DISTRICT ADMINISTRATIONS AND ORGANIZATIONS

On November 14, 2014, a joint meeting of representatives of JSC "MIPC" and HOA was held, and from JSC "MIPC" there were, as it seemed to us, very worthy, authorized representatives: Deputy Director of Branch No. 11 "Gorenergosbyt" of JSC "MIPC" for work with consumers V. V. Cheledenkova, head of sales department No. 4 V. V. Volkova, deputy head of the production and technical department S. A. Oblezova, head of the department for working with appeals E. V. Derevyanko and, finally, himself Director of Branch No. 11Gorenergosbyt JSC MOEK E.V. Aspen, on whom we had such high hopes.

This meeting was held in order to resolve the accumulated contentious issues that are taking place in the relationship between the resource supplying organization and the utility service provider represented by the partnership today.

As a result of the meeting, certain agreements were reached, which were reflected in the protocol No. 172 of November 20, 2014, kindly sent to the HOA.

On the first issue, the HOA was instructed to prepare and send an appeal to OAO MIPC with a request to install common building meters for heat energy and hot water. At this meeting, the HOA accepted the obligation to pay the existing debt under the heat supply agreement and hot water up to 01.02.2015 on the terms of installment payment.

At present, the Moscow City Arbitration Court is considering 2 statements of claim by JSC MIPC for the recovery of debt for the supplied heat and hot water (case No. judge Konstantinovskaya N.A.).

At the meeting, the Parties came to the conclusion that at this stage it is possible to resolve these disputes by concluding amicable agreements in court.

Clause 5 of Protocol No. 172 dated November 20, 2014, V.V. Volkov, head of the sales department No. 4, was entrusted with drawing up and coordinating with the legal service of the management apparatus of OAO MOEK a settlement agreement by November 24, 2014.

The HOA was informed over the phone that a settlement agreement was being prepared and “do not pay the debt yet in order to fix the amount of debt on the date of the conclusion of the settlement agreement.” In anticipation of the draft settlement agreement, considering the reasonable arguments of the party, the HOA followed these instructions in order to conclude a settlement agreement as soon as possible and end the trial.

On November 27, 2014, in the court session in case А40-124358/2014, the representative of MIPC JSC did not present a settlement agreement, moreover, he refused to conclude it due to non-approval of its terms by the General Management, to the question of the Court, Who is the Director Osina E.V. , who signed the protocol, the representative of the Plaintiff (JSC MOEK) stated that P The protocol was signed by the Director of the lower division and his decisions are irrelevant.(Oh how!)

To say that the Respondent's Representative, your obedient Servant, Olga Perminova, experienced a Shock is to say nothing. I was just speechless from amazement ...

(Although I started to be amazed earlier, when when the Respondent, the Clerk of the Court and the Judge!!! 20 minutes waiting for the Plaintiff, who was delayed at another meeting!!!)

And although the draft settlement agreement was never sent to the HOA, negotiations about its readiness were carried out by phone. The initiative to conclude a settlement agreement originally came from the HOA due to the fact that it does not refuse to pay off the current debt, (resulting from the recalculation for hot water!). The HOA expressed its readiness to pay the debt, but with the provision of payment by installments due to the need to accrue this amount to consumers. And the deadline was agreed.

Now, when JSC "MOEK" has abandoned its intentions to sign a settlement agreement, fixed by the Protocol, signed at a meeting with the director of Branch No. 11 "Gorenergosbyt" of JSC "MIPC" E.V. Aspen, HOA instead of the expected February 1, 2015, will pay the debt only by decision of the Court of Last Instance, if any. And this term will definitely not be 02/01/2014. A similar situation is likely to be expected in the second case.

Did the interested parties agree on this at themeetings with the director of Branch No. 11Gorenergosbyt JSC MOEK E.V. aspen?

Clause 2 of Protocol No. 172 dated November 20, 2014, the sales department of Branch No. 11 was instructed to send to T SJ draft contracts for heat supply and hot water for approval and signing. Deadline is November 21, 2014. However, draft agreements were not sent to the HOA.

I would like to point out that according to Art. 445 of the Civil Code of the Russian Federation, if the party for whom the conclusion of the contract is mandatory evades its conclusion, the other party has the right to apply to the court with a demand to compel the conclusion of the contract. For a resource supplying organization, the conclusion of such agreements is mandatory.

In case of non-receipt of the draft agreements, the HOA will subsequently have to apply to the Arbitration Court of the City of Moscow with a statement of claim to compel OJSC MIPC to conclude the relevant agreements in a judicial proceeding.

