Company Strategy
The Company has remained true to the mission, vision and core values it adopted in 2012 as part of its Development Strategy; at the same time, changes in the external environment in the medium and short term called for responses that required flexibility in the management’s tactics.
The macro-level changes in 2015, primarily economic volatility, developments in relationships with state bodies, and further advancement of the strategic management system within RZD Holding, had an impact on FPC’s efforts to achieve the targets set by the strategy and implement strategic projects. In a significant event in FPC’s strategic development, its framework of key performance indicators (KPIs) was adjusted in 2015 to align the Company’s system of strategic KPIs with that of RZD Holding’s, which in turn had been overhauled to reflect the Holding’s evolution.
Business Model
and Assets
67,677 employees
21,059 carriages
26 depots
RUB 17.8 billion investment expenses
Market Overview
Risk Management
and Safety
33 % share of e-tickets of FPC’s total ticket sales (increased by 8 p.p. vs 2014)
91 % high level of FPC’s customer focus
99 % passenger train punctuality
59 % share of railcar fleet equipped with air conditioning system
Overview of Operational
and Financial Performance
FPC operates direct and transit passenger services to the CIS and Baltic states and 16 European and Asian countries along 21 international routes, including Austria, Bulgaria, Hungary, Germany, Italy, China, North Korea, Mongolia, Monaco, Poland, Slovakia, Finland, France, the Czech Republic, Montenegro and Serbia.
Sustainable Development