Charity as an institution of social policy. Policy of charitable and sponsorship activities of PJSC RusHydro Policy of charitable activities

MINISTRY OF SPORTS OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION

"VOLGA STATE ACADEMY OF PHYSICS

DEPARTMENT OF SOCIO-ECONOMIC AND HUMANITIES DISCIPLINES

COURSE WORK

by discipline " Economic theory»

CHARITY AS AN INSTITUTE OF SOCIAL POLICY

Completed:

Okhotnikov Bogdan Andreevich

Kazan, 2014

Introduction

Chapter 1. The essence of the charitable sector and social policy

1 The concept of charity. Functions, goals and principles of charity

Chapter 2. Charity and social policy of the state

1 Relations between the state and the charitable sector

2 Charity and social policy Russian Federation

Conclusion

Biographical list

Introduction

The topic of the activities of charitable organizations for a long time, due to historical and socio-political reasons, remained outside the scope of study of Russian scientists, being reflected exclusively in specialized literature, while in foreign sociology it has long attracted the attention of scientists. With the orientation of our country towards democratic principles of development and the construction of an open civil society, interest in the problems of functioning and place in the modern social structure has increased significantly. But very little specific research has been done in this direction, which represents a wide field of activity for study.

The process of transformation of society is accompanied by a change in the role of the state, citizens and the growth of civil initiatives. During the period of economic crisis and political changes, old social problems worsen and new ones appear, such as an increase in crime and unemployment, poverty, child homelessness, etc. The state social protection system turns out to be unable to solve the complex of existing and emerging problems. Outside the administrative government agencies social protection, new civil initiatives are emerging that are aimed at solving social protection problems. These civic initiatives are charitable organizations. In this case, a charitable organization is understood as a non-profit, non-governmental organization that carries out its activities for the purpose of social protection of needy groups of the population. Their scope of work covers the entire spectrum social services: social protection, ecology, culture, education, sports, legal protection, charity, mercy.

It is obvious that in modern conditions consideration of issues of theory and practice of the work of charitable foundations has acquired particular relevance, which is due to the socio-economic crisis, the growth of social tension, and the number of socially vulnerable segments of the population. In this paper, we turn to consider the features of the work of charitable foundations. My work is devoted to the role of charity in the provision of social services to the population. In the presented work we will try to present an analysis, some conclusions and data that can focus on charitable foundations and their activities in providing social services to the population.

The purpose of the study is to analyze the problem of carrying out activities to provide social services to the population, identifying the sociological context of the participation of charitable foundations in this area. Achieving the stated goal involves solving the following research tasks:

· defining the essence of the concept of charity and social policy;

· consider the relationship between the state and charity.

· will identify the main problems of the charitable sector.

· review of Russian charity activities;

The object of the study are charitable organizations implementing projects to provide social services to the population and service recipients. The subject of the study is the importance of the state’s social policy in the charitable sector.

Chapter 1. The essence of the charitable sector and social policy

1 The concept of charity. Functions, goals and principles of charity

Charity is an activity through which private resources are voluntarily distributed by their owners in order to help people in need, solve public problems, and improve the conditions of public life. In this case, the needy means not only those living in need, but also those people (civil activists, specialists, people in creative professions, students) and public (i.e., non-profit and non-political) organizations who lack additional funds to solve individual problems. , professional, cultural and civic tasks. Private resources can include both financial and material resources, as well as the abilities and energy of people. In recent decades (at least since the sixties, when the so-called non-governmental organizations especially developed), a stable idea of charity has developed not only as monetary and property donations, but also as a free (voluntary, “volunteer”) activity - as a public (i.e. non-commercial and non-political) activity in the proper sense of the word, a source of social and moral evil, “self-deception of a bad conscience”

As broad world practice shows, charity, by and large, represents the flip side of a successful (at times dodgy) business. But at the same time, by its nature, it is the opposite of business: business is acquisitive, focused on making a profit, on accumulating funds for the purpose of investing them and extracting even greater profits. Philanthropy, in the inner meaning of this activity, is disinterested; with its help, funds are distributed and profits are squandered. However, the apparent opposition between entrepreneurship and charity is removed by the fact that in socially they are in many ways different sides one medal. And it is no coincidence that at almost all times, philanthropy - just like entrepreneurship - has aroused greedy interest, skepticism, and suspicion as an absolutely necessary, but often unclean matter. On the one hand, charity undoubtedly saw great benefit and the possibility of salvation for many, even those who had completely lost hope. On the other hand, charity was seen as a source of social and moral evil, “self-deception of a bad conscience.”

The functions of charity in society are as follows:

economic: ensuring a decent existence for those citizens who, due to objective characteristics and life situations, are not able to take care of themselves;

social: relieving social tension by equalizing living standards, supporting the most disadvantaged segments of the population who, due to objective circumstances, cannot adapt to new conditions;

market: making up for shortcomings in the state’s social policy and the functioning of market mechanisms, primarily through the efficiency and targeting of assistance delivered, i.e. increasing its efficiency;

public: replenishing imbalances public relations, leading to the departure of certain categories of the population against their will from accepted standards of living, which limits their opportunities for consuming public goods and self-realization; at the same time - impact on public opinion;

political: implementation of feedback mechanisms from the population and government structures, formulation of social priorities on behalf of those who, socially, due to objective reasons, are not able to defend their rights;

marketing: meeting the needs of philanthropists, providing donors with services for the implementation of charitable projects, and at the same time cultivating altruistic and philanthropic sentiments in society.

The purpose of charity is to provide the opportunity to achieve a socially acceptable standard of living for those groups of the population who, under the influence of social risks, cannot independently realize their generally accepted social rights.

This strategic goal of charitable activities is achieved through the achievement of certain specific goals, the main of which are the following:

· social support and protection of citizens, including improving the financial situation of low-income people, social rehabilitation of the unemployed, disabled people and other persons who, due to their physical or intellectual characteristics or other circumstances, are not able to independently realize their rights and legitimate interests;

· assistance to the population in overcoming the consequences of natural disasters, environmental, industrial or other disasters, to prevent accidents;

· providing assistance to victims of natural disasters, environmental, industrial or other disasters, social, national, religious conflicts, victims of repression, refugees and internally displaced persons;

· promoting the strengthening of peace, friendship and harmony between peoples, the prevention of social, regional, national and religious conflicts;

· promoting the strengthening of the prestige and role of the family in society;

· activities in the field of prevention and protection of citizens' health, as well as promotion of a healthy lifestyle, improvement of the moral and psychological state of citizens;

· promoting activities in the field physical culture and mass sports;

· environmental protection and animal welfare;

· protection and proper maintenance and use of buildings, objects and territories of historical, cultural or environmental significance, and burial sites.

Based on the generalization, systematization and analysis of foreign and Russian charity experience, the most important principles for the functioning of the charity system have been developed.

First of all, this is the principle of equality of all members of society to participate in charitable activities without any national, ethnic, or political discrimination for both citizens and refugees, internally displaced persons, and stateless persons.

The principle of targeting involves the provision of any form charitable assistance specific groups of the population in need in accordance with legally accepted criteria and the wishes of benefactors.

The sufficiency of charitable assistance provides for such a volume that will satisfy the basic needs of beneficiaries at a socially acceptable level and minimum compensation material damage from various social risks and unforeseen emergencies. The social effectiveness of charity is manifested in ensuring a socially acceptable standard of living for the beneficiary and, at the same time, preventing the emergence of social dependency among the working population.

The principle of legal security is achieved through the development of new and streamlining of existing legislative and other regulations governing the sphere of charity.

The sustainability of charitable activities is ensured through the most complete, expedient, and transparent use of funds from all sources.

The flexibility of charitable actions involves a systematic review of the directions, forms, methods, mechanisms and technologies for providing charitable support in accordance with the changing socio-economic conditions of society.

The controllability of the charity system is achieved through a clear delineation of functions, powers, responsibilities and resource provision of various organizations providing charitable support to various beneficiaries, both individuals and organizations.

The scientific validity of the charity system presupposes the use of theoretical, methodological and experimentally tested mechanisms and technologies that have proven in practice their effectiveness in solving charity problems.

Important The principle of integrating charity into the social policy system is the information sufficiency of supporting charitable events. A necessary criterion for the effectiveness of the functioning of charitable organizations is the availability of the benefits provided to needy groups of the population, i.e. the ability of philanthropists to timely, clearly identify and carry out their statutory functions to the maximum extent possible.

Given the current socio-economic situation, the greatest tax advantages and other privileges should be provided to participants in charitable activities that focus on solving the problems of the poor, socially disadvantaged groups and victims of social, natural and man-made disasters. Tax incentives for other charitable projects should be carried out in a smaller volume and increase as the economic situation improves and, in particular, the situation with filling budgets.

2 The concept of social policy and its main tasks

economic charity social politics

The internal policy of the state is divided into various directions depending on the sphere of social relations into which it invades. In this sense, economic, social, national, demographic, environmental, etc. policies are distinguished. One of the most important parts of domestic policy is social policy, embodied in its social programs ah and practice, regulating socio-economic relations in society in the interests and through the interests of the main social groups of the population.

Social policy - policy in the field social development and social security; a system of activities carried out by a business entity (usually the state) aimed at improving the quality and standard of living of certain social groups, as well as the scope of studying issues related to such policies, including historical, economic, political, socio-legal and sociological aspects, as well as examination of cause-and-effect relationships in the field of social issues. However, it should be taken into account that there is no established opinion as to what should be understood by the expression “social policy”. Thus, this term is often used in the sense of social administration in relation to those institutionalized (that is, enshrined in legal and organizational plan) social services provided by the state. Some authors consider this use of the term to be erroneous.

More often, social policy in the applied, practical sense (context) is understood as a set (system) of specific measures and activities aimed at supporting the livelihoods of the population. Depending on who these measures come from, who their main initiator (subject) is, the corresponding types of social policy are distinguished - state (federal), regional, municipal, corporate, etc. In a broad sense and from a scientific point of view, this is not so much a system of measures and activities as a system of relationships and interactions between social groups, social strata of society, in the center of which is their main ultimate goal - a person, his well-being, social protection and social development, life support and social security of the population as a whole.

The object of social policy is the social sphere of society, which can be considered as a process of functioning and development of man and society. All constituent elements of society, be it a social group or an individual, are included in their own way in the social sphere and occupy their own special position in society. Members of society, social groups and communities are constantly in various forms interact with each other, i.e. are in relationships regarding their position, role in society, living conditions, image and way of life. These social relations constitute the content of the social sphere. Consequently, if the object of social policy is the social sphere, then its subject is, first of all, the institutions of the political system - the state, parties, trade unions and other socio-political associations.

The main purpose of social policy is the complete satisfaction of material, cultural and spiritual needs, the formation of comprehensively and harmoniously developed members of society. This is the strategic and highest goal of the development of any civilized state. The main objectives of the state’s social policy are:

Creating conditions for increasing the material well-being of citizens, creating economic incentives for participation in social production, ensuring equality social opportunities to achieve a normal standard of living.

Ensuring social protection of all citizens and their basic state-guaranteed socio-economic rights, including support for low-income and vulnerable groups of the population.

Ensuring rational employment in society.

Reducing the level of criminalization in society.

Development of sectors of the social complex, such as education, healthcare, science, culture, housing and communal services, etc.

Ensuring the country's environmental safety.

Social policy is the most important area of activity of any state and considerable experience has been accumulated in this area.

Chapter 2. Charity and social policy of the state

1 Relations between the state and the charitable sector

The weak attention to the sphere of charity is largely explained by the fear of embarking on radical reforms in the social sphere. The potential of non-state actors is not considered as a significant factor in the development of society, as is the case in market and democratic systems.

Most charities find themselves cut off from significant sources of funding for their projects. Even when officials participate in charitable programs, this results in a drain of resources from the private charitable sector. The state is currently its main competitor in raising funds to solve public problems. State funds are pumped into funds created by government structures, which are spent or misappropriated uncontrollably.

Budgetary problems, on the one hand, the great dependence of entrepreneurship on state and municipal policies, on the other, and a strong motivation for merging power and market structures, thirdly, lead to the constant intrusion of official structures into the sphere of charity, which in its essence should remain a private matter. It turns out that in order to make a charitable donation, you need blessing authorities. Thus, the flow of private resources into the charitable sector is constrained. Mostly projects that are administratively approved by the authorities are implemented. The motivation of both donors and charitable organizations to form the material base and resources of charity is decreasing. This reduces its already meager material, technical and financial base.

In fact, there are implicit mechanisms at work coercion private donors, administered (state) and planned charity is developing.

The public administration system remains committed to administrative and authoritarian forms of governance. The training that does not meet modern requirements and the low salaries of officials, as well as the historically inherent distrust of citizens in official structures and their representatives in Russia, do not contribute to the development of private spheres of activity, including charity.

The socio-economic situation, characterized by a large proportion of the population with low incomes and the absence of a middle class, determines the relatively low potential of resources available for charity.

The absence of a specific and stimulating policy regarding charity has led to the fact that not very favorable conditions have developed for the implementation of charitable activities. In particular, charitable organizations and beneficiaries participating in the charitable process incur unreasonably high tax obligations to the state. This increases the charity's overhead costs and reduces the motivation of potential donors.

On the other hand, existing tax benefits often used for non-charitable purposes. Benefits are beginning to be exploited in the commercial interests of entrepreneurs, which, in turn, forces charitable organizations to adapt to the needs of donors. The original mission of charities fades into the background.

All this has led to the presence of an acute problem in the development of charity, which lies in the fact that the volume of resources potentially available for use in this area is relatively small, but they are not fully involved. Most of the funds that could be spent on charity remain unclaimed. Thus, it should be stated that charity in Russia is poorly developed and the most successful organizations, both in business and in charity, operate mainly on state resources. As a result, charities, instead of complementing the state, turn into supplicants, and ultimately become another burden for society. Often, many foundations are created without sufficient funds, and instead of charitable activities, they are busy looking for them for their own maintenance.

Until now, the state has actually administratively included part of the charitable sector in the mechanism for implementing its social policy. Moreover, this did not lead to an increase in the efficiency of budget expenditures, but only made it possible to bypass restrictions in the management of budget funds or make up for the scarcity of budget funding.

In the first case, funds are transferred to Pocket charities, where they can be managed more flexibly. And in many cases, inflate prices or the volume of work performed.

In the second case, the state, through charitable organizations, collects funds from private sources, which are used to fulfill state obligations.

State social policy should be implemented through budget financing and government programs. Government commitments should be consistent with budgetary funding opportunities and not rely on pseudo-voluntary donations from private sources. The charitable sphere should be left entirely to the discretion of the amateur population; citizens should independently decide to what extent and in what form to engage in charity.

The role of the state and local government is to create favorable conditions and regulatory mechanisms for the development and implementation of charity without direct intervention.

Charitable services must cease to be in any way services rendered to authorities or officials. They should only be a service to society. The authorities should not decide by administrative means who, in what forms, when and on what scale should engage in charity. Charity should be built into the market, and principles similar to market structures should be applied when regulating charity.

Government intervention destroys the philosophy of charity, actually leads to its disappearance and hinders its development.

Also complicating the development of charity is the lack of access of these organizations to state resources. Inclusion independent organizations into the system of execution of government programs financed from budgetary funds, contributes to the expansion of competition in the social sphere. The system of unconditional budget financing should be inferior to the system of selecting the most effective contractor. Currently, the organizational weakness of the charitable sector prevents the state from considering it as a serious partner.

However, it is necessary to annually increase the amount of budget funds distributed through open competition. A clearly defined strategy for expanding public procurement competitions would target charitable organizations to receive funding and stimulate their development. Initially, charities could gain an advantage over other forms of private organizations to secure public investment in the development of this particular sector.

Competitions for government contracts should first of all be organized on those problems and in those industries where the industry itself is insufficiently developed. government system. Instead of investing resources in its development, it is advisable to focus on non-state actors.

State orders should be applied in those areas where the state has understanding and confidence in how to solve problems, and the state’s interest comes down, first of all, to finding an effective manager.

The state and charitable organizations can effectively interact in those areas where problems have just emerged and where it is not clear how to solve them. The initiative of charitable organizations will allow us to find new mechanisms and technologies for solutions. The use of grants is effective here. In this case, the state’s interest is to ensure that significant project, which has not yet been implemented and for which charities find it difficult to find funds from other sources.

Some public funds should be allocated to projects developed by charities themselves, as well as to the organizational development of the charitable sector.

Funding of charitable projects should be carried out by the state only on a competitive basis.

State funding of charitable organizations should pursue the goals of increasing the efficiency of budget expenditures and integrating mechanisms of budget financing and charitable activities into the market economy.

Legislation regulating the budget process and budget expenditures should ensure the participation of charitable organizations in the implementation of government programs and receiving government orders on an equal basis with budgetary organizations. The selection of the executor should be made on the basis of efficiency without any privileges.

Any state or municipal program, as well as any order or grant, must be subject to mandatory audit and programmatic peer review.

Charitable organizations quite actively use various government services. As a rule, they are provided to them on preferential terms. Particularly important for the implementation of charitable activities are the rental of office space and payment utilities, use of event spaces, communication facilities, information resources etc. Typically, support in such forms is another type of segregation of non-governmental organizations based on proximity to power. Almost never is this benefit provided to some organizations free of charge. The specificity of this form of support is that, unlike financing, it covers a long period. Having provided the opportunity to rent on preferential terms, the state ceases to control the feasibility of this step after a few months. This requires more flexible, fair and more beneficial mechanisms for the state.

Such assistance can only be provided through open procedures. It is advisable to hold competitions where only charitable organizations can participate. The winner must also be determined by the criteria of social utility. The lease agreement should base the rental price on this utility.

It must be remembered that the charitable sector was excluded from the free privatization process. Citizens could obtain ownership of real estate only on the condition that they would engage in entrepreneurial activity. It would be correct to establish rules and procedures for the participation of charitable organizations in the acquisition of real estate sold by the state.