Clause 2 of Protocol No. 172 dated November 20, 2014 was also instructed to carry out an analysis of charges for supplied energy resources for the period from 2013 to 2014 and provide a rationale for the need for recalculation for September 2014 by November 21, 2014.

Five days from the start heating season in September 2014, the HOA was charged 151,665.01 rubles for heating, which significantly exceeds the charges for the same period in 2013. Representatives of the HOA at the meeting this amount was announced. However, on currently OAO MIPC did not recalculate, and did not provide us with a justification for its charges.

Clause 3 of Protocol No. 172 dated November 20, 2014, the production and technical department was instructed to analyze the statements for the consumed heat and coolant for the period from October 2011 to October 2014 by November 21, 2014 for compliance with the temperature schedule. To date, no information has been sent to the HOA either.

All this is suggestive ... and the question arises: " And who now rules the ball in MIPC, if the decisions of the Director of the Largest Branch of Gorenergosbyt No. 11 are not taken into account and the results of negotiations with the client are not taken into account?"

For clarification, we turned to to CEO Mr. Yakovlev V.G. as a Representative of the Senior Management of JSC MIPC, in the next appeal and asked to deal with the situation of the HOA in order to resolve disputes and resolve them out of court as soon as possible.

But there is no more hope! War again... Courts Courts... And so I wanted peace

Who is for whom? Due to whom does this structure exist and develop? Why such disregard for their customers and the promises made to them? Is the vaunted customer orientation of MIPC OJSC just an appearance?

I'm so tired of fighting ... when will the truce come?

However ... Let's wait and see ...

Text | Nikolay FILIMONOV
Photo | from the archive of Elena Osina

Elena Osina, director of the Gorenergosbyt branch of OAO MIPC, the capital's key operator of heat supply, is convinced that a large state policy is being made in the housing and communal services sector today.

- Elena Vladimirovna, what function does MIPC perform in the capital's energy system?

- The Moscow United Energy Company (MOEK) today is a 21,000-strong team that serves 10.5 thousand km of heating networks and more than 9 thousand heating points, seven thermal power plants, 70 thermal stations and boiler houses.

The company provides heat energy and hot water to 70% of consumers in Moscow. The rest of the sales volume is accounted for by Mosenergo.

At the same time, more than 60% of OAO MIPC's thermal energy supply is the supply of thermal energy generated by Mosenergo. And the share of MOEK's own thermal energy generation in the production volume of the entire capital is 25%. MIPC also has generation electrical energy but this is not our core business.

That is, the specificity of MOEK is that, in addition to the production of thermal energy and the operation of main and distribution networks, we are the key heat supply company of the city.

- It can be said that MIPC was in favor of last years an equal player in the capital's energy market with Mosenergo?

- Yes, but it is more accurate to say that there are three major players in the thermal energy market in Moscow: Mosenergo, which dominates in the sectors of combined heat generation, Moscow Thermal Grid Company, the main operator of transmission networks in Moscow, and MOEK, which dominates in the management of distribution networks and the sale of thermal energy . I would like to note that MIPC is the main shareholder of the Moscow Heating Network Company.

- Thus, Moscow is one of the few subjects of the Federation where the energy reform in terms of creating competitive market players has been implemented in practice?

- As far as it is possible in thermal power engineering. Unlike electrical energy, you cannot buy heat energy produced somewhere beyond the Urals to heat a house in Moscow. Houses are connected to local networks, and those, in turn, to specific sources of generation. Competition in this regard is limited, but at least in Moscow it really exists.

In general, Moscow is the undoubted flagship of both energy and municipal reforms in Russia. I say this with knowledge of the matter, since before joining MOEK I worked at the Russian Communal Systems company, and even earlier - in the "small" energy sector in the Volgograd region and the "large" one in Kamchatka, in Kamchatskenergo.

MIPC was established at the end of 2004 on the basis of three heat supplying state unitary enterprises of the capital. Then there was a restructuring within the company, the formation of a single structure, the consolidation of production and marketing assets.

The Gorenergosbyt branch appeared four years ago just as a result of such a consolidation. Then all sales functions were transferred from the territorial branches to a single centralized unit with ten sales offices. This is a team of one and a half thousand, which I headed in 2007.

- Is the city a pioneer in the organization of metering of consumed thermal energy?

