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Роле Ксавье

Xavier Rolet

Chief Executive Officer, CQS; Chairman of the Board of Directors, PhosAgro; Former Chief Executive Officer, London Stock Exchange Group Plc (2009 – 2017)
Quotes
06.06.2019
SPIEF 2019
Corporate Social Responsibility as a Driver of Sustainable Development
PhosAgro spends 2.5 billion roubles every year in enterprises that seemingly do not have anything to do with the production of fertilizers – construction of hospitals, of schools, education programmes, sports programmes, healthcare programmes [etc.] <...> You realize that when you align yourself, not only are you defensively protecting the company, but more importantly, the alignment enables you to develop closer relationships with your investors, your stakeholders, and your employees to better serve your customers. You are, frankly, enjoying what you are doing a lot more, and you are reaching greater global strategic success
06.06.2019
SPIEF 2019
Is Modern Business Capable of Implementing Successful Long-Term Strategies?
If you are in the commodity business, management’s ability (i.e. the board, the executive management, the stakeholders) to make long-term investment based on customer needs that drive innovation is what actually creates value in the long-run for shareholders, rather than I would say mere technical adjustments around cost, location of production, delivery cycles
06.06.2019
SPIEF 2019
Is Modern Business Capable of Implementing Successful Long-Term Strategies?
Let’s not forget, first and foremost, the concept of a risk adjusted competitive allocation of capital
06.06.2019
SPIEF 2019
Government and Business in the Social Sector: Identifying New Sources of Growth
On the global scale there are USD 30 trillion allocated for projects in the social sphere and joint work areas between government and business
06.06.2019
SPIEF 2019
Government and Business in the Social Sector: Identifying New Sources of Growth
PhosAgro annually invests 2.5 billion roubles in the social sphere. This is a huge number. It goes to large programmes that support medicine, education, infrastructural modernization, recreation centres. We finance social construction. By allocating money to the social sphere we do not lose, we win. This helps the state, and help the company
24.05.2018
SPIEF 2018
The Russian Capital Market on the Threshold of a New Era
What do small and medium-sized enterprises need? First and foremost, they need access to capital. And as they grow and as their business develops, they need to move on to the next stage, to the next level of capital they need. I am not talking about the capital, which they access through the banking market, but about the long-term capital. Opportunities for infrastructure companies are to build this kind of ladder. It is crucial for companies and start-ups in the first, second, third and fourth round to be able to communicate with private investors, with funds, etc.
24.05.2018
SPIEF 2018
Turning Back the Clock: Political Rivalry vs Economic Interaction
Much depends on governance and leadership at the state level. One person can change the course of history. We have common global attributes on many issues. This includes security and trade issues. But we need a certain framework in terms of political management and financial regulation. A certain unified mechanism needs to exist for resolving issues
24.05.2018
SPIEF 2018
Turning Back the Clock: Political Rivalry vs Economic Interaction
Recalibration is taking place at the global level. For the first time in the planet’s history, the world has common economic values. Countries that have historically evolved as capitalist countries are now compelled to compete with other rapidly developing countries. We are not returning to the Cold War paradigm. Recalibration allows us to forget about the past when the Western economy dominated, but I would say that this is a temporary paradigm, a temporary adjustment