APPROVED BY:
the decision of the Board of Directors
Jsc "Samruk-Energo»
Protocol No. 69
from February 27, 2013 year
LONG-TERM STRATEGY DEVELOPMENT
JOINT-STOCK COMPANY
"SAMRUK-ENERGO»
For 2012-2022 YEARS
Astana, 2012
TABLE OF CONTENTS
TERMS AND DEFINITIONS, SYMBOLS AND ABBREVIATIONSError! Bookmark not
defined.
INTRODUCTION .......................................................... Error! Bookmark not defined.
1
ANALYSIS OF THE CURRENT SITUATION ....................................................... 5
1.1 Analysis of the external environment ..................... Error! Bookmark not defined.
1.2 Analysis of internal environment ............................ Error! Bookmark not defined.
2
MISSION AND VISION .......................................... Error! Bookmark not defined.
3
STRATEGIC DIRECTIONS, GOALS AND OBJECTIVESError! Bookmark not defined.
3.1 Energy security of Kazakhstan .............................. Error! Bookmark not defined.
3.2 Enhancing shareholder value ................................ Error! Bookmark not defined.
3.3 Social responsibility ............................................................................................ 11
4
EXPECTED RESULTS .......................................... Error! Bookmark not defined.
TERMS AND DEFINITIONS, SYMBOLS AND ABBREVIATIONS
АЖК
Distribution
Outsourcing
Benchmarking
RES
WTO
WEC
Gw
GRES
THE POWER PLANT
HYDROELECTRIC
POWER STATION
DZO
UES OF RK
THE EEA
kW-h
IEIS
EFFICIENCY
Committee
Mw
The Fund guidelines
The Ministry Of
SCIENTIFIC
RESEARCH
INSTITUTE
Society
The main activities of
the Society
The responsible
structural unit,
Developer
The Risk Of
CIS
Strategy
Alatau Zharyk Company Jsc
Jsc "Almaty Power Stations»
Organizational decision, transfer to the third-party provider of certain
business functions or parts of the business process "Samruk-Energo»
Analysis method by which JSC "Samruk-Energo is comparing its
performance with other companies in order to implement specific changes
to improve its competitiveness
Renewable energy sources
The World Trade Organization
Wind power plant
Gigawatts of electricity power, unit of measurement
State district power station
Gas turbine power plant
Hydraulic power station
Subsidiaries and affiliated organizations
The unified power system of the Republic of Kazakhstan
A single economic space, the Integration Association of the States of
Belarus, Kazakhstan, Russia
A kilowatt-hour of electricity, unit of measurement
Kazakhstan intellectual power supply system "Galaxy"
Key performance indicators indicators (indicators) that characterize the
level of effectiveness of the Society, to assess the effectiveness of the
activities of society as a whole as well as its executives
The strategic planning Committee of the Board of Directors
Megawatts of electricity power, unit of measurement
Guidelines for the development, monitoring and updating of the
development strategies of companies JSC "Samruk-Kazyna", approved by
decision of the Board of JSC "Samruk-Kazyna" from October 16, 2012 No.
40/12
The Ministry of industry and new technologies of the Republic of
Kazakhstan
Scientific Research Institute
Joint-Stock Company "Samruk-Energo»
Electric and thermal energy generation, transmission and distribution of
electricity, electricity sales, production and sale of coal
A structural unit, the owner of a business process on the development and
monitoring of execution of Strategy
Exposure to uncertainties relating to events or activities that may affect the
achievement of the goals and objectives of the
The Commonwealth Of Independent States
Long-term strategy development of JSC "Samruk-Energo»
Structural units of the
Society
Risk owner
TPP
THERMAL POWER
PLANT
Fund
CLT
ITS-1
ITS-2
ÈTÈK
e/e
EBITDA
ERP
MES
ROACE
SWOT
Unit of society, responsible for the implementation of the activity, as
reflected in the organizational structure of the company (departments,
service)
Head of the independent structural unit, responsible for all aspects of the
management of risks, in particular, reducing the probability of the risk
and/or reducing the possible impact of the consequences of the risk
Society
Thermal power plant
Combined Heat And Power Plant
JSC national welfare fund Samruk-Kazyna
Pulsed-current transport method
LLP «ekibastusz Gres-1 Llp name»
JSC "Ekibastuz Gres-2 Station»
Fuel and energy complex of the Ekibastuz
Electricity
Operating income before deducting expenses for the use of the loans,
taxes, depreciation and amortization (of Earnings Before Interest, Tax,
Depreciation and Amortization)
Enterprise resource system (from the English Enterprise Resource
Planning)
Automated control system of technological process (from the English
Manufacturing Execution System)
Return on average capital used (from the English Return on Average
Capital Employed)
Analysis of the positive and negative factors of the external and internal
environment
INTRODUCTION
This strategy is a fundamental instrument for planning and implementing the activities of the
company for the period 2012-2020 years.
