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Appendix 5. Process for determining the relevance of the information disclosed in the Report

 РОСАТОМ » Appendices » Appendix 5. Process for determining the relevance of the information disclosed in the Report

Traditionally, ROSATOM places a great emphasis on the process of determining the relevance of the information disclosed in its reports. The priority topics to be reported on are determined each year in the dialogue between the top management and the major stakeholders. The 2013 Report was the first one to have been prepared in accordance with the requirements of the new international reporting standards issued in 2013: the GRI (G4) Guidance and Standard <IR>. Determination of essential aspects (topics) to be disclosed in the Report is essential to both standards.

The Corporation used the following phased procedure for determining the relevance of information:

  • preparation by the task team of a list of significant aspects of ROSATOM’s activities;
  • prioritisation of significant aspects (questioning for the purpose of assessing the relevance of each of the aspects proposed) by the Corporation’s top management, including by the Public Reporting Committee and representatives of the major stakeholder groups;
  • formation, based on results of ‘double filtering’, of the final list of significant aspects to be disclosed in the Report.

As the result, the ranking map of significant aspects to be disclosed in the Report was prepared. The decision on which performance indicators under the GRI (G4) Guidance and ROSATOM’S Public Annual Reporting standard should be included in the Report was made with regard for the relevance of the aspects to which these indicators applied. Altogether, Х performance indicators have been disclosed in the Report.

Thanks to the identification of significant aspects, the volume of the Report’s printed version has been reduced considerably compared to previous reports. More information is disclosed in the Report’s electronic version posted on the Corporation’s website (see respective references made herein).

Ranking map of significant aspects (topics) to be disclosed in the Report
(prepared based on the scores provided by stakeholders and the Corporation’s management)

High relevance

(average manager and stakeholder scores equal to or greater than 7.25)

Medium relevance

(average manager and stakeholder scores equal to or greater than 6.50)

Marginal relevance

(average manager and stakeholder scores equal to or greater than 6.00)

Low relevance

(average manager and stakeholder scores below 6.00)

Ensuring nuclear and radiation safety Anti-corruption activities Management of the NFC and NPP lifecycle Corporation’s contribution to regional development
Foreign market activities Implementation of projects involving creation of a new technology platform Management of sustainability in the strategy context Innovative evolution and technological modernisation programme
Radiation effects on the environment (including biodiversity) Pursuit of environmental policy (including conservation activities and expenditures) Impacts of operations on local communities (including social programmes and charity) Internal control and auditing procedures
Investment programme Implementation of strategic initiatives Corporate management (including improvement of mechanisms) Ensuring personnel’s process safety
Financial and economic performance* Operations by divisions Compliance with legislative rules Procurement policy
NWC and Atomflot activities NPP design and construction management CATF development Operation of the corporate risk management system
Diversification and development of promising business segments Presence in nuclear goods and services markets. Outlook for the evolution of these markets ROSATOM’s knowledge management system Protection of intellectual properties
RAW and SNF handling Ensuring medium- and long-term solvency Industrial waste and wastewater Welfare of employees
Implementation of government powers Compliance with national and international environmental and technical standards Adherence to the Russian Federation’s international obligations in the field of nuclear power Staff incentive scheme
Solution for the nuclear legacy problem Key potentialities for and risks of implementing the strategy Development of relations with suppliers, consumers and partners Opposition to unfair competition
Value creation process (including business-model and capitals) Integrated improvement of enterprise performance (including the RPS and energy efficiency) Remuneration system University engagement (relations with human resources)
  Handling of disturbed and contaminated territories Regulation of activities by government bodies Personnel career and efficiency management
  Implementation of the social policy Water management Information security
  Implementation of international scientific and innovation projects    
  Product quality requirements    
  Harmful atmospheric emissions    
* Highlighted are the aspects that match the sustained development aspects of the GRI (G4) Guidance.

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