The market mechanism requires equal rights for all consumers. Charitable organizations in competition with others, including commercial organizations, should have more favorable conditions only for raising funds. This alone should be their advantage.

Payment for other services by charitable organizations must be made at the rates established for state budgetary organizations.

Where appropriate and possible, organizations with government funding should give priority to serving charitable organizations. For example, this applies to means mass media, for which it is possible to establish standards for covering the activities of charitable organizations and for the publication of materials that form a positive public image of charity participants.

To stimulate charitable activities on the part of the state, various non-economic methods should be used. The purpose of such actions should be the moral encouragement of all participants in charity, strengthening the motivation of the public and potential donors, and stimulating their involvement in charity. Recognition of the personal merits of domestic philanthropists and activists of the charity movement by official structures is a very significant factor in shaping public opinion and intensifying charity.

The public and population of the country must clearly and regularly receive signal that charity and its development correspond to the interests of the state and are supported by it, that the charitable movement is viewed constructively and positively by it.

In this regard, it is possible, in particular, to touch upon the development of charity in the annual Address of the President of the Russian Federation to the Federal Assembly, and to touch upon this topic in special addresses of senior state officials.

The awarding of orders, for example, would have a great public resonance. For service to the Fatherland and others state awards the most prominent figures of charity according to the views of both state and municipal structures and the public, as well as award state and other prizes and certificates of honor to exemplary donor and charitable organizations. Such rewards do not necessarily have to include monetary payments.

Charities should also be informed that they may be nominated for various awards. international organizations, including the UN system.

It would be advisable to revive the Russian tradition of holding a charity ball in the Kremlin with the participation of senior government officials in order to raise funds for charitable projects. The President or Chairman of the Government of the Russian Federation should annually hold a meeting with leaders and managers of charitable organizations and major philanthropists, as is done for entrepreneurs, and organize presidential or government receptions in honor of charity activists and philanthropists. The most famous and popular government and public figures can serve on the supervisory boards of charitable organizations.

Citizens who donate large sums of money to charity should be given the right to name organizations, projects and other objects by their own names. We should welcome the entry of well-known and respected public figures into the supervisory boards of charitable organizations.

2 Charity and social policy of the Russian Federation

Today we can say with confidence that the success of the operation social work will directly depend on how much we manage to restore the optimal features of Russian charity traditions. We must try to revive existing positive traditions, and not borrow Western experience without taking into account the specifics of Russian reality. We can only enrich existing traditions with international experience in social work.

It is impossible to solve all the problems of society with charity alone; the direct and close influence of the state is necessary. This influence is exercised through social policy.

The most important function of social policy is serving society, ensuring social security, and meeting the needs of the population. In the very general view one can imagine social policy as the relationship of social groups regarding the preservation and change of the social status of the population as a whole and its constituent classes, strata, social, socio-demographic, socio-professional groups and social communities. Social policy is carried out at several levels: federal, regional, municipal, as well as at the level of individual organizations, enterprises, and institutions. All of them are in continuous interaction, interdependent and form a single whole.

This is a costly and costly activity. Each direction of social development requires great financial investments, and the more ambitious the social policy is, the more significant goals it sets for itself, the more funds should be allocated for its implementation. However, in Russia traditionally funds have been allocated for the implementation of social policy on a “residual principle”.

In modern conditions, there is a shift in emphasis from state funds necessary to achieve the goals of social policy to financial resources of extra-budgetary social funds of the constituent entities of the Russian Federation and local governments, the population, public, charitable, church and international organizations. In other words, there is a redistribution of financial resources for social needs from the state budget to people’s private savings.

In the process of reviving Russian charity, a large number of public organizations created as a voluntary association of citizens acting independently of the state, according to their own programs to solve vital problems important issues particularly needy categories of the population. This could be due to the fact that the state primarily focused the state development strategy on solving economic problems, and not on the social consequences of putting these decisions into practice. As a result, the reforms necessary to ensure the effective functioning of the state in the new market conditions were not carried out, because it was envisaged that the role of the state in the social sphere would be reduced, which was reflected in the reduction state aid enterprises in financing their social infrastructure.

These actions led to the gradual destruction of the tradition of enterprise financing of social institutions. In addition, the state actually abandoned its monopoly on the provision of social services and thereby, to a certain extent, stimulated the solution of social problems by citizens themselves without its participation. In this way, it contributed to the process of formation and intensification of the activities of charitable organizations, associations, foundations, etc. The revival of charity will allow the state in modern conditions to solve many social problems, which will help reduce social conflicts and tensions, the development of democracy and self-government in Russia. This is very important today both for achieving civil peace and for orienting the population towards social activity and social responsibility.

There are several serious obstacles to the effective development of charity in the country. The main ones:

unfavorable taxation system for philanthropists and beneficiaries;

unformed position of the state in relation to charity;

distrustful, often negative attitude towards charity and its representatives from outside Russian society. Overcoming these contradictions is only possible with significant support from the Russian charity system.

Conclusion

The last decades of the past century were marked by changes of an astonishing scale, extreme drama of events, complete unpredictability of results and deep contradictory changes. We have witnessed global historical cataclysms: the collapse of the country; deepening economic and social crisis; the disappearance of formal reasons that could justify the burden of the arms race, the curtailment of social programs; erasing national borders, etc.

History is rich in its own experience of the formation and development of all forms of public charity. The developed traditions are of great importance today, because the question has arisen of reforming existing forms of charity, creating new ones that will best suit the changing conditions of life. Also, these traditions will contribute to closer interaction between state charity and private charity. Social policy pursued by the state plays a significant role in the process of providing assistance to the population, and in particular one of the areas is social protection. In my opinion, the greatest effect will be achieved if we establish interaction between government agencies and private charity within the framework of the social policy of a strong state.

The most important thing is that one cannot assume that the state, the church, or anyone else should be involved in charity; they can handle it without me; everyone should do charity as much as possible. It doesn’t really matter what your motives are, doing good is always good. Every strong, responsible and independent person should help others, but only the weak and soulless can pass by someone else’s misfortune.

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Head of Corporate social responsibility CJSC CB "Citibank"

Please tell us about the company's charitable activities. What are its priority areas of activity, beneficiaries, budget, geography, duration of projects.

Our bank has its own corporate fund, which is located in New York. Because We have a large international organization, the main charitable social activity is carried out through a foundation that operates from New York, but on the other hand, it unfolds in more than eighty countries. Grants are issued to non-profit organizations and educational institutions for various social programs in 4 main areas: 1 – increasing financial literacy of the population; 2- support and development of micro-entrepreneurs, entrepreneurship in general; 3 – support and development of microfinance and 4 – youth education. All four areas serve one big goal - the fight against poverty. The desire to give people with low incomes a chance to improve their financial situation, of course, also affects the economic situation in regions and countries and improves the socio-economic climate.

And all these four directions also work in Russia?

Yes, all four directions operate in Russia. The priority for us is entrepreneurship, because for Russia it is truly one of the most current problems- development of small businesses, even micro-businesses and, first of all, self-employment, especially in rural remote areas where work is really difficult. And in second place - financial literacy. Because in Russia, according to statistics from the World Bank and other respected organizations, the literacy level of the population is financial sector very low. They involve people in financial activities very active, but at the same time they do not fully understand all the processes.

Please tell me what is the geography of projects in Russia. You mentioned villages, are there programs in many regions?

Our programs are different. Most of them, of course, are aimed at the regions of our presence: the Moscow and Leningrad regions, naturally, the Nizhny Novgorod, Sverdlovsk, Rostov, Volgograd, Samara regions and Bashkortostan. But there are also programs where we don’t have a business, but where we really need help. For example, in Altai.

Tell me, how are these programs going? Are there competitions or is it structured differently?

We have stable partners, we have been cooperating with them for many years, and they are leading such programs. Let's say we cooperate with the Graduate School of Management of St. Petersburg University, which annually conducts global monitoring of entrepreneurship, within the framework of which the problems of entrepreneurship in the country are studied, the situation is compared with the situation in other countries, it is found out what barriers stand in the way of our entrepreneur, etc. P. The state does not cover such issues in its research, since it deals mainly with statistics. And we see the usefulness of this research - when developing both laws and small business development programs, such data is very necessary, and we are trying to popularize it.

On the other hand, we have programs that are aimed directly at helping entrepreneurs develop. One of my favorite programs is the already mentioned program in Altai. Our partner there is the World Wildlife Fund. It would seem - entrepreneurship, and what does the World Wildlife Fund have to do with it? The fact is that the problem of preserving the unique nature in this region is directly related to the problem of unsustainable use of natural resources: poaching, deforestation, etc. And so that the population does not engage in illegal activities, they need to be taught and helped to engage in legal activities. Small businesses here also pave the way for people into the future; otherwise, in the mountains, they have nothing special to do. Here we get a triple program: we help nature, on the other hand, we help the population, and at the same time, entrepreneurship is developing. Participants are selected or invited (already registered entrepreneurs or just beginners, people who want to start their own business) - it doesn’t matter. They undergo training: how to write a business plan, how to open and grow their own business. And very often at the end of the training there is a business plan competition, the best projects receive funding in the form of grants.

There are also training programs in which participants receive funds for development, for example, from government programs. The state has very large subsidy programs, but people often don’t know how to get such subsidies and what to do with them later. It often happens that a person wants to run a business, but does not know how. Or he wants to, opens a business, but closes it a year later because nothing worked out, because he initially calculated incorrectly, planned incorrectly, and there is a lack of funds, etc. That is, a lot depends on training; it helps a person to act more effectively at the initial stage. So the programs are different, but they all serve the same goal - to develop and increase the activity of the population in the field of entrepreneurship.

I see, please tell me, are these programs described somewhere, or can I read about them somewhere?

Our website Citibank.ru has a section dedicated to this. The programs are also briefly described in the social report.

What is the budget for these programs?

Last year's budget allocated by the Citi Foundation amounted to $1 million 70 thousand.

It is in Russia?

Yes, this is exactly in Russia. In addition to grants and such, so to speak, long-term, scrupulous and systematic work, there are also small donations that the bank itself makes within the country - I mean our commercial branch within Russia. And we have very strong support for volunteering.

Please tell me what is the duration of these programs?

Usually the grant period is a year and a half. Then you need to re-apply for a grant.

How long have such Citibank charitable programs existed in Russia?

Our foundation has been operating in Russia since 2001.

What mechanisms does the company have that are used to implement charitable activities? Monetary donations, employee labor, in-kind assistance?

All types are of course used. We have all types: grant support, and simply charitable donations, employee activity and fundraising, and the provision of various intellectual resources.

To whom are donations made and in what cases? Is this an ongoing or one-time activity?

Do you mean donations on behalf of the bank or on behalf of employees? We have both. I'll start with donations from employees. We have a developed volunteer movement: bank employees choose, or have already chosen, an institution where they want to regularly travel to help with their work. Of course, for such a direction to exist and develop, the bank must support it with funds, with which volunteers purchase something for their work, transport, etc.

Where do they go mostly?

As usual: to children, old people, dogs. Volunteers, it seems to me, are equally needed everywhere in our society, their addresses are known.

Well, it's not that common. Helping children is common, but not everyone helps the elderly and dogs.

You see, it all depends on the number of volunteers. If there are a lot of them, then it turns out that not everyone wants to go only to their children; for some, this is not entirely close. Not because they don’t need help, it’s just that everyone has different mental strengths, some want to help the elderly, others don’t want to work with people at all, preferring animals and nature.

How does the choice happen, do you discuss it somehow together?

The choice depends on the activists. If there is an activist who is ready to take on an organizational function: organize trips, take patronage over some institution, then this direction begins to develop. If there is no such activist, then there is no one to do this. It is impossible to force a person to help disabled people without fail. Until a person’s soul begins to root for this, it will not advance far.

That is, there is a person, some group unites around him, and then this is supported by the bank, right?

Yes, it just turns out to be such an informal association within the bank. An association or club of volunteers, so to speak, who do all this. Everyone knows them, and if anyone has ideas or desires, they write to these employees. They are also responsible for some budget to the management of the bank, which is allocated to them. Of course, as part of this volunteer movement, there are campaigns to collect clothes, diapers, or just money. However, it is clear that all these sponsored organizations have a lot of needs and volunteer efforts alone cannot help.

And you do it yourself, without involving partners from NGOs?

Let's just say we do 99% ourselves. Because attracting NGOs also requires money, and since there is a limited amount of money, our volunteers are ready to organize everything themselves, just to more money was sent to the recipients of assistance themselves - children, elderly people, etc. But every year, once a year, for 7 years in a row, we have been holding Volunteer Day, a global event, when all company employees in all countries of the world go and help someone on the same day. Therefore, to organize such large events, we often involve non-profit organizations to help. In Moscow, we usually have about 10 different events in one day; of course, it’s very difficult to cope without help.

For example, who have you collaborated with?

With well-known organizations: “Downside Up”, “Here and Now”, “Center for Curative Pedagogy”.

Please tell me, do you have any other partners in charity, maybe from some service structures, from government bodies? Or from business partners?

Let's start with NGOs. In addition to the Higher School of Management, we work with the Russian School of Economics, Financial University, with regional universities - in Volgograd, Yekaterinburg, Rostov-on-Don, Nizhny Novgorod, that is, in almost every city of our presence we are friends with some university. We have 2 programs in the area of youth education. One of them is with the FOCUS MEDIA foundation: for 4 years there was a program to attract students to the non-profit sector. They were trained and tried to attract them for internships in the non-profit sector. But since last year we have slightly altered this program and now began to work with vocational schools. Because after all, children at the university, in most cases, come from more or less good, prosperous, wealthy families. Whether it’s a matter of vocational schools, everything is very complicated there. So last year we started a program with three vocational schools and we want to develop this direction. In general, vocational schools help very little compared to schools and universities. Vocational schools are colleges; the cream of society, so to speak, go there. Help is in great demand there.

Together with another foundation, “The Road Together,” we have a children’s program for schoolchildren from disadvantaged families: we helped them enter universities. We are encouraging students in their last graduating classes so that they have better results on the Unified State Exam so that they can enter a decent college or university. We also have a program, for example, with the Sustainable Development Foundation, regarding entrepreneurship, which we have already talked about.

As for other partners, in almost all of our programs the partners are government bodies, or they are carried out with their support. For example, our entrepreneurship award program is supported by the Ministry of Economic Development, Opora Russia, the Ministry of Finance, and the Chamber of Commerce and Industry. This synergy arises because this is a very large area that is important to everyone. And every time we try to enlist the support of interested bodies or parties who are also doing something in this area. We have the same thing with regard to financial literacy programs, especially in universities, where there are mainly non-economic, non-financial faculties. This is very important for humanists, and even more important for students of pedagogical universities. If future teachers are not financially literate, then their students will not be able to gain this knowledge. This subject is not taught at school, but it can be taught indirectly, which is why we also pay great attention to teacher training colleges. And, of course, we conduct such programs hand in hand with the Ministry of Finance, which is now beginning its own program on a national scale.

Please tell me, inside the company, what is the procedure for making decisions on charitable activities and who is responsible for this area?

If we are talking about grants from the Citi Foundation, then this is, of course, a separate process. We do not have an open call for applications, because it is too difficult for us and practically impossible to implement; we have a Charity Committee inside the bank, which includes management at their own free will. This Charitable Committee monitors the local charitable budget and the main grant strategy, as well as interaction with partners. The charity committee approves some programs, then we send the information to the foundation, which in turn considers each grant separately. The grant allocation process goes through all stages: approval, verification, etc.

This committee, which here in Russia decides what programs to do here?

Well, let’s put it this way, they make preliminary decisions because they are here, after all, in Russia, and they see and understand many things better - they meet with partners, and conduct programs locally. And then, already approved by the local committee, the programs are sent to the Citi Foundation, which checks both the documentation and the financial part. And the fund is already making the final decision - yes or no.

Please tell me, do you evaluate the results of charitable activities, and if so, how is this done?

It depends on what. Grant programs, of course, always have some goals, including quantitative ones, which will need to be monitored at the end of the program. These are the results of the programs - grants were not allocated just like that, but for some purpose, for some specific things. There are always some indicators included there. Concerning volunteer activities or pure charity, then we do not set out to obtain a particularly specific result. In our opinion, there is no need to track results too strictly in this area, because very often it is impossible to measure the social effect in principle. Of course, in our programs with university students, or, say, vocational schools, there are also quantitative and non-quantitative results. They have different tasks and goals that must be implemented and achieved. This is the measurement of the result - achieved or not achieved, worked - did not work.

Do you somehow track after training: who started doing what next, what projects they did, etc.

Here we have our own criteria in each specific case, there is no specific general position. Let’s say that in the area of improving financial literacy, of course, there are general figures: the number of people trained, the level of knowledge improvement. And then after some period, six months or a year, these participants will be monitored and surveyed again to understand whether the situation has changed. If the situation and people's behavior does not change, then the meaning of our training is reduced to zero. We don’t teach physics or mathematics, we teach financial literacy, the basics: how to plan your budget, how to avoid thoughtless purchases. If behavior does not change, then the program is ineffective.

Training and support for entrepreneurship also has its own indicators, for example: how many people were trained, how many of them opened their own businesses, how their economic indicators improved, whether efficiency and profit increased, or how many jobs were created. These are all economic indicators, they can be measured. As for students or schoolchildren, this is more complicated, because in the first case the evaluation criterion is the number of those trained, in the second - how many of them entered universities. Of course, there are many things that are very difficult to calculate, many influencing factors.

Therefore, we have to use multi-stage approaches; we conduct periodic surveys. Even rough calculations bring benefits - for example, assessing the level of performance at school or motivation to study. This does not allow us to get a complete picture of everything, but at least somehow it helps us understand how the program works.

Well, you have a fairly well-developed assessment system.