The company is established in accordance with the decision of the general meeting of
shareholders in order to implement long-term public policy on modernization of existing and
introduction of new generating capacity.
The company is registered May 10, 2007 year. The sole shareholder of the company as of
December 1, 2012 year is Foundation.
Strategy takes into account the State policy in the field of strategic planning system national
energy security is the main strategic directions, goals and objectives of the Fund and developed in
accordance with the Methodological recommendations of the Fund.
The strategy is aimed at making best use of the current portfolio of the company's assets and
sets directions for the energy security of Kazakhstan, further increasing the value of Society and
social responsibility.
ANALYSIS OF THE CURRENT SITUATION
1.1 Analysis of the external environment
The economic environment
Energy complex plays an important role in the socio-economic sphere and defined as one of
the priority sectors of the economy. At present, developed three scenarios for the further development
of electric power industry (Basic, optimistic and pessimistic). In all scenarios, over the next ten years
there will be steady growth in demand for electricity sector-electricity, thermal energy and coal. This
situation creates exclusively favorable conditions for the further growth of production volumes and
profitability of the company.
Social environment
The State is working on a balanced policy on the social responsibility of business. In 2011, the
Company entered into the UN Global Compact and corporate social responsibility adopted the
strategy, whose goal is to organize, improve and implement social programs.
Technological environment
Electric power industry is capital-intensive and knowledge-based area that causes the high
level requirements of the process of elaboration and implementation of investment projects. Further
work will depend on the success of the modernization of existing equipment and the introduction of
energy-efficient technologies in the production of products.
Ecological environment
Improvement of the environmental policy of the country leads to a tightening of legislation,
including the regulation of emissions and liability for non-compliance. At present, the number of
quotas under the Kyoto Protocol for each organization are determined by the national
ènergoproizvodâŝej plan. Air emissions of harmful substances such as sulphur, nitrogen oxide and
particulate matter (ASH) are limited by the limits on the permissible norms, the excess of which is
punishable by fines.
The legal environment
Basics of legal regulation of the activities of the company are established by the law of RK "on
electric power industry". The law leaves uncertainty in determining the limit of tariffs for electricity and
for services to maintain readiness of the electric power after the year 2015, which is one of the main
sources of financial risk society.
Regulation of supply and distribution companies are the subjects of natural monopolies-is
carried out by the Agency for regulation of natural monopolies. In addition, the legislation leaves the
definition of the list and size of recoveries at the discretion of the regulatory authorities in the field,
which to a significant extent influenced by local executive authorities.
Kazakhstan entrance in the common economic space and the planned entry into the WTO will
expand opportunities for mutually beneficial transactions on the import and export of electricity and
coal, as well as enhance the attractiveness of assets. However, it can also lead to increased tariffs
and prices for resources in the direction of alignment with the major trading partners of the CIS and
the West.
Industry
As of January 1, 2012 year, the production of electric energy in Kazakhstan are 68 power
plants. The total installed capacity of power plants in Kazakhstan amounts to 19798.0 Mw, the
available capacity is 15765.0 Mw. Coal mining in Kazakhstan for 2011 year is 85 million tons.