- In Moscow, a policy is being pursued: to collect funds from the consumer for real consumption. Back in the first half of the 2000s, a program was launched in Moscow to equip all residential buildings and institutions at the expense of the budget social sphere thermal energy metering units. This program was basically implemented in 2005-2006, and the metering stations were operated by DEZs and social institutions. Moscow is the only city in Russia where the heat metering program is actually implemented on a citywide scale. The uniqueness also lies in the fact that the fleet of these metering devices is now not on the balance sheet of consumers, but on the balance sheet of the heat supply organization: in 2008, heat energy and hot water metering stations were gradually transferred to the balance sheet of OAO MOEK - 32 thousand metering stations.

By this time, the deadline for their next verification had just come up. The condition of many metering stations also left much to be desired.

In our branch, a service for the operation of heat energy metering devices was actually created from scratch. In another subdivision of MIPC, a special Metrological Center was organized in 2009 for the maintenance and repair of metering units.

In 2009, MIPC repaired almost 10,000 metering units, more than 12,000 were verified, and almost 1,000 units were replaced. In 2010, it is planned to reconstruct more than 3,200 metering units and verify more than 8,100 units. Until 2014, MIPC will install more than 3,000 heat energy metering units and put into operation about 2,500 units.

Our know-how is the automation of accounting using the latest information and telecommunication technologies. By the time the metering stations were transferred to MOEK, there were about 90 local systems scheduling metering stations. But they were not certified for carrying out commercial calculations, not to mention integration into the general dispatching system of the city.

MIPC developed and certified the Automated System for Commercial Accounting of Energy Resources Consumption (ASCUPE), and this year it is being put into operation. To date, the system already covers more than 12.5 thousand buildings, it will allow receiving data from metering devices, making settlements with consumers based on this data, real-time monitoring of the operation of metering devices and compliance with energy quality parameters.

It is clear that when ASKUE is put into commercial operation, our specialists will see the picture of technical and economic indicators in real time, which means they will choose the optimal modes of operation of thermal equipment, reduce losses of thermal energy and coolant, respond in a timely manner to instrument failure, promptly calculate the effect of the introduction of energy-saving measures. At the same time, the system will be transparent: consumers, government bodies, and other services of the city will have access to it.

Our branch also implemented the SAP IS-U sales software module - a sales management system in the energy sector, an industry solution from SAP. I would like to note that this system has not been implemented anywhere in the world at thermal power enterprises of such a scale as MIPC. Despite all the difficulties of the project, in 2009 we put this system into commercial operation.

Integration is the next step information systems: IS-U module, ASKUPE, TORO module - accounting and planning systems Maintenance and equipment repair, CRM module - customer relationship management system. The implementation of this module is planned for our branch this year.

- What is the role of MIPC and your branch in the implementation of the energy saving program?

- This is one of the key policy directions of the company and the Gorenergosbyt branch - since it is we who are engaged in practical implementation accounting for thermal energy. The metering program plays a central role in energy saving.

In addition, the company plans to introduce new energy-saving technologies in the production and transmission of energy. In particular, the installation of new pipelines made of cross-linked polyethylene and steel pipes in polyurethane foam insulation provided an annual saving of thermal energy in the amount of 35 thousand Gcal, reduced operating costs to a minimum and made it possible to reduce the hot water shutdown time in summer from the traditional 21 to 14 days.

MIPC also introduces frequency-controlled electric drives for cold water supply pumps, which allow saving 15-30% of electricity and 10% of cold water consumption.

ASCUE and automated system dispatchers allow you to quickly control technological processes heat supply and manage them effectively.

I note that in matters of energy saving, much depends on the consumer himself. Therefore, MIPC organized a permanent free educational seminar "Energy Saving and Energy Efficiency in Thermal Power Engineering", where the consumer can gain knowledge both about the energy supply system of the housing and communal sector as a whole, and how to improve the energy efficiency of an individual house.

- What are the problems in the supply of communal resources? And what is your opinion about the documents regulating this supply?

- Until 2006, MOEK and the urban heat supply structures that preceded its appearance had direct contractual relations with citizens who consumed heat energy.

Then, after the release of the Housing Code and Decree of the Government of the Russian Federation No. 307, developing its provisions, the situation became fundamentally different. We, as you rightly noted, have become a utility resource supplier. A public service- heating, hot and cold water supply - are provided to the population by management companies (UK), DEZs, in some cases - housing cooperatives and homeowners associations.

According to Decree No. 307 of the Government of the Russian Federation. The document, in my opinion, is very crude and gives rise to many questions.