In fact, it only seems so, every time you still learn more and more. We launched new program in Altai, related to the development of eco-tourism. We ourselves come up with scales or assessment indicators - how many tourists they attracted last year before the start of the program, and how many after. You can develop these indicators yourself. Evaluation of training itself in its pure form is no longer interesting to anyone.

You know, there are still very few people trying to test the effectiveness in the field of charity. It's very gratifying that you have this. Please tell me what difficulties you could identify that you encounter when implementing charity programs?

First of all, these are probably partnerships. It is very difficult to find partners who are willing to work hard, hard and for a long time to solve a particular problem. Moreover, in the areas in which we work, there are no well-known and truly developed partners, for example, in the field of spreading financial literacy and supporting entrepreneurship. Everyone knows about the various charities that help children, and that's the end of it. There are somewhere in one or another specific area, one or two, three non-profit organizations, but they do not always work effectively, it is difficult to choose. We try to develop those partners with whom we already cooperate, we try to stimulate them so that they work more and more efficiently.

Please tell me, how do you see the prospects for the development of the company’s charitable activities?

I think that everything is quite well developed now, this is my daily work. Our goal is to improve the effectiveness of all our social investments, grants, volunteer efforts and donations, and this cannot be approached in a formal way. The formal approach leads to the fact that the activity turns out to be formal. And if the activity is aimed at social effect, then there will be no effect. Therefore, the most important emphasis is on annually increasing the effectiveness of programs, partnerships, our investments, in a word, on effective work.

And what do you think, in addition to the previous question, is needed for the successful development of a company’s charitable activities?

Well, probably some best practices, which, I am sure, exist; they need to be replicated and passed on to each other. Those. if they do something well, then they need to show it to others

In fact, this is why we started this research, to discover these practices. Of course, so that they can be replicated and distributed.

Yes, there is always competition between commercial organizations working in the same field. Everyone wants to do something special and unique. Therefore, the role of the non-profit sector is important here. Unfortunately, the non-profit sector has not yet learned such a productive dialogue with business, in which it would offer professional methods and solutions to social problems. We are used to simply asking: “give me money and that’s it, because we are so good.”

Dmitry Agishev

Vice President of Deutsche Bank AG. Head of Public Relations, Corporate Relations and Marketing

Tell us what the company's charitable activities are? What are the priority areas, beneficiaries, budget, geography, duration of projects.

It is important to define the terms. We differentiate between philanthropy and corporate social responsibility, and we prefer to develop and talk about corporate social responsibility (CSR). That is, the main postulates are as follows: we believe that companies contribute to the public good by carrying out their work - engaging in operations, providing jobs, paying taxes, providing services, producing goods, etc. Accordingly, for us to be “ social citizen“is, first of all, to grow, develop, be competitive and generate profit. At the same time, responsible social behavior is an integral part of how we do business. CSR is not the work of making amends (say, as a result of the negative effects of our business operations), it is not “giving back” to society, and it is not just charity. Charity involves handling other people's money and donating. For us, CSR is, first of all, an investment, that is, an investment from which we want to get something in return. In return, we want to accumulate social capital. Because the more stable the society in which we live, the more stable it will naturally be successful company. Because, in the end, a company also consists of people, part of society.

For banks, this position has recently become very relevant. Recently, dissatisfaction with the activities of enterprises and managers has been growing throughout the globe. Especially banks and bankers. People wonder: Are morality and the pursuit of profit compatible? The Occupy Wall Street campaign, which spread throughout Europe, is direct proof of this. CSR is not an expense item for us, but rather a source of value. A proposition in which both business and society benefit.

There are examples when companies integrate charitable programs into CSR, being in direct connection with their strategy and promotion. That is, they do not necessarily lie on opposite sides of the barricade: charity and CSR.

We can probably say that the exact same thing is happening here. Charity can be part of CSR. But any charitable project must be linked to the bank’s strategy. And you need to look at the goals of a charitable project not only from the point of view of providing assistance, but also based on the needs of the company itself. Therefore, we strive to treat any charitable project as a CSR project.

This is very logical and quite a global trend, I would say.
For example, in a charity project to raise funds for the needs of orphanage, there is also a result related to CSR:: development of the volunteer spirit of employees. When employees collect money to renovate an orphanage, the bank is more likely to help them if they themselves are ready to go and help make these repairs. We support and inspire our employees to engage in this type of activity.
Could you name some priority areas?
Yes, CSR is divided into five areas. The first area is “sustainable development”, the second area is “corporate volunteering”, the third is “social investment”, the fourth is “support for art and music”, the fifth area is “support for education”.

Each of these spheres has sub-spheres. Let's start with " sustainable development" There are four sub-areas: environment, social, corporate governance and financial aspects" That is, “sustainable development” refers more to business than to charitable activities. Each of these four, in turn, can also be divided into subspheres.

Please tell me, is this described in your report?

I am now talking about CSR at Deutsche Bank of Russia; our development strategy corresponds to the global strategy of Deutsche Bank. This is exactly what is described in the global report. We do not publish our own report, but nevertheless, all our projects and especially quantitative results: statistics of the funds we raised, the number of volunteers, etc. are reflected in the CSR report of Deutsche Bank AG.

The second area is “corporate volunteering,” where projects are also divided into three areas. The first is “transfer of skills, knowledge and experience,” when our employees share their knowledge in different areas. And not necessarily financially. This includes, for example, mentoring projects. The second is “exchange of management skills.” And the third is “direct participation,” or, as I call these projects, “helping with hands”—the physical work of our volunteers in sponsored organizations.

The third area is “social investment” (assistance in building self-sufficient structures). These are, firstly, microfinance and social venture funds. Second is “community development and disaster relief”: improving the infrastructure of low-income communities. The goal of the projects is to make sure that they themselves can earn a living. This area also includes projects to raise funds to help victims of natural disasters. When a natural disaster occurs, it is very important to direct resources and money precisely in the first days of the disaster, and to direct it specifically. In such cases, Deutsche Bank turns to its employees and partners. We help from our funds, and in a number of cases, we turn to clients. As a result, we Bank collects the necessary amounts during the first days after the disaster

And the third aspect of social investment programs is “support for children and young people from disadvantaged environments.” This is the organization of accessible education, AIDS prevention projects, work with sick children and their families. For example, in Africa there was a project to create a network of free schools.

However, social investment projects, by their nature, are more developed outside of Russia.

The fourth area is "arts and music" which we support for a good reason. Involvement in art, especially contemporary art, helps to expand horizons and educate people who can think outside the box, and such people are highly valued in business. This is not only the development of art in general, but also the support of young talents who have a very difficult life.

And the fifth is “support for education.” Here again there are three types of projects: the first is “creating equality of educational opportunities.” This, by the way, is typical not only for developing regions, but also for quite prosperous European countries. The second is “cultural education”, and the third is “exchange of experience between academics and practitioners”.

This concerns the theoretical part. We will talk about practical ones using the example of Russian projects.

You outlined the main directions, and I realized that the documents describing this activity are very structured.

This is true. The documents spell out how programs should be selected and how the programs should be administered. And, if we are talking about sponsorship or pure charity, there are exceptions that we should not work with.

Tell us what the decision-making procedure is? Who is responsible for charity in the company? Is there a special employee dedicated to charitable programs?

In Russia, my department is responsible for CSR - marketing, public relations and corporate relations. At the global level, there is a separate department to perform this function. We do not have a functional division of responsibilities; we work on a project-by-project basis. And in theory, a CSR project can be carried out by any department employee. In practice, most often it is carried out by the person who is most successful in such projects.

Let's talk in more detail about the decision-making procedure: how are projects selected? And what areas are mainly being implemented in Russia?

Initially, in the 80s, our focus was on the development of art. Several years ago, the CSR strategy at Deutsche acquired its current form, and we began to translate it into Russian realities. Achievements of the last two years - the rapid development of corporate volunteering at Deutsche Bank in Russia, the implementation of several significant environmental initiatives.

In some areas, we translate projects that are ongoing at the global level into Russian realities. This is especially true in the area of “sustainable development”. After all, it includes social aspects, management aspects, and risk management. And these are the practices that are being developed for all countries where Deutsche Bank operates in Russia.

Some projects, on the contrary, are initiated by us: the Bank or our team in Russia. Most often these are projects in the field of art and corporate volunteering. After all, their implementation requires certain experience and knowledge of market players. For example, a year ago we announced our partnership with the Garage Center for Contemporary Art. Accordingly, this project can only be initiated by my department - me, the manager, or one of the top managers.

Then it is agreed upon in the upper echelons?

Yes. Why was the Garage support project chosen, for example? Therefore, the profile of this organization’s activities corresponds to our strategy to support contemporary art and young talents.

These projects are coordinated with the art department of Deutsche Bank, which is located in Frankfurt.

The driving force behind the art projects is the Deutsche Bank collection, considered the largest corporate collection in the world. Sixty-five thousand works is, in principle, the collection of a large museum. The bank began collecting paintings in the forty-fifth year of the twentieth century. The collection has a very interesting concept: “Art in the workplace.” This means that paintings and art objects are intended, first of all, not for display in a museum, but for display in the working premises of a bank. They are stored there, exhibited, and 90 percent of our collection is available to the general public. There are about 900 offices around the world, and paintings and sculptures hang in work rooms, meeting rooms, and corridors.

How is it - are they available? Can everyone come and see them?

Our large offices in New York, London and Frankfurt have special days - two days a week - when you can come for a tour. In smaller offices, such as in Russia, tours are available upon request. I will lead them here. If I give a talk somewhere about CSR and the collection, very often I receive requests to conduct such excursions.

There are projects that are generated by the employees themselves; there are many such projects. There is, for example, the Initiative Plus project. It has existed at Deutsche Bank for a long time, and in Russia for three years. This is an integrated project, its essence is as follows. Any bank employee, together with any non-profit organization in Russia, can come up with a project. Or join an existing project run by an NGO. This project must meet the requirements of one of the five areas of social responsibility that I have described to you. We hold a competition between these projects and the winning project receives a small grant, and the money is paid not to the employee himself, but to the organization. That is, firstly, these projects are generated from below, in this way we contribute to the development of the volunteer spirit, and these projects cover all areas of CSR, that is, they can be very different. The program has an unlimited validity period. A Bank employee can submit his project at any time of the year; there are no time limits. The total budget of the charitable foundation is allocated separately for each calendar year and is reviewed at the beginning current year. Thus, in 2010, 10,000 euros were allocated, in 2011-2012 - 12,000 euros.

Can you give some Russian examples?

Grants vary. If one person, then a smaller grant, if a group, then a larger one. There were many interesting projects. For example, they helped organize the All-Russian tournament named after. Lomonosov, among schoolchildren. This is an annual multi-subject Olympiad. A grant from Deutsche Bank (2000 euros) made it possible to increase the number of scholarships currently available for gifted NES students with limited financial resources. In partnership with the art center “Children of Mary” we helped the boarding school in Voskresensk (1000 euros). One employee found a mathematical lyceum in Chelyabinsk and helped it create a website...

That is, these projects are unique because they are generated from below, by the employees themselves, so the geography can be very wide, and the spirit of volunteerism develops.

We've talked a lot about volunteering, what else is there: monetary donations, in-kind assistance?

Yes, monetary donations are used. What are my difficulties: we do not have a budget for CSR, it is zero. That is, I need to find money. The Initiative Plus project is global for the entire bank, there is some kind of budget there. But we don’t have money for all other projects.

If a project appears and I understand that it is interesting, I look for internal sponsors: departments within the bank that earn money and can donate some amount. It's always very tough here. And therefore I am responsible for this project with my head. That is, you need to convince the business why it is profitable, and here only the language of numbers is not always useful. There must be an individual approach. I use different methods, of course.

So, are you involved in fundraising internally?

Yes. Let's say if these are art projects, how can I raise money? I can bring this project to a board meeting and say that it is necessary. And, if it is accepted, we approve this or that amount.

If the project comes from below, I help our volunteers organize a collection of money within the bank among employees. How does this happen? An employee comes and says: there is an orphanage, I want to help collect things, for example. We will organize the collection of things at the bank. Then one employee from our earning departments, an American, asks: do they have a need for money? My friends and I could help them with money. Or just buy something with this money. There is already a source of income for this project. Or an employee comes and says: I want to raise money for help, for the renovation of an orphanage. We can tell you how to do it correctly. Let’s say you can organize a charity library: you take a book and leave ten rubles. Or we recommend: talk to your colleagues in London, this is very popular with them. They can support Russian project Organize the same thing at home. That is, we integrate, accumulate, suggest: how this can be done, how to raise money. It is not simple. Our activity is not only about assessing and selecting projects. She is also raising money...

Well, or, for example, we recently built a new office - this, by the way, is an example of an environmental initiative. And we are the only bank in Russia today that has received the very prestigious LEED (Leadership in Energy and Environmental Design) award. It is issued to companies that have built a building taking into account strict environmental requirements. Our office on Begovaya received this award. This project is also our CSR activity.

How did we find the budget for this? I found out that an office would be built, and came up with an idea: let’s also work on certification. This needs to be budgeted from the moment of planning. There was a budget for construction, and we budgeted for it. Or - another related example: I say, let us come up with a new art concept for this new building, and buy paintings for it in Russia. Since we had previously bought paintings ten years ago, we said: it’s a good idea, let’s reserve the budget. And we purchased paintings by developing imergineartists - young Russian artists. They made a very interesting collection, fifty paintings, which were also included in the Deutsche Bank collection.

That is, my role is that of an intelligence officer, I must always keep my ears open and know where money can be found for any of the projects.

You said that there are projects in which the private initiative of employees helps non-profit organizations. In general, do non-profit organizations participate as partners in any other projects? Even with the same orphanage: they decided to help, and did not go directly, but together with a non-profit organization that has been working with this orphanage for a long time.

We have a partnership in Russia – with Bigbrothers&Bigsisters. This is the oldest partner of Deutsche Bank; cooperation has been going on for more than a hundred years. And in Russia we have been working with them for three years, and we help them financially and look for mentors. This is our first non-profit partner, and recently another organization has appeared, it does the same thing as Bigbrothers&Bigsisters, it’s called Kidsave. One of our departments is actively helping them. These are two non-profit organizations with which we have a long-term partnership. Plus, we can say that there is a long-term partnership with the Gift of Life foundation.

Long-term partnerships depend on volunteers. If there are volunteers, there is a volunteer spirit, the partnership is maintained. And if not, for example, the leadership has changed, and somehow the volunteer spirit has dropped. We are looking for new ones because, unfortunately, the partnership with Kidsave exists solely through employee charitable donations. Bigbrothers&Bigsisters - it’s easier there, our managers know it, including the heads of our earning departments.

Tell me, are there other partners? Maybe the authorities are helping, or service structures? Inventory agencies, for example, who are hired to carry out some kind of action?

We can sometimes persuade our partner. Relatively speaking, in order to collect things for an orphanage, you need to conduct internal marketing, hang up the same leaflets in the building. We do not have our own designer, we outsource everything. We periodically persuade the company that does these types of work to produce these flyers for free or at minimal cost. We don’t have any other type of involvement; we need to think about it with the authorities. No, we don’t really work with them yet.

Maybe something is being done jointly with some other business partners?

We participate in Earth Hour every year—we get involved there. Our museums can be partners - this is the Garage again and the multimedia art museum of Olga Sviblova - the House of Photography. There is also another type of partnership - Deutsche Bank issues a so-called art card. This is a card that is distributed to our clients and our employees - it has a limited edition. Museums are listed on the back of the card - there are many around the world - and entry to them is free for card holders. We involved both the Garage and the Multimedia Art Museum in this program. This is a public partnership.

From time to time, the Kremlin and I do different projects; it is, after all, a museum, in principle.

Do you evaluate the results of your activities and if so, how?

We have a quantitative assessment. We count how many people took part in the projects and how much money was raised. What are the total investment amounts? Then we send this data to Frankfurt and Russia’s contribution is reflected in the global annual report - how much money is spent on CSR. We have a list of projects in which we participate during the year, and there we can more accurately calculate how much money we spent.

Are you considering some kind of qualitative, social effect?

This is all done jointly with our office in the UK; we have now filled out the form and sent it. The effect is assessed using the LBG form. Our British office has been assessed using this system for a long time, almost ten years. We decided to expand their practice to all countries. Using this system we evaluate our contribution since last year. The Russian part will be included in the pan-European one, and our data will be there.

I would say there is a low culture of implementing CSR projects, and among foundations too. In general, the culture of CSR projects is low - even in those organizations where this occurs systematically, the object of assistance is children, and the means of assistance is money. That's all.

If I work with someone in the organizations themselves, even in forums, then this is overcoming the low culture of working with beneficiaries. There are foundations, and they are very famous, that believe that organizations exist to give them money. And moreover, they can afford to say: “You have collected such a sum, it is not enough, we do not need it”... And this is a very large fund, we will not name it.

Are your partners different in this sense?

Yes. Our main difficulty is the lack of budget. Lack of funds and lack of strength. Although... they say: there would be no happiness, but misfortune would help. But we are forced to turn around and survive due to a very careful selection of projects, careful work with those who accept our funds. And we very carefully monitor the progress of projects, how it is administered, and then we account for all the money.

How do you see the further development of this activity in the company?

Experience recent years, especially the last two years, shows that everything is only going upward for us. Nowadays, corporate volunteering projects have become in demand; a few years ago we did not have this. Now these projects are becoming more and more numerous, moreover, the number of projects generated by employees themselves is increasing. This will help us, because we cannot generate everything. In principle, this is the meaning of our corporate volunteering projects. On the other hand, misfortune also helped. Due to the seriously deteriorated economic situation, the system will be reformed and become more efficient corporate governance. And, as we understand, also CSR projects. Risk management systems have already been reformed and tightened - this is also sustainable development. In general, tracking all risks is a CSR project. And financial intermediation is also changing. Our number of art projects has also increased slightly. Previously, we did one or two projects a year, but now we do two or three.

What, in your opinion, is necessary for the successful development of a company’s charitable activities? What would support her?

