- HR policies & practices audit; - Personnel and budget plannning and accomplishment; - Revision of the Bank's HR management C&B policies; - Production and complete fulfillment of the personnel & overheads downsizing project; - Search for top- and middle-level managers; - Regular HR management.

- Organizational and personnel audit; - Optimisation and upgrading of HR management systems; - Search and selection of top- and mid-level managers; - Production of new and upgrading of the existing HRM procedures and regulations; - Production of a distance consulting and educational project. - Restrucruring of companies' central HQs and regional daughters; - Revision and improvement of the C & B policies and practices; - Production of the HR deficits or surpluses surveys; - Organization of effective regular or crisis HR management.

- Development and implementation of the Concern's HR policy; - Restructuring of some daughter companies, belonging to various; - Cooperation with head-hunters on the leading top-management positions; - Organization of the search & selection process for middle- and low-level positions; - Production of new HR regulatory procedures and regulations; - Regular HR management.

- Development and implementation of the Company's personnel policy; - Revision and upgrading of the HRM system; - Regular HR management; - Supervision of the HR activities in the daughter companies; - Negotiations with the trade union in relation to a new collective agreement; - Participation in several independent projects, industries restructuring included. Main achievements: - A new HR department formed and a new effective team created; - Search, selection & assessment systems upgraded and made moreeffective; - The 2001 Collective agreement with the industry's trade union negotiated and concluded; - 26 new CEOs for the daughter companies selected and approved by the Personnel Commission and the Board of directors; - Oracle HR programme negotiated, acquired and installed; - A numerous group of top- and mid-level managers found and placed in the central HQ.

- Day-to-day supervision of the Department's activities, supervision of the HR activities at nuclear power plants. - Upgrading of the existing HR procedures & regulations, production of new regulatory norms; - Search and selection of top- and mid-level managers; - Cooperation with the trade union. Main achievements: - New search, selection and assessment systems produced and put into practice; - A group of top- and mid-level managers found and placed to work in the central HQ of the Company; - The draft of a new collective agreement with the trade union negotiated and submitted to the President; - Two training seminars organized abroad with the help of foreign partners for the leading staff of the Company.

- Organization and management of large-scale projects (Training and consultancy programme for the Norilsk Nickel company, or "Gazprombank" JS bank etc.); - Organization of seminars and courses, and lecturing in the field of HR management ("Search & selection technologies"; "Strategies and technologies of the HR management process"; "Creation of a modern HR service"; "Marketing techniques in banking"; "Effective negotiations"); - Personnel and organizational management consulting; - Production of marketing surveys.

- Supervision of HRM and corporate social policies; - Regular HR management; - Production of analytical surveys for the President; - Taking part in some corporate PR projects. Main achievements: - A new HR department formed from scratch and an effective HR function team organized; - All the key HR-management regulations and procedures produced and put into practice; - A number of top-level managers selected and put to work, a large group of mid-level managers found and hired; - "KOUMIR" PR project successfully finished; - New analytical capabilities for the Bank developed.

- Accomplishment of an HRM and organizational development consultancy project; - Revision and upgrading of the Bank's HR policy; - Organization's restructuring; - Selection of a number of top- and mid-level managers for the Central HQ and some branches; - The HRM consultancy project successfully completed.

- Formulation and implementation of the Bank's HR stategies and policies; - Revision and upgrading of the whole Bank's HRM system; - Restructuring of the Moscow branch; - Regular HR management; - Coaching for the top-managers in the Moscow office. Main achievements: - A totally new HR function created from scratch; - Modern HR management system developed and submitted for the approval of the President of the Bank; - Most of the HR regulations produced and put into life; - The corporate training center started to function effectively.

- A new modern HR system organized from scratch; - Regular management of the HR Department; - Production of new HRM regulations; - Cooperation with the national and foreign business educational institutions; - Inspection and manning of the regional branches; - Search & selection of top- and mid- level managers, and specialists.

- Work with the key accounts, such as Rank Xerox, Siemens, Moulinex, New Zealand Dairy Board and some big Russian companies; - Selection of top- and mid-level managers for the clients; - Organization of seminars for employees on effective negotiations.