HR Policy

The Exchange seeks to become a first-choice employer, offering its employees equal opportunities to harness their skills, talents and potential regardless of age, race, gender or social background.

Moscow Exchange’s HR policy has three main objectives:

  • to attract, incentivize and retain highly qualified specialists and managers;
  • to facilitate continuous professional development of employees; and
  • to create an atmosphere conducive to fulfillment of the Group’s strategic objectives by unlocking its HR potential and achieving performance excellence.

In accordance with the applicable laws of the Russian Federation and the Code of Business Ethics adopted in 2016, the Group shall tolerate no labor discrimination, be it restricting an employee’s labor rights and freedoms or giving advantages on the basis of gender, race, color, nationality, language, background, financial, marital, social or professional status, age, place of residence, religion, beliefs, membership in non-governmental organizations, social group or any other factor not related to the employee’s professional qualifications. The Exchange shall also respect each employee’s culture, opinions and lifestyle and refrain from any actions that may lead to intimidation, hostility, offences or humiliation in the workplace.

The Code of Business Ethics is published on the Exchange’s intranet portal and incorporated by reference in all job descriptions and employment contracts. On top of that, the Group’s mandatory training includes a business ethics course providing examples of acceptable behavior. As part of the onboarding program, all new employees are provided with a New Employee’s Handbook that includes a business ethics section. Matters related to business ethics, conflict of interest or use of insider or confidential information are also explained to newcomers by the Internal Control Service as part of the onboarding program.

In its systematic effort to build an effective organizational structure, Moscow Exchange implements cutting-edge management practices and technologies, including through continuous improvement of HR management processes and training of employees across business lines.

In 2017, the Group’s HR strategy was revised. As Moscow Exchange pays special attention to the protection and comfort of its employees, it plans to develop and implement initiatives that would give its workers greater flexibility in terms of their workplace, schedule and working hours.

The Group continues to develop its HR Digital platform, an HR environment intended to underpin policy implementation with advanced HR technologies, ensure deeper automation of transaction-related HR business processes, support management decision-making and strengthen the role of managers.

Personnel structure by categoryAs at the end of the period.
Employees excl. those with a second job in the GroupExcl. employees with a second job in the Group (incl. maternity leaves). 2014 2015 2016 2017
Male Female Male Female Male Female Male Female
Senior executives 10 6 11 5 17 4 17 4
Heads of functional units 263 191 247 179 243 176 256 176
Specialists 472 595 499 568 533 609 564 589
Labourers 37 0 33 0 31 0 31 0
Total 782 792 790 752 824 789 868 769
1,574 1,542 1,613 1,637
Personnel structure by ageAs at the end of the period.
Employees excl. those with a second job in the GroupExcl. employees with a second job in the Group (incl. maternity leaves). 2014 2015 2016 2017
Male Female Male Female Male Female Male Female
Under 25 50 60 65 46 42 29 56 32
26–35 265 306 272 300 278 283 304 274
36–55 370 393 367 375 392 421 395 411
Over 56 97 33 86 31 112 56 113 52
Total 782 792 790 752 824 789 868 769
1,574 1,542 1,613 1,637
Staff turnover
2014 2015 2016 2017
Turnover rate, % Turnover rate, % Turnover rate, % Turnover rate, %
Male Female Male Female Male Female Male Female
Under 25 10.4 24.9 31.0 33.3 5.6 2.7 16.1 15.6
26-35 9.6 8.0 9.7 8.7 13.8 6.2 10.9 10.6
36–55 6.5 3.6 4.2 4.3 7.9 3.3 7.1 4.6
Over 56 1.8 0 3.7 5.1 3.0 9.2 7.1 9.6
Total 7.0 6.2 7.1 7.1 9.2 4.7 9.0 7.5
6.6 7.1 7.0 8.3
Average number of training hours
Corporate training
Total training hours
Training breakdown by gender Training breakdown by employee category
Average annual number of training hours per employee Corporate (skills) training Male Female Senior executives Heads of functional units Specialists
2014 27.15 13,928 6,904 7,008 – 10,024 3,888
2015 11.08 13,472 6,944 6,528 256 6,016 7,200
2016 10.72 16,418 9,051 7,367 658 7,829 7,931
2017 10.51 17,208 7,280 9,928 1,176 5,336 10,696
Professional training
Total training hours
Training breakdown by gender Training breakdown by employee category
Average annual number of training hours per employee Professional training Male Female Senior executives Heads of functional units Specialists
2014 6.76 7,110 – – – – –
2015 31.94 25,912 12,837 13,075 488 9,158 16,266
2016 16.40 25,124 13,638 11,486 568 8,240 16,326
2017 11.20 18,337 9,773 8,564 754 6,431 11,141
  Total training hours Average annual number of training hours per employee
2016 41,542 27.12
2017 35,545 21.71