This will happen, I think, sooner or later, it is already happening now - an increase in the general culture of implementing charitable projects, fundraising, improving the infrastructure of these projects. Both in the performing organizations themselves and among those who give money. Moreover, infrastructure also means the presence of local employees, especially those organizations that are responsible for CSR projects. There are no such employees who could evaluate these projects, collect them, understand them - but now there are no such people. The need for them is growing, but they are still hardly taught anywhere.

CSR is not only fundraising tools, but also an understanding of how projects can be implemented with virtually no budget. And corporate volunteering projects, in principle, can exist without a budget.

Elvira Garifulina

Candidate of Sociological Sciences, Head of Corporate Social Responsibility and Relations with Government Bodies of OJSC OTP Bank

OTP Bank is constantly engaged in charity work: supporting external charitable projects and events; developing corporate volunteering; providing material and organizational support to employees and members of their families who find themselves in difficult life situations. Historically, the DNA of OTP Bank's charity in the Russian Federation is large families and children. Current priority areas: supporting children and families, strengthening family values (including large families, foster families, orphans, talented children, children with disabilities); financial literacy of the population (mainly schoolchildren and students); creating conditions for the development of charity in the Russian Federation (charitable foundations, NPOs, municipal and state institutions). In some cases, the Bank provides one-time targeted assistance.

The plan is to more actively develop the “Green Office” direction and environmental issues in general. Previously, sporting events, Orthodox competitions and schools, and literary competitions were also supported. Volunteering primarily concerns these areas, but if there is activity and justification for a new or different direction, the Bank is always open to employee initiatives. We consider the organization of corporate Blood Donor Days to be a separate “sub-direction” within the framework of volunteering. Assistance to the children of deceased employees (in terrorist attacks, accidents, etc.) is provided both by the Bank and through corporate volunteering. Geography is everything federal districts, but on a larger scale - Rostov region, Omsk region, Chelyabinsk region, Primorsky Krai, Novosibirsk region, Samara region, Moscow region, Moscow and St. Petersburg. Duration - starting in 2008 and gradually increasing the budget, geography and moving to a more systematic approach.

Code of Ethics; approved areas of charitable activity; annual plan and budget broken down by branch. The strategy and policy are currently being developed. Information is also supplied to the head office in Hungary for the preparation of a general social report.

Mechanism – transfer of donation through the conclusion of an agreement on disinterested (free) transfer Money. Volunteering – employee labor, blood donation, collection and transfer of in-kind assistance and funds.

We primarily carry out charitable activities in partnership with NPOs (foundations, public organizations, etc.), as well as municipal institutions. Quite often the third party to the partnership is the government. There are plans to more actively involve the Bank's clients and counterparties in the partnership. The bank has also acted as a co-partner in charitable projects and events with other banks on several occasions.

The Bank has adopted the main directions of charitable activities, and the plan and budget for branches is also approved annually. In general, the Bank has an employee in charge of charitable activities - the head of the “Corporate Social Responsibility of Business” direction (responsible for planning, developing and implementing policies in the field of charity, motivating and training corporate volunteers, negotiating with authorities, partners and a number of beneficiaries, collecting and analyzing reporting, etc., and also supervises projects at the federal level). In the branches, this area is supervised by market managers, and there are also responsible ones in the credit and cash offices (CCOs). Market managers and responsible KCOs coordinate support for promotions and projects with the head of the CSR area (within priority areas). Initiatives by “regions” may also be put forward.

There is reporting: substantive and financial, incl. with feedback from beneficiaries. There are simple percentage KPIs for market managers. We take part in the working partner group on social assessment. effectiveness of child support. We plan to introduce dialogues with stakeholders, as well as improve KPIs, develop and implement a mechanism for assessing results, efficiency and social impact. Whenever possible, we will invite independent appraisers and auditors.

What difficulties do you encounter when implementing charitable activities?

A large workload on one charity and GR coordinator, as well as branch market managers, “gets bogged down in technical details”, resulting in insufficient time and effort being devoted to developing a strategy. There is not yet a very high level of involvement among top executives and staff in general (although some have a great desire to participate). Quite a lengthy approval procedure. Sometimes it is difficult to provide reporting documents from non-profit organizations. There needs to be more promotion of philanthropy both internally and externally.

How do you see the further development of the company's charitable activities?

Justify the change in charity priorities, describe in more detail and clearly the mechanism for implementing charitable policy for internal and external stakeholders. Develop a strategy taking into account a systematic approach, a balanced scorecard, performance assessment and taking into account long-term results. Develop and implement a promotion concept and motivation system for corporate volunteering and socially active and creative employees. A more holistic and systematic approach to planning and budgeting for next year(including a more uniform approach between branches and KCOs, regions). Focus and work more holistically on priority areas. Energize top management.

Interest and “direct example” of shareholders and senior management of the Bank, top management (including in branches), the opportunity for teamwork, desire to develop, improve, apply (including adapting) the best foreign and Russian practices, motivation and support socially active employees and partners; transition to a more systematic approach; introduction of a better evaluation mechanism, greater awareness, openness and transparency; taking into account the needs of all stakeholders; drawing up (documentary) charity policies, sharing experiences on various platforms (including actively sharing your own experiences, successes, difficulties and mistakes) and much, much more.

Alexander Dmitriev

Director of Public Relations of NOMOS-BANK

Tell us what the company's charitable activities are? What are its priority areas, beneficiaries, budget, geography, duration of projects.

NOMOS-BANK has been involved in charity work for quite a long time. At the same time, working in all major regions and being present in almost all major cities, at a certain time we were faced with the need to systematize this work. It was obvious that even the largest company could not help everyone, no matter how much it wanted to. We analyzed current activities, the requests and proposals that we received and chose several directions for ourselves.

This choice was made on the basis of a number of criteria, which, in turn, were determined by our approach to charitable activities. In short, we try to involve employees in charitable programs. Taking into account our geography, the first requirement was this: the direction must be relevant for the regions of presence.

Replication, in other words?

Absolutely right. Secondly, our experience has shown that interaction, for example, with orphanages cannot be one-time: it is necessary that they occur not once a year, but at least 2, and preferably 3-4 times a year.

The third thing is precisely the potential for participation of our employees. These are the three main criteria. And the fourth point - we refused to provide direct financial assistance to beneficiaries and transfer funds to funds. This does not mean that we do not work with funds, including regional ones. On the contrary, we believe that they often have unique information about those who really need support. For example, at the end of 2011 we were doing a new project for ourselves in Samara. We had the task of finding an orphanage in the Samara region or in Samara, but there are few orphanages there, because, as a rule, most children are adopted - the family structure of children is well developed in the region. And it was the foundation that helped find the beneficiary.

Consulting and expert support?

Yes, absolutely right, consulting and expert connections.

What are your priority areas of charity, and who do you help?

The first is assistance to orphanages, the second - to veterans. And we also have assistance for the disabled. That is, these are groups that can be united as “socially disadvantaged segments of the population.”

What does help mean? Are these support programs, or some kind of targeted specific assistance?

As I said, we work directly with orphanages. Accordingly, if this New Year– necessarily gifts, visits from employees. The main thing is communication with children. Accordingly, if it is a different time of year, there may be some other things going on here. For example, children from an orphanage near Moscow were once taken to Moscow for a holiday, they spent the day with our employees, a large program was organized - an excursion, master classes.

This includes organizing summer holidays. But again, don’t give money, but help with vouchers, pay for them, so that people will already receive some specific things at the exit. Because it so happened that my grandfather was the chairman of a partnership that actively helped an orphanage in Soviet times, and then this orphanage suddenly found itself at the center of a scandal - almost selling children abroad. Therefore, we try to protect ourselves from such things.

As for veteran organizations, of course, congratulations on May 9th. We buy gift sets, plus we organize some evenings to give people the opportunity to communicate with each other, to give them the opportunity to hear and be heard. That is, these are rather simple universal things.

It's clear. Tell me, what are the longest, long-term projects?

At one time, 3 years ago, we worked under the “Time of Angels” program, which is carried out by one charitable organization. Now we are not working with them, but the “Time of Angels” program has been running for a long time in the same orphanage in the Kaluga region - this is a Christian orphanage.

Yes, three years is already a decent amount of time.

We have been donating blood for more than three years. Moreover, we do not just support donation as such, but are trying to develop corporate donation. Three years ago the idea was born to invite our corporate clients to participate. This direction also exists at all points of our presence.

Does this also happen with some frequency?

We have a global event - a corporate donor marathon, which we hold once a year across our network, we invite clients. This frequency is easily explained, primarily from a physiological point of view (blood can be donated at certain intervals).

Please tell me, are there documents describing the company’s charity policy?

A full-scale document that takes into account all realities is in the final stage of development.

Let's take a closer look at the mechanisms. What mechanisms are used to implement the company's charitable activities? Monetary donations, employee labor, in-kind assistance?

Complete solution. Monetary donations, yes. As part of the “Time of Angels” project, we invite employees to make voluntary donations once a year. But each time, much more funds are collected than necessary. How did we come up with the ongoing project “Time of Angels”? We wanted to congratulate the children from the orphanage for the New Year, but it turned out that we collected 4 times more money than was needed for gifts. Therefore, over the course of a year, we also installed a computer class with the help of bank employees, and then a medical office.

Did employees participate in this both financially and directly?

Yes. Some donated money, while others went to the shelter, assembled furniture, and set up computers.

Please tell me, is there an online mechanism for collecting donations?

Fundraising within the framework of the project is carried out through an internal corporate portal, on which, when necessary, we create a special online form. In the case of the same shelter, she was very beautiful - Christmas tree with balloons containing photographs of children. You could click on a specific photo, a window would pop up and a story would appear about the child and the gift he wanted to receive for the New Year.
That is, everything is done quite conveniently.

Tell me, what partners do you work with?

As part of the donor marathon, we cooperate with the fund “Give Life” and the Federal Medical and Biological Agency. Another thing, as I already said, we chose a different path for ourselves. Let's say there is a certain global fund. We, conditionally, transfer him 10 million a year and then he does something, then sends a report... We chose a different path. Different funds can be involved - Moscow, federal, and regional - it all depends on the tasks. But the principles we talked about at the beginning remain. We view the fund as a bridge for our direct communication with the beneficiary.

Have there been any joint projects with business partners?

Donor Marathon. Because it turns out that for one employee of our bank there are three employees of our clients.

That is, he is attracted?

Yes, in the case, for example, with orphanages, very often our partners, who know that we take part in some programs, also send gifts from themselves.

I see, have you had any experience of partnering with authorities in charitable projects?

As part of the donor marathon, we interacted, including through partners, with the Ministry of Health and regional Ministries of Health. The experience was quite positive, especially in some regions.

Tell us what the decision-making procedures are in the company: how does this happen, who is responsible for charity in the company?

At the strategic level - senior management. The Public Relations Department is responsible for all other issues related to charity.

I see, but what is the decision-making procedure?

At the first stage - an assessment for compliance with the criteria stated above and our capabilities. It is mandatory to check the potential beneficiary, his history, and reputation. If all checks are successful, the decision is approved by management.

The decision is made collectively, right?

Please tell me how you evaluate the results of charitable activities, and do you evaluate them at all?

I know that some organizations try to evaluate charity by its contribution to business development. We look at what we have been able to do for beneficiaries and at the emotions of our employees.

Could you tell me what difficulties you encounter when implementing charitable projects, can you highlight them?

Probably the first difficulty is the opacity of recipients, so you really need to approach these issues very carefully. The second point is the sometimes high cost of services of charitable organizations that make business on this.

In principle, when we considered efficiency, we realized that with the help of our employees, even taking into account the additional workload, it would be cheaper to do this and deliver the maximum amount of help to the final recipient. For example, we carried out children's party. For project management, the social integrator company requested 2/3 of the cost of the event itself. I think this is wrong. In fact, charities are turning into event agencies. But the commission of an event agency is usually 10%.

Tell me, how do you see the further development of the company’s charitable activities?

Firstly, we are at the beginning of the journey, so we would like, first of all, to ensure that in each region where the bank operates, it copes with the problems that I spoke about at the beginning.

And secondly, a year ago I was at a charity forum, where they talked about the stage-by-stage model of CSR (corporate social responsibility) development. And it was said that many companies are at the “jungle” stage. In my opinion, in the overwhelming majority Russian companies there is a discrepancy between the level of business development and the level of development of corporate social responsibility - the level of business is higher. The goal, in my opinion, is for these things to be on the same level.

It’s clear, but what, in your opinion, is necessary for the successful development of a company’s charitable activities in order for all this to come true?

Two things: professionalism and enthusiasm. There is no doubt that there is good will.

Leonid Ignat

Director of Information Policy and Public Relations of Alfa-Bank

Oleg Sysuev told me in detail about the Life Line program, which is supported by Alfa-Bank. And I would like to ask you, what are the priority areas of the bank’s corporate charity, the main beneficiaries, geography, duration of projects?

Specifics can be found in the social report. I'll just tell you about our philosophy. It often happens that an organization chooses some things for itself in terms of charity that are not always clear. We are a private bank, and information transparency, including with our employees, is a cornerstone for us. Because you cannot be a successful bank if your employees do not share your philosophy, your corporate values, including the value of charity - as one of the important components.

Therefore, 3 years ago we decided to develop the volunteer movement. We have the Life Line program, which Oleg Nikolaevich told you about, and there are other corporate things. But what sets us apart, it seems to me, in the right direction, is the volunteer movement. The “Life Line” is based on a specific approach. There is a specific child, and by pressing a button on the computer, you donate some of your money to that specific child. The same approach applies to volunteering.

How did the development of volunteering begin?

The bank has a “Christmas Miracle” program. Employees bring toys, markers, computer games, rollers and taken to orphanages. And at the end of 2008 they also collected. The acute stage of the crisis, and instead of two rooms filled with gifts, we had four. Personally, this amazed me. It would seem a prosperous generation. People who are now 30 years old started working in the 2000s, and everything went well from there. That is, unlike me, they did not experience the crisis of 1998, 1994, etc. This is an amazing phenomenon: the desire to help arose not in a good situation, but in a bad one.

And then an idea arose. We suggested to the bank employees: “Dear friends, we are sure that before your eyes there are examples of people in need of help, we do not necessarily know about them. Please send us your ideas." We collected these ideas and put them to a vote for the entire bank. The technology is the same as in “Life Line”, only you had to press the button not “send money”, but “I think we need to help with this.” And we financed the first 3 places.

I wonder what employees responded to most?

One of the first was a very interesting project when we purchased washing machines for an orphanage. The employees themselves went to the orphanage and set up a laundry there. It would seem like a small matter. But, firstly, the orphanage paid a lot of money for laundry. This money remained inside - they could use it for food, games, etc. Secondly, and this is also very important, the children began to do their own laundry. And thirdly, they could now do this as needed, and not according to a strict schedule... There was also a project dedicated to disabled children, and many other good deeds

This is probably all in the report?

It's in the report, I just have different functions. I set the algorithm, and then everything works. The first time we did such a vote was in 2009, and it has been going on for three years now. Any employee can send an application, propose their project, in two paragraphs: there is such a problem here, I think we need to help, because, because and because of this. Then we post these projects on the Alpha Navigator, a corporate portal. We appeal to everyone and say - guys, vote on where we should allocate the money.

Are there priorities?

The main thing is helping children. We try to select projects related to children, and then there is voting. Any person working in a bank can vote - “I think it should be sent there.” And I am convinced that this is a very right thing, because it increases employee involvement in the process. A large organization tells him: “Listen, it’s important to me what you think.” I can send money to a museum or somewhere else - this is the choice of the management, we have set some priorities for ourselves. And here the employees themselves participate in the choice.

What else do employees volunteer for?

They go to orphanages, for example, play with children and communicate. It’s not always money, it’s not always washing machines or windows, sometimes it’s just human touch. How it works? A letter is being written saying that we are going to an orphanage, if you wish, you are welcome. Sometimes I ask management to let people go for one day if it's Friday, but nothing more.

Tell me, besides the opportunity to make online donations to the Life Line program, is there any other way for employees to participate in it?

Yes. We periodically post information about Life Line promotions on our Internet resource. For example, many participated in the “Someone’s life is no longer a trifle” campaign. Small money was collected in the branches and collected on a volunteer basis. We also raise money at corporate holiday parties. For example, at a Christmas party, a T-shirt signed by Mikhail Fridman was sold at auction for 40 thousand rubles, the money was sent to the program. For corporate events we offer entrance tickets for 500 rubles, everything also goes to the Life Line.

Tell us about other charitable projects.

We have great traditions of charity in the regions. One of the areas is supporting regional museums. These can be a variety of forms of cooperation. Somewhere - support for exhibitions, somewhere - just gifts. For example, we replenished the icon collection of the museum in Perm.

In the Nizhny Novgorod Art Museum we restored the painting “The Descent from the Cross. Position in the Tomb." This is a huge canvas, about 8 by 5 meters. During Soviet times, it was not exhibited because it has a religious plot, was stored in storage rooms, and was badly damaged. We financed the restoration of this painting by Hermitage specialists and donated it to the founder of the museum. As a matter of fact, the museum began with this painting.

The process of helping museums is ongoing. For the third year in a row, we have been organizing, for example, exhibitions together with our partner, the Komsomolskaya Pravda newspaper. We also came up with this idea three years ago. Then we made an exhibition “War on the Front Pages”, where the first pages of Komsomolskaya Pravda were presented - from June 22, 1941 to May 9, 1945 - the most important events of the Great Patriotic War. A reprint of the newspapers was made and this exhibition was held in 35 cities, in Moscow - at the Defense Museum. Entry was free for all visitors. We invited veterans, and you know - you had to see it - tears in their eyes when they saw the newspapers for May 9, 1945. It was a very good experience.