Kazakhstan has significant potential renewable sources of energy: solar energy, geothermal
energy, wind energy and biomass. In accordance with the strategic plan of development Of
Kazakhstan up to the year 2020 the share of RENEWABLE ENERGY in total energy consumption
should be more than 3 per cent by the year 2020.
Electric power market
Electricity market consists of two levels: wholesale and retail. The society is crucial for the wholesale
market.
The structure of the wholesale market includes market purchase and sale of electricity, decentralized,
centralized electricity trading market, balancing the market in real time and the market system and
support services.
Pricing for a decentralized market is governed by limits on tariffs. Central market is not limited to
pricing, but the quantity of sold electricity is limited to 10-th% of electricity generation. From 2008
onwards the balancing market is functioning in the Republic of Kazakhstan in simulation mode, and
arrangements for its functioning need to be worked out in real issues, sharing of financial
responsibility.
In 2016, provides for the establishment of power market in which individual tariffs will be installed on
the service to maintain readiness of electric power.
The competitive environment in the electricity market
The organization includes Kazakhstan, not included in the structure of society, are part of large
financial-industrial groups and have regional value, and, therefore, does not compete with the society
on the wholesale level.
Investment programs producing organizations, industrial and regional importance is currently focused
on maintaining existing capacities and meet the increasing demand of consumers have, hence the
further enhancement of the role of the State. As a result, the expected role of Society as an agency of
the State energy policy of Kazakhstan.
Consumers
The largest amount of consumed electricity for industry (54.8%) and the rest of occupied households,
transport and technological losses. in the structure of the industry is dominated by black and
nonferrous metallurgy, in aggregate, consume 44% of all electric power to the industrial needs.
In connection with the projected growth of Kazakhstan's economy and increasing oil prices, energy
consumption in industry will also increase. In this regard, the Government had drawn up a State
programme of forced industrial-innovative development, which is aimed at encouraging industrial
production and, accordingly, the demand for electricity in industry.
Historical indicators and forecasts of supply and demand on the electricity, heat and coal are
presented in tables 1.1, 1.2, 1.3 and 1.4.
Table 1.1 industry performance indicators, the fact 1
Indicator
2008
2009
2010
2011
20122
Consumption of e/e, bln. kW-h
80.6
77.9
83.8
88.1
91.5
Development of e/e, bln. kW-h
80.3
78.7
82.6
78.7
90.3
Development of thermal energy, mln. Gcal
94.7
93.4
96.1
96.8
-
Consumption of steam coal, million tonnes
77
74
72
73
77
Table 1.2 Forecasts demand for e/e, bln. kW-h
1
2
Агентство Республики Казахстан по статистике; Мастер-План развития электроэнергетической отрасли до 2030 г.
Оперативные данные за 2012 г. Министерства индустрии и новых технологий РК.
Script development
2012
2013
2017
2022
Pessimistic
90
91
97
107
Base
88
92
107
121
Optimistic
97
103
127
147
Table 1.3 growth forecasts demand for heat, mln. Gcal
Script development
2012
2013
2017
2022
Pessimistic
177
178
174
181
Base
178
180
192
205
Optimistic
196
202
228
249
Table 1.4 growth forecasts demand for steam coal, million. tons of
Script development
2012
2013
2017
2022
Pessimistic
80.4
82.3
100.4
115.8
Optimistic
80.4
82.3
101.1
118.9
Based on the above data, it is expected to maintain robust growth in demand for the products
of the company.
1.1 Analysis of the internal environment
Production activities
At the beginning of 2012, the installed capacity of electric power stations, are part of the
Society was 9679.1 Mw, accounting for 48.9 percent of the total installed capacity of power plants of
the EEC.
The amount of generation of electricity totaled 32283 million. kW-h at 37.4% of the total
electricity production in KAZAKHSTAN for 2011, the EEC.
Financial and economic activity
As of September 30, 2012 year, size of consolidated assets of society amounted to 327
billion. tenge. Of current assets totaled 74 billion. and long term assets-253 billion. tenge.
Shareholders ' equity amounted to 180 billion. tenge. Revenue for the 9 months of 2012 made 69.6
billion. tenge income after payment of income tax for the same period was 11.1 billion. tenge.
