Rosatom’s Going Global: Global Professionals edicational programme (engineers)

1. ROSATOM STATE ATOMIC ENERGY CORPORATION “ROSATOM” Rosatom’s Going Global: Global Professionals edicationalprogramme (engineers) Larissa Strutskaya, PhD Project Director ROSATOM

2. OUTLINE ROSATOM strategic goals and HR initiatives Professional and technical training and development

3. 1. ROSATOM STRATEGIC GOALS AND HR INITIATIVES

4. THE STATE ATOMIC ENERGY CORPORATION «ROSATOM» Facts and figures: Income: 474bln. RUR (€10,8bln.) EBITDA: 141bln. RUR (€ 3,2 bln.) More than 250 companies 260 000 employees Fuel fabrication World’s #2 in Uranium mining Russia’s #2 in installed capacity Europe’s #2 in nuclear power gen World’s #1 in new NPP construction Mining Research and development Conversion and enrichment Key strategic objectives: Power equipment and services NPPs engineering & construction • Globalisation and international business development • Leadership in nuclear technologies • Effectiveness Gas centrifuges manufacturing Spent nuclear fuel treatment Power Generation

5. ROSATOM in 2020 2020 Targets Rosatom is among Top 3 nuclear companies(by revenue in key segments) More than 25% of revenue is generated by overseas assets More than 50% of revenue comes from global operations Key actions Localize all business segments operations in key markets Benefit from global talents and local workforce Establish multiple alliances and partnerships with global and local players Source, develop and transfer technologies to maintain global leadership Take full advantage of global capital market Ensure business transparency as a key operating standard Globalization of operations is the key priority

6. Rosatom Global development Initiative • Strategy-related HR challenges: • Provide a global infrastructure for expanding ROSATOM business abroad • Provide a pipeline of talents to lead new strategic initiatives • Increase engagement of human resources to maximize organisational performance keeping safety as a key value • Develop technical and leadership competencies of ROSATOM workforce to provide safety and growth • Professional competences were created: • Focus groups • Subject matter experts interwiev • Functional customer dialog • Provide a pipeline of talents to lead new strategic initiatives RosatomGlobal: Leaders RosatomGlobal: Talents RosatomGlobal: Professionals

7. 2. PROFESSIONAL AND TECHNICAL TRAINING AND DEVELOPMENT

8. TRAINING AND DEVELOPMENT: HR CATEGORIES TO BE DEVELOPED AN EXAMPLE OF HR CATEGORIES FOR A RUSSIAN NPP Specific nature of the industry implies high requirements for the personnel qualifications. Average No of training hours per year for operating personnel of an NPP – 80 An example of HR categorization (Russian NPPs)

9. ROSATOM GLOBAL PROFESSIONALS • The program is designed in such a way that the professional modules are diversified with cross-functional and integration sessions. • Cross-functional modules allow participants to learn other key features of the programme and obtain the combined experience of negotiations, projects, presentations, and develop a common understanding of the global objectives of the company by taking a glimpse into business thinking and the international business activities • of the company • Integration sessions are aimed at: • providing opportunities for utilising the knowledge and for developing the skills acquired during the programme • creating new projects and initiatives in co-operation with other participants of the programme • receiving feedback from industry leading experts

10. PROFESSIONALS MODULES The program is designed in such a way that the professional modules are diversified with cross-functional and integration sessions

11. CROSS-FUNCTIONAL MODULES Cross-functional modules allow participants to learn other key features of the programme and obtain the combined experience of negotiations, projects, presentations, and develop a common understanding of the global objectives of the company by taking a glimpse into business thinking and the international business activities of the company

12. INTEGRATION SESSIONS • Integration sessions are aimed at: • providing opportunities for utilising the knowledge and for developing the skills acquired during the programme • creating new projects and initiatives in co-operation with other participants of the programme • receiving feedback from industry leading experts • Rosatom Global Joint Conference • International Innovation Forum “Forsage-2014” • Experience in Enterprises (Affiliates) • Defenceof Projects

13. PROFESSIONAL/TECHNICAL COMPETENCIES IDENTIFICATION AND DEVELOPMENT • Professional area is a combination of tasks and topics which requires a unique combination of professional/technical skills and knowledge • Professional/technical training: • Obligatory courses required to get licenses and permits to work • Special technical skills and competencies development based on SAT approach (IAEA) (Training at local on-site training centres, simulators) • Centralized training courses for implementation of industry-wide projects at the Corporate Academy of ROSATOM (e.g. Procurement standards) • Centralized training courses at ROSATOM Central Institute of continuous education and training (e.g. Safety standards) • On-the-job training and coaching to keep critical knowledge in the industry

14. Corporate Academy Infrastructure Rosatom Corporate Academy training Centre Location: Moscow, Kozhevnicheskiyproezd, 1 Rooms– 749 sq.m(11 training rooms + conference hall) Office space – 830 sq.m Переговорные офиса – 47,19 sq.m

15. THANK YOU FOR YOUR ATTENTION! Larissa Strutskaya, PhD Project Director International Business Development Division ROSATOM E-mail: LMStrutskaya@rosatom.ru Phone: +7 (916) 6055560