A socially oriented non-financial development institution and a major organizer of nationwide and international conventions; exhibitions; and business, public, youth, sporting, and cultural events.

The Roscongress Foundation is a socially oriented non-financial development institution and a major organizer of nationwide and international conventions; exhibitions; and business, public, youth, sporting, and cultural events. It was established in pursuance of a decision by the President of the Russian Federation.

The Foundation was established in 2007 with the aim of facilitating the development of Russia’s economic potential, promoting its national interests, and strengthening the country’s image. One of the roles of the Foundation is to comprehensively evaluate, analyse, and cover issues on the Russian and global economic agendas. It also offers administrative services, provides promotional support for business projects and attracting investment, helps foster social entrepreneurship and charitable initiatives.

Each year, the Foundation’s events draw participants from 208 countries and territories, with more than 15,000 media representatives working on-site at Roscongress’ various venues. The Foundation benefits from analytical and professional expertise provided by 5,000 people working in Russia and abroad.

The Foundation works alongside various UN departments and other international organizations, and is building multi-format cooperation with 173 economic partners, including industrialists’ and entrepreneurs’ unions, financial, trade, and business associations from 78 countries worldwide, and 188 Russian public organizations, federal and legislative agencies, and federal subjects.

The Roscongress Foundation has Telegram channels in Russian t.me/Roscongress, English – t.me/RoscongressDirect, and Spanish t.me/RoscongressEsp. Official website and Information and Analytical System of the Roscongress Foundation: roscongress.org.

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COVID-19. BCG Perspectives

COVID-19 is a global societal crisis

We at BCG believe that the COVID-19 outbreak is first and foremost a societal crisis, threatening lives and the wellbeing of our global community. Society now, more than ever, needs to collaborate to protect people’s lives and health, manage mid-term implications and search for lasting solutions.

Leaders need to drive an integrated response to navigate the crisis

It is the duty of health, political, societal, and business leaders to navigate through this crisis. A complex interplay of epidemic progression, medical response, government action, sector impact, and company action is playing out jointly. This document intends to help leaders find answers and shape opinions to navigate the crisis in their own environments. It encourages thinking across the multiple time horizons over which we see the crisis manifesting itself.

The COVID-19 disease progression continues to be a global challenge to societies, but interventions are starting to show positive effects

  • Government measures to mitigate the spread are largely effective in slowing cases (doubling every ~10 days a week ago, to every ~15 days now)

  • Testing is increasing, giving more transparency and control; in several countries, this is complemented by digitally enabled contact tracing

  • While some countries are extending lockdowns and social separation, a few countries have started to progressively lift restrictions

Impact on sectors and business depends on intensity and shape of the health and economic recovery, especially in an extended fight phase

  • Economic indicators and forecasts signal a severe downturn; global equity markets continue to be challenged and unemployment rates are rising

  • The last weeks showed a bounce in equity markets and in Total Shareholder Returns (TSR), but credit risks remain in many sectors

  • It remains critical to understand the specific context and environment (e.g. geography, sector) to distill implications for future pathways of companies

  • There will likely be an extended phase of ’fighting’ the virus with many investments to bring forward therapies/vaccines in the next ~12-18 months

  • Young consumers are largely worried about financial implications, but share positive sentiment about recovery across many geographies

Navigating the COVID-19 crisis, particularly an extended ’fight’ the virus phase requires integrated action by governments and business leaders

  • Governments need to ensure that reopening activities are guided by national health, and economic and social priorities, allowing for local adaptation

  • Reopening requires careful preparation, for governments as well as business; e.g. Managing for a safe workplace also requires managing risks outside work

  • Business leaders and governments can use this crisis as an opportunity to strengthen their cooperation for a united fight against the virus

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