Mission and strategy

Today's period in our Company is the period of formation, consolidation, search of new and implementation of approved strategic decisions. We are confident in the chosen way and definite implementation of the outlined plans.

Mission

Our mission is determined by TGC-2 infrastructural type of business:

We seek to facilitate social and economic development of our territories by means of reliable and continuous heat and power supply. We work to provide prosperity to and meet interests of our shareholders, consumers, employees, partners and society.

By building full scale relations with our partners in socio - economic environment based on shared and practiced behavioral norms, business ethics and beliefs, by gaining the authority and reputation of the honest and trustworthy partner, we aim at building and supporting the attained level of trust to the Company. We realize that reliability is the integral characteristic of a large modern enterprise, which is focused on active development.

Strategic vision

We strive to occupy the leading position on the municipal heat markets and power markets in the regions of operation by implementing the active strategy of heat markets extension, developing combined heat and power generation, conducting the balanced policy on the fuel markets, building long-term partner relations with consumers and resource suppliers.

We intend to multiply our assets by increasing efficiency of fuel energy usage, managing the value chain, introducing modern industrial and management technologies.

Strategic goal

Our goal is to increase investment attractiveness and capitalization of the Company. This goal determines strategic positions of the Company on heat and power markets, as well as defines relations with shareholders and investors, consumers, regional and local executive bodies, state regulatory and control agencies, employee, public organizations.

To reach the strategic goal we will work towards long-term growth of our cash flow by means of broadening the scale of activity on heat and power markets, increasing turnover rate, as well as by forming energy-effective economy of the enterprise and providing for the long-term profit growth within the strictly set risk-appetite framework of the Company.

Strategy of business development
- managing the Company growth points:

• Preservation of heat market sales outlets by means of establishing direct payment relations with end heat consumer, receiving control over municipal heat assets and heat pipeline assets and constructing optimal sales channels, forming long-term partner relations with heat consumer, with Administrations of regions and cities responsible for a reliable and continuous heat supply, and operating on a new quality level;
• Increase of competitiveness at heat market sales outlet by creation and realization of client-oriented marketing policy and by formation of demand price not exceeding the cost of heat production using TGC-2 own sources or alternative sources of the consumer;
• Heat profitability growth by means of cost optimization through management of all value chains (production - transfer - heat sales of both TGC-2 enterprises and of all other heat market participants);
• Heat market expansion, increase of the equipment readiness to support the load. As a result, additional loading of the capacities in the most economic cycle for combined heat and power generation;
• Introduction of new, mainly combined heat and power generating, capacities of approx. 1 GW in total until 2011, strictly responding to a market demand and satisfying the needs of certain consumers, providing for fuel balance diversification by increasing coal generation, at absolute observance of project pay back requirements;
• Decreasing the risks of investing in the Company by securing transparency, lowering fluctuation risks of volume and prices for fuel and energy by establishing long-term contractual relations with resource suppliers and energy consumers, lowering non-financial risks by developing and implementing the corresponding program;
• Introduction of modern management technologies: orientation of a management system to achievement of the defined strategic goals on the basis of balanced factors system construction, introduction of a project mode of strategy realization, of the risks management system, of the unified integrated automated management system, which covers all industrial and administrative processes within the Company.

Regional development strategy

Our regional policy has the following emphasis:

Arkhangelsk
Forming the basis for long-term financial and economic stability by means of fuel balance diversification, switching from expensive fuel-oil to more obtainable coal.

Vologda
Maintaining current and entering perspective heat markets, increasing competitiveness and securing profitability in the context of power market liberalization.

Novgorod
Diversifying heat markets - entering Velikiy Novgorod municipal heat market, by bringing Novgorod CHPP in line with bigger plants of system importance to wholesale energy capacity market of UES of North-Western region.

Kostroma, Tver
Securing and strengthening today's leading position on the heat market. Replacing inefficient boiler-houses and covering perspective heat loads. Strengthening positions on power market - working towards covering power deficit in Center UES, particularly in Moscow (by 2015). Increasing profitability on heat and power markets.

Yaroslavl
Preserving today's dominating positions on the heat market. Strengthening market positions in heat - replacing inefficient boiler-houses and covering perspective heat loads. Taking principle measures to solve the problem of power deficit in Yaroslavl region by 2015. Profitability growth in heat and electric power market.

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