Time of the Team

9. Human Capital

NCC’s employees are the key component of the Company’s capital. The Company considers the employee engagement maintenance, improvement of their professional expertise and social welfare to be its high-priority objective.

In 2020, the average number of the Company’s employees was 191, as many as 98% of employees had higher education. The ratio of male employees to female employees was 46% and 54% accordingly. The proportion of women in executive roles was 44%.

The level of NCC employees’ remuneration is determined according to their functions and level of their roles, salary level compared to the similar positions held by men and women are equivalent thus evidencing the gender equality and equal opportunities for professional advancement.

To strengthen NCC’s management team and introduce new experience, best practices and expertise from the market, during the reporting period about 40% of Top Managers were appointed to the key management positions. It enabled the Company to acquire new, highly professional personnel resource familiar with the modern management tools in the area of risk management, operating activities, compliance, audit. About 25% of the engaged executives were out of the staff of Moscow Exchange Group.

Corporate Social Support

NCC’s social policy is aimed at providing social security, continuous improvement and extension of programs to promote social support of employees. The cornerstone of the benefits package is the voluntary health insurance covering all employees of the Company, critical illness insurance, accidents insurance and rendering financial assistance in connection with various life events of an employee.

In 2020, NCC strived to create a comfortable and safe working environment for employees. The maximum number of functions was switched to remote working. The measures to sanitize workplaces and common areas were taken to protect the employees, who worked at the office and were engaged in maintenance of critical business processes, the employees working at the office were provided with individual protection equipment. Every 2 weeks, employees were tested for COVID-19. The measures taken to distance and reasonably zone the office premises allowed to reduce the number of coronavirus cases. In order to provide social assistance to employees who fell sick, NCC’s top-management  also made the decision to pay sick leave certificates at the rate of 100% of the salary amount in connection with acute respiratory infections regardless of their duration.

In 2020, the measures were taken to retain NCC’s key employees, who had been working long and successfully performed the major functions in the Company. The financial incentive scheme was reviewed to that end, a number of employees were redeployed in the Company; the leading experts had the opportunity to take management positions and to realize their full potential for further development of the Company.

Along with it, NCC made some organizational changes, so that the organizational structure and governance system ensured attainment of the objectives set by the stakeholders, in particular, the Company’s transformation in a more operationally efficient and reliable business structure. NCC established several full-fledged independent structural units, improved multiple functions and added new ones, inter alia, due to more rational personnel placement and engagement of market experts; introduced the Company’s new internal structure meeting the modern requirements.

In 2020, NCC, together with other Companies of Moscow Exchange Group, studied the level of involvement, satisfaction and loyalty of the personnel. According to the study, the involvement level 84%, thus meeting the best targets among the financial industry companies. The Company’s key drivers of involvement are trust in executives and good communication between employees, strategy understandable to employees. A number of intra-organizational activity areas were defined to facilitate the strengthening of employees’ involvement and, as a result, the efficiency and productivity of each employee.

At the end of 2020, further steps to deal with the personnel were planned, namely:

  • trainee programs will be introduced to attract young specialists to NCC and to promote NCC’s brand among young people;
  • internal training programs will be introduced to develop consistently the managerial competencies and leader potential;
  • transfer of unique expertise within the Company will be established to ensure business continuity and to mitigate the risk of dependence on the unique knowledge acquired by one expert;
  • the corporate social support programs will be further improved.