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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Dmitry Konov

Dmitry Konov

Chairman of the Management Board, SIBUR Holding
Quotes
03.09.2021
EEF 2021
Logistics is the ‘New Oil’ of the Russian Economy: International Transport Corridors as the Main Driver of Growth
Global GDP has doubled over the past 30 years due to a strong division of labor between regions, which has led to an increase in international logistics. The structure of transportation has changed, and containerization has taken place. Globally, there are about 20 million containers that are moved between the world’s regions. The tasks in transport logistics that Russia sets for itself are designed to build a transit corridor between regions
03.09.2021
EEF 2021
Logistics is the ‘New Oil’ of the Russian Economy: International Transport Corridors as the Main Driver of Growth
How to deliver products manufactured in other regions to the Northern Sea Route for export? As of today, the Russian transport infrastructure is not adjusted to this. Generally speaking, <...> when considering the logistics of transit, to a degree, Russia itself undermines the competitiveness of Russian manufacturers in the changing structure of the economy. The way the transport system of Russia is developing does not help the task of developing non-resource exports
02.09.2021
EEF 2021
Increasing Russia’s Return on Gas and Oil
Distribution among the upstream supplier involved in extraction, the midstream partner who prepares gas for transportation and extracts the fractions that can be processed, and then the downstream partner who produces the end products – this economic distribution cannot be achieved entirely through regulatory means. It is built on the basis of mutual interest
03.06.2021
SPIEF 2021
The Transformation of Business to Spur Economic Growth
Together with the TAIF shareholders, we are making this merger happen [SIBUR is merging its assets with the Tatarstan-based TAIF Group, – Ed.] to be one of the world’s leading companies in the sector. <…> A transition from being the largest player in the local market to become one of the leading global players is the next step towards transformation. So, from the point of view of corporate culture, this is not the kind of a deal where one company brings corporate culture to another. This is a deal where, in order to take the next step, two merging companies bring their strong cultures together to create a culture of their own
04.06.2021
SPIEF 2021
Adapting to Climate Change: Challenges and Opportunities
We understand how all this will be done, by what means, changing what elements of business systems
04.06.2021
SPIEF 2021
Big Challenges and New Partnerships: How to Unite Science and Society
We can’t determine the priorities for science from our own interests if we view science as an integral tool for the development of society. We aren’t seeing the whole picture. Of course, we can invest in the areas that we need to run our business, which we are doing. But they don’t add up and aren’t fully completing the picture
04.09.2019
EEF 2019
The Development Path for Petrochemicals in the East: Projects, Support Measures, Drivers of Growth
We need advance projects in gas and oil refining in order to develop of our industry in the Far East
05.09.2019
EEF 2019
A Leap Forward in Energy: Efficiency, Innovation, Environmental Sustainability
I am sure that quite soon every tonne, every kilo of polymer materials, sold or bought, will contain a certain amount of recycled materials. <…> The point is that polymer waste, like any other waste, becomes part of circular economy: we produce an item, we use it, collect it, and recycle it to use again as a product. The focus on this type of technology, on this type of business models is one of our top-priority areas of work for the near future
07.06.2019
SPIEF 2019
Identifying the Future Industrial Leaders
How can companies accustomed to efficient spending can work up tolerance to spending funds on something that does not guarantee a certain return? How can organizations be tolerant towards paying for an unpredictable result? What is it we pay for, why are we paying for it and what is it going to do?
07.06.2019
SPIEF 2019
Identifying the Future Industrial Leaders
Any digital transformation needs rapid decision-making during interim stages. <…> Waiting for a project to end when the condition around change so fast is plain impossible. How can fairly large companies, that in general tend to avoid risks – how can they reprogramme to make certain decision with tolerance for error?
07.06.2019
SPIEF 2019
Identifying the Future Industrial Leaders
Everyone is used to working with ready-made solutions. <…> Pretty much everything we are talking about now is something that does not exist in a box. Instead, there is an idea that needs to be applied to a process, fine-tuned, and launched to work
06.06.2019
SPIEF 2019
The ESG Race for USD 30 Trillion of Investment is on
Our production facilities are an important aspect. They focus on safety, minimizing losses that we incur, and transitioning to other technologies in resource use and reducing emissions of pollutants as much as possible
07.06.2019
SPIEF 2019
Investing in Russia’s Future: How Can National Projects Become Attractive to Investors?
