Corporate culture development

Nornickel’s corporate culture survey

Based on the survey findings, the Company developed a new approach to defining its corporate values. Its key principles are:

• efficiency as a core value aimed at delivering business results;
• safety integrated into the value system to ensure a safe working environment;
• care for people, with a focus on employee development, improvement of working conditions, and the Company’s social responsibility to society.

Implementation of the new value model requires a coherent approach from the management team – one in which values are shared and applied in practice, supported by leadership in every business unit to embed and uphold those values in day‑to‑day operations. It also requires systems for recognising and rewarding relevant initiatives, helping to foster open dialogue and active employee engagement.

Changing corporate values is a strategic step in enabling the Company to adapt to today’s realities. The updated three‑pillar value system is intended to serve as a foundation for continued development and for successfully addressing current challenges, aligning employees’ personal goals with those of the Company.

As part of this values update, the provisions of the Business Ethics Code of PJSC MMC Norilsk Nickel are being revised. The document outlines the Company’s non‑negotiable priorities as well as ethical principles and commitments. Adherence to these contributes to greater alignment of actions, increased transparency, and a stronger business reputation.

Mechanisms are in place for any employee to report potential breaches of the Code; such reports are subject to investigation and review by relevant functions. To encourage adherence to ethical principles and integrity at work, the Company has established a system of employee awards and incentives.

Training is provided to employees to explain the Code, including a training module on the Code integrated into the Our Values programme, the Nornickel Live Q&A session, and Corporate Dialogues.

Employee engagement

Despite a slight year‑on‑year decline in overall engagement – caused by elevated uncertainty, which led to more cautious responses when assessing future prospects – all engagement metrics showed upward trends, indicating a positive shift in employee perceptions of Company initiatives in these areas.

The most notable increases across engagement metrics were seen in: Collaboration (+5 p. p.), Work‑Life Balance (+4 p. p.), and Autonomy (+4 p. p.). The survey results prompted the implementation of over 500 initiatives, over a half of which focused on improving current working conditions, business processes, and employee development. Special attention was given to increasing the volume and enhancing the quality of internal communications, refining the rewards and bonus system, attracting young talent, fostering talent development, and strengthening social partnerships. Throughout the year, the Head Office provided additional support to the Group’s enterprises through collaborative efforts such as joint reviews with CEOs, meetings with local unit employees, and the development of action plans at the line‑manager level.

To address the needs of units at‑risk, a dedicated methodology for conducting unit‑level workshops was developed. In addition, 20 internal moderators were trained to lead shop‑floor workshops.

Efforts also continue to improve cross‑functional collaboration, which – according to correlation analysis – is associated with both workflow efficiency and employee perceptions of senior management.

Special focus is placed on implementing socially significant initiatives, including support for cultural and sports events as well as the introduction of DFAs, aimed at strengthening employees’ sense of belonging to the Company’s achievements.

In this way, Nornickel continues to strive for better working conditions and internal collaboration.