Approach to HR management

The Company runs projects promoting continuous training, employee motivation and occupational health, as well as projects aiming to shape a stable and favourable working environment.

Our Human Capital Development Programme drives our main goal: providing the Company with qualified and motivated personnel by creating conditions that increase their efficiency and involvement in solving corporate challenges. The Programme outlines our strategic vision for human capital development, covering all stages of the employee life cycle.

Russian Railways’ HR management system

Seven key principles

1. Respect: for employees, the Company’s business units, and the state.
2. Feedback: constant monitoring of feedback from the Company’s employees and units.
3. Efficiency: prompt response to business unit requests and external challenges.
4. Proactivity: providing employees with proactive services.
5. Engagement: involving managers in HR management processes.
6. Innovation: using advanced technologies and practices.
7. Digitalisation: focus on maximum digitisation of routine operations and increased process efficiency.

Underlying HR management documents

International and domestic documents:

• UN Universal Declaration of Human Rights
• UN Global Compact
• International Labour Organisation (ILO) Conventions
• Labour legislation in the countries of operation
• Social Charter of the Russian Business developed by the Russian Union of Industrialists and Entrepreneurs (RSPP)

Corporate documents:

• Russian Railways’ Collective Bargaining Agreement for 2023–2025Russian Railways’ Order No. 3446/r dated 26 December 2022.;
• Russian Railways’ Code of Business EthicsRussian Railways’ Order No. 1792/r dated 18 July 2023.;
• Russian Railways’ Human Capital Development Programme until 2025Russian Railways’ Order No. 2757/r dated 14 December 2020.;
• Russian Railways’ Youth Target Programme for 2021–2025Russian Railways’ Order No. 2767/r dated 15 December 2020.;
• Russian Railways’ Framework for Promotion of Professional Guidance until 2025Approved by Russian Railways’ Management Board (Minutes No. 9 dated 11 February 2019).;
• Programme of Russian Railways’ Interaction with Railway Universities until 2025Approved by Russian Railways’ Order No. 58 dated 22 January 2020.;
• Russian Railways’ Housing Policy FrameworkRussian Railways’ Order No. 1555/r dated 21 July 2020.;
• Regulation on the Compensated Social Package Provided to Russian Railways’ EmployeesRussian Railways’ Order No. 456r dated 4 March 2011.;
• Regulation on Private Pension Schemes for Employees of Russian RailwaysRussian Railways’ Order No. 2580r dated 28 December 2006.;
• Russian Railways’ Veterans Target Programme for 2021–2025Approved by Russian Railways’ Management Board (Minutes No. 52 dated 6 October 2020).;
• Russian Railways’ Corporate Volunteering target programme for 2023–2030Approved by Russian Railways’ Management Board (Minutes No. 86 dated 5 December 2022).;
• Regulations on Railway Worker DynastiesRussian Railways’ Order No. 1051/r dated 02 May 2023..

As one of the country’s largest employers, Russian Railways promotes and prioritises principles of social responsibility to employees, society, and the government.

We work to attract top talent, motivate and develop employees according to current industry needs. By offering a wealth of opportunities to build career and grow professionally, Russian Railways seeks to make sure every employee is part of the team and can fully unlock their potential.

To nurture its talent pool, the Company takes steps to upskill and multiskill employees, expand their roles, and redistribute labour force to the areas in urgent need.

• Through our Programme of Interaction with Railway Universities, we implement measures to improve education quality: teacher development, equipping educational spaces, and grants for students. We have created 194 branded educational spaces designed in our corporate style across railway universities, including 20 simulator training facilities created in 2024.
• We established a total of 17 industry‑specific on‑site training centres (including five clusters winning the 2024 competition) as part of the Professionalitet federal project, with over 2,300 sponsored students admitted to training.
• Our network of training centres operates for training blue‑collar personnel: more than 230,300 people trained in 2024, trainees receive scholarships, and all who complete training are guaranteed employment in the Company.
• Russian Railways’ Corporate University serves as our main partner in implementing and replicating modern educational programmes and advanced methods of developing high‑potential employees. The University offers more than 300 programmes for managers and office workers in key areas: talent pool, professional competence development, digitalisation, efficiency, and labour safety.
• The number of open courses in Russian Railways’ distance learning system exceeded 1,700. We continue with our Knowledge Hour project enabling employees to use one work hour per month for continuous professional learning and skill building through remote resources.

• To attract young people motivated to pursue railway professions and specialities, Russian Railways offers systematic career guidance to students.

• To develop professional skills and practice actions in non‑standard situations, we hold the Russian Railways Skills Competition. More than 13,000 employees participated in the 2024 regional stages.
• Efforts to roll out centralised HR management were ongoing. By the end of 2024, 11 social and HR centres operate in total, serving over 376,000 Company employees.

HR management structure

Achievement of strategic goals in personnel management falls within the remit of Russian Railways’ Board of Directors, which has a Personnel and Remuneration Committee that ensures effective Board work on setting up governance bodies and developing transparent remuneration policies for their members.

Russian Railways’ Deputy CEO for HR Management, Social Development and Healthcare is in charge of managing human capital in the Group, whereas key human capital management responsibilities are distributed between the HR Department, Labour Management, Remuneration and Performance Motivation Department, Social Development Department, Workers Training and Development Centre, and Employer Brand and Human Capital Development Centre, Central Healthcare Directorate, Centre for Labour Management and Design of Economic Standards.