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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Andrei  Filatov

Andrei Filatov

General Manager, SAP CIS
Quotes
04.06.2021
SPIEF 2021
Corporations and Employees: How to Manage Human Capital in a Post-COVID World
The question is not easy or clear-cut, because 20% wanted to return to the office. What should we do with them? And will they be effective if they alone return to the office? Will they be sufficiently productive and happy to sit in the office alone? <…> When you have a well-established team, it has no problem working remotely. People work together excellently, they are very effective, and it really doesn’t matter to them where they get together. <…> But if you need to introduce a new person to the team <…> or put together a new team, you need that social contact, that face-to-face interaction, otherwise the chemistry is not there and you won’t have a proper team,
04.06.2021
SPIEF 2021
Corporations and Employees: How to Manage Human Capital in a Post-COVID World
People have begun to deprioritize work. <…> When even 15–20% or 50% of employees start to take it easy, the impact on the business is immediate. <…> Mobilizing employees is very difficult when they are working remotely. <…> That is why in March we brought our entire leadership team – who had been working remotely – back to the office. But this does not apply to all employees, only the managers. <…> The leadership team sets the tempo, establishes the level of involvement, and assumes responsibility – it has a very large impact,
04.06.2021
SPIEF 2021
Corporations and Employees: How to Manage Human Capital in a Post-COVID World
Every employee has the right to decide where they want to work, and the company provides the environment and resources to enable them to work productively and effectively. <…> Our observation is that a hybrid format enables us to combine ways of working. For example, an employee can work two or three days per week in the office, or two or three days from home. And they get the best possible combined benefit from the two approaches,