RU
5

Development of professional expertise and competencies

590
employees in total (as of January 1, 2019)
451
employees were assessed in terms of their performance for the year of 2017
50+
employees participated in open training events in 2018
5.1

HR management approach

The personnel policy of REC is aimed at the development of the employees’ potential. Human capital is of prime importance for achieving the strategic goals set by the company. In 2018, the company continued to improve its unified end-to-end hierarchy and duty assignment mechanism, ensuring an effective management within the REC Group.

The personnel policy

The personnel policy of the REC Group complies with the Labor Code of the Russian Federation.

Table 2
Number of the REC Group employees as of January 1, 2019
Category m w
Total staff, including:251339
Managers3226
Specialists219310
Other employees (operating staff)03
Figure 10
REC Group staff structure in 2018 by age, %
26 %65 %9 %
  • under the age of 30
  • at the age of 31–50
  • above the age of 50
Table 3
Total number of employees of the REC Group as of January 1, 2019.
under the age of 30 at the age of 31–50 above the age of 50
menwomentotalmenwomentotalmenwomentotal
6790157161221382232851
Table 3
Total number of employees of the REC Group as of January 1, 2019.
menwomentotal
under the age of 30
6790157
at the age of 31–50
161221382
above the age of 50
232851
Table 4
Total number of employees hired in 2018
under the age of 30 at the age of 31–50 above the age of 50
menwomentotalmenwomentotalmenwomentotal
3962101728816012921
Table 4
Total number of employees hired in 2018
menwomentotal
under the age of 30
3962101
at the age of 31–50
7288160
above the age of 50
12921
Table 5
Total number of employees discharged in 2018
under the age of 30 at the age of 31–50 above the age of 50
menwomentotalmenwomentotalmenwomentotal
3033637759136101323
Table 5
Total number of employees discharged in 2018
menwomentotal
under the age of 30
303363
at the age of 31–50
7759136
above the age of 50
101323

Recruitment and on-boarding

The recruitment process was optimized in the past year. There was created an additional pool of candidates to rapidly fill the job vacancies. The information about the vacant positions is published on the Internet, including social networks, which is the source of the additional pool of candidates.

The search for new employees is carried out mainly with own resources. In 2018, 95% of the vacancies were closed without the involvement of contracting companies.

A staff assessment program was developed and prepared for regional representatives and mentors.

A profile of a mentor was prepared in terms of both behavioral and professional competencies. A pool of case studies for candidates was prepared as well. Competency assessments were carried out nine times in regional offices, including three times to evaluate the candidates. 49 candidates were assessed by the assessment center, 4 mentors (2 of them were hired by the company) and 17 staff members were selected.

The assessment center, its effectiveness and necessary improvements were audited. The results provided by the assessment center were analyzed. The mentors were rated. The REC Group established close relations with the School of Export to search for interns and mentors for the acceleration program.

5.2

Performance assessment and professional development

Performance management

The REC Group uses a comprehensive employee performance management system covering all hierarchical levels of the organization.

In accordance with changes in the functional structure, common corporate performance indicators of the REC Group were decomposed by employees. There was established a clear results-remuneration dependence.

The REC Group’s remuneration plan is aimed at maintaining a competitive level of wages, which allows attracting skillful workers to the organization. The employee performance evaluation system evaluates individual (individual KPIs) and team (corporate KPIs) performance. Performance evaluation is carried out on a quarterly and annual basis. Based on the results of the evaluation, an aggregate performance coefficient is established. This coefficient determines the size of the variable part of the employee's remuneration. The employees and managers discuss the results at the face-to-face meetings, provide feedback and outline future plans.

Training and development

In 2018, REC continued to apply a comprehensive employee development program, which was supplemented by new ones, like experience sharing, English speaking club, “Knowledge Marathon” project, project management and Agile basics.

Every six months, REC holds the General Meeting of all employees with the participation of the REC General Director. The meetings highlight important aspects of company operations. For example, the REC Group’s mission and values, as well as the objectives for 2019 were introduced at the last meeting.

In 2018, special attention was paid to training aimed at supporting the project teams working on the implementation of the National Project. In particular, there were held 8 strategic sessions, three of which allowed for significant improvement of the project design passports, which later successfully passed the REC Management Committee defense.

Professional seminars, English language training program, software training programs, “Leaders Teach Leaders” program continue to be an important part of the employee training schedule. “Leaders Teach Leaders” program was presented in a new format in 2018. Now, the leaders address a given topic, discussing the most relevant and in-demand skills of the future rather than offering individual workshops.

There are open training programs as well, offering the employees to obtain unique experience by attending various seminars, training programs, conferences together with the representatives of other companies.

In 2018, more than 50 REC employees participated in open training events.

5.3

Corporate culture and social assistance

The REC group pays great attention to the development and maintenance of a unified corporate culture. In 2018, the company’s mission and the values were developed and introduced to the employees. Mission and values were developed by the group’s leaders at the strategic REC 2.0 session. To popularize the values, there was announced a contest among all employees requiring them to visualize the values. The results of the contest were announced at the beginning of 2019.

In 2018, the Volunteers Club was created in the REC Group. The Club’s Ambassadors (employees responsible for a certain area of assistance) and caring employees organized and carried out 10 events aimed to promote and support good deeds. The employees donated blood 2 times celebrating the World Blood Donor Day, improved the territory of the biological station of the national park, participated in an environmental clean-up, collected things for the children mercy home and Mercy care center.

