the branch generates revenue. The goal of IDGC is to centralize those functions that bring savings to all branches. These are, for example, personnel policy, personnel training, centralized purchases of standard equipment, etc. At one time we wanted to merge the management of Lenenergo and IDGC of the North-West, but we saw that the heads of the companies misjudged their capabilities and they had motivation different.

It coincided that the head of IDGC of Center and Volga Region resigned, but there is a strong leader in IDGC of Center (Oleg Isaev.— "B"). And we considered that it is possible to centralize the management functions of the two IDGCs, to create a strong team. But there is no prospect of a direct merger of companies.

When I sometimes say "one company", it does not mean that the boundaries of joint-stock ownership need to be changed, but it can be given under a single management. There is Siberia, and I am sure that the unified management of the Siberian grid complex will cope with the operation of both trunk and distribution networks in all these subjects of the federation. And we will only cut operating costs and tariffs.

We have already reduced operating expenses for the holding by 30%, by 50.7 billion rubles, but further reduction can only be due to structural transformations. And the main transformation is, of course, a unified management. It is possible not to change the composition of the companies in the holding at all, but to gather shareholders, propose a single company that will manage the assets, there will be a single reserve, a single training center, and so on. So far, it seems to us that the project with IDGC of Center and IDGC of Center and Volga Region was a success: we went through one winter, and it showed that such a single management is more effective. I do not see any prerequisites for other associations yet.

- What do you think about the possibility of privatization of IDGCs, which have not been started after the reform of RAO UES of Russia?

- I believe that, firstly, it is necessary now to create uniform rules and a single company with long-term uniform tariffs. We will not earn anything from the sale of, for example, six companies of the holding, but we will destroy the unified structure. Our state-owned company is much more efficient than other grid companies. We are fulfilling the instructions of the state both on preferential technical connection and on reducing accidents, productivity and salaries are growing. Therefore, I believe that if there is anything to think about, then about a long-term strategic partner. And the share of the state in this project should be such that it will allow to manage and control.

Strategic investors will come when there is a long-term tariff, clear rules, and the management structure is optimized. I believe that it should be in the same hands, it will be effective, reliable, transparent and manageable. By the way, I don't know who is more transparent than us in the industry today. Look at the private network companies, there is no such reporting, we do not understand how all this is managed there. Probably, there are good companies among them, but the effect of our company is that everything is in one hand. There are many international examples: here are our partners, the French Enedis (formerly ERdF), the largest company operating not only in France, but also in other European countries. This is a state-owned company, the networks are in the same hands, and they believe that this is correct.

- Is the issue of privatization being discussed at all?

- No, now there is no question on the agenda.

- Rosseti has an idea for an Asian energy ring through Russia, Japan, China. Electricity export projects for Far East were at "RusHydro" and "Inter RAO", but they are frozen. Why are you interested in the energy ring and when can it be realized?

- The idea of ​​creating energy bridges dates back to the APEC summit in 2012, when Russia announced its readiness to develop the region at an accelerated pace. Then, on the topic of energy, active contacts began with South Korea, China, then Japan joined the discussion. In Japan, for example, two power systems operate at different current frequencies. Our Japanese colleagues turned to us to study the experience of the Unified Energy System of Russia, understanding its advantages.

We believe that the greater the integration, the greater the opportunity, and the power grid infrastructure around the world is underestimated - especially given the environmental challenges. Now China is talking about moving away from coal generation for environmental reasons. They do not need to build anything, we can supply neighboring states with clean, reliable energy.

Last year, we signed a quadripartite memorandum with companies from China (GEC of China), the Republic of Korea (KEPCO) and Japan (Softbank) to work together to create a global interconnected power system covering Northeast Asia. We met with the Japanese Ministry of Economy. We agreed to create one group for economics, another for technologies, a third for organization, and a fourth for implementation. We held a meeting on technology, the technologists said it was possible. Maybe these are some kind of fantasies, but this is how projects were always born. China has built ultra-high-voltage direct current lines and power systems. Now Mongolia has five isolated power systems, they need 1 GW of capacity, they want to build hydroelectric power plants. We tell them that they will spoil our ecology, threatening our water basins, including the unique Lake Baikal. Back in Soviet times, there was a project to build an energy bridge to Mongolia from the Sayano-Shushenskaya HPP through the Irkutsk energy system. Let's discuss, create working group.

- And what mechanism of return on investment can there be and who will pay for it? Could there be a Russian state loan here?

