• the division's management company was formed «from scratch»: the division's management team was formed, the basic personnel management processes (assessment, training and development, remuneration, PDF, reporting) and the material and technical support of personnel (rental, workflow, transportation, communication), a motivation system has been introduced, KPIs based on a balanced scorecard (BSC) have been developed and implemented • a functional management vertical of the division’s factories has been formed, a system for planning and controlling personnel costs has been introduced, the organizational structures of all enterprises in the division have been optimized, the management team has been updated • a balanced scorecard (BSC) for a three-year period was developed and implemented a balanced scorecard (BSC) for a three-year period • a new motivation system was created and implemented (job categorization, base salary, short-term bonuses, project bonuses) • Intra-division internal communications management tools introduced, corporate values formulated and implemented Result: the division was formed, the investment projects of the division were launched, the goals for financial indicators and personnel costs of the enterprises were met.

• HR department formed «from scratch», organization personnel records for past periods restored • processes of personnel management and work of the committees under the general director are regulated • motivation system based on KPIs and strategic planning processes were introduced, a categorization of positions was carried out, and a differentiation of remuneration by level was introduced • optimized the organizational structure of the company, introduced a planned control of personnel costs • a new corporate style, logo and website of the company were introduced, control of performing discipline was introduce • partial change of management team conducted Result: the company's business processes have been optimized, a system has been implemented to monitor the performance of the company's performance indicators, was formed the division to manage the company's investment projects

• formed «from scratch» HR department • processes of personnel management and work of committees under the board of directors are regulated • strategic planning processes and a motivation system based on KPIs were implemented, job categorization was carried out and remuneration differentiation was introduced by job level. • personnel involvement surveys were conducted; the procedure for rating units was introduced • a division was formed to select and launch investment start-up projects in the field of IT / Telecom (business incubator): a tool for searching and attracting start-up projects was introduced, a management team was formed Result: the company was an innovative center of Sistema JSFC, a number of projects developed by corporation enterprises were launched.

• HR practices regulation • Taking part in HR strategy planning • Incorporative communications (creating and implementation corporative intranet) • HR reports automation • Making incorporative trainings • Professional testing implementation • Corporate actions

• Training personal (training needs evaluation, training plan supervising, etc.) • Selecting and hiring management (VP reported) • Negotiations with recruitment agencies • Program of negotiations with institutes of hire education • Working in the project «Brand repositioning» • Corporate actions

• Leading lectures and seminars • Preparing learning materials