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

The Roscongress Foundation is a socially oriented non-financial development institution and a major organizer of international conventions; exhibitions; and business, public, 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, and 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 5000 people working in Russia and abroad. In addition, it works in close cooperation with 160 economic partners; industrialists’ and entrepreneurs’ unions; and financial, trade, and business associations from 75 countries worldwide.

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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Digital Business and New “Lifeforms” Post-COVID-19
4 June 2021
Online will stay, even if it is not imposed

New habits developed during self-isolation and online time have stayed and secured their place in life, — Vladimir Pravdivyy, Chief Executive Officer, Avito.

In any case, after this lockdown we are unlikely to go completely offline. A hybrid form will have a right to exist, — Julia Solovieva, Managing Director, Google Russia.

Online work requires different rules of conduct

The format of remote meetings and cooperation saves a lot of time. On the other hand, we have felt what new moral, ethical and business codes are. They did not exist back then. Like I say, one makes a video call with seven people discretely present. People recorded audio and video. <...> It made a huge difference in terms of confidentiality and product release timing. <...> The lack of rules for interaction <...> resulted in developing them for our professional community on the spot, — Tatyana Ilyushnikova, Deputy Minister of Economic Development of the Russian Federation.

Insufficient digital skills

There is a gap between the necessary digital skills and the fact that our businesses and users do not have enough skills and competencies to navigate in this new world, — Julia Solovieva, Managing Director, Google Russia.

Equal online and offline environments

An office space should also go hybrid. The main thought behind it is not shaping spaces for teams and making them flexible, <...> but also making them equally comfortable for online and offline participants that are brought together for the same events. Their contact needs to be seamless, — Savva Shipov, Deputy General Director - Director for Digital Transformation, URALCHEM.

The gap between office and remote employees

The biggest problem I see is people burning out. Working with remote employees who do not have to go to the office regularly requires a different approach. <...> People get burnt out. We see that they frequently quit to get some rest instead of getting a new job, — Dmitry Komissarov, General Director, MyOffice.

Digital education

Focusing on digital knowledge is a way out for helping the economy as we see it, — Julia Solovieva, Managing Director, Google Russia.

Companies need to be more flexible to better adapt to ever changing conditions

If we take business, what has the pandemic taught us? First of all, we need to understand that the customer’s behaviour has changed. They have developed new patterns over this year. Companies need to review their strategies in light of these changes, if they want to stay competitive, — Savva Shipov, Deputy General Director - Director for Digital Transformation, URALCHEM.

You can only respond to changes if you delegate and have as few layers as possible in your organization. When you have a team responsible for the product that can make decisions fast depending on the changing customers’ tastes. <...> Culture and organization within companies need to be reviewed, — Savva Shipov, Deputy General Director - Director for Digital Transformation, URALCHEM.