Investment activity
The company is a major shareholder and member of the most important energy producing
enterprises of RK. Current investment activity is directed on modernization, reconstruction and
construction of production facilities, as well as to expand ownership shares in energy companies.
Corporate governance and risk management system
In the year 2012 was conducted Diagnostics of system of corporate governance of society on
how to Fund the level of conformity of system of corporate governance best practice amounted to
65%.
The current system of risk management Society provides a step-by-step process to identify
the risks, their causes and consequences, the ranking by probability, impact, and exposure time, the
owners and design activities. Strengths of the system include the consolidation of risks for the heads
of directions.
Innovation
The innovative function of the Society is limited to resource security and decentralization. In
order to ensure the growth, the company plans to increase the innovation component in its activities
not only by increasing gross investment in investment projects, but also through participation in
support of innovative ideas and innovations, as well as the establishment of centralized process of
cooperation with institutions of higher education, scientific research and design institutes.
1 MISSION and vision
Mission
To maintain the rapid growth of the national economy and improve the living standards of
citizens, providing a reliable and efficient production and supply of electric and thermal energy, and
coal as part of global energy-related environmental initiatives through sustainable development.
Vision
Competitive electricity holding company Eurasian values.
2 STRATEGIČESKIE DIRECTIONS, goals and objectives
To accomplish the mission and achieve the desired results, society must gradually evolve in
three strategic areas:
1. energy security of Kazakhstan.
2. enhancing shareholder value.
3. social responsibility.
3.1 energy security of Kazakhstan
The society aims to ensure energy security, which is one of the main priorities of the further
economic development of Kazakhstan. The main purpose of this activity is to ensure the security of
supply of electricity and coal, as well as maintaining the stability of the EEC.
This goal will be made by society, perform the following tasks:
1) control stations of national importance.
2) The optimization of the structure of the generation.
3) ensure backup capacity.
4) centralizing the purchase and sale of exported/imported electricity and the development of
export capacities.
Information for each task is shown later.
3.1.1 Control stations of national importance
The company is considering the possibility of establishing a high degree of control over the
stations of national importance, which will lead to the strengthening of the role of the State in these
sites and will help maintain the stability of the EEC.
3.1.2 The structure optimization of generation
The company provides construction and capacity expansion of hydroelectric power stations
and the POWER PLANT, which will increase the proportion of flexible capacity in the generacionnom
portfolio of society, allowing reducing dependence on energy imports.
To date, lack of investment in the maneuvering capacity (lack of data capacity is 12%, or
about 1.5 Gw) leads to a lack of capacity in the hours of the morning and afternoon highs, and is
covered by expensive imports from the Russian Federation and the countries of Central Asia. The
introduction of the balancing market in real mode will provide fair pricing tool by creating an economic
incentive for optimum loading stations.
3.1.3 Backup capacity
The company plans to work to ensure the provision by increasing the available capacity.
In recent years, the annual maximum electric load in Kazakhstan in late December
(approximately 13000-14000 Mw), and the annual growth rate of 3-5%.
For stabilization of the energy situation in the country there should be a Public building of
reserve capacity to prevent sudden spikes. For stable operation of the EEC, the available capacity
was no less electric loads at any point in time. If there is a violation of this condition the system is
power shortage, which might lead to a deterioration of the quality of electric energy and the
emergence of technological violations.
3.1.1 the Centralisation of sale exported/imported electricity and the development of
export capacity
Currently, the company exports in autumn and spring, when there is an excess of electricity
generated (exit stations at the scheduled repair work occurs later than the decrease of demand, and
as a result, there is a surplus, which may transfer to countries with excess demand).
From 2018 onwards, thanks to the development of export potential of the country, Kazakhstan
will export potential energy that is not bound to seasonal demand. Increased export capacity of
electricity meets the public policy on the export of high value-added products.
New opportunities in this field are connected with the introduction of additional export market
in Belarus, as well as the possibility of electricity supplies from Central Asia to the countries of the
EEA.
3.1 Enhancing shareholder value
In view of the vysokodohodnosti electricity market in the foreseeable future, increasing
shareholder value is also one of the strategic directions of the development of society.