Last year we held an exhibition in 35 cities, “50 Years of Space Conquest,” where space posters from the late 50s to the late 70s were presented: view of Sputnik, Belka and Strelka, Tsiolkovsky, Gagarin. And also the newspaper “Komsomolskaya Pravda” dated April 13, 1961, published the day after Gagarin’s flight. What’s interesting is that the newspaper was published on the same day on May 9, but this one was published only on the 13th. There was also a decree of the Soviet government - they were going to rename Manezhnaya Square to Cosmonauts Square...

This year we did a big federal project dedicated to the 200th anniversary of the Battle of Borodino: “The War of 1812 in Engravings.” The exhibition also takes place in 35 cities. We have collected about 60 engravings from that period. This is the famous “ABC of 1812” by Terebenev, in which all the events of the Patriotic War are noted.

It is important that we donate all exhibits to the museum. All the kits we collected remain, and then begin to live their own lives, traveling around the cities of Russia. Relatively speaking, the exhibition takes place in Novosibirsk, then it travels to Tomsk, then from Tomsk back to Small town, i.e. she lives long enough. This is an absolutely charitable project. The condition for donating the exhibition to the museum is that the exhibition must be free for visitors for the entire period of exhibition. Children are brought from our sponsored orphanages, veterans are invited, and clients are invited to the opening.

There are also individual work with museums. For example, we allocated funds for the restoration of the famous Kasli cast-iron pavilion in Yekaterinburg. It was built for the World Art and Industrial Exhibition in Paris in 1900. And, unfortunately, it was not restored for a very long time. And two years ago we presented it to the townspeople in its original form.

These are the regional local projects, there are a lot of them, and I naturally name the most significant ones.

We also have a special direction - we have been supporting the heroes of the Soviet Union for many years, about 15 already. On February 23, we annually organize a meeting of veterans with our employees. With great regret, I want to say that the number of these people is constantly decreasing, and now we are working with the Club of Heroes of Russia, which includes both heroes of the Soviet Union and heroes of Russia. Three years ago we met a wonderful, interesting person - Alexei Prokhorovich Voloshin. It turned out that he is the only living hero of the Soviet Union and the hero of the United States of America. At the end of the war, the American government approached the Soviet government with a proposal to award five representatives of different branches of the military the highest American military award. And instead of the second star of the Hero of the Soviet Union, this man was awarded the star of Congress. We made “Meeting on the Elbe” for its anniversary: we invited this man and the American ambassador, whose father fought in the Soviet Army and had Soviet military awards...

The basis of our charitable policy is helping children. We understand that it is impossible to help all children, but we try to help in a targeted manner. For example, in Nizhny Novgorod we sponsored the production of the play “The Golden Key” at the Theater for Young Spectators. We stipulated right away that we would finance this production, the scenery, everything. And that seven performances will be free for children from orphanages. Moreover, we staged a performance in which the children of our employees and children from orphanages attended together. This was repeated in several cities.

Of course, exhibitions and concerts are, in addition to charity, also brand promotion. Brand promotion through charity. But helping children and volunteering is charity in its purest form.

We also support gifted youth. There is the Alpha Chance program, together with the Higher School of Economics. We provide the largest scholarship in Russia - 10 thousand rubles per month for the first two years of study. This is a prestigious scholarship, significant - 240 thousand rubles for the first two years. But there are certain conditions - we do not accept residents of Moscow and St. Petersburg into the program, believing that a person from the provinces still needs more support. As a rule, scholarship recipients are children who have won All-Russian Olympiads. This is a very serious competition. An essay is written, then there is a face-to-face interview. Out of 300 applications, about 50 make it to the interview stage, and we select 20 every year. The commission includes representatives of the Higher School of Economics and Alfa-Bank. The program has existed since 1995. We modified it 4 years ago. Previously, we selected gifted children in the regions and fully financed their education. This was a fairly small group and its experience actually showed: if a person is paid a scholarship in his fifth year, this does not necessarily mean that he is the most successful. We need support in the first two years so that the children can concentrate on their studies. Many of them are winners of the All-Russian Olympiads, but this does not mean that these are the children of rich parents with whom tutors worked. These are people who really need money. They are spent in different ways: for additional language learning, trips abroad.

Are there any restrictions on spending money?

Absolutely none. They receive 10 thousand rubles. per month. Moreover, it costs us more, because we bear the tax ourselves.

Your program lasts quite a long time, none of your fellows came to the bank later?

What is important for this program is that the guys have no obligations to the bank.

Are there any additional features?

We - private organization, therefore, other things being equal, participation in the scholarship program is considered a plus. But selection to the bank is strictly competitive. As a rule, these are graduates of the HSE Faculty of Economics. And there are fellows in both the philosophical and linguistic faculties. Of course, participation in the scholarship program is seen as some kind of additional plus, like some kind of connection with the bank, but there is no obligation to earn this money. There are scholarship holders who turn to us after completing their first year. They are doing an internship at a bank. There are many cases when internships are carried out at the place of residence, not in Moscow. Those. they return home for the summer, and we organize an internship for them on the spot. These are good guys, purposeful. Get into the Higher School of Economics from the province based on your results All-Russian Olympiad very difficult.

So, regarding museums, I talked about educational programs I told you. Of course, traditionally Alfa-Bank represents the most wide range cultural projects: classics: Tsiskaridze, Hvorostovsky... And, of course, pop stars, which is more traditional for us, for example, Scorpions, rock music, Radzinsky. The social report has written a lot about this. These are cultural projects in addition to museums, or vice versa, museums in addition to cultural projects, a fairly wide palette. Plus, there are traditional long-term relationships with orphanages in different regions, which, one way or another, continue. In addition, we support WWF (we participate in the day to protect the planet, turn off the lights, etc.).

How are stars chosen?

In the region, they decide for themselves. First we send them an offer, and they decide whether they are interested in, for example, Radzinsky.

How are cultural projects selected?

As for federal cultural projects, we decide this, we consider initiatives from the localities. How can I know, for example, that the Kasli Pavilion in Yekaterinburg has fallen into disrepair?

And who is “we”?

This is me and either the shareholders or the management of the bank, depending on the size of the financial issue. Sometimes it is the decision of the Board, sometimes it is my personal decision, sometimes it is the decision of Oleg Nikolaevich, sometimes shareholders participate. Some things are not particularly costly and obvious - I decide or Oleg Nikolaevich. Some things are done with the involvement of the chief managing director, chairman of the board, and sometimes shareholders. For example, the concept of the exhibition “War on the Front Pages” was discussed with the shareholders and with the management of the bank, because it was quite an expensive undertaking - everyone decided what needed to be done.

Let's now talk about more formal things. Tell me, are there documents describing the company’s charity policy?

We are fighting bureaucracy. We have a minimal number of regulations; in general, we have regulations in the bank only where they are absolutely necessary. I told you about the volunteer movement. Is it possible to describe it, is it possible to create regulations there? Somewhere it’s enough to contact people and say – send us your ideas. Post these ideas here on our corporate portal, collect votes and write material that this, this and this idea won. What regulations are needed here? A template can kill charity. Moreover, we don’t even edit the texts that are sent to us, it must be from the heart. Charity in my belief is from heart to heart. What should the templates be? Yes, we have some money that the bank allocates for charity, it is, as they say, in trust management. You see, charity is a thing, I am firmly convinced of this, which should be absolutely transparent. All our charity has a clear specific consumer. For example, there are scholarships - there are forty people with first and last names who receive them. We hold regional conferences for the press, Alexey Arkhipovich Leonov presents them with certificates in the presence of 160 journalists from all over the country. There is no need for regulations for this.

Don’t you work with requests at all?

No, of course we work with requests, mainly in the regions. We seem to be outside politics and outside religion. Some communities, of course, reach out and do something locally. Everything here is as transparent as possible.

Did I understand correctly that there are some federal programs that are distributed across all regions, and there are some local ones, and there they make their own decisions?

Yes, we cannot find out from here about the orphanage, for example, in Yekaterinburg. But they consult with us, of course. We try our best to provide in-kind targeted assistance. As a rule, according to letters that arrive in the regions. Here is an orphanage - the windows need to be changed. Because the windows are old and they spend more money on heating. If you install new plastic windows, the losses will be less. There is a cost calculation, there is a letter from the local company that makes these windows at cost, because for them this is also an internal project. And then we meet halfway. We also allocate funds, but we strive for in-kind assistance as much as possible.

Do you have partners from charitable organizations or government agencies?

We have the Life Line fund, we were at the origins of its creation, and CAF Russia is administering it. There is a partnership project with the Ministry of Culture of the Russian Federation - the restoration of the Venice Pavilion. As for museum events, our partners are regional museums.

Do you have business partners in charity?

Yes, we try to attract. For example, McDonald's gladly participates in all our events with children in the regions. For the performance I was talking about in Nizhny Novgorod, McDonald's brought a Happy Meal. For orphans this is generally a very big deal. But again – a minimum of formalism. We offer our partners a project and, as a rule, they support it.

How many people in the company do charity work?

We have one employee on staff whose responsibilities are all related to charity - she is involved in volunteerism and coordination. As for general banking programs, Oleg Nikolaevich oversees Life Line, and I oversee all cultural projects.

What is the annual budget for charity projects?

As a rule, we do not disclose budgets. This is part of corporate policy. Quite a serious amount in total, because there are a lot of activities. Volunteer money is involved in it, there is corporate money that is allocated to Life Line for the administration of CAF. There are membership fees for WWF and various cultural projects. You can somehow calculate it, but everything goes under different headings. The Bank is always sympathetic to increased spending on charity. Over the 6 years that I have been at the bank, this budget has increased significantly. Shareholders are personally involved a lot.

Tell me, do you evaluate the effectiveness of charitable projects?

Life Line has reports. Exhibition projects— there are also statistics on how many people watched them across the country. We did not set out to evaluate effectiveness. Because we strive for maximum targeted assistance to the maximum number of people through volunteer programs or “cultural” banking programs. It is very difficult to evaluate effectiveness here. You can go to the point of absurdity and ask for a report from the orphanage on how many kg of laundry they washed in a year... You can count how many people applied for the Alpha Chance scholarship and how many received it. These statistics are kept. The social report is the only document where all this is summarized.

What difficulties can you identify in implementing charity projects?

We don’t see any particular difficulties, because... everything comes from below, and this is targeted assistance, when money is given not for statutory activities, but for a specific thing, supported by documents. There are no difficulties. It is gratifying to note that attitudes towards charity in Russia are changing. It is developing in a more civilized direction. Why do we rely on volunteering and targeted assistance? There is a lot of charity as self-PR, when something is done to attract attention... Targeted help: when we collect the toys ourselves, pack them, deliver them ourselves, without noise... I believe that charity is an intimate thing. I am very glad that shareholders have the same position: assistance should be targeted and quiet.

I would like to receive more support from federal organizations. When we were looking for materials for the space poster exhibition, the state museum asked for 3 times more money for the source materials than a private organization. It's the same with engravings. There we didn’t even contact government agencies – we immediately found private collectors.

How do you see the further development of the company's charitable activities?

I think that charity as an idea reflects the state of society. The phenomenon of the popularity of charity among the younger generation, of course, needs to be understood. Society is clearly changing. Why do young successful people travel 240 km to the Tver region in their cars, burning gasoline? They play with children, they do it for a reason... Why do they hang coffee in Moscow coffee shops? I want to believe that charity will become not a fashion, but a necessity.

I think there will be progressive development in the bank. We do not envision any revolution. The focus on specific assistance will certainly remain. The volunteer movement is developing successfully. I remember when we had the first vote on volunteer projects, out of 18 thousand employees, about 500 people voted. Now about 3-4 thousand vote, that is, every fourth. This is good because they see: we voted, we did it. Here is a photo report from there. I hope we will develop this.

What, in your opinion, is necessary for the successful development of a company’s charitable activities?

Propaganda is needed. And you need to focus on the most clear specific cases. When, for example, a bank collects money for an employee who needs help... Everyone may not know her personally, but there is a photograph. And when a person later finds out that they helped her, he is pleased. We must avoid efforts that lead to nothing, that are in vain. People understand very well what is done for PR and what is not. A person is always ready to help a person.

Elena Melikhova

Head of Sponsorship and Special Projects Department at VTB Bank

Tell us what the company's charitable activities are? Priority areas of activity, beneficiaries, budget, geography, duration of projects.

We have a large amount of charitable activities. We support sports: the Russian Artistic Gymnastics Federation, the Alpine Skiing and Snowboard Federation, the Chess Federation. We help the Dynamo football club and the Dynamo hockey club.

As for culture, we are trustees of the Bolshoi Theater, the Mariinsky Theater, and the Russian Museum. We also provide charitable assistance to the Tretyakov Gallery, the P. Fomenko Workshop theater, and Maximilian Voloshin’s Chimeria in Crimea.

We are implementing many projects related to healthcare assistance. Main – charity corporate program"A world without tears." It has existed since 2003. As part of the program, we help children's hospitals throughout Russia. What makes our approach unique is that we work directly with hospitals.

We contact, communicate with chief doctors, finance the purchase of medical equipment that they require. And always, as part of this campaign, we bring children a celebration of the TV show’s artists to every hospital.” Good night, kids! and gifts.

In addition, we provide assistance to veterans and disabled people. Basically, these are veterans' associations, associations of the disabled, or some kind of foundation that helps them. We also provide assistance to religious organizations.

In general, our budget is not a secret - it can always be found on the website. We talk about charity in the bank’s social report, which we have been publishing for four years now (the first was published in 2008). This report is all over VTB group. The bank is the core of the Group, which includes more than 30 companies.
We consider charity an important activity for us and hope to be called a socially responsible bank. We would at least like to be like that.

Are there documents describing the company's charitable activities policy?

Yes, we have a Charity Committee. This is a collegial body, it includes about 10 representatives. These are representatives of almost all divisions of the Bank - management, lawyers, accounting, corporate business. Meetings are held at least once a month. All requests received by the bank are considered at a meeting of the Committee, and it makes a decision on the allocation of financial support. There are internal regulations and regulations on the Charity Committee, which guide us in our work.

Long-term programs are also formed by a committee. It is clear that there is a “backbone” - once you start helping, it is difficult to leave it. For example, we help the Bolshoi Theater from year to year. It happens that once there was an appeal, we started helping and continue. We have this story... In the Krasnodar region there lives a girl, Sonya, whose arm was amputated by mistake. My parents somehow found money for the first prosthesis, but they couldn’t raise money for the second. Contact us through our branch in Krasnodar. We paid for the installation of the prosthesis. And we wrote to them that we will continue to support them. Because this prosthesis needs to be changed as it grows, once every year and a half or two. According to doctors' testimony. It turns out that in any case, everything starts from the Committee, and then it is supported.

In addition, the Bank has adopted a Corporate Social Responsibility Policy that regulates our activities in this area.

What mechanisms are used to implement the company's charitable activities? Monetary donations, employee labor, in-kind assistance, etc.?

We have corporate volunteering. Regular donor campaigns are held. In the year of the 65th anniversary of Victory in the Second World War, there was a huge event throughout Russia in our branches, dedicated to veterans. Various programs were implemented. In a number of regions, financial assistance was provided, concerts and holiday programs were held in some places... We also donated medical equipment to veteran hospitals. Apart from the transfer of equipment, almost everything was done by the employees. It was a special volunteer program: partly the employees helped, partly the bank.

For example, to take veterans to a concert, you can organize a bus. But this can be done by the employees - they themselves transported the veterans.
When we help orphanages, we also conduct volunteer programs throughout Russia: employees themselves buy things, gifts, take them...

There was also a big program throughout Russia - “VTB Garden”. The seedlings were purchased by the bank and planted by employees.

Are partners involved in the implementation of charitable activities from among service structures, NPOs, authorities, and business partners?

More likely no than yes. Of course, we receive requests from foundations, for example, from veterans' organizations. They get help, but this is not a partnership. The partnership, as I understand it, is like Sberbank’s with the Podari Zhizn foundation. And we just wouldn’t want it to be in this format. Firstly, we receive very close attention. Any long-term partnership can be perceived by someone - the press, society - as... “is there some kind of conspiracy there?”

Therefore we have to be independent. Concerning business companies, business partners who could present a united front with us in the field of charity - that would be good, we would be all for it. But so far, unfortunately, this is not happening. Perhaps our society is not yet very ready for this - for this form of interaction. It happens that we act somehow by chance - more often as co-sponsors than as co-charities. We find ourselves close, but it doesn’t mean that this happened somehow on purpose. These were the efforts of the organizers of some project or action. But in general this is correct. Although, for example, we also help the same “Give Life” foundation. But without partnership.

Who is responsible for charity in the company? Is there a special employee dedicated to charitable programs?

There is a secretary of the Charity Committee in the sponsorship department and special projects(we do sponsorship and charity work, among other projects). And I partly - as a leader, this is part of my functionality.

What is the annual budget for the company's charitable programs?

IFRS reports contain all this. Approximately 1.1 billion

Do you evaluate the results of your charitable activities? If so, how? If not, why not and do you plan to implement this approach?

I think it is not correct to evaluate charitable activities in terms of their effectiveness for the company. Our charitable activities, firstly, are very diverse.

The “World Without Tears” program, if we talk about its usefulness not for us, but for society, is aimed at developing charity in the healthcare sector.
We always have reporting on all our donations.

There is such a problem: if you look at Foreign experience, That great amount Charitable funds from large companies are used to develop healthcare. They act as trustees, sponsors local structures healthcare, clinics. In our country, what is happening in the field of charity in healthcare is more like plugging holes. I agree that it is necessary and should be to raise funds for sick children, but it seems to me that this is not the business of large companies. This should be the responsibility of the foundations - collecting donations and helping those children who are sick now and need to be treated immediately. But at the same time, we must not forget that we need to develop the healthcare system that we have in our country. We cannot send our children abroad for treatment for the rest of their lives. A child with cancer, for example, can be taken out. But what about, for example, a child who was hit by a car and urgently needs to be connected to an artificial lung ventilation system? And if he is taken to a hospital where there is no mechanical ventilation, they will not have time to save him. You can't take him to America in three seconds. And therefore, the help of large corporations, in my opinion, should, first of all, be aimed at supporting what we have in the country - hospitals, clinics, etc. Then it will be effective.
In any case, it seems to me that philanthropists should approach their activities more responsibly. Because I often hear things like this: I won’t give money because it will be stolen anyway. To prevent them from being stolen, we need, firstly, legislation, we need to conclude agreements with funds, with institutions - for specific projects and actions, and track where the money goes. I wish there was efficiency. Therefore, it seems to me that our “World without Tears” cannot be effective globally for society, because The needs of society are enormous. But we strive to help and hope that what we put in will serve the community. I know that the hospital equipment I purchase will last for many years. Over the course of a year, 10 thousand children will pass through it.

