Determining what matters most

We recognise our responsibility to remain a good corporate citizen, particularly when it comes to caring for the environment, local communities and our people. This means making a positive contribution to society and working transparently and responsibly to create lasting benefits for all stakeholders.

We determine our ‘key stakeholders’ by assessing the impact that different groups have, or might have, on our performance, as well as the impact that our operations have on their well-being. When building stakeholder relationships, we are committed to transparency of information, considering their interests, receiving feedback, actively co-operating with them and conducting our business both ethically and with integrity. This enables us to accommodate their needs when making strategic and operational decisions.

We define as ‘material matters’ those issues that are most important to our internal and external stakeholders and our value creation processes: growth, success and sustainability. We take these into account when determining our strategic priorities and the content of our corporate reports.

In order to verify these material topics during the reporting period we surveyed our top managers, employees and external stakeholders to understand which topics defined in 2019 are still considered a priority for 2020, and which additional areas they considered significant for the year.

Consequently, internal and external stakeholders identified the following material topics for 2020: financial performance and delivery of the investment programme and operational efficiency in terms of our energy efficiency measures. Health and COVID-19 resistance ranked highest on every stakeholder’s agenda.

We disclose information through a wide range of communication channels: website, press releases, social media channels, annual integrated reports, sustainable development reports and corporate media.

Engagement highlights in 2020

The pandemic moved a lot of communication channels to an online format. We started a series of online interviews with management on social media, where employees and other participants could ask their questions. We launched a Public Control Map for heat customers, where they could measure the temperatures in their house and compare it to the indoor temperature in other houses or districts. Many business meetings and conferences were held online.

#stakeholder engagement | #quality control | #heat supply

Locals evaluate preparedness of city heat infrastructure

Working with activists from the public organisation ‘All-Russian People’s Front’, SUEK checked the condition of the most vulnerable sections of the heating network in preparation for the heating season in the Kemerovo and Krasnoyarsk regions. These sections were identified based on applications previously sent in by residents.

During the inspection, SUEK’s experts discussed problems related to the heating network and provided updates on our plans and deadlines for the resolution of issues. The locals received clear confirmation of the difference between the sections where SUEK has already carried out pipeline repairs, and where work had not yet taken place. Following the visit, we created a permanent commission that monitors resident complaints and, if necessary, goes out on joint inspection visits.

Every year we organise offsite meetings at SUEK's facilities with deputies of the Krasnoyarsk City Council. In 2020, they inspected facilities for capital repairs and investment programmes at our heating networks. The deputies saw first-hand how repair work was conducted as well as assessing the safety of the site for locals. In addition, they were able to see how we make sure that the work does not infringe on the interests of locals, and helps improve the reliability of heat supply.