The main aims and objectives to enhance shareholder value are:
1. protection of the interests of the shareholders and the company's successful initial
public offering (IPO 's):
1) participated in the creation of a stable system of tariffs;
2) change in dividend policy;
3) improved corporate governance.
2. ensure the financial stability of the holding:
1) diversification in related production;
2) participated in the creation of a stable system of tariffs (realization of this task, contributes
to the achievement of the objectives of "protecting the interests of shareholders and the successful
IPO of the company (people's IPO)", and the goal of ensuring the financial stability of the holding ").
3. participation in a commercially viable projects:
1) investing in core assets, including abroad;
2) innovative development.
Information for each objective and the relevant tasks are next.
3.2.1. The protection of the interests of the shareholders and the company's successful initial
public offering (IPO 's)
IPO software subsidiary and affiliated organizations Fund in the securities market will be
developed and implemented in order to execute the orders of the head of State during the 13TH
Congress of the people's Democratic Party "Nur-Otan" from February 11, 2011 year.
Society in the run-up to the IPO will need the support of the Fund and the Government in
solving the following problems:
3.2.1.1. The participation in the creation of a stable system of tariffs
The society will participate in the improvement of the tariff legislation for energy supply, energy
transmission and energy supplying organizations:
 Better management of energy transmission and energy supplying organizations-the subjects of
natural monopolies
 Better management of energy supplying organizations
3.2.1.1. Change in dividend policy
Society will be working actively to change the dividend policy of inclusion in the approved cash
flow plan of energy producing enterprises dividend payments required for the maintenance of
investment attractiveness.
3.2.1.2. The Improvement of corporate governance
The strategic objective is to achieve corporate governance rating in 2015 year-75% and in the
year 2022-85% (see graph 3.1) by focusing on the following areas for development that will make
the most progress in corporate governance.
85.0%
75.0%
61.9%
65.0%
2011
2012
39.7%
2010
2015
2022
Chart 3.1 Actual and planned growth of corporate governance rating
3.2.1. Ensuring the financial stability of the holding
To reduce the risks and increase the financial stability of the company diversifies its activities
and will participate in the elaboration of the tariff legislation.
3.2.2.1. Diversification in related production
This task will be carried out in the following areas:
• introduction of technology of processing of coal as part of the expansion of export potential
of Kazakh coal, including coking coal;
• development of coal chemistry based on newly purchased coal deposits (consideration of
the possible application of coking, coal gasification, plasma; production of synthetic liquid and
gaseous fuels, humic preparations, activated carbon, etc.);
• development of underground mining coking coal through the construction of mines.
Actively growing demand for coking coal in Kazakhstan (4-5% per year, see graph 3.2), high
export potential in the RUSSIAN FEDERATION, as well as extensive experience in coal mining
were the decisive factors in the choice of the production of coking coal as the most profitable
directions of diversification.
Chart 3.2 coking coal consumption Prediction in Kazakhstan (base scenario), mln.
tons.
18
19
20
21
22
23
24
25
27
28
31
32
33
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
The main market for Coke concentrate produced by the metallurgy of the Russian Federation.
To become one of the leaders in the country to produce enough Society over 3 million. tons per year.
3.2.2.1. The participation in the creation of a stable system of tariffs
The next key objective to ensure the financial stability of the Society is to improve tariff system
that will provide profit growth and return on investment. Detailed information and a description of the
measures to improve the system of tariffs is set out in paragraph 3.2.1.1 purpose the protection of the
interests of the shareholders and the company's successful initial public offering (IPO 's) ".
3.2.1. participate in commercially viable projects
3.2.4.1. investing in core assets, including overseas.
Under this objective will be implementation of the following Society of investment projects:
• Construction of the thermal and gas-turbine power stations:
The restoration and increase of capacity of ÈTÈK;
Rekonstrukciâ THERMAL POWER PLANT, including the modernization of Distribution;
Construction of THERMAL POWER PLANTS with a total capacity of 3320 MW;
Construction of TPP of regional importance with a total capacity of 455 MW;
Construction of the POWER PLANT with capacity of 100 Mw.