In 2018, a series of games called “What? Where? When?” was held by the REC Group. The company also organized the celebration of the Women’s Day, the New Year's Eve (“Winter Wonder Workshop”), events for children of the corporate employees and “Secret Santa” show. The REC Group supported sports initiatives as well, such as weekly indoor football, volleyball, hockey, yoga classes for employees, the Heroes Race event. In 2018, the REC corporate team took part in 5 championships and tournaments.

The REC Group has continued to develop its corporate portal, which is a perfect tool for communication, knowledge and ideas sharing, feedback and co-working.

45 weekly newsletters, 550 news articles and 30 Export-Wiki articles were published to inform the employees about the upcoming events. More than 50 ideas were submitted through the “Have an Idea” service and more than 1550 likes were awarded for fruitful joint work.

REC’s corporate training programs available in 2018:

  • “Leaders Teach Leaders” program. In 2018, it was suggested to discuss the VEB’s study “The Future of Jobs” within the program. 5 discussions were held during the year. The leaders and the external expert as a moderator discussed 5 key skills of the new generation, which will play a decisive role amid the quickly changing business processes.
  • “Experience Sharing” program was launched in mid-2018. The purpose of the program is to enable each employee to hold a workshop and share the tools for real problem solving.
  • Professional seminars from the experts of the REC Group.
  • Project management training, including Pemandu methods training, project office training, moderator training.
  • English courses and English speaking club. In 2018, English speaking club with a native speaker was launched. There were held 4 meetings offering the employees the opportunity to communicate on the relevant topics, improve their vocabulary and speaking skills.
  • In September 2018, the Knowledge Marathon was launched. It encouraged the employees to post on the REC’s portal the links to useful resources for self-training, a list of performances and excursions, and other interesting materials during a month.
  • Strategic sessions for project teams. In 2018, 8 strategic sessions were organized and conducted for REC’s project teams. Most of sessions were held in November-December 2018.
5.4

Social assistance

The REC Group personnel policy covers the safety culture issues among other things. The REC Group provides training on labor protection and assesses the managers and experts knowledge of labor protection requirements.

The REC Group social policy is aimed at increasing the level of social protection of the company employees.

In addition to the mandatory social guarantees established by labor legislation, REC employees can take advantage of additional corporate benefits and compensations, such as voluntary medical insurance, additional paid social leave, leave, childbirth and marriage benefits.

5.5

Corporate governance

The General Meeting of Shareholders is the REC’s supreme governing body. Resolutions on the competence of the General Meeting of Shareholders are passed by VEB.RF, a government-owned corporation and a sole shareholder of REC.

The REC’s Board of Directors implements general management functions and resolve all issues except for those that fall under the responsibility of other management bodies of REC according to the legislation of the Russian Federation and the Charter..

As of December 31, 2018, the Board of Directors included:

Igor ShuvalovChairman of the State Development Corporation VEB.RF
Andrey Yuryevich IvanovDeputy Minister of Finance of the Russian Federation
Manturov Denis ValentinovichMinister of Industry and Trade of the Russian Federation
Oreshkin Maksim StanislavovichMinister of Economic Development of the Russian Federation
Osipov Leonid ViktorovichDeputy Head of the Expert Department of the President of the Russian Federation
Dmitry PatrushevMinister of Agriculture of the Russian Federation
Sidorenko Valery ValerievichDeputy Chief of the Government Staff of the Russian Federation
Andrey Aleksandrovich SlepnevGeneral Director of Russian Export Center JSC

The Sole Executive Body of REC, i.e. the General Director, manages the current activities of the company. Andrey Aleksandrovich Slepnev is the General Director of REC since 1 May 2018. The Sole Executive Body reports to the General Meeting of Shareholders and the Board of Directors.

5.6

Quality control

During 2018, the REC Group has implemented quality control, which aim is to improve customer loyalty and satisfaction by creating a system of continuous improvement of the quality of goods and services, implementing continuous assessment and monitoring of the quality of customer service and internal business processes, studying customer satisfaction and organizing customer complaints handling service.

In 2018, REC received 61 complaints via the official channels within the framework of the system for centralized external complaints and claims handling, which is 20 complaints more than in 2017.

In December 2018, the REC Group conducted the annual customer satisfaction (loyalty) survey. The study involved 201 current clients. In 2018, the target customer satisfaction indicator should amount to 80 points or above. This corresponds to the best industry practices.

According to the results of 2018, the REC aggregate satisfaction indicator amounted to 88 points, which is 8 points higher than the scheduled one.

To further improve customer satisfaction, in the 4th quarter of 2018, the quality control function was detached into a separate, independent activity. The updated concept and a plan for quality control system development were prepared. The QC system was developed around the NPS indicator. The REC Group used previously this indicator although it was of indicative nature. According to the new concept, the NPS will be the main customer indicator used at all levels of the REC Group’s management. NPS-based quality control system will allow to quickly scale the mechanism for continuous improvement of the REC Group's customer offer and strengthen customer focus as a key value of the Group's corporate culture. The updated concept formed the basis of a new project called Quality Management (NPS). On 4 December 2018, the project passport and its implementation plan for 2019 were approved at the meeting of the REC’s Management Committee.