As an integral component of the development strategy, the Company’s investment policy establishes investment priorities, structure, criteria, areas and sources.
Investment projects are ranked into five categories:
Each of the projects is ranked on a scale of 0 to 100.
The higher the score, the higher priority is given to the project when included in the investment programme.
| Programme | Share in the overall investment programme, % | Score |
|---|---|---|
| Long‐term projects (acquisition of RIC carriages) | 12 | 63 to 100 |
| Replacement of retiring fixed assets, generating direct economic impact (new rolling stock for branded trains) | 18 | 46 to 100 |
| Projects generating direct economic impact (acquisition of double‐decker carriages and development of e‐ticket sales) | 60 | 26 to 80 |
| Replacement of retiring fixed assets, generating technological impact (upgrades of the rolling stock and depots to ensure compliance with technical regulations) | 4,6 | 18 to 45 |
| Technology and social projects | 4,6 | 0 to 25 |
| Total | 100 |