Regarding some of our other projects, for example, cultural projects: we are also trying to approach this wisely. We always tell ourselves that we are not professional specialists, so we actively listen to expert opinion. You can give an example of such a bright project. Last year, we allocated money to the Tretyakov Gallery to purchase drawings by Nikolai Ge, which were exported from Russia and were in the Swiss collection. That is, we have returned cultural heritage to the country. I think this is effective. We try to evaluate projects before we get into them. That is, they did not first give money, then evaluate it, but even before that they understood where it would go and how useful it would be.

What difficulties do you encounter when implementing charitable activities?

There are many difficulties, unfortunately. Starting from the widespread financial illiteracy that exists, and it is very strong in this area. I'm not talking about ordinary people, but about those who consider themselves lawyers and accountants. Because sometimes people don’t even understand the difference between sponsorship and charity, they don’t understand where and what they need to report for, how it’s done, where they can spend money and where they can’t. Then they have problems - it’s painful to watch. There are also legislative difficulties... I don’t know if this is a difficulty or not - you can say that we complain about it - our charity does not provide any tax benefits. Help should be provided from net profit, and for an organization this is the most expensive money. This is money on which we have paid all taxes and only then have the right to spend it. This is probably not correct. All over the world, on the contrary, the company receives benefits.

I'll tell you an even scarier story. As you probably know, charitable activities can come in two forms. The civil code has general concept“Gift”, and “Donation”, which everyone usually uses, is a special case of donation. So, we thus have the right - as a company - to enter into either a donation agreement or a gift agreement with our recipients. What can we donate? - either money or a natural product that we have on our balance sheet (chairs and computers for the bank). This is all clear. This is a form of charity known to everyone, including tax authorities, and it works great. But if, for example, I come to a hospital and want to donate medical equipment, how can I proceed? I can transfer money to their account. They can’t always accept money into your account. Sometimes they have a non-budgetary fund. If there is, transferring money there is not a problem, but if there is no such fund (and most often there is not), it is a problem. The law allows me, in its basic form, to conclude a gift agreement and thus release the hospital from its obligations to the supplier of medical equipment. And here the most interesting thing arises: the tax authorities consider it their duty to then come to the hospital and collect tax - qualifying the equipment received by the hospital as profit! Because supposedly the hospital received some income. Although in essence, according to the law, it is charity. And in fact, we relieved the hospital of its loan obligations; we did not give it any income. She had credit obligations, she was given an invoice for the equipment, we paid it.
This situation that now exists in our country is simply amazing. Why this happens, I don’t know. As a result, we can work extremely limitedly under gift agreements. Every time you have to find out - and in this particular area - how does the tax office work? Does she understand what she will do? And this is a very pity, because this method of charity is the most effective form in terms of controlling the expenditure of funds. Nobody can steal anything. Maybe that’s why they are trying to destroy it. There is, perhaps, some kind of counter-lobby, probably...

More about the problems... Probably the fact that we are faced with the opinion that we are still “bad”, no matter what we do. Because, of course, it is impossible to help everyone.

How do you see the further development of the company's charitable activities?

In the long term, we hope to continue everything we do. That we will continue to earn, and the more we earn, the more we can spend on charity. We hope to maintain the areas where we currently help. And maybe somehow develop, expand... We already work almost everywhere. Including in education. We have scholarships at universities - Moscow State University, Financial Academy, Russian Economic University. Plekhanov. Targeted assistance to universities to pay scholarships for the best students. There are scholarships for foreign students. We simply help universities - we give money for statutory activities and development. We helped RSUH - scientific programs supported them.

That year there were two endowment funds - St. Petersburg State University and another St. Petersburg university (Open University of the Arts).

We are probably already working in all areas - in sports, in culture, and in healthcare. We can only reach even more people in need...

Regarding the employees, I can’t answer. Pro bono would be a good topic, but it is not expected yet, there is no readiness. Maybe it will appear, but not in the near future. This new topic and requires the mobilization of employees.

What, in your opinion, is necessary for the successful development of a company’s charitable activities?

Most likely, financial and legal literacy and support from the state in terms of lawmaking and regulatory authorities.
It seems to me that a large amount of our funds goes to charity. And the only limiting factor is the budget. We do not have any internal obstacles to expanding our charitable activities. The only limitation is the budget.

Oleg Sysuev

First Deputy Chairman of the Board of Directors of Alfa-Bank

Oleg Nikolaevich, tell us what the company’s charitable activities are? What are its priority areas, beneficiaries, budget, geography, duration of projects?

Our main charitable project is not entirely corporate. We wanted to make it exactly like this. Together we set out to make it a national project. We did it.

How did the Life Line project come about, why in this particular form?

Our idea was based on the conviction that charity in Russia at that time had, and perhaps still has, many defects, birthmarks, even associated with theft, blood, and mistrust. It could be called charity, which went in a circle: church - orphanages. There was confidence that we needed to try to build or at least participate in the construction of an institute called “charity in the Russian Federation.” To somehow get closer to Western standards, which assume that each person feels his own personal need to participate in charity.

And this, in our opinion, is more valuable than some rich person transferring money to another church or orphanage, which will be spent no one knows how. This person can be absolutely sure that no one will say “thank you” to him for this. Because there is a strong opinion that he stole this money, and he is forced to do this by some order from above. This is actually the meaning of the phrase “social responsibility” - with an absolutely specific Russian coloring. We didn't want to make a "socially responsible" project like that. We are working to create tools to use modern technologies, to involve, if possible, more individuals and legal entities - to provide transparent charitable assistance with a high degree of control over money. This was our goal.

The attempt to create such an institute has been going on for 6 years. The program, the Life Line Foundation - saving seriously ill children, is done with the direct participation of CAF Russia. We believe that this is the best example of administration, effective, transparent and, from the point of view of control over the passage of funds in our conditions, ideal.

The bank's role in this program is, first of all, the role of shareholders. They help, spend their personal money. To a greater extent - to promote this project, to pay the salaries of employees working in the fund, etc. The bank also provides its network for fundraising purposes and an IT platform so that employees can participate in charity here and now in the workplace.

The program is announced on our corporate website. We also help the Wildlife Fund - this is also an institutional fund, which, however, in terms of content, has a specific relationship to Russia. The wildlife is vast and gives the impression that there is no need to protect it. But our president loves predators of all kinds, so the country began to love them... But we began to love wild nature earlier than he did.

Do the bank actually have corporate charitable projects?

Of course, there are projects related to corporate charity. In this sense, we give priority to the selection of our regional branches. We do not have centralized management charity, they choose the projects themselves. These are traditional things: mainly supporting local regional museums, orphanages, collecting things, clothes, etc. We think it's helpful to let them decide what they want to do. When employees participate in charitable projects together, they become closer and more understandable to each other, and we hope, transfer these relationships to work... Regional branches thus make themselves known in local communities. And, naturally, this is reflected in their position in the region. Many regions choose theater festivals, there were projects for the anniversary of Gagarin’s flight, and much more. We have had a section on charity in our annual reports for about 6 years now.

"Life Line" as corporate project we don't consider it. Moreover, we try not to highlight our role as the inspirers and organizers of the Life Line Foundation in order to be able to receive more support from others individuals and third-party organizations, which, in general, we manage to do. The Life Line Foundation operates with the following figures: about $4.5-5 million is spent annually on helping children. But we must take into account that most of it is money collected. Thank God, for two years now the share of shareholders has been about 40%-35%. As Mikhail Fridman said: “I am happy to watch how my share is eroded.”

How do you assess the current state of the program and its development?

I rate it in two ways. First. Absolutely, we managed to create a very good charity project, from the point of view of business processes: technologically advanced, successful. All components, if considered from a business point of view, are there high level: control of the movement of funds, efficiency of spending, transparency, reporting, feedback, etc. and so on.

Very effective fundraising is the merit of the creative team led by Faina Zakharova.

Charity is such a specific thing that it is impossible to evaluate and achieve results solely through ideal business processes. Now, for example, the “Gift of Life” fund is in the news. There is an outstanding person there - Chulpan Khamatova, perhaps the only one in the whole country. There's a nerve there that we don't have. There is psychosis there - in a good sense - madness, which is unacceptable in our country. In our country, such coldness and ideal business processes often scare people away. But we believe that you should not pay less attention to business processes. Because trust is based on this. All you have to do is puncture yourself once, and that’s it. We would like to avoid this. And this is such a sensitive area - in everything: in promoting the project, in PR campaigns, and so on. Therefore, after all, we will be a dry, transparent fund with a high degree of control. In this regard, we do not have a very wide, completely defined choice of diagnoses.

As far as I know, the list of diagnoses is still expanding periodically.

Yes, we are constantly expanding them, because we collect a lot of money. By the way, I think that our foundation has significantly changed the situation in the country with high-tech operations for heart defects. We have taken upon ourselves, compared to what the state spends, perhaps even a larger part of the care for these children. And it’s clear that the budget doesn’t care whether the child’s chest is cut off or a pinpoint operation is performed. And we care...

Yes, we are expanding the list, but we are not spending money - and this is the problem - on diagnoses for which we do not know how to treat. I'm not saying this is our strength, it's our weakness. We can only help when we know what the procedure is and are confident that there will be success. We have a minimum number of failures and maximum efficiency.

Any ideas for further development?

The ideas are simple - expanding the number of diagnoses, territorial expansion - we are already collecting money in many regions. Promoting the fund and strengthening its brand in terms of visibility, independence, efficiency and trust, above all. We also spend significant efforts on this – all over the country.

I think you don’t even have to ask about performance evaluation. I am absolutely sure that you have it clearly laid out.

Yes. That’s why we chose a model where we have two organizations implementing the program: the Life Line Foundation, which collects money and promotes the project, and the administrator, CAF Russia.

Have you ever wondered how many people in the company are involved in this activity and how they help the fund?

Many people help, but not always in the same way. It all depends on the work within the company; this is not a simple process. What is needed, as the old saying goes, are trade union leaders who would do this in their own way. work time, constantly put pressure on sensitive points within the information and communication space of the company, would find a new word in this, a new coloring, something interesting for employees. Because you can’t constantly say that money is needed for the treatment of Masha, Petya, Vanya... Honestly, people get tired of this. AND the main task– find such people in the company. We had one such person. When he left the company, for a long time we could not find someone who would do this with soul, in an interesting and varied way. This must be a fairly creative and caring person.

There is some conflict with the PR service in this project. She is interested in promoting the Alfa Bank brand, but we are not promoting it here...

Not certainly in that way. If you go to our website, you will see a banner: “We are helping the Wildlife Fund and Life Line.” On the Board of Trustees of the Life Line Foundation, I am the only one from the bank, and I am not the President, but the Chairman of the Board of Trustees. There are much more visible people there. And what does this give us? Everyone cooperates with the fund: Abramovich, Deripaska, Potanin’s enterprises. At different stages, but they cooperate.

What does cooperation look like?

They give both money directly and access to their employees. For us, the main thing is to use the network in a corporation. We can go to them and tell them that there is such a charitable goal. For example, at VimpelCom we are interested in the network as such - cellular, in order to raise funds. Retail– also interesting. The fund's active partner is Promsvyazbank, our direct competitor. His corporate program is “Life Line”. Shermetyevo Airport is also a network, traffic of people, we are also present there.

That is, is this a full-fledged partnership joining the program?

Yes, and providing our capabilities to disseminate the activities of the Foundation. Now here is a new project called “1000 hearts in the grove of life” - made together with PWC. You can watch it and evaluate what it is.

Tell me, how many employees does the Foundation have?

A fund that deals with promotion and fundraising – 7, in my opinion. And one employee who does this inside the bank: constantly communicates with the Fund, with CAF, posts messages on our website, makes sure that the boxes are in the right places, reminds in the Alpha Navigator - our printed and electronic publication - about some events, offers something, contacts regions, etc. Of course, with my full cooperation.

Now we have strengthened the administrative principle in this regard, but we still lack some kind of internal creativity. For example, when people receive bonuses at the bank, it is important at this moment to remind them in some unobtrusive way that “you have become happy, share your happiness!” We need to make sure that this does not make people angry, so that they are happy to participate in this process. Using only administrative skills can ruin everything.

The Foundation, of course, always gives feedback, tells what happened and who they helped. Shows letters from children, parents, etc. It's all there. Maybe I'm just not very satisfied with it...

Tell me, are there any volunteer stories in the organization?

Yes, there is a project related to “Life Line”: “Someone’s life is no longer a trifle.” Many people bring change in jars. At first we wanted to appoint those responsible administratively, but it turned out that this could not be done - there were great risks. And we turned it into volunteering. Employees who voluntarily decided to participate in this stay after work, count, bring, take, credit to accounts, etc.

Does the program exist in other cities? Would you like to develop it in the regions?

Yes, it exists. Once again, an essential stage, in my opinion, is the possibility of expanding assistance. We have now done everything very correctly in terms of business. For example, when a child appears, we start collecting money. Immediately some creative idea is born, some a famous person who performs, we collect money, we save a child. What can I say, this is a serious disease - heart disease, it is associated with significant risks. But still, it can be treated. We finance high-tech operations that are not easily accepted by our Russian medicine. It may be worth trying to invest money in the development of medical technologies in the future. But this, again, is not helping a specific child. How to get people to give their money to the development of technology and our medicine?

There is a way when they go and buy equipment for hospitals...

Well, yes, and then there are flower pots on this equipment. We know that. I myself have been a leader in the field of medicine in this country and have a very good idea of what it is like. Our medicine is not adaptive, there are no specialists. We must also keep in mind that officials are not always happy with our activities. When, for example, we decided to boast to one of the regional leaders that we had treated 50 children with money raised in charity, he was scared. He didn’t like this very much, he reprimanded the heads of medicine: “What, we don’t have budget money, or what?” They told him no. The children are standing in line, and by the time it gets there, they may die.

Have you thought about somehow strengthening and developing medical education?

As part of the development of technology, we would, of course, have to spend money on education. We are familiar with this because we have a project within the Alfa Insurance company - Alfa Clinics. We have 9 private clinics owned by the company, and the main problem is that there are no specialists. We train them at Boston University under a contract to work on equipment that is provided to us by General Electric as part of a partnership. The specialists do not know the language and are absolutely not interested in specialized literature. There is such a cardiologist and writer Maxim Osipov, a very educated person, founder of the Charitable Foundation “Society for Helping the Tarusa Hospital”. He showed the test results of the best doctors in the regions - it’s just terrible. Of course, you need to invest money there. First of all, there.

Would you like to attract more partners? Perhaps represented by government agencies?

In fact, we have a long wish list. Of course we would. Recently Russian Post became a partner of the Foundation; they did a very good project for it. We would like the Foundation's partner to be Railway. They don't want to, because they have their own project. But they spend corporate money, i.e. my money, because I am a payer, I pay the tariff, and they increase the tariff and donate it to charity from their profits. This is also a question that requires research: what kind of charity is this on the part of companies that are owned by the state? We don't want to take their money, we don't need it. We want to use the network - in the broad sense of the word: carriages, conductors, peddlers, so to speak, of charity ideas. Except transport companies In this sense, we are interested in television and the Internet.

Are there any good alliances already?

We believe that there is a good alliance with the airport industry, with the S7 company. We are confident that it is quite possible to work actively in countries with a large presence of Russian people. In London, say, for the noble purpose of raising funds. You just need to talk about it correctly. Serve correctly. We have a good project with the Kronverk Cinema chain of cinemas. That is, everything related to networks is very useful for us.

Svetlana Tikhonova

Chief expert of the corporate image and communications department of UniCredit Bank

Tell us what the company's charitable activities are? Priority areas of activity, beneficiaries, budget, geography, duration of projects.

At UniCredit Bank there are 2 main focuses for the development of charitable programs: PEOPLE and HEALTH. Within these areas, many different programs are being implemented: the development of corporate volunteering, the purchase of medical equipment and medicines for medical institutions, improving the quality of life of veterans, regional scholarship programs, long-term social programs of charitable foundations and assistance to victims of emergency situations.

Our flagship charity program UniColours for art therapy for children with disabilities is actively developing. The program involves children undergoing treatment in hospitals in St. Petersburg (Institute of Pediatric Hematology named after R. M. Gorbacheva, Federal State Budgetary Institution Oncology Research Institute named after N. N. Petrov, City Clinical Hospital No. 31, Medical institution"Children's Hospice") and Moscow (Russian Children's Clinical Hospital), pupils correctional school the city of Lobnya and the orphanage of boarding school No. 4 of the city of Pavlovsk, as well as the wards of the Yaroslavl regional public organization of disabled people “Face the World”.

The budget of this program is about 1.5 million per year, the budget of other projects ranges from 600 thousand rubles to 50 thousand rubles. in year.

Projects are mainly implemented in cities where the Bank has branches or representative offices, because We try to involve employees in charitable activities. Most of the Bank's projects are long-term, designed for 3-5 years, but there are also a number of projects with an end result - for example, the restoration of a spring in a remote village.

Are there documents describing the company's charitable activities policy?

There is a Strategy for the implementation of the Bank's charitable projects, which describes the main focuses and directions of CSR programs.

What mechanisms are used to implement the company's charitable activities? Monetary donations, employee labor, in-kind assistance?