Construction of hydroelectric power plants:
Reconstruction, modernization of existing and construction of new HYDROELECTRIC POWER
STATION;
Construction of small hpps in the Almaty region.
• coal production projects:
Introduction of CLT coal to Bogatyr Access Komir cuts. "
• construction of substations:
Construction of substations
Construction of substation Turksib.
Implementation of renewable energy projects:
Construction of wind, solar and small hydraulic power plants
3.1 Attention should be drawn to the fact that diversification of the types of generation through the
construction of alternative (renewable) energy sources, power plants that use gas fuels, etc., will
be paid to their economic feasibility. The share of RES in the structure of the types of electrogeneration may increase substantially in the next 10 years, as a result of lowering the cost of
electricity from RES and a simultaneous increase in the cost of electricity from traditional sources.
Society should take into account the above factors and invest in the development of different
types of electricity generation, in order to avoid the risks of concentrating on traditional kinds of
generation.
3.2 3.2.4.1. Innovative development
3.3 This will be achieved by considering the possibility of an infusion of investment in related
products and services, innovation and management innovation to improve energy
efficiency:
3.4 • technological innovations in the field of mining and processing of coal:
3.5 • technological innovations in the field of electricity and heat generation:
3.6 • technological innovations in the field of power transmission:
3.7 • technological innovations in the field of marketing:
 IT initiatives:
3.8 Management of innovation:
3.9 Management of innovation processes:
3.10 Innovation is measured by rankings of innovation development, which is calculated on the
basis of ten EFFICIENCY in innovation and technology strategies of the society. Thus, the
challenge is to achieve 100%-s ' rankings of innovation development to the year 2015.
3.1 Social responsibility
As noted in the strategy of the Fund, the growth of the long-term cost is impossible without taking into
account the interests of all stakeholders, including the public interest, therefore, improving the
standards of social responsibility is a key strategic focus. In this direction there are work-oriented
response to the initiatives of the Government of the Republic of Kazakhstan and the Fund in the area
of social responsibility.
For social responsibility before society has the following aims and objectives:
1. ensuring social sustainability:
1) Implementation of social initiatives Fund.
2. the exclusion of industrial injuries.
3. protection of the environment:
1) implementation strategy "green economy" and the development of clean coal technology and
RENEWABLE ENERGY SOURCES;
2) reduction of losses in the electric and heat networks;
3) reduction of harmful influence;
4) introduction of a system of social and environmental standards;
5) energy efficiency.
Information for each objective and the relevant tasks are next.
3.4.1 Social sustainability
3.4.1.1. The Social Fund initiatives
This task will be carried out through the following activities:
1) sponsorship-sponsorship to public organizations and participation in government programs of
social responsibility.
2) educational programs-the establishment of scholarship programs with universities and schools
presentations and study trips in the company.
3) construction of training centres (Distribution and 010000).
4) ensuring sustainable supply chain through the introduction of a system of social and environmental
standards.
5) development of local content.
3.4.2. The exclusion of occupational injuries
The company plans to achieve this objective by implementing the following measures:
1) conduct ongoing work to identify risks and develop plans for activities with a view to their
prevention and removal;
2) reduction in the number of jobs with hazardous or dangerous working conditions;
3) increase the level of security through the use of modern equipment and means of collective and
individual protection;
4) integration of safety and health for all existing and newly introduced processes;
5) staff development, as well as the introduction of advanced knowledge and experience in the field of
occupational health and safety;
6) motivation to increase its involvement in the security management system and labor protection
OHSAS 18001 standard;
7) tightening requirements for subordinate organizations on issues of occupational health and safety;
8) first personal responsibility of managers for ensuring a safe working environment for industrial
accidents;
9) increase equipment reliability and reduce the accident rate.
3.4.1 Environmental protection
3.4.3.1. The implementation of the strategy "green economy" and the development of clean
coal technology and RENEWABLE ENERGY
For the Elimination of "energy poverty" remote consumer Society plans to engage in a renewable
energy balance.