- Power grids are big investments, but all over the world these investments are made because there is a consumer, and in 10-15 years the money is returned. In the USA, pension funds are actively involved in this. Technologically, the energy ring is possible, now the second part is the economy. We are now on the verge of technological change and contain what cannot be contained. If not us, then others will do it. By 2025, it is planned to grow global energy consumption by 30%, of which two-thirds will be in the Asia-Pacific region. The starting position of our energy system is simply excellent: there is good generation, a reliable power grid complex, which in itself is a natural energy bridge between Europe and Asia, and we cannot afford to miss the moment.

1994–1995 - Norilsk, first deputy head of the city

1995–2000 - Norilsk Mining and Metallurgical Combine, Deputy General Director

2000-2002 - Norilsk, head of the city

2003-2006 - Taimyr autonomous region, governor

2007-2009 - Siberian federal district, Assistant to the Plenipotentiary Representative of the President of the Russian Federation

2009: Chairman of the board of FGC

From 2009 to 2013, he headed the Federal Grid Company (FGC), later incorporated into Rosseti. Since October 2009 - Chairman of the Board of FGC UES.

In 2010, the head of Energostroyinvest-holding (one of the FGC contractors) Igor Yaroslavtsev, in an interview with Kommersant, accused Budargin of not controlling the company, and FGC top managers act out of their own business interests.

2012: Head of Rosseti, 22nd place in the list of the most expensive managers in Russia

In 2012–2013, Mr. Budargin won the apparatus struggle for the post of head of the Rosseti electric grid holding, which was being created, from his first deputy, Andrey Murov, who headed the Federal Grid Company.

In November 2012, Forbes was included in the rating of "The 25 Most Expensive Top Managers in Russia", where he took 22nd place with an annual compensation of $ 4 million.

2017

On January 22, 2017, a new composition of the Supreme Council of the United Russia party was announced in Moscow. Boris Gryzlov was re-elected as the head of the Supreme Council of the party. Of the new members, the Supreme Council includes:

• State Duma Speaker Viacheslav Volodin,
• head of Russian Railways Oleg Belozerov,
• general director of "Rosseti" Oleg Budargin and

a number of governors in whose regions United Russia scored a result higher or comparable to the result of the party in the country as a whole (54.2%).

Resignation from the post of head of "Rosseti"

In August 2017, it became known that Oleg Budargin, the permanent general director of Rosseti since the holding was founded in 2013, was leaving his post, which was taken by Pavel Livinsky, head of the Moscow housing and communal services department, who had worked in power grid companies for many years.

Since the creation of Rosseti in 2013, they have been led by Oleg Budargin. Almost from the moment of his appointment to Rosseti, Oleg Budargin began to expect an early resignation. In 2013-2014, Kommersant's sources assumed that if he left, he would replace Alexander Khloponin, who was on the way to the promotion (in 2017, Deputy Prime Minister), who was the head of Taimyr, as the plenipotentiary representative in the North Caucasian Federal District. Subsequently, Mr. Budargin was regularly told rumors to the Deputy Prime Minister's team, and Andrey Murov was named as his possible successors, or, less often, Deputy Energy Minister of the Russian Federation Vyacheslav Kravchenko. But Oleg Budargin invariably managed to keep the chair of the head of Rosseti.

Rumors of his resignation resumed by June 2017, when his candidacy was not included in the government directive on the new composition of the board of directors of Rosseti. Sources for the Kommersant newspaper called him the successor of the first deputy chairman of VEB Mikhail Poluboyarinov or the general director of the Russian Energy Agency (accountable to the Ministry of Energy) Anatoly Tikhonov. Oleg Budargin himself, in an interview with Kommersant on June 30, denied these rumors, linked his absence from the list of candidates with the decision to increase the number of independent directors and claimed that he saw “no risks in terms of his participation in the further management of Rosseti”.

Awards

• By decrees of the President of the Russian Federation, he was awarded the Order of Merit to the Fatherland, IV degree and the Order of Alexander Nevsky.

• In 2017, he supported the restoration of the Church of Saints Michael and Fyodor of Chernigov in Moscow, which was consecrated by Patriarch Kirill on March 11, 2018.

"On this day, I would like to thank those who made a significant contribution to the reconstruction of this holy temple, first of all, Oleg Mikhailovich Budargin, who put a lot of work and attracted a lot of funds to paint this temple, build an iconostasis, so that today's event will take place." , - noted

Employees of "Rosseti" were caught in another theft.

An indictment was sent to the court against the top managers of IDGC of Center, which is part of Rosseti. Its leaders are suspected of embezzling more than 240 million rubles. The "crime" in the ranks of the state corporation has long become commonplace. And the center of these not entirely clean stories is the main head of Rosseti.