Implementing national projects can be difficult. These include many individual initiatives and projects that must go through a specific filter. <...> As possible investors in national projects, we would like to avoid having to take decisions immediately at the conception state. All projects should go through certain stages, and they need to be carefully analysed and developed
14.02.2019
Russian Investment Forum 2019
The Economics of Urban Comfort
“When it comes to social environment, schools needed by our employees and the city residents, kindergartens, other infrastructure, houses, we have an excellent project. <…> We bring cultural events to Tobolsk, we invest in public spaces as much as we can
24.01.2019
Russia House in Davos 2019
Russia – One Step Ahead
This agenda is the same for all. We all do more or less the same thing. In a situation when there are no out-of-box solutions, you cannot buy and plug, but you need to bring in your own people, who understand the process, understand the algorithm, understand the organization, and put each solution together
24.01.2019
Russia House in Davos 2019
Russia – One Step Ahead
We are competing for people. Possibly, not so intensively now, but potentially it will only increase
24.01.2019
Russia House in Davos 2019
Russia – One Step Ahead
Some people who are involved in digital transformation at SIBUR are not just specialists in digital technologies. They are high level specialists, with understanding of the process and with certain creative thinking
24.05.2018
SPIEF 2018
New Investment Policy Mechanisms: Engines of Growth
I’d like to join the chorus of SPIC 2.0 supporters <…> The first advantage is the predictability. The second is fairness and equal access. <…> We saw that in SPIC 2.0 the Ministry of Finance uses a principle, that’s not always easy to read but ultimately fair: the state should co-finance profits of the future projects
24.05.2018
SPIEF 2018
Revolutionary Management Approaches Redefining the Organization of the Future
Over the past 15 years in terms of volumes SIBUR increased by 3 to 4 times. In terms of the number of employees we decreased by the same 4 times. We consistently applied everything that improved our organization
24.05.2018
SPIEF 2018
Revolutionary Management Approaches Redefining the Organization of the Future
We must recognize that we will live in an ever-changing environment. We are talking about complications, but there have been changes before and they were just as inevitable. They also changed the behaviour of companies and managers. The only thing that was different: they did not develop so quickly
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“Productivity is a far more pressing issue for the state. It seeks to educate people for new industries,”
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“Much is said about money, financing. Access to the capital is much less of a problem than actually setting up a production in Russia. It is much more complicated. The issue is lack of managerial skills, lack of specialists who would be able to manage assets. A whole series of problems. Sometimes the project simply stagnates in the middle, while the problem is not the money. Management is as significant as financing,”
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“The investment principle will be completely different: one should not expect a boost in jobs through expanding capacities. Here is a new approach: often investments do not lead to hiring and providing employment for [more] people. We need different people. Now we need IT specialists, not chemists,”
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“The educational system should face the market demand as it shifts. Now we really need IT specialists, not only chemists. This is a totally different education; they have a completely new set of skills. In many cases today, the Russian educational system is not ready to meet these requirements,”
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“There will be a huge time-lag before Russia has the production capacity similar to those in other countries. The incentives we create to bring production to Russia have only been effective for the last 5–7 years. Looking at the situation today, the investments in the Russian economy are not justified, since the domestic market is relatively small. One cannot take a link of the production chain and set it up in one place, one needs to think strategically,”
25.01.2018
Russia House in Davos 2018
Russia: New Production Hub
“We see a significant growth of labour productivity, and this makes our operations so much more effective. Compare these figures with those of 20 years ago: we need far less labour, and given the volume of investments, we already see a good return. Now we hire five times less people than twenty years ago, and productivity still goes up,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“Development of the Russian energy sector in the Eastern Siberia and the Far East makes it possible to have a stronger competitive position closer to the main growing consumption market,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“Development of the oil and gas industry in the eastern part of the country creates the basis (and apparently, we will see such projects in the next 5, 7, 10 years), creates the opportunity to develop petrochemical capacities aimed at the Asian market. What we see today basically is that the new, additional demand for these products will arrive from the countries of the South-East Asia,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“There is a difference – to develop [technology] in order to benefit from this advantage and to replicate it is one thing; but to use it once, because we use it here, because there is a resource here and we understand that there is a market – we do not need that technology. There are other technologies, where we see situations similar to NOVATEK’s and invest in them, and we will protect them there, but we will not do it just once (as in my example), we will not waste money on it; we will better be building capacity, making money for the country, reinvesting in other projects, and we will be doing that for 5 years, rather than for 10 years we will be engaged in development of technology, so that it is reproduced once,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“If we want to become a very large processor of hydrocarbons into petrochemicals, that would not happen naturally. That should be a particular government’s task, someone should support that with special stimulating measures,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“We have made a major breakthrough in the Russian petrochemical industry in the last decade. We will not be able to make Russia a big player in petrochemicals globally without a special approach to price regulation or government stimulation,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“The presence of an additional product available for processing in the domestic market exponentially increases the use of such product by processors. It is happening; I am sure that the projects that are being implemented according to the plan for development of oil and gas chemistry will give this push,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“Speaking about the development of petrochemicals in Russia, as I see it, in recent years, in part through the programmes that the Ministry of Energy conducts, through a sufficiently clear outlook on how it should develop – petrochemicals had a breakthrough. But they broke through primarily so as to satisfy the needs of other Russian industries for synthetic products. We were never facing the task of creating the petrochemical industry that would recycle all the molecules processed in the oil and gas industry, to make something out of them and sell it somewhere. I am sure that it is impossible,”
24.01.2018
Russia House in Davos 2018
Russian Competitiveness in the Global Energy Sector
“Oil and gas chemistry <…> exists to meet the world’s need for new synthetic products,”