3.4.3.2 Reducing losses in electric networks.
To achieve this goal, the company plans to conduct the following activities:
1) upgrading the technological base of electric networks;
2) Automation control system and metering (AMR);
3) establishment of a system of IEIS, including integrated automation of enterprises in society.
3.4.3.3. Reducing the harmful impact.
In order to minimize pollution by reducing emissions of harmful substances, the society conducts
systematic works on modernization of technological process:
1) installation of electrostatic precipitators with ash collection 99.4 -99.6%;
2) installation on CHPP-2, Almaty 3 emulsifiers of the second generation for the ash collection rate o
99.4%.
3) introduction of modern methods of desulfurization;
4) development of industries for recycling ash dumps;
5) reducing water consumption and waste water treatment.
At present, the equipment is installed to hold a significant portion of the emissions of particulate
matter in the atmosphere (on the ITS-2-ESP with a 99.4% ash collection and Distribution-second
generation emulsifiers).
The quantitative commitments of the Kyoto Protocol before the year 2020, in Kazakhstan, a
system of quotas for greenhouse gas emissions. As mentioned earlier, the number of quotas for each
organization will be determined by the National ènergoproizvodâŝej plan approved by Government
Decree.
To avoid these costs, the company in the next 10 years to lower CO2 emissions, as well as
additional quotas in Exchange for construction of renewable energy sources.
3.4.3.4 The introduction of social and environmental standards.
The company consistently implements an environmental management system according to
ISO 14001 in all enterprises and is planning to work assiduously towards the reduction of the impact
of industrial activities on the environment through the introduction of "green" technologies with the
use of new sources of energy.
Will be diversification of generation of electrical energy in the current structure of the society
and economy of the whole country. For the implementation of these measures are indispensable
support from the State, conducting research on the integration of RENEWABLE ENERGY SOURCES
to the grid, the national long-term monitoring and prediction of renewable resources, as well as
development and implementation of the programme for the development of small RENEWABLE
ENERGY power sources for remote and hard-to-reach areas of the Republic of Kazakhstan without
the centralized electro supply.
1. EXPECTED RESULTS
In accordance with the objectives of achieving the strategic goals of the company held
financial-economic calculations for the period from 2013 to 2022 years, including information on key
financial indicators.
The cost of Society on December 31, 2011 amounts to 2.8 billion. dollars, net of debt.
The total investment for the forecast period will be 2 trillion. 519 billion. tenge. EBITDA will
grow from 32 billion. tenge to 2013 to 528 billion. in 2022, the own capital at 2022 city will amount to 2
trillion. tenge. Key financial indicators for the optimistic scenario are shown in table 4.1.
Table 4.1 financial indicators: optimistic scenario
№
Indicator
s
1
EBITDA
EBITDA
margin
BN KZT
Priv.
Capital
Debt
/ coeff.
EBITDA
Cap.
BN KZT
Attachm
ents
BN KZT
EVA
2
4
5
6
7
8
Unit
of
measure
BN KZT
%
The
billion.
Cost Of
Society
Forecast for the year
2013 2014 2015 2016
32
137
154
228
2017
263
2018
337
2019
377
2020 2021
508
510
2022
528
22%
41%
42%
42%
44%
45%
46%
50%
49%
48%
362
423
604
666
839
1,02
1
1,19
7
1,47
7
1,747
2,034
6.19
2.99
4.07
4.03
5.10
4.48
4.18
2.90
2.67
2.39
447
322
351
405
368
269
162
91
63
42
13.6
7
33.0
8
6.81
(34.1
3)
(60.0 (53.1
4)
4)
(45.6
8)
55.8
6
39.59
47.46
4.94
3
2022 year is planned to increase to:
• electricity production up to 81 billion. kW-h;
• coal production to 65.4 million. tons per year;
• total installed capacity up to 15533 MW of thermal power capacity will reach 12836 MW
hydro-2383 Mw, and renewable energy sources (including small hydro power plants)-315 Mw.
Thus, the Society assumes the achievement of all the goals according to the strategic
directions of development set out in section 3 of this strategy.
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company for the period 2012