"Central" IDGC

IDGC of Center is perhaps the most "restless" company "Rosseti". Exactly a year ago, the employees of Energo Trust LLC openly complained about the management of IDGC of Center. They accused the Rosseti division of actually raider takeover enterprises. The petition reached the Russian business ombudsman Boris Titov. It got to the point that as a result of the "run-up" all the first leaders of "Energo Trust", who are still there, ended up behind bars! The case concerned endless commercial lawsuits between the two offices. There were about 30 of them, and every single IDGC of Center lost to the Tver company. Market participants, not without reason, believe that after this, the Rosseti division directly decided to resort to forceful methods. As they say, not without the patronage of Oleg Budargin!

And the king is naked

As independent experts say, Rosseti is, in fact, nothing more than a commercial dummy. That is, in reality, the shares of the energy company are worth absolutely nothing. The management of "Rosseti", according to experts, "does not see such goals as the commercial component in the eye, that is, in the end, the company will arrive.
The methods of government of Budargin and his associates are compared with the methods of enterprises of the Soviet (read, "soviet") stage. Simply put, Budargin “stupidly” “eats up” the money received that is not at all effective with economic point view of the case. It is no coincidence that influential rating agencies evaluate the shares of Rosseti and its divisions at almost zero value. Zero in the literal sense - one share of the energy company is estimated at… .0 rubles 00 kopecks!

In debt as in silk

"Rosseti" - to put it mildly, does not really like to devote outsiders to their financial affairs. However, what is known (at least in the public domain) is simply impressive. And still depressing tone. For example, the monetary "successes" of the company over the past year. So, Rosseti's net losses exceeded 30 billion rubles. Every year the debt of the energy company grows by an average of more than 5 percent! So, how is Rosseti going so rapidly to the bottom, taking into account their greater extent, monopoly and weaving an expanded network of branches? Because in a country like Russia, everything depends on the personality of the leader. And here "Rosseti" was very unlucky ...

"Severe" Chelyabinsk "kickbacks"

For many years now, corruption has been blooming in one of the largest divisions of Rosseti IDGC of the Urals. So, in the subdivision of the Ural IDGC "Chelyabinskenergo" "sawing" and "kickbacks" have long been the usual methods of housekeeping. At the same time, experts call the supreme leadership of the enterprise, and also the former governor of the South Urals Mikhail Yurevich, the main persons involved in the theft! Per last years Millions have mysteriously disappeared from the Chelyabinsk unit! As independent observers assume, the money could simply flow away, naturally, when Yurevich was “closing his eyes”, into the pockets of the top management of Rosseti, that is, Oleg Budargin himself!

"Northern Lights"

The scandal "lit up" even louder "in Lenenergo", also in the structure of "Rosseti". The organization kept almost 15 billion rubles in the Tavrichesky bank. Everything would be fine, if they ate more than one, but ... The money was kept in credit institution, which has long been in the stage of bankruptcy and under reorganization! It got to the point that the Federal Property Management Agency intervened in it. To close the "hole" in the division of "Rosseti", the department allocated almost 30 billion from the state money!

"Pseudo-Dmitry" "Rosseti"

Of course, Budargin was not the only one to decide "affairs" in "Rosseti". As it is seen, in all "gray" schemes "there is always a" gray cardinal ". In the case of Rosseti, this is of course the former right hand Dmitry Budargina Gotlib. Rumor has it that it was he who wrote off the financial "gaps" of his numerous IDGCs on the alleged unforeseen expenses of the corporation. Such difficult things, of course, are not done unselfishly. As the independent media wrote, Gottlieb received up to 5 percent "kickback" for each amount of "write-off"!

The general director of Rosseti Oleg Budargin is not included in the list of candidates for the company's board of directors, it follows from the materials for the meeting of shareholders. In total, Rosseti's board of directors includes 15 people, and the same number have been nominated for the new composition. The list of candidates included all current members of the board of directors, and only Budargin was replaced by Anatoly Tikhonov, general director of the Russian Energy Agency of the Ministry of Energy.

As sources of Reuters and Interfax say, we can talk about the imminent resignation of the general director of the power grid monopoly. They do not name the reasons for this decision. Both agencies name the first deputy chairman of Vnesheconombank Mikhail Poluboyarinov as a possible successor.

Talks about Budargin's resignation intensified in recent times, two familiar top managers and a source close to the company told Vedomosti. Two of them heard about Poluboyarinov's candidacy. But, according to one of them, before the presidential elections in March next year no high-profile resignations were planned in the energy sector. As the interlocutor of "Vedomosti" in one of the companies of the state holding says, everything is calm in their company and no one is nervous. However, the source of "Interfax" says that the appointment can be made in the coming days. The resignation of Budargin had already been discussed in the fall of the year before last, sources told Vedomosti, then one of the reasons was the situation with Lenenergo, which was on the verge of bankruptcy due to the 16 billion rubles lost in the Tavrichesky bank. But in the end, nothing happened.