We use all traditional forms of charity - we make corporate donations, donate equipment and charitable goods collected by employees to non-profit organizations, and develop volunteer programs. Also, since 2004, our Bank has had a program for collecting donations among employees “Personal Contribution of Your Heart”, which is then doubled by the Bank. In some cases, donations from the UniCredit Group's charitable foundation, the UniCredit Foundation, are tripled.

Are partners involved in the implementation of charitable activities from among service structures, NPOs, authorities, partners, etc.?

Yes, UniCredit Bank cooperates with various NGOs to implement CSR programs.

What is the procedure for making decisions about the company's charitable activities? Who is responsible for charity in the company? Is there a special employee dedicated to charitable programs?

The procedure is as follows: the plan for CSR directions and programs for the year is approved as part of the Bank’s standard budget process. Then there is a selection of specific projects that will be included in these areas. In this case, the procedures differ depending on whether the projects are federal or local. In both cases, beneficiaries are checked by the Security Service, but in the case of federal projects, the final decision is made by an expert council, and in the case of local projects, the opinion of the management of the Bank’s branches is taken into account.

There is another channel for adding projects - this is a competition for best idea charity project among Bank employees “You Can Help”. When selecting the winners, members of the jury, which includes top managers of the Bank and leading external experts in the field of charity, take into account factors such as: the possibility of achieving a specific, measurable and long-term result, the feasibility and geographical scope of the project, as well as the possibility of attracting employees and partners Bank for the implementation of the project. The three winning projects are allocated a budget for implementation.

Do you evaluate the results of your charitable activities? If so, how? If not, why not and do you plan to implement this approach?

We always try to evaluate whether the stated goals of projects have been achieved and what impact these projects have had on society. If there is an element of corporate volunteering in programs, we evaluate the number of volunteer participants and their degree of satisfaction.

What difficulties do you encounter when implementing charitable activities?

There are always many more requests for help than there is available budget to implement them. But this will always be the case, regardless of the amount of funds.

How do you see the further development of the company's charitable activities?

Increasing the share of strategic projects among the Bank’s total pool of CSR projects, as well as expanding the geography of the volunteer movement in the Bank.

RusHydro Group – the Company and its controlled organizations;

Charitable activities - voluntary activities of the Company for the disinterested (free of charge or on preferential terms) transfer of property, including funds, to citizens or legal entities, disinterested performance of work, provision of services, provision of other support;

A charitable organization is a non-profit organization created to achieve the goals provided for by the Law on Charitable Activities through the implementation of charitable activities. A charitable organization is created in the form of a charitable foundation, public organization (association), institution and in other forms provided for by the legislation of the Russian Federation;

Charity and Sponsorship Fund (Fund) – funds in the Company’s budget from which charitable and sponsorship activities are financed. For the purposes of this Policy, the Fund is not a fund within the meaning of paragraphs. 12 clause 1 art. 65 of the Federal Law of December 26, 1995 No. 208-FZ “On joint stock companies»;

Citizens are individuals.

1.3. The objectives of this Policy are:

1.3.1. Organization of systematic activities aimed at implementing social and environmental programs, supporting culture, sports, healthcare, education and enlightenment, socially beneficial activities, as well as poor and needy citizens, including older citizens - shareholders of the Company who find themselves in difficult life situations , in accordance with the Program.

1.3.2. Determination of the procedure for the formation and use of the Fund.

1.3.3. Consideration by the Society of applications from legal entities and individuals with requests for charitable and sponsorship.

1.3.4. Formation of the Company's image as a socially responsible company.

2. Principles of charitable and sponsorship activities

2.1. The Company carries out charitable and sponsorship activities in accordance with the following principles: transparency, targeting and efficiency of use of funds allocated by the Company for the implementation of programs and projects aimed at improving the standard of living of citizens, including in such areas as education, healthcare, ecology, science , culture, sports.

3. Main areas of charitable and sponsorship activities

3.1. The Company carries out charitable and sponsorship activities in the regions where RusHydro Group operates to support:

3.1.1. Education.

3.1.2. Ecology.

3.1.3. Healthcare.

3.1.4. Sports.

3.1.5. Cultures.

3.1.6. Activities of social institutions and organizations.

3.1.7. Activities aimed at the socio-economic development of the constituent entities of the Russian Federation.

3.1.8. Activities of charitable foundations and non-profit organizations.

3.1.9. Poor and needy citizens.

3.1.10. Religious organizations.

3.2. The list of main areas of charitable and sponsorship assistance is specified in the Appendix to this Policy.

3.3. When forming the Program, priority recipients are non-profit organizations, institutions, and foundations that have signed long-term cooperation agreements with the Company.

3.4. The Company provides targeted charitable assistance to citizens in need, preferably through charitable organizations upon submission of applications, documents confirming the validity of such assistance, and guarantees for the implementation of targeted assistance.

3.5. The Company does not make donations to commercial organizations, and political parties, associations, movements, groups and candidates.

4. The procedure for the formation and use of the Fund

4.1. The Company, in order to organize accounting for the expenditure of funds on charitable and sponsorship activities, forms a Fund.

4.2. The Fund's budget is formed from income received by the Company from unregulated activities.

4.3. The size of the Fund's budget is approved by the Board of Directors of the Company as part of the Company's business plan for the corresponding calendar period.

4.4. The Fund's funds are used to implement the Program.

Donation agreements are concluded with recipients of charitable assistance, and sponsorship agreements are concluded with recipients of sponsorship, followed by receipt from recipients of reports on the use (expenditure) of the funds received.

5. The procedure for making decisions on the implementation of charitable and sponsorship activities

5.1. The program is subject to annual approval by the Board of Directors of the Company no later than the 1st quarter of the next calendar year in an amount not exceeding the Fund’s budget.

5.2. The program contains areas of charitable and sponsorship assistance, indicating the amount of funds for each area, as well as the total amount of funds allocated for charitable and sponsorship activities.

5.3. The program may provide for a reserve item of expenses for charitable and sponsorship activities without indicating the direction of charitable and sponsorship activities (hereinafter referred to as the reserve of the Chairman of the Management Board).

5.4. The volume of the reserve of the Chairman of the Management Board should not exceed 15 (fifteen)% of the total amount of expenses for charitable and sponsorship activities of the Company.

5.5. Chairman of the Board - CEO The Company has the right, without a separate decision of the Board of Directors of the Company, to make decisions on the use of the reserve of the Chairman of the Management Board to finance the Company’s activities within the framework of the areas of charitable and sponsorship assistance specified in Section 3 of this Policy.

5.6. The Company, no later than the 2nd quarter of the year following the reporting year, submits a summary report on the implementation of the Program for approval by the Board of Directors of the Company.

The report on the implementation of the Program must be accompanied by reports from recipients on agreements concluded by the Company, the fulfillment of obligations under which has been completed.

For agreements whose validity period extends to the next calendar year and the amount of which exceeds 20 (twenty)% of the total amount of the Program, reports are provided to the Board of Directors of the Company together with a report on the implementation of the Program for the year in which the implementation of such agreement was completed.

6. Information support for charitable and sponsorship activities

6.1. In order to increase the efficiency and transparency of the Company's charitable and sponsorship activities, information on the directions and extent of the Company's charitable and sponsorship activities during the reporting period is entered annually into the annual report and the report on corporate social responsibility and sustainable development of the Company.

6.2. Information on the implementation of charitable and sponsorship activities is posted on the official website of the Company on the Internet and (or) using other communication tools.

7. Control over the use of the Fund's funds

7.1. The function of control over the use of the Fund’s funds is carried out by the Board of Directors of the Company through approval of reports on the use of the Fund’s funds as part of the report on the implementation of the Program.

7.2. In order to implement the anti-corruption policy of the Society and culture, which does not allow the development of corruption in the course of the Company's charitable and sponsorship activities, the following mechanisms are provided for identifying and eliminating corruption risks.

7.2.1. Conducting anti-corruption examinations of recipients of the Fund’s funds in accordance with the anti-corruption policy approved by the decision of the Board of Directors of the Company.

7.2.2. Inclusion in contracts concluded with recipients of charitable and sponsorship assistance, conditions on the mandatory provision of reports on the targeted expenditure of funds received from the Fund, or other assistance and support provided by the Company within the framework of the Program.

At the same time, charitable organizations have the right to allocate no more than 10 (ten)% of the funds received from the Company to support their own activities.

7.2.3. Control over the use of the Fund’s funds or other assistance and support by requesting the necessary information from recipients of charitable and sponsorship assistance;

7.2.4. The right for the Company to cancel a donation in the event of misuse of the Fund’s funds or other assistance and support by the recipient.

8. Making changes to the Program

8.1. Changes to the Program are made by decision of the Board of Directors of the Company, taking into account the corresponding change in the size of the Fund's budget (if necessary).

9. Final provisions

9.1. This Policy is approved by a decision of the Board of Directors of the Company.

9.2. If it is necessary to make changes to this Policy, the issue is submitted for consideration to the Board of Directors of the Company in the manner established by the Company.

Appendix to

Charitable and

sponsorship activities

PJSC RusHydro

MAIN DIRECTIONS

CHARITY AND SPONSORSHIP ACTIVITIES

Education:

Providing support for the activities of preschool institutions.
Providing support for updating the material and technical base of preschool institutions.
Providing support for general activities educational institutions.
Providing support for updating the material and technical base of educational institutions.
Providing support for the activities of secondary vocational education institutions.
Providing support for updating the material and technical base of secondary vocational education institutions.
Providing support for the activities of institutions of higher and postgraduate professional education.
Providing support for updating the material and technical base of institutions of higher and postgraduate professional education.
Providing support to the activities of institutions additional education.
Providing support for updating the material and technical base of additional education institutions.
Providing support in organizing and conducting the charity event “Help get ready for school.”
Providing support in organizing and conducting the charity event “The Brightest Christmas Tree” and events for children.
Providing support in organizing and conducting the competition of student projects “Energy of Development”.
Providing support for the activities of special educational institutions, including correctional institutions.
Providing support for updating the material and technical base of special educational institutions, including correctional institutions.

Ecology:

Providing support in organizing and conducting charity environmental action"TAKE CARE."
Providing support in organizing and conducting environmental education events.
Providing support to nature reserves and specially protected natural areas.
Providing support for the activities of environmental public organizations.
Providing support in organizing environmental routes within the framework of the Ecological Trails project.
Providing support in organizing and conducting events for the development of biodiversity.

Healthcare:

Providing support for the activities of healthcare organizations.
Providing support for updating the material and technical base of healthcare organizations.
Providing support for updating the material and technical base of the obstetrics and neonatology departments of healthcare organizations as part of the “Born by Energy” charity event.

Providing support in organizing and conducting sports competitions.
Providing support in organizing the participation of athletes in competitions.
Providing support in equipping and improving sports and courtyard areas.
Providing support for the activities of sports organizations.
Providing support for updating the material and technical base of sports institutions.

Culture:

Providing support for the activities of cultural institutions.
Providing support for updating the material and technical base of cultural institutions.
Providing support in organizing and conducting cultural and cultural events.

Activities of social institutions and organizations:

Providing support for the activities of social institutions and organizations.
Providing support for updating the material and technical base of social institutions and organizations.
Providing support for the activities of organizations for orphans and children without parental care (legal representatives).
Providing support for updating the material and technical base of organizations for orphans and children without parental care (legal representatives).

Activities aimed at the socio-economic development of the constituent entities of the Russian Federation:

Providing support for the socio-economic development of the regions where RusHydro Group facilities operate.
Providing support in the implementation of charitable events.
Providing support in organizing and conducting events dedicated to public holidays and memorable dates.
Providing support in organizing and conducting socially beneficial events dedicated to significant events of the RusHydro Group and the regions of presence of the PJSC RusHydro Group.

Activities of charitable foundations and non-profit organizations:

Providing support for the activities of charitable foundations and non-profit organizations.

Poor and needy citizens:

Rendering financial assistance citizens in need of urgent and/or expensive treatment and/or rehabilitation.
Providing financial assistance to citizens who find themselves in difficult life situations, as well as applying citizens - shareholders of PJSC RusHydro.
Providing financial assistance to citizens affected by natural disasters and emergency situations.

Activities of religious organizations:

Providing support for the activities of religious organizations.
Providing support for updating the material and technical base of religious organizations.

in contact with

1 Approved by Order 5-CEO-П01-34/16 from the MegaFon Company Charity Policy Contents 1. Why MegaFon is engaged in charity Purpose and objectives of the company’s charitable activities Purpose of this Policy Definitions Coordination of charitable activities in the Company Main directions of the Company’s charitable activities Main principles influencing the decision to support or implement charitable programs and projects The process of selecting individual projects for financing Interaction with stakeholders... 9 Appendix 1: Request form for charitable assistance... 11

2 2 1. Why MegaFon is involved in charity work MegaFon is a federal operator mobile communications in Russia. Our work is based on creating value in the form of High Quality information and communication services for clients, profitable dividends for shareholders, decent jobs for employees, social investments for the country and its population. Following the principles of sustainable development adopted by the Social Charter Russian business, we consider it our responsibility to contribute to social well-being, including the local community where our business is present. MegaFon's charitable activities are an integral part of the Company's corporate social responsibility and a priority that guides the employees of MegaFon and its subsidiaries, the Company's management and shareholders. In turn, conducting systematic charitable activities helps strengthen the company’s ties with public organizations, authorities, existing and potential clients, residents of Russian regions. 2. Goals and objectives of the company’s charitable activities Goals of MegaFon’s charitable activities - Using the competencies of business, to contribute to solving acute social problems of the population living in the territory of the operator’s network; To promote the formation of a competent community of philanthropists in Russia, including increasing the literacy of non-profit public organizations in their interaction with business. Our charitable activities are related to the specifics of our business and, first of all, help eliminate barriers in communication between individual social groups and strengthen public ties.

3 3 In accordance with the set goal, MegaFon has defined the following tasks for itself: 1) identify and systematically solve acute problems of vulnerable social groups within the framework of the areas of charitable activities identified by the Company; 2) contribute to achieving maximum effectiveness and obtaining the social effect of implemented/supported charitable programs; 3) establish and strengthen connections in the community of philanthropists and non-profit public organizations in order to exchange successful experiences and increase the level of competencies in the field of charitable activities in Russia. 3. The purpose of this Policy The purpose of the “MegaFon Company Charity Policy” (hereinafter referred to as the Policy) is to create the most effective, simple and transparent planning and effective management expenses for the provision of charitable assistance by PJSC MegaFon. The Policy is the basic document of PJSC MegaFon (hereinafter referred to as “MegaFon” or the Company), which determines the Company’s activities in the field of charity. It is expected that legal entities controlled by the Company, the share of direct or indirect participation of MegaFon in authorized capitals of which exceeds 50% will be guided by the norms of this Policy when carrying out activities in the field of charity in the manner and under the conditions established by their constituent or internal documents. The policy regulates relationships with all stakeholders of the Company’s charitable activities: charitable organizations, local communities, government officials, shareholders, Company employees, the Charity Committee, clients and partners, and the media.

4 4 4. Definitions “Charitable assistance” is the voluntary activity of the Company (or its employees) in the disinterested transfer of funds, provision of property and services to charitable organizations (including communication services), as well as activities to provide other assistance in order to support socially significant non-profit projects in various fields. In this case, Communication Services can be provided directly to the recipient of assistance (individual or legal entity) a participant in a charity program that corresponds to the main areas of the Company’s charitable activities, as decided by the Charity Committee. Charitable assistance does not include: commercial sponsorship (including sponsorship of sports projects: competitions, clubs and federations, as well as sponsorship of events for corporate clients); participation in industry exhibitions, forums and conferences; membership fees to associations and organizations; purchasing tickets or paying for the participation of employees, partners or other third parties in events that are not charitable; provision of communication services to organizations and events that are not charitable. Recipients of charitable assistance from MegaFon Charitable assistance can be provided by the Company only to charitable organizations. Charitable organizations are a non-governmental (non-governmental and non-municipal) non-profit organization created to implement the goals provided for by Federal Law of August 11, 1995 N 135-FZ, by carrying out charitable activities in the interests of society as a whole or certain categories of persons.

5 5 Charitable organizations are created in the forms of public organizations (associations), foundations, institutions and in other forms provided for federal laws for charitable organizations. A charitable organization can be created in the form of an institution if its founder is a charitable organization. The company does not provide charitable assistance: directly to individuals (with the exception of providing assistance in the form of communication services); commercial organizations; projects in support of religious causes; organizations and representatives of the legislative, judicial and executive powers, as well as political organizations, parties and movements, candidates for elected positions in government or municipal service. 5. Coordination of charitable activities in the Company The decision on financing charitable projects is made by the Company’s Charity Committee, the composition of which was approved by order of MegaFon PJSC 5-CEO-P08-23/13 dated. The Charity Committee and its chairman ensure the consideration of projects by all functions of the company. The general coordination of charitable activities of MegaFon and the company's branches is carried out by the Public Relations function of the company's Head Office. Charitable programs/projects are financed from the Company’s unified charitable budget, which is approved by the Board of Directors, is fixed and is planned for the year. Regional charitable projects are also financed from the consolidated charitable budget through the company's branches. Responsible for the distribution of the charitable budget is the Public Relations function of the Head Office of PJSC MegaFon.