Big problems are created by the many options for calculating the amount of utility bills that exist today: with or without a house metering device, with the presence, absence or partial equipment of a house with apartment metering devices.

Payment is provided according to the standards established by the municipality or the average annual indicators of the previous year. At the same time, in some cases, the resolution provides for recalculation once a year (for heat energy), in others - once a quarter (for hot water), in the third, which is most interesting, the adjustment of the amount of payment for hot water services according to actual consumption is not provided at all . That is, the managing organization must buy one amount of hot water, and sell another.

Why such difficulties? There are rules for accounting for thermal energy, registered with the Ministry of Justice, there are contractual conditions. In any case, even regardless of the presence of a house meter, the fact of consumption is determined, which is presented for payment to the management company, that is, it is obliged to pay for this amount with the resource supply organization.

Why not just take this value monthly and distribute it proportionally among the residents in accordance with the readings of individual devices or the footage of apartments and the number of residents who do not have these devices?

Now, anyway, the difference between actual consumption and what is charged to citizens is calculated annually, and if, as often happens, an overpayment is formed due to warm winters, it must be reimbursed in the next payment period. Can you imagine what a burden on the finances of the organization - to accumulate such an amount? For the past period, for example, as a result of reconciliation with management companies, an overpayment for heat of 6 billion rubles was revealed. and underpayment for hot water 2.5 billion rubles.

The best option both for us and for consumers is to charge not according to the standard, but exactly for what is actually consumed. After all, such a payment system will encourage consumers to take care of savings, and we will remove the constant headache about the massive refund of overpayments at the beginning of next year. The reverse situation is also interesting. In 2010, in Moscow, charges for heating are made to the population on the basis of the average monthly fact for 2009, everything is strictly in accordance with the 307th resolution. You know what frosts we had in the first quarter of this year. Compare with 2009... Managing organizations will have to make additional charges to residents for heating at the end of this year. How will the population perceive it? This is where politics begins...

The method of charging citizens for heating evenly throughout the year has long outlived its usefulness. Firstly, people quite rightly cannot understand why they should pay the same amount for heat both in winter and in summer. Secondly, the organization that manages apartment building may change several times during the year. And this system creates excellent ground for fraudulent schemes.

See: Management Company takes a house into operation in the summer, collects money for a utility service without paying for a utility resource - since there is no supply of it in the summer. In the fall, it self-destructs along with the earned funds - and the new management company, forced to pay for a utility resource, finds itself in the red, since it is deprived of summer reserves. How, in this case, to settle mutual settlements between the old and new management companies? And who and to whom should recalculate at the end of the year, if both the managing organizations and the owners of the premises changed during this year?

There is something to think about.

It is possible to smooth out the seasonal difference in the payment for a utility resource due to the so-called two-part tariff, which consists of two components: a constant one - a payment for capacity, which, of course, must be maintained both in summer and winter, and a variable one - a fee to compensate for fuel costs and other variables costs.

In addition, we are in favor of the early adoption federal law about heat supply, which could solve many problems that exist today.

- How are the relations between MOEK represented by your branch and management companies?

- Today in the city there are more than 2400 management companies, 124 DEZA, many self-employed housing cooperatives and homeowners associations. And, alas, there are problems with some.

A typical example. In Moscow, residents pay for heating and hot water services 20% below the economically justified tariffs approved by the REC. The indicated difference is compensated by the Moscow City Government in the form of a subsidy. We can receive this subsidy from the city only by concluding regulations on interaction in the process of obtaining a subsidy and providing acts of actual leave signed by the Criminal Code. Some flatly refuse to sign: you are, they say, already rich. It's just that - I don't want to.

We have to solve the problem through the court. But this is time and working capital that do not work for the development of the company ...

In general, the housing stock management business is just getting on its feet, and along with serious professionals, there are a lot of random people in it.

Companies lack professional knowledge, understanding problems. Therefore, I have a special time - on Tuesdays from 17:00 to 19:00, when I directly receive clients. I explain, I explain, I try to relieve stress ...

Alas, it is still rare to communicate with real professionals with whom you discuss professional issues, and do not engage in enlightenment and conviction that you need to work according to the law and in the interests of consumers ...

It seems to me that this is one of the most important issues of the housing and communal services reform today. Strong SROs of management companies could solve the problem.

For our part, we do everything to help the consumer. We have a lot of reference information on our website, we hold seminars, regular meetings in prefectures.

- How is MOEC's service policy developing?

- It really is in development, it is still developing. We develop and implement a customer relationship management system - a system for organizing a customer-oriented business.

