Plans and Results
The Company strives for consistent growth in its financial and production indicators and continuous economic growth and takes into account the interests of all stakeholders by distributing the added value that it creates.
| Plans for 2018 and the medium-term | Results of the reporting period | Plans for 2019 and the mid-term |
|---|---|---|
| Improved economic and production indicators | ||
| Increased value and the growing investment appeal of the Company Increased sales margins Improved operational and managerial effectiveness Improved product quality and customer-oriented approach Increased production of high quality products with high added value | Growth in revenue and production indicators for all types of core products High share of sales of iron ore products (pellets, HBI) with high added value For more details, see the section Financial and Operational Results. Introduction of technological innovations: improved product quality and eco-friendliness of production while maintaining growth in production For more details, see the sections Sustainable Development Strategy and Environmental Responsibility. Transformation of operational and management processes: increased labour productivity. The main financial and production indicators continued to grow despite employees cuts For more details, see the section Responsibility to Employees. | Increased EBITDA Increased business margins by strengthening Metalloinvest’s position on the iron ore and metallised product markets |
| Interaction with suppliers | ||
| Completing the process of optimising the organisational structure of supplies Introduction of the ERP system (enterprise resource planning system) at Lebedinsky GOK and Mikhailovsky GOK Introduction of the Supplier Relationship Management System (SAP SRM) | Transformation of the procurement operating model with the allocation of three functions. The model is uniform and has been introduced at all the Company’s enterprises Automation of individual steps of the procurement process to improve its efficiency For more details, see the section Supply Chain. | Development of category management: training of category managers and the development of basic analytics on category management Consideration of interim supplier registration tools until the SAP SRM module is introduced Introduction of a differentiated approach to supplier management: development of methodology, development and regulation of target processes, segmentation of suppliers, and updating the list of potential suppliers Creation of a system of analytical reporting on suppliers |
