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PROMSTROI GROUP OF COMPANIESRUSSIAN EPC CONTRACTORLEADER IN THE POST-SOVIET AREA

42

Background of Promstroi Group of Companies 1986-2015

1986 1994

2005 2007 2010

20122015

4

INDUSTRY HISTORY

Ministry of Oil & GasIndustry of the USSR

Ministry of Oil & Gas Constructionof the USSR

Ministry of Special Constructionand Assembly Works of the

USSR

Oth

er c

ompa

nies

Othertrusts

INDUSTRY CONSOLIDATION: 8-10 PLAYERS

44

State construction andinstallation trust

“Krasnoleninskneftepromstroi”was established on the basis of

the Ministry of Oil & GasConstruction of the USSR in orderto provide facilities constructionfor Krasnoleninskiy oil �elds and

build residential and socialsupport facilities in the town

of Nyagan

Due to privatization the trust was transformed

into Open Joint Stock Company Promstroi.

The controlling interest was bought out by an a�nity group.

Promstroi Group ofCompanies – CJSC

PROMSTROI GROUP –was established due toasset pooling of severalcompanies.OJSC Promstroi is anucleus of the Group.

JSC Promstroi is acontracting company being in the

top 20 Russian site companies in oil & gascontracting market.

The Company has appropriate licenses and performs thefollowing types of works without subcontracting:

- installation of equipment and pipelines- installation of tanks (scroll tanks and layer wall installation)- non-destructive testing- installation of metal structures- pre-cast and cast-in-place concrete foundation

- pile installation- construction of �led pipelines and utility facilities

1986

1986 2007 2015

19942005

2015

PROMSTROI OVERVIEW 1986-2015

45

BACKGROUND OF PROMSTROI GROUP OF COMPANIES

Acquisitions:SU-6 NeftegazmontazhUralmontazh-avtomatika.Competence development as to construction and installation works and special services, production automation.Performance improvement.

Revenue: $132 millionSta�: 2,670

2007

Introduction to industrial construction market of Kazakhstan – construction and installation works, productionautomation of the following: Avtomatika; Kazmekhanomontazh.Acquisition of Promstroi Trading House: procurement, transportation, logistics,participation in tenders (in-house and for outside consumers).


2008

The Company enters into and implements the biggest-ever general contractor agreement for the construction ofSkovorodino-China’s Border oil pipeline.The company successfully coped with the global �nancial crisis.


2009

Commissioning of Skovorodino-China’s Border oil pipeline.Reorganization in Kazakhstan.Avtomatika: repayment of credits to Sberbank and termination of operativebusiness.KMM: close of unpro�table businesses, consolidation.


2010

Termination of reorganization in Kazakhstan.Creation of pipeline branch in SU-6Substantial reduction of administrative and management costs due to revenue decrease.Conclusion of the biggest-ever contractin the history of the Group for installationof instrumentation and control equipment .


2011

Simultaneous execution of 10 large projects.Creation and development of Promstroi Engineering design o�ce.Decision to establish a joint venture for metal structures manufacturing in Belarus (NZTM).Signi�cant increase in credit limit. Company’s management buyoutof �nancial investors’ shares.Sale of TKMM, assets in Kazakhstan.


2012

OJSC Promstroi and Gulf Interstate Engineering signed an agreement concerning the foundation of a joint venture, whose main activities are the development of basic and detail engineering documentation on oil & gas extraction and transportation facilities and consultation services as to the execution of functions of the Customer’s Engineer, etc. Promstroi Group Ltd. has a 170th rating positing among Top-250 international contractors.OJSC Promstroi is completing the following large-scale projects: Reconstruction of oil re�nery «Astrakhan»; Pokrovskaya GTP; Polypropylene Plant; Thermoelastoplast 50; Construction of Kuibyshev – Unecha – Mozyr-1 Pipeline Section.Company management is e�ecting the �nal payment within the framework of the stock repurchase from �nancial investors.


2013

Establishment of GalfPromstroiEngineering LLC, its key competence is rendering of consulting services and performing of design and survey work at exploitation project sites and oil and gas transportation in the Russian Federation and the Republic of Kazakhstan.Establishment of Promstroi-OMA LLC, its activity is construction and engineering of any civil, industrial and technical facilities in the territory of the Russian Federation.Novopolotsk plant of technological metal constructions JLLC performed shipment of the �rst batch of metal structures of its own production.Promstroi JSC is completing implementation of large-scale projects: Ethylene oxide and glycol production plant; Section Gas Fractionation Plant 2; Yuzhnaya Commodities and Raw Materials Base.