This implies, in particular, the creation of special customer service centers (CSCs). They will be somewhat similar to banking service centers - employees in branded clothing, specially trained in communication with clients, an electronic queue, the ability to solve the maximum range of issues on which a client contacts us. The front office and back office will be separated. It is planned to create at least ten such centers. In addition, it is planned to organize additional services: the creation of a virtual service center - a personal web-office, assistance in collecting and processing documents in various instances for concluding an agreement and information services, including the status of settlements with consumers, energy audit services, especially since this is required by the 261st Federal Law, and other.

- What is a customer-oriented approach to doing business for you?

- Maximum customer satisfaction, maximum attractiveness for customers - based on feedback, which is carried out primarily by our branch. Our tasks: practical marketing, reporting to the company's management of the structure of customer requests, the aspirations of our client audience.

We give priority to the functions of direct and feedback with consumers. We inform consumers as fully and in detail in real time about the work of the company, about improving service, and new services. We also respond to their complaints and requests in real time. In addition to the special time for receiving clients in our branch, which I mentioned, we provide an opportunity to contact the company's management or file a complaint. In our branch and the parent company, special divisions are engaged in working with citizens' appeals, the functions of which include filing complaints and analyzing the structure of citizens' appeals.

The MIPC Clients' Club has begun to function, with the help of which it is supposed to provide a deep understanding of clients' requests and improve the quality of service.

It seems to me that a client-oriented approach in the “small” energy sector should bring the clarity of work that was typical before - due to the existence of a rigid administrative-command system, responsibility to the upper levels of management in the energy sector is great. In the municipal energy sector, this clarity, the rigidity of the rules of work was sorely lacking, on the contrary, there was some disorder. It is necessary to get rid of this, to burn out such relaxation with a red-hot iron.

In our branch, not all employees have yet adopted a customer orientation for themselves, they have not sufficiently realized their service function, that they exist at the expense of customers, and do not do them a favor. We get rid of such "specialists". Because no matter how great their qualifications, they harm the reputation of the entire company MIPC.

It seems to me that the client's "dictatorship" must sooner or later introduce order into the activities of "small" energy enterprises - not by means of administrative command, but by market ones.

- The fact that the department responsible for customer service, the head of a woman, from your point of view, a minus or a plus?

- You know, the main thing is that there is a correct system of work, and the gender of the leader is secondary. Although, of course, a female leader is probably more inclined to establish communication, solve problems in the process of communication, and reach a compromise.

I conduct a direct reception of our consumers and try to make them leave me, if not with a light heart, then with an understanding of the real situation. Because the majority of conflicts - from a misunderstanding of the parties, inability and unwillingness to hear the other side.

I am a team leader: in those three years I formed a team in which there was a place for both young managers and experienced power engineers who had worked in the industry for 25-30 years.

And, of course, I always consider my work in the context of the work of the entire management team of MIPC headed by Alexander Nikolaevich Remezov.

I have learned a lot from Alexander Nikolayevich in the three years that I have been working with him. This, as you know, is one of the patriarchs Russian energy and management in the energy sector. In addition, he is a pioneer market management in the energy complex.

I draw from official interaction, communication with him and understanding strategic issues, and deep knowledge in the field of energy, both "big" and "small", and managerial experience.

- What do you think, to what extent has the state realized today the need to interact with socially responsible economic entities in the process of developing and making certain decisions?

- It seems to me that both the state and business are aware of the need for partnership today. And this trend needs to be developed, in new forms - from advisory bodies to direct participation. former leaders business in public administration.

Especially practitioners of medium business. People working "on the ground" have a better idea of ​​real mechanisms and are able to defend optimal solutions with arguments. Because they know the cost of making mistakes when making decisions.

If we talk about specific areas of improvement public policy, then this is the whole complex of housing and communal services issues. This includes the revision of Decree 307, which I have already mentioned, as well as the development of a law on heat supply.

And one more important topic is the tariff policy in heat supply. The current practice of setting tariffs based on the “cost plus” principle, in my opinion, has become obsolete. This principle does not encourage either cost reduction or investment.

For quite a long time, Russian experts and practitioners have been proposing a completely different tariff ideology - this is the allocation of various elements in the tariff rate, as in a two-part tariff, and the methodology for determining the return on invested capital (RAB). It seems to me that the key to success lies precisely in the combination of these two ideas. Such tariff setting principles create conditions for transparency, investment attractiveness and cost reduction. This is exactly what is needed for the Russian "small" utility power industry and the utility sector as a whole.

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