Annual Report 2014
One of the main goals of Moscow Exchange Group’s human resources (HR) policy is to engage the best managers and specialists, and to develop employees’ professional and personal potential.
One strategic area of HR management is training and development. In 2014, 90 middle managers completed training at the MOEX Business University programme, which lasts a year and a half and offers exposure to cross-functional and project activity.
In addition, 77 training sessions communications, cross-functional interaction, situational leadership, personal performance and other subjects, with 760 employees participating.
The company is currently building partnerships with leading global business schools. At the end of 2014, the company concluded agreements with Harvard Business School (HBS), INSEAD and London Business School to send several senior managers for training. In cooperation with HBS professors, the Advanced Management Program module was successfully implemented for 30 key senior and middle managers; this module was the third stage of the integrated senior manager development programme (the first two stages were implemented in 2013).
The business of Moscow Exchange, the largest financial infrastructure company in Russia. The company’s range of functions is unequalled on the market. This is why the main areas of its HR strategy include establishing relations with higher educational institutions and attracting talented students and graduates to train and adapt them to the company. In 2014, the Exchange staged numerous events for students, including academic competitions and exchange programs.
In 2014, the Group continued the management team refresh programme that began the previous year.
Overall, the Group employed 1 636 people as of the end of 2014, compared to 1692 at the end of 2013.
The market recognised the high professionalism of the group’s employees when 10 of its managers were ranked in the “Top 1 000 Russian Managers” rating compiled by the Russian Managers Association.
Annual performance management reviews are in place at the Group. Regular personal assessments include setting goals for all employees, semi-annual interim analysis of their achievements and annual final assessments of key performance indicators (KPIs). This influences employee salaries and year-end bonuses.
The degree to which each employee’s work corresponds with the company’s values and the individual’s job competencies govern individual development plans for each subsequent assessment cycle. Corporate and individual KPIs are approved by the Supervisory Board, with each person contributing to the company’s common goals. The more senior an employee’s position, the more important corporate KPIs are in the individual plan. Corporate KPIs traditionally include three components: financial (the manager’s contribution to growth in earnings per share); system uptime, which is important for the Exchange as a key element of the financial markets infrastructure; and a project component, namely the implementation of one or two large projects per year.
This system is designed to ensure the achievement of long-term goals and ultimately deliver financial results.
One of Moscow Exchange’s key values is partnership with clients. To achieve this the Exchange is improving its internal processes, in particular communication between divisions, developing external relations, improving services and communication with contractors, and implementing global best practices.
June 2014 saw the start of the programme Moscow Exchange Service Brand Building. The initiative comprised four working sessions on support service model formation, with 13 of the Exchange’s business divisions participating. The project also includes employee training and certification, and the implementation of international experience-sharing programs, with visits to the offices of BM&FBovespa, Deutsche Börse, Clearstream, Citibank and Deutsche Bank.
Openness to communication at all levels, investment in employee training and development, recognition of their merits and active internal promotion ensure a comfortable working environment and create a pleasant atmosphere within the company. All of these aspects encourage exposure to corporate values and boost performance. Company-wide sporting and charity events offer opportunities for self-fulfilment and strengthen team spirit, enabling employees to feel part of an integral whole.
One area of focus in human resources management in 2015 will be ongoing succession planning. Regular assessment allows talented and up-and-coming employees to be identified, their promotion to key positions planned, and necessary competency improvements to be implemented. All of these activities will promote implementation of the company’s strategy and fulfilment of its business objectives.