In state-owned companies, CEOs are members of the councils. But, in principle, shareholders may not include the general director in the council, but invite him to meetings where he will not have the right to vote, says Mikhail Alexandrov, partner at A2 law firm.

Poluboyarinov began his career in 1988 as a senior economist at the central office of Sberbank. worked as First Deputy General Director of Aeroflot, and in 2011 became Deputy Chairman of VEB. Poluboyarinov has experience in the energy sector. In 2013, he headed the board of directors of RusHydro. He appeared on the board of directors of Rosseti last year. His comments could not be obtained over the weekend.

A spokesman for the Energy Ministry declined to comment on the rumors. A VEB spokesman also declined to comment. Representatives of the Ministry of Economic Development, Federal Property Management Agency and Rosseti did not respond to inquiries.

Rosseti Holding was established in 2013 - the state shareholding of FGC, which is responsible for backbone grids, was transferred to the capital of the distribution network manager of IDGC Holding. Budargin, who previously headed the Federal Grid Company, was appointed CEO of the new company. According to the Rosseti charter, the term of office of the general director is determined by the chairman of the board of directors. The council is now chaired by Energy Minister Alexander Novak. There is no standard term of office, says Aleksandrov, it can be a year, two, five years - it depends on what the shareholders want to see in the charter.

Since 2011, Russia has begun to pursue a policy to curb the growth of tariffs, says Natalya Porokhova, head of the research and forecasting group at ACRA. One of the key tasks of Rosseti was the centralization of management in the power grid complex and minimization of costs, she recalls. As a result, network tariffs in real terms decreased by 14%, the costs of network companies - by 19%, and investments - by 41%, Porokhova notes. Rosseti is not involved in production activities and receives payments from subsidiaries for managing the power grid complex. The company's revenue according to RAS in 2016 amounted to 26.7 billion rubles, 23.3 billion of which were dividends from subsidiaries.

At which the head of the Moscow housing and communal services department, Pavel Livinsky, will be appointed head of the power grid holding instead of Oleg Budargin, will take place on September 11. What position Mr. Budargin will take after leaving Rosseti is still unknown, but Kommersant's sources do not exclude that he will return to state administration.

The board of directors of Rosseti will consider the appointment of the head of the Moscow housing and communal services department, Pavel Livinsky, to the post of general director of the state holding on September 11, a source familiar with the agenda of the meeting told Kommersant. On Thursday, Dmitry Medvedev announced the decision to appoint Mr. Livinsky to the post of head of Rosseti and promised to give a corresponding directive. In this post, Pavel Livinsky will replace Oleg Budargin, who has headed Rosseti since their formation in 2013 (for more details on personnel rotation, see Kommersant on September 1).

Rosseti includes the Federal Grid Company (FGC; operates backbone grids) and Interregional Distribution Grid Companies (MRSK). The holding's net profit under IFRS in 2016 increased by 20.5%, to 98.34 billion rubles, EBITDA - by 6.5%, to 265.2 billion rubles, revenue - by 18%, to 904 billion rubles. Rosseti investment program in 2017 - RUB 250 billion. VAT included. Since 2012, the capitalization of the company (then it existed in the form of JSC IDGC Holding) has grown by 135%, to 228 billion rubles.

Pavel Livinsky, 37, until 2011 worked as deputy general director of Moscow's Moscow United Electric Grid Company (part of Rosseti), in 2011–2013 he headed the United Energy Company (owns part of Moscow's power grids and is not part of Rosseti). In 2013, he headed the Department of Fuel and Energy Economy of Moscow, and in 2017 he became the richest official of the mayor's office: according to his declaration, in 2016 he earned 203.8 million rubles.

The reasons for the resignation of Mr. Budargin were not named in the government's message; his contract expires in July 2018. Talks about his possible resignation intensified by June, after the name of the general director of Rosseti was not included by the government in the list of candidates for the boards of directors of the holding and FGC. Nevertheless, nothing definite was reported either about the reasons for the disgrace of the influential manager, or about his further fate. On Friday, Oleg Budargin announced that he considers his departure from Rosseti as a “movement forward”: “Today is September 1st. Therefore, the transition to new class and what the class will be - you will soon find out ”(quote from TASS).

An acquaintance of Mr. Budargin said to Kommersant that “Oleg Mikhailovich looks satisfied”. According to the interlocutor of Kommersant, the manager will “go for a promotion,” but he does not specify exactly where. However, he recalled that Oleg Budargin is one of the developers of the program for the socio-economic development of Russia "United Russia" and within the framework of this project he is the head of the party working group. Note that before joining the energy sector, he had experience of working in government agencies, in particular, in the Norilsk mayor's office, as the governor of Taimyr, as well as in the presidential envoy for the Siberian Federal District.