2014

Signing of EPC-Contract between Promstroi JSC and Antipinskiy Oil Re�nery for construction of the project “III construction phase of Antipinsky Oil Re�nery CJSC. The forth start-up complex. Title 208. Integrated plant for high-grade petrol production”.Signing of Construction Contract between Promstroi JSC and ZapSibNeftekhim LLC for performance of works on construction of temporary rotational camp, �eld o�ces and workshop for application of �re retardant paint including general construction and mechanical installation works.Promstroi JSC obtained the statement on organizational and technical readiness of the company to perform works during major construction and reconstruction of gas transfer facilities of Gazprom JSC.Promstroi JSC completed implementation of a large-scale project “Alexandrovskoye-Anzhero-Sudzhensk Main Pipeline. Pervomaika Oil Pumping Station”.Promstroi Engineering LLC obtained the Certi�cate con�rming implementation of Quality Management System ISO 9001: 2008NZTM JLLC obtained the Certi�cate of Conformity of Quality Management System ISO 9001-2009 in relation to the production of metal structures and production of construction and assembly and special works.

Sta�: 2,168 2015

46

PRESENCE IN INDUSTRIAL CONSTRUCTIONMARKET SEGMENTS

OIL & GAS ENERGY INDUSTRY METALLURGY

Upstream

Midstream

Downstream

Re�ning

Petrochemistry

Gas liquefaction

Generation

Thermal generation

Atomic generation

Transmission

Motor roads

Water treatment

Port facilities

Railroad

Upstream

Downstream

Key presence segments Target segments

INFRASTRUCTURE

Industrial and infrastructure construction

4

A UNIQUE SET OF SERVICES

INSTALLATION OF ELECTRICAL FACILITIESAND INSTRUMENTATION & CONTROL EQUIPMENT

METAL STRUCTURES FABRICATION AND INSTALLATION

INSTALLATION OF INDUSTRIAL PIPELINES AND EQUIPMENT

COMMISSIONINGPower supply system up to 10 kV Automation systemsProcessingmetal structures

Constructionmetal structures

Nonstandardequipment

PROJECT MANAGEMENT EPC/M General contractProcurementInventory

LogisticsConstruction mechanization

DESIGN, CONSULTING

Pre-designdocumentation

Basicengineeringdocumentation

Detailengineeringdocumentation

Engineeringsupport and project

appraisal

Valueengineering

Processcontrolconstuction

Constuctioninspection

MANAGEMENT SYSTEM OFPROMSTROI GROUP OF COMPANIES

8

4

CONTROL SYSTEM ELEMENTS

ASSETSMANAGEMENT

PROJECTMANAGEMENT

HSEMANAGEMENT

INVESTMENTMANAGEMENT

TARGET: WITHIN 3 TO 5 YEARS CREATEA RUSSIAN EPC-CONTRACTOR IN THESPHERE OF INDUSTRIAL CONSTRUCTIONLEADING IN THE POST-SOVIET AREA

RISK,PERFORMANCEAND LIQUIDITYMANAGEMENT

HRMANAGEMENT

41

ASSETS MANAGEMENT

EPC CONTRACTOR

GulfPromstroiEngineering

PROMSTROIDesign and construction

of site facilities

Creation of design joint ventures withinternational leaders in the sector andpromotion of JV services within theframework of EPC projects

The core of the Group is a market EPCcompany combining modern Westerntechnologies and the best Russian experiencediversi�ed by industries, products andcustomers; a leader in terms of e�ciencymeeting the highest requirements for the quality of products, works, services and HSE in the sphere of industrial construction within the CIS.

Delegation of powers and partnership modelwith the management of subsidiaries.Decentralization of basic control functions. Decentralization of basic control functions Centraliza-tion of minimum of functions: accounting principles, IFRS statements, IT, audit and control of the BD meant to the results of subsidiaries Maintenance of internal and external workload.Board of Directors oriented to the result of subsidiaries.Support of internal and external loading.Key criteria for the manager’s satisfactory evaluation: breakeven result as to sales pro�t per year.Implementation of permanent technological moderni-zation and sta� development programs.

PromstroiEngineering

Design inupstream and

transport

Engineering inoil and gas re�ning

and metallurgy

SU-6 Neftegazmontazh(industrial pipelines and

equipment)

Kazmekhanomontazh(fabrication and

installation of metalstructures)

Uralmontazhavtomatica(I&CE, electrical facilities)

UMIT(mechanization)

Promstroi-OMA(general construction

works, design)

Novopolotsk Metal Structures Plant(production of process

metal structures)

Inzhpromstroi (Non-metallic mineral

resources mining )

Talspetsstroi(general construction

works)

NefteZavodMontazh(installation of metal

structures)

411

GEOGRAPHY

Total amount of the sta� of the Promstroi Group of Companies (without Associated undertakings) - 2168

— Services — Sta� — Control

– project management: generalcontract, ЕРС(М) in the sphere ofindustrial construction (over 25 years work experience)

– sta�: 469

– 89,71 %

– general and specialconstruction works (over 10 yearswork experience)

– sta�: 605

– 25%

– installation and adjustment ofautomation systems, electrical installation works (over 50 years work experience)

– sta�: 291

– 95,49 %

– mechanical installation works in oil& gas facilities (over 45 years workexperience)

– sta�: 301

– 100%

– sand and gravel extraction usinghydraulic-�ll and open-pit methods

– sta�: 5

– 100%

– production of metal structures

– sta�: 178

– 51 %

– mechanical installation and construction works (over 50 years work experience)

– sta�:1200

– 8 %

The largest private shareholder

– mechanical installation

– 75,45%

– mechanical installation and fabrication of metal structures for oil & gas facilities (over 50 years work experience)

– sta�: 888 (with Rudnenskiy Kazmekhanomontazh and Balkhashskiy Kazmekhanomontazh)

– 90,45%

– mechanical installation

– 100%

Novopolotsk MetalStructures Plant, JV LLC

(Novopolotsk)

Neftezavodmontazh, OJSC (Novopolotsk)

– management company

– sta�: 2

– 100 %

PROMSTROI GROUP, JSC(Moscow)

– Execution of functions of EPC-Contrac-tor and Project Developer

– sta�: 16

– 50 % Joint Venture

Promstroi-OMA, LLC (Moscow)

– basic and detail engineering documentation, engineering supportand project appraisa

– sta�: 34

– 100 %

Promstroi Engineering, LLC(Moscow)

– execution of functions of the Owner'sEngineer

– 50 % Joint Venture

GulfPromstroi Engineering, LLC(Moscow)

Promstroi, JSC(Nyagan)

Talspetsstroi, LLC (Nyagan)

Inzhpromstroi, LLC(Blagoveshchensk)

BalkhashskiyKazmekhanomontazh, LLP

(Balkhash)RudnenskiyKazmekhanomontazh, LLP

(Rudniy)

Kazmekhanomontazh, LLP(Almaty)

Uralmontazhavtomatika, OJSC (Tyumen)

SU-6 Neftegazmontazh, CJSC (Stavropol)

Total amount of the sta� of the Promstroi Group of Companies - 3989

412

PROJECT MANAGEMENT. PROJECT LIFE CYCLE

MARKETING3-6 months 1-2 months 1-3 years 1-2 years

PREPARATORYSTAGE CONTRACTING CONSTRUCTION

MO

BILIZATION

AN

D D

EVELO

PMEN

T

WO

RK E

XECU

TIO

N

WARRANTYPERIOD

BANK GUARANTEES TENDER GUARANTEE OF THE ADVANCE RETURN FOR THE PERFORMANCE OF OBLIGATIONS DURING THE WARRANTY PERIOD

BANK GUARANTEES TENDER GUARANTEE OF THE ADVANCE RETURN FOR THE PERFORMANCE OF OBLIGATIONS DURING THE WARRANTY PERIOD DURING THE WARRANTY PERIOD DURING THE WARRANTY PERIOD

Customers’marketmonitoring:- Market analysis- Media publications- Exhibitions, presentations

Warrantyliabilities

Decision on participationin a tenderPre-quali�cation Receipt and veri�cation of tender documentationResearch:- Local construction materialand service markets- Transport system- Technical speci�cations fortemporary utility hook-up- Climatic and geologicalconditions

O�er cost estimates

Participation in atender/tender award

Receipt and veri�cationof design and estimatedocumentation

Preparation andnegotiation of contractprincipal conditions withthe customer

Preparation andnegotiation of maincontract appendixes(construction,procurement and�nancing schedules)

Execution of a primecontact

Receipt of bankguarantees

Requirements for subcontrac-tors and suppliers

Pre-quali�cation of subcontrac-tors and suppliers

Signing of Term Sheetwith subcontractors andsuppliers

Lot breakdown forcontracting of suppliersand subcontractors

Contracting of suppliersand subcontractors

Relocation and resourcesdeployment

Supply activities

Construction works

Commissioning works

41

PROJECT MANAGEMENT. INTERNAL PROCEDURES

PMIS

PROJECT PRODUCTION AND ECONOMY MANAGEMENT. MONITORING

DECISIONUSED FOR

PROJECTS:

CONTRACT SCHEDULE (CUSTOMER)

PROCUREMENT SCHEDULE

WORKING SCHEDULE (SUBCONTRACTORS)

WEEKLY TASKS TO SUBCONTRACTORS

VARIANCE ANALYSIS OF CONSTRUCTION &INSTALLATION WORKS AND PROCUREMENT

CORRECTIVE ACTIONS

LESSONS LEARNTKNOWLEDGE DATABASE

- Progress monitoring through labourintensity;

- Planning of project terms, resourcesand cost;

- Seasonal and monthly targets;

- Tracking execution of works as toterms, resources and cost;

- Comparative analysis (plan/actual);- Estimated deviation of projectparameters;

- Scenario approach for evaluatingalternatives of project development.

Daily meetings at theconstruction site

Weekly videoconferences

Operational Committee(OC)

Board of Directorsof the subsidiary

MANAGEMENTPROCESSES

MANAGEMENTBODIES

Protocols

Instructions

Orders

Regulations

Speci�cations

DOCUMENTEDPROCEDURES

Project memorandum atthe o�er stage

Budgeting, forecasting andaccounting elements (accounting, C&MA) Weekly operations monitoring elements

Budgeting, forecasting andaccounting elements(accounting, C&MA)

Productionprogramme

Operationalmeetings Variances in OC

Updating ofproject

memorandum

Uni�edconsolidatedinformation

Targets

Reconstruction of NGL complex, Tobolsk Neftekhim, LLC Client: Tobolsk Neftekhim LLC (SIBUR)

III construction phase of Antipinsky Oil Re�nery CJSC. The forth start-up complex. Title 208 “Integrated plant for high-grade petrol production” and Title 204 “Diesel fuel hydrotreating unit”Client: Antipinsky Oil Re�nery CJSC

Construction of temporary rotational camp, �eld o�ces and workshop for application of �re retardant paint including general construction and mechanical installation works for the project “West-Siberian complex of raw hydrocarbons deep conversion into polyole�ns which capacity is 2.0 million tons per year, including corresponding o�-site facilities” Client: ZapSibNeftekhim LLC (SIBUR)

Landfall and Temporary Facilities Construction at Turkish Stream ProjectSouth Stream Transport B.V.Client: Tobolsk Neftekhim LLC (SIBUR)

414

RISK, LIQUIDITYAND PERFORMANCE MANAGEMENT

BUSINESS PROCESSESAND DOCUMENTS• Key regulatory document – uni�ed principles containing a “Road Map” of processes and process schemes.

• Signi�cant changes may be introduced before the �nancial year is commenced.

• Constant work in order to �ght against bureaucratization.

• Limits and delegation of authorities.

• HR training.

• Incentive programme

MANAGEMENT BODIES• Board of Directors of the Group.

• Board of Directors of subsidiaries.

• Соntest Committee.

• Operational Committee.

• Committee on Payment.

• Technical Committee.

• Working groups.

PERFORMANCE AND LIQUIDITYMANAGEMENT• Pre-quali�cation of suppliers and contractors.

• Control over transfer price and progress of the estimated labour intensity.

• Expenses sequestering proportionally to the works performed.

• Con�dent inventory and non-liquid assets management.

• Working capital management and control over overdue receivables.

• Automatic redundancy in�uencing the motivation.

HORIZON• Strategy for 2013 - 2017.

• Key performance indicators for 5 years.

• Business plan for a year.

• Project memorandum.

• Quarterly budget package.

• Monthly targets.

• Monthly payment calendar.

• Weekly payment register.

• Weekly report on targets performance.

Local initiative incentives

COMPUTER-AIDEDTESTING• Uni�ed information system.

• Corporate treasury.

REPORTING• Quarterly updating of project memorandum.

• Risk-based reporting of subsidiaries:

- Report on the implementation of the budget package;

- Risk of noncompliance with the business plan;

- Risk of unreliable results;

- Non-liquid assets and overdue receivables;

- Litigation risks

- Tax risks.

415

PROCESS MANAGEMENTIN

D S

YS

TE

M

IND MANAGEMENT

INTERNAL NORMATIVE DOCUMENTATION (IND) SYSTEMStrongly established vertical of internal normative documentationGlobal changes are introduced before the beginning of the reporting yearCerti�cation by international IMS auditor

• Process control scheme over normative documentation.

• Regulatory control.

• Regular work on normative base updating taking into accountchanging processes, training, error correction.

• Debureaucratization and process.

In 2009 information portal was introducedcontaining news feed, guides, internalnormative, organizational and administrativedocuments, information on corporate ITservices used.Regular corporate portal development isfocused on its use as a “uni�ed entry point”for various IT services and systems.

In 2012 electronic document managementsystem was introduced.

In 2007 orders control system andperformance discipline evaluation systembased on Microsoft Outlook were introducedas budget solution.

CODES

POLICIES

PRINCIPLES

GUIDELINES

REGULATIONS

TECHNICAL SPECIFICATIONS

PRACTICE AND INSTRUCTIONS

PROCEDURES

41

HR MANAGEMENT

WORKFORCE REQUIREMENTSPLANNING

All Companies of the Group maintain andstrengthen the loyalty of sta� and enhance theimage of the Company as a reliable employer:

Professionalism is a main criterion forattracting candidates and promotingemployees. The closure of the vacant post isusually carried out on a competitive basis. Atthe same time, all other conditions being equal,priority belongs to internal candidates.

Qualities of our successful candidate are thefollowing: achievement of results, initiative andcreative approach to work, active participation,readiness for continuous learning andreception of new ideas, ability to adapt quicklyin the changing environment, positivereinforcement and attitude for cooperation,adoption of the strategy and values of the MC.

Strong relations with specialized highereducation institutes, colleges and secondaryspecialized colleges in order to recruit the bestgraduates. The use of all possible sources inorder to recruit talented young specialists inthe MC.

Principles of workforce requirementsplanning:

connection with the corporatestrategy of the MC, medium-term andoperational production plans;

planning complexity (operational, medium-term, long-term);

maintaining optimal sta� structure (age composition, balance between engineering sta� and workers of basic industrial specialties, mobile groups of di�erent categories, etc.);

continuous sta� assessment and its comparison with the level of market leaders;

maintaining rational organizational and personnel structures based on continuous monitoring andoptimization of business processes.

DEVELOPMENT AND MOTIVATION

Sta� assessment and development help to provide e�ective use of personnel in order to achieve strategic goals of the MC.Provided that, the assessment is not only aimed at speci�cation of working results, but also at identi�ca-tion of missing competences of employees and theirtraining.

Sta� motivation is aimed at creating and maintain-ing a remuneration system, which allows recruiting and ensuring loyalty and long-term cooperation between the MC and employees, whose quali�ca-tion and experience meet high requirements ofcontracting market leader of industrial construction, as well as providing a constant �ow of promising youth in the MC.

417

HSE MANAGEMENT

VALUES AND PRINCIPLESRecognition of the priority of life and health ofworkers before the results of production activities

Security principles:

• All accidents and injuries are preventable;

• Provide security – direct responsibility of managers at all levels of management;

• Ful�l safety requirements – responsibility of all employees of the Group;

• Open demonstration of goals, plans and operating results in the �eld of security to all concerned;

• Compliance with statutory and any other requirements applicable to the operations of the Group.

HSE LIABILITIES

• Comply with the applicable legislation of the countries in the territory of which the Company performs its production activities;

• Increase HSE requirements gradually and consistently;

• Require from contractors to apply the same standards and norms in the sphere of HSE which are applied within Group;

• Use positive experience of the customers and subcontractors in the sphere of HSE.

REGULATORY CONTROLIn order to minimize risks of violation of the existing HSElegislation the following actions were taken:

• Reporting standard, «Regulations on Organization ofTraining and Knowledge Testing on HSE» and «HSEPolicy» were drawn up;

• Sta� training of the requirements OHSAS 18 001:2007,ISO 14001:20 04;

• HSE certi�cation training according to OHSAS 18001:200 7, ISO 14001:20 04.

CONTROL AND REPORTINGRegular audits of compliance with HSE Policy.

In the event of an accident Commission on the accident investiga-tion is established. The Commission issues a report stating circumstances resulted in the accident, its consequences and measures taken in order to prevent such accidents in the future.

Reporting:

• Instantaneous reporting in the event of n accident;

• Weekly reporting in OC;

• Weekly reporting in subsidiaries / economically autonomous subdivisions (A category projects – regulations, accident response);

• Quarterly reporting – consolidated accounts in all subsidiaries/eco-nomically autonomous (sta� number, accident and incident rate, �re safety, environmental control);

• Statutory reporting to government agencies.

418

INVESTMENT MANAGEMENT

DEVELOPMENT OF PRODUCTION TECHNOLOGIESComprehensive adoption of modern technologies, investment in sta� and modernizationof �xed assets reduce labour intensity, increase output in real terms and decrease thenumber of employees involved in main production.

PMIS Project management information system (PMIS) provides basis for work coordination and operational planning. Primavera and 1C Software: Purchasing, Inventory and Warehouse Planning and Management are used in the Company.

They have designed and built a mobile building of the installation andpreparation section that allows providing the production of installationworks with all necessary metal goods directly at the construction sites.The demountable building consists of three heat-insulated containers of40HC type united by metal frame and prefabricated blocks coating, whichallows performing repeated assembly and disassembly of the building,and its transportation from one site to another.

Autonomous mobile laboratory and diagnostic complex “MEGA”executed according to our special order on the basis of portacabin hasadvanced diagnostic and laboratory equipment. It helps to solve complextasks in remote construction sites under severe climatic conditions.

Nodal method of installation of pipelines. They introduce industrialassembly system, which provides passing of the maximum labourintensivewelding works from the assembly area to assembly block withequipment that allows rotating the tube joint and performing welding jointsin any rotary position by welding.

Mobile electrical laboratories are designed for all types of test andmeasurement of electrical equipment and cable goods on electricalequipment up to 35 kV. Equipment park of laboratories provides the fullrange of commissioning works with the equipment.

In order to develop design works within the Group,Promstroi Engineering was established in March2012.

In October 2013 Promstroi Group and GulfInterstate Engineering (4th rating position accordingto ENR) entered into shareholders’ agreement on ajoint venture “GulfPromstroiEngineering” in Russiain order to carry out design and engineeringservices in the sphere of hydrocarbons productionand storage and pipeline construction projects.

Novopolotsk Metal Structures Plant is anorganization of high-quality production,introduction of new technologies andautomation of metal fabrication processes

Investment operations management within the Group is carried outin accordance with the following principles:

• Transparency (within the framework of the following stages of the investment process: planning, approval, execution/implementation, completion and monitoring);

• E�ciency (achievement of goals at each stage of the investment process);

• Continuity/Perspective (consideration of individual investment projects taking into account a �ve-year and annual plans);

• Alternative options (management shall identify, document, examine and evaluate alternative projects for all large investment projects);

• Formalization (investment operations management provides documentation of all stages of the investment process).

41

AUTOMATION MANAGMENT

CORPORATE INFRASTRUCTURE IT-SERVICES

ADDNS

DHCPWSUS

Corporatemail

MicrosoftExchange

Globaladdress

book

Common4-digit dial

plan

SystemCenter

EndpointProtection

Video conferencingequipment Sony

IPELA

Corporatecommunications

system Skypefor Business 2015

Anti-spamIronPort

Terminalfarm

Web-camerasonsite

FileTransferProtocol

CORPORATE WEB SITEWWW.PROMSTROI-GROUP.RU

ПРОМСТРОЙ-ГРУП.РФПСГ.РФ

CORPORATE ACCOUNTING SYSTEM

Equipment andmaterial

procurement

Accountingand taxrecords

Warehouse HRrecord keeping

Assetsaccounting

Unitcost

calculation

Inventoryaccounting

Receivablesand payablesaccounting

Accountingof reporting

persons

Cost accountingfor mobile

communication

Regulatedaccounting

Accessrights

system

Salaryaccounting

Commentregister

In-branchaccounting

Updatemanagement

Workingcapital

Module «Veri�cationof in-GroupAccounts»

Treasury

Vehiclesaccounting

Budgeting anddata collection

Contractaccounting

Consolidationof management

statements

ELECTRONICDOCUMENT

MANAGEMENT SYSTEM

3D DESIGN OFMETAL STRUCTURES

PROJECT MANAGEMENTSYSTEM

Diary and networkscheduling

and reporting

LEGAL ANDANALYTICAL SYSTEMS

Managementof the ful�lment

of orders

Incoming andoutgoing

documentation

CORPORATE PLATFORM ONTHE BASIS OF MICROSOFT

SHAREPOINT SERVERRegulatorydocuments

Organizationaldocuments

Administrativedocuments

Administrative

СADСAD ESTIMATEDPROGRAMMES

42

TOP MANAGEMENT: 20 YEARS IN ONE TEAM

KEY MANAGEMENT OF SUBSIDIARIES

TOGETHER WE

KEY MANAGEMENT OF THE COMPANY

420 yearsin the construction business

138 Ei�el Towersof metal structures

5 equatorsof cable products

PyotrLyamtsev

Director GeneralPromstroi-OMA, LLC

KirillDanilchenko

Director GeneralUralmontazhavtomatika, OJSC

ValeriyBezyukevich

Director GeneralKazmekhanomontazh, LLP

IgorShurpakov

Director General NovopolotskMetal Structures Plant, JV LLC

AlexandrSolovyev

Director General

Promstroi Engineering, LLC

AlexanderNosov

Director Rudnenskiy

Kazmekhanomontazh, LLP

AlekseyDrozdov

President ofPromstroi Group

of Companies.Director General

Promstroi, JSC

AndreyChekanskiy

ExecutiveDirector

Promstroi, JSC

IgorYevdokimov

Projectmanager

Promstroi, JSC

KonstantinPershikov

BusinessSupport

Promstroi, JSC

AlexanderSkidanov

SeniorProject

EngineerPromstroi, JSC

EvgeniyMazin

Security andControlDirector

Promstroi, JSC

TsetsenGoryaev

Director ofLegal

DepartmentPromstroi, JSC

AlexanderAnisimov

ChiefInformation

O�cerPromstroi, JSC

OlegLivshits

FinanceDirector

Promstroi, JSC

VitaliyZakharov

ProcurementDirector

Promstroi, JSC

AlexanderGuzenko

TransportationDirector

Promstroi, JSC

MaximMotorin

Director GeneralSU-6 Neftegazmontazh, CJSC

OlegNatalchenko

Director General

Inzhpromstroi, LLC

421

TERMS AND DEFINITIONS

Sale of securities of a certain issue to a limited number of investors known beforehand. Private placement is an alternative to publico�ering.Synonyms: Direct placement, Private o�ering.

Technip is a worldwide leading company that does project management, engineering and construction for oil and gas industry having a largeset of modern developments and technologies. Within the strategy of Promstroi Group f Companies Technip is an allegorical target model.

Buyout is a transaction when a company or a part of the company acquires a controlling stake from its holder (the seller).Thereafter the buyer has full control over the use of the company's assets and the performance of its business operations.Management Buyout (MBO) is a buyout when the existing management companies acquire such a company, its part or anyexciting production line from the seller.

Initial public o�ering (in the stock market).

Backlog of business (of orders).

Government relations’ management is a kind of modern management, which aims to improve the company’s pro�tability in the short andlong term. GR does not mean bribery of an o�cial but the establishment of an informal dialogue with the government in order to achievefavourable conditions for the company’s activities in a rapidly changing external competitive environment.

Contracting method in the construction industry. EPC contract provides the following:

* Engineering – survey, design and coordination works;

* Procurement – selection and purchase of materials and equipment for the entire project;

* Construction – construction, assembly and commissioning.

Engineering, procurement, construction management – capital project management. EPCM provides project management rather thanwork management within the project.

Project management consultancy.

Type of contract when only E and P stages are performed and construction is carries out by the customer.

Information technologies.

Auxiliary �nancial department supporting the company’s activity.

Growth of the company by means of internal resources rather than M&A.

Growth of the company by means of M&A.

Private placement

Technip

Buyout

IPOBacklog

GR

EPC

EPCM

PMСЕРIT

Back o�ceOrganic development

Non-organic development

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