6 6 6. Main areas of the company's charitable activities MegaFon, as one of the largest representatives of the telecommunications industry, has a number of competencies and resources that can help achieve the greatest social effect when implementing charitable programs and projects. Among them: A company with federal representation, which makes it possible to promote successful practices throughout the country; brand trust, built from more than 20 years of experience, contributes to the sustainability of programs; 75 million subscribers and a wide network of information partners, which create the opportunity to influence public opinion and create understanding in the field of charitable activities; experience in implementing large-scale social and charitable projects throughout Russia; examination and professional competencies employees; financial capabilities (annual charitable budget); modern technologies (Internet, communications), thanks to which the Company can implement additional online education programs, organize online classes, provide short numbers for fundraising, special communication tariffs; innovative and scientific-technical base for creating special products and services for charitable purposes (for example, creating mobile applications); expertise in the field mobile technologies communications (the ability to conduct and use research results, quality assessment software products for users). To achieve our goals, taking into account MegaFon’s competencies, we concentrated our efforts on solving pressing social problems in the following areas:

7 7 1) Assistance to orphans and children without parental care aged 10 to 21 years: Programs to promote family arrangement; Programs that help improve the level of education; Programs that promote the formation of social contacts (social adaptation, sports, culture, special digital technologies and services); 2) Support for people with disabilities: Programs aimed at eliminating barriers in interaction with society and creating social contacts (social adaptation, sports, culture, special digital technologies and services); Additional education programs for the purpose of employment; Providing mechanisms for attracting finance for the treatment of seriously ill children; 3) Helping company employees in difficult life situations; 4) Help for disaster victims. 8. Basic principles influencing the decision to support or implement charitable programs and projects 8.1. We use a systematic approach to charitable activities. The long-term effect of charitable programs and projects is important to the Company. MegaFon's charitable programs and projects must be effective and sustainable, bringing maximum impact (social effect): a. We welcome joint participation in a charity project with other philanthropists, we promote the involvement of Company employees as volunteers, as well as the resources of private benefactors through crowdfunding electronic platforms;

8 8 b. We conduct dialogues with all stakeholders to identify needs and identify the most effective practices to solve the problem. Disseminate successful practices. Programs must have the potential to be disseminated throughout the country. Criteria for supporting charitable projects Systemic charitable projects supported by the Company must: 1) comply with the main directions (see clause 7 of this Policy) of charitable activities; 2) influence the solution of several problems within a specific area; 3) have the potential to change the situation for the better and the possibility of development in the medium term (the Company does not support third-party promotions, competitions, festivals, holidays, conferences and other similar events); 4) provide for the possibility of using the Company’s competencies and involving its employees in the region where the project is implemented; 5) cover several territories or be able to spread the practice to other regions; 6) provide for the participation/interest of regional and federal authorities; 7) have guarantees of the reliability of the recipient of assistance and/or partner in charitable activities, confirming in advance the effectiveness and targeted nature of the use of resources that will be provided by the Company. We work only with reliable funds and NPOs; 8) we are building transparent system financing. All of our donations to charitable projects must be supported by performance reports and accounting records that ensure that donations are used for their intended purpose.

9 9 9. The process of selecting individual projects for financing 1) Initiators of charitable projects implemented in the regions of the Company’s presence provide documents in accordance with the Request for charitable assistance (see Appendix 1 to this Policy) to the employee of the branch’s Public Relations function, in whose competence includes the implementation of social programs and special projects. 2) The initiator of a charitable project can be a non-profit organization, employees and shareholders of the Company. The completed Request for charitable assistance (see Appendix 1 to this Policy) can be sent to the email address 3) The branch's Public Relations function carries out an initial assessment of the project for compliance with the criteria for supporting charitable projects (see clause 8 of this Policy) and the main directions charitable activities of the Company (see clause 7 of this Policy). 4) To assess the feasibility and effectiveness of a charitable project, the branch’s Public Relations function consults with other divisions of the company and, if necessary, attracts external experts. 5) Charitable projects that have been approved by the company’s branch are submitted for consideration to the Charity Committee. To make a decision on supporting a project, members of the Charity Committee may request additional information or documents from the recipient organization. 6) Consideration of charitable projects for support is carried out mainly in the period from December to June. The procedure for initiating and approving charitable assistance within the company is defined in Appendix 2 to this Policy. 10. Interaction with stakeholders In the process of selecting, developing and implementing charity programs, consultations are held with stakeholders, including competent employees of the Company, the expert community - representatives of leading international and

10 10 Russian non-profit organizations, specialized government agencies and territorial government bodies. In the course of implementing charitable programs, the Company strives to attract partners who will share with us responsibility for the long-term sustainability of these programs: business partners, non-profit organizations, the media, interested government agencies. MegaFon promotes the involvement of its employees in charitable activities and the formation of their active citizenship. MegaFon, using its technological capabilities, attracts its clients to participate in charitable activities by creating mechanisms for raising funds for charitable programs and events. Based on the results of its charitable programs, MegaFon can conduct online/offline surveys of stakeholders to determine the degree of satisfaction with the program. The data obtained is used to make decisions about continuing the program, making changes to its content or changing partners.

11 11 Appendix 1 to MegaFon's Charity Policy Request form for charitable assistance REQUEST FOR CHARITABLE ASSISTANCE Before filling out the request, carefully read MegaFon's Charity Policy and make sure that the project corresponds to one of our priority areas. After this, fill out all the fields in the form below as clearly and concisely as possible. Detailed description project, cost estimates for the project and information about the activities of the fund are provided separately. DIRECTION OF ASSISTANCE DATE BUDGET, rub. / year REGION 1. NAME OF ORGANIZATION: 2. NAME OF THE PROJECT: 3. DESCRIPTION OF THE PROJECT: - Relevance of the project (objectively determined need for its implementation for your region) - Project goals (what problems the project is aimed at solving) - Specific tasks - Stages of the project (events in accordance with the calendar schedule) - Methods for implementing tasks, applied techniques - Possibility of using the company’s competencies - Expected results (number of participants, involved specialists, volunteers, events, partners, etc.) - Expected social effect of a charity project, including .ch.: - change in the condition/status of beneficiaries as a result of participation in the program, - what will change in the lives of beneficiaries and the local community as a whole, - - Development and prospects, incl. possibility of replicating the practice 4 MAIN ITEMS OF COSTS ACCORDING TO THE ESTIMATED: (attach a detailed cost estimate separately) 5 COOPERATION WITH REGIONAL AND FEDERAL AUTHORITIES WITHIN THE PROJECT: (if “yes”, indicate with whom exactly and in what way the interaction is manifested) 7 COOPERATION WITH OTHER PARTNERS IN WITHIN THE FRAMEWORK OF THE PROJECT: (if “yes”, indicate with whom exactly and in what way the interaction is manifested) 8 PARTICIPATION OF VOLUNTEERS IN THE IMPLEMENTATION OF THE PROJECT, POSSIBILITY OF INVOLVING MEGAFON EMPLOYEES: (if “yes” indicate how volunteers are involved and the estimated number of volunteers) 8 COVERAGE PROJECT IN THE MEDIA AND SOCIAL MEDIA: (if “yes”, indicate how information about the project is carried out) 9 DESCRIPTION OF THE ORGANIZATION (BRIEF): - year of foundation: - key areas of activity: - implemented projects in this area: - is the organization a charity ( non-profit) by organizational structure? yes/no - does the organization engage in religious or political activities? yes/no - has the organization received charitable assistance from the company in the past? yes/no - organization website

12 MECHANISMS FOR CONTROL OVER THE SPENDING OF FUNDS: 11. ADDITIONAL INFORMATION ADDITIONAL DOCUMENTS - Description of the organization - Description of the project - Letter to MegaFon asking for help - Estimate (in a separate file)

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MINISTRY OF SPORTS OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION

"VOLGA STATE ACADEMY OF PHYSICS

DEPARTMENT OF SOCIO-ECONOMIC AND HUMANITIES DISCIPLINES

COURSE WORK

in the discipline "Economic Theory"

CHARITY AS AN INSTITUTE OF SOCIAL POLICY

Completed:

Okhotnikov Bogdan Andreevich

Kazan, 2014

Introduction

Conclusion

Biographical list

Introduction

The process of transformation of society is accompanied by a change in the role of the state, citizens and the growth of civil initiatives. During the period of economic crisis and political changes, old social problems worsen and new ones appear, such as an increase in crime and unemployment, poverty, child homelessness, etc. The state social protection system turns out to be unable to solve the complex of existing and emerging problems. Outside the administrative and state structures of social protection, new civil initiatives are emerging that are aimed at solving social protection problems. These civic initiatives are charitable organizations. In this case, a charitable organization is understood as a non-profit, non-governmental organization that carries out its activities for the purpose of social protection of needy groups of the population. The scope of their work covers the entire range of social services: social protection, ecology, culture, education, sports, legal protection, charity, mercy.

It is obvious that in modern conditions, consideration of issues of theory and practice of the work of charitable foundations has acquired particular relevance, which is due to the socio-economic crisis, the growth of social tension, and the number of socially vulnerable segments of the population. In this paper, we turn to consider the features of the work of charitable foundations. My work is devoted to the role of charity in the provision of social services to the population. In the presented work we will try to present an analysis, some conclusions and data that can focus on charitable foundations and their activities in providing social services to the population.

· defining the essence of the concept of charity and social policy;

· consider the relationship between the state and charity.

· will identify the main problems of the charitable sector.

· review of Russian charity activities;

Chapter 1. The essence of the charitable sector and social policy

1.1 The concept of charity. Functions, goals and principles of charity

Charity is an activity through which private resources are voluntarily distributed by their owners in order to help people in need, solve public problems, and improve the conditions of public life. In this case, the needy means not only those living in need, but also those people (civil activists, specialists, people in creative professions, students) and public (i.e., non-profit and non-political) organizations who lack additional funds to solve individual problems. , professional, cultural and civic tasks. Private resources can include both financial and material resources, as well as the abilities and energy of people. In recent decades (at least since the sixties, when the so-called non-governmental organizations especially developed), a stable idea of charity has developed not only as monetary and property donations, but also as a free (voluntary, “volunteer”) activity - - as a public (i.e. non-commercial and non-political) activity in the proper sense of the word, a source of social and moral evil, “self-deception of a bad conscience” by Budantsev S.V. The economic essence of the phenomenon of “charity”: goals and principles // Bulletin of Tambov University. Series: Humanities. - 2010. - No. 3. - P. 81-85.

As broad world practice shows, charity, by and large, represents the flip side of a successful (at times dodgy) business. But at the same time, by its nature, it is the opposite of business: business is acquisitive, focused on making a profit, on accumulating funds for the purpose of investing them and extracting even greater profits. Philanthropy, in the inner meaning of this activity, is disinterested; with its help, funds are distributed and profits are squandered. However, the apparent opposition between entrepreneurship and charity is resolved by the fact that, socially, they are in many ways different sides of the same coin. And it is no coincidence that at almost all times, philanthropy - just like entrepreneurship - has aroused greedy interest, skepticism, and suspicion as an absolutely necessary, but often unclean matter. On the one hand, charity undoubtedly saw great benefit and the possibility of salvation for many, even those who had completely lost hope. On the other hand, charity was seen as a source of social and moral evil, “self-deception of a bad conscience.” Grodskikh V.S. Economic theory. - St. Petersburg: Peter, 2013. - 208 p.

The functions of charity in society are as follows:

Economic: ensuring a decent existence for those citizens who, due to objective characteristics and life situations, are not able to take care of themselves;

Social: relieving social tension by equalizing living standards, supporting the most disadvantaged segments of the population who, due to objective circumstances, cannot adapt to new conditions;

Market: filling the gaps in the state’s social policy and the functioning of market mechanisms, primarily through the efficiency and targeting of assistance delivered, i.e. increasing its efficiency;

Social: replenishment of distortions in social relations, leading to the departure of certain categories of the population against their will from accepted standards of living, which limits their ability to consume public goods and self-realization; at the same time - impact on public opinion;

Political: implementation of feedback mechanisms between the population and government structures, formulation of social priorities on behalf of those who, socially, due to objective reasons, are not able to defend their rights;

Marketing: meeting the needs of philanthropists, providing donors with services for the implementation of charitable projects, and at the same time cultivating altruistic and philanthropic sentiments in society. Privalov N.G. The economic basis of charity // News of the Ural State Economic University. - 2006. - T. 2. - No. 14. - P. 89-96.

This strategic goal of charitable activities is achieved through the achievement of certain specific goals, the main of which are the following:

· social support and protection of citizens, including improving the financial situation of the poor, social rehabilitation of the unemployed, disabled and other persons who, due to their physical or intellectual characteristics, or other circumstances, are not able to independently realize their rights and legitimate interests;

· assistance to the population in overcoming the consequences of natural disasters, environmental, industrial or other disasters, to prevent accidents;

· promoting the strengthening of peace, friendship and harmony between peoples, the prevention of social, regional, national and religious conflicts;

· promoting the strengthening of the prestige and role of the family in society;

· activities in the field of prevention and protection of citizens' health, as well as promotion of a healthy lifestyle, improvement of the moral and psychological state of citizens;

· promoting activities in the field of physical culture and mass sports;

· environmental protection and animal welfare;

· protection and proper maintenance and use of buildings, objects and territories of historical, cultural or environmental significance, and burial sites. Budantseva S.V. The economic essence of the phenomenon of “charity”: goals and principles // Bulletin of Tambov University. Series: Humanities. - 2010. - No. 3. - P. 81-85.

Based on the generalization, systematization and analysis of foreign and Russian charity experience, the most important principles for the functioning of the charity system have been developed.

The principle of targeting involves the provision of any form of charitable assistance to specific groups of the population in need in accordance with legally accepted criteria and the wishes of benefactors.

The sufficiency of charitable assistance provides for such a volume that will satisfy the basic needs of beneficiaries at a socially acceptable level and minimal compensation for material damage from various social risks and unforeseen emergency circumstances. The social effectiveness of charity is manifested in ensuring a socially acceptable standard of living for the beneficiary and, at the same time, preventing the emergence of social dependency among the working population.

The principle of legal security is achieved through the development of new and streamlining of existing legislative and other regulations governing the sphere of charity.

The sustainability of charitable activities is ensured through the most complete, expedient, and transparent use of funds from all sources.

1.2 The concept of social policy and its main tasks

economic charity social politics

The internal policy of the state is divided into various directions depending on the sphere of social relations into which it invades. In this sense, economic, social, national, demographic, environmental, etc. policies are distinguished. One of the most important parts of domestic policy is social policy, embodied in its social programs and practices, regulating socio-economic relations in society in the interests and through the interests of the main social groups of the population. Alekseev Yu.P., Berestova L.I., Bobkov V.N. Social policy: Textbook for universities / Ed. Volgina N.A. - M.: Exam, 2009. - 736 p.

Social policy - policy in the field of social development and social security; a system of activities carried out by a business entity (usually the state) aimed at improving the quality and standard of living of certain social groups, as well as the scope of studying issues related to such policies, including historical, economic, political, socio-legal and sociological aspects, as well as examination of cause-and-effect relationships in the field of social issues. However, it should be taken into account that there is no established opinion as to what should be understood by the expression “social policy”. Thus, this term is often used in the sense of social administration in relation to those institutionalized (that is, enshrined in legal and organizational terms) social services that are provided by the state. Some authors consider this use of the term to be erroneous. Babich, A.M. Fundamentals of social policy: lecture / A.M. Babich. - M.: Publishing house RAGS, 2006. - 40 p.

The object of social policy is the social sphere of society, which can be considered as a process of functioning and development of man and society. All constituent elements of society, be it a social group or an individual, are included in their own way in the social sphere and occupy their own special position in society. Members of society, social groups and communities constantly interact with each other in various forms, i.e. are in relationships regarding their position, role in society, living conditions, image and way of life. These social relations constitute the content of the social sphere. Consequently, if the object of social policy is the social sphere, then its subject is, first of all, the institutions of the political system - the state, parties, trade unions and other socio-political associations.

* Harmonization of social relations, coordination of the interests and needs of individual groups of the population with the long-term interests of society, stabilization of the socio-political system.

* Creating conditions for improving the material well-being of citizens, creating economic incentives for participation in social production, ensuring equality of social opportunities to achieve a normal standard of living.

* Ensuring social protection of all citizens and their basic state-guaranteed socio-economic rights, including support for low-income and vulnerable groups of the population.

* Ensuring rational employment in society.

* Reducing the level of criminalization in society.

* Development of sectors of the social complex, such as education, healthcare, science, culture, housing and communal services, etc.

* Ensuring the country's environmental safety. Sharonov, A. On some aspects of social policy / A. Sharonov // Economist. - 2008. - No. 8. - pp. 54-56.

Social policy is the most important area of activity of any state and considerable experience has been accumulated in this area.

Chapter 2. Charity and social policy of the state

2.1 Relations between the state and the charitable sector

The distribution of budget funds is carried out within the framework of closed mechanisms; access of charitable organizations to this source is practically closed. The lack of transparency of state and municipal structures and access to funds of close organizations gives rise to abuse and corruption. Intersectoral interaction in this case becomes part of the shadow economy. Shchitova N.G. Problems of charity, patronage and sponsorship // Consolidated abstract collection of the journal Representative Power - XXI century: legislation, comments, problems. - 2010. - No. 1-4. - pp. 11-12.

Budgetary problems, on the one hand, the great dependence of entrepreneurship on state and municipal policies, on the other, and the strong motivation for merging government and market structures, on the third, lead to the constant intrusion of official structures into the sphere of charity, which in essence should remain a private matter. It turns out that in order to make a charitable donation, you need the “blessing” of the authorities. Thus, the flow of private resources into the charitable sector is constrained. Mostly projects that are administratively approved by the authorities are implemented. The motivation of both donors and charitable organizations to form the material base and resources of charity is decreasing. This reduces its already meager material, technical and financial base.

In fact, there are implicit mechanisms of “coercion” of private donors, and administered (state) and planned charity is developing.

On the other hand, available tax breaks are often used for non-charitable purposes. Benefits are beginning to be exploited in the commercial interests of entrepreneurs, which, in turn, forces charitable organizations to adapt to the needs of donors. The original mission of charities fades into the background. Udaltsova N., Averchenko N. Tax consequences of charitable activities // Economy and Law. - 2010. - No. 9. - P. 96 - 103.

In the first case, funds are transferred to “pocket” charitable organizations, where they can be managed more flexibly. And in many cases, inflate prices or the volume of work performed.

In the second case, the state, through charitable organizations, collects funds from private sources, which are used to fulfill state obligations.

In any case, the mechanