In the Q&AS section, our top managers answer the most interesting and relevant questions from our clients sent to

Sergey Komyshan

member of the Management Board and Executive Director at SIBUR

What steps is the Company taking to stop the spread of the coronavirus?

SIBUR prioritises the health and safety of its employees. That is why we, in addition to compliance with recommendations of Rospotrebnadzor and the WHO, make extra efforts to prevent the coronavirus from spreading in the Company’s production facilities and offices.

On 10 March, SIBUR restricted, and on 16 March completely cancelled business trips of its employees. In addition, we urge our employees to refrain from personal trips outside of their home region. We have implemented a ban on such large-scale events as in-house sessions, training workshops, conferences, and customer events, cancelled all meetings with external counterparties, courier visits, and working meetings involving more than five employees.

Employees who travelled abroad after 1 March or are in close contact with those who did became subject to special guidelines regarding access to offices and production facilities and were required to self-isolate for 14 days upon return.

From 18 March to 30 April 2020, SIBUR employees are authorised to work from home. Part of employees from the Company's corporate headquarters and part of daytime workers from production facilities in the regions worst hit by the coronavirus can be sent to work from home with 100% pay retained as long as this move does not affect the stability and management of production processes. We readily employ a variety of available digital tools enabling remote control over production processes. Internal and external communications will not be affected and will remain as efficient as previously. 

We have instructed all our employees on how to prevent infection. Across our sites, we have introduced toughened personal hygiene requirements for employees and visitors along with mandatory health check measures. The Company's offices and facilities have been provided with more disinfectants and air purifiers.

The example of other countries shows that strict quarantine is the most effective tool to fight and fend off the coronavirus.

That is why part of employees ensuring business continuity at ZapSibNeftekhim’s production and service facilities are being transitioned to live and work at on-site shift camps, with 20% of base salary paid to them on top of their fixed remuneration. Employees (including heads of production units) who have taken coronavirus tests and have been found to be healthy will be isolated from the outer world subject to their consent. They will take the ultimate responsibility for ensuring disruption-free operations at production facilities, including the power, heat and steam generation plants that supply heat to the local communities. We have put in place special on-site camps that will accommodate the shift workers. Even though transition to the shift camp model incurs additional costs for the Company, we see it as a viable solution for maintaining our operating stability.  Going forward, we plan to roll out this model to other production sites. Needless to say, this will cause a number of inconveniences for employees and their families, but it is human health that becomes of paramount importance under current circumstances. That is why our workers proved to be understanding of this decision.

What is your view on the situation in the Company’s key markets? How do you assess your business position and development prospects given the current macroenvironment? What steps is the Company taking?

What is the situation like in China now? Have you noticed any changes associated with production resumption after the quarantine was lifted?

Per capita consumption of BOPP films in Europe stands at 2.4 kg p.a., while in Russia it's 1.2 kg p.a. What products drive consumption in Europe beyond that in Russia?

Why does BOPP consumption go up in Russia?

What new risks have emerged in the industry?

What new products can you have in your portfolio following the acquisition of a stake in Manucor, a foreign company? Which products will you soon discontinue and what will replace them?

How many of the Company’s employees are engaged in digitalisation projects?

What new product solutions is SIBUR going to offer after ZapSibNeftekhim is launched?

When is ZapSibNeftekhim slated for launch and when will it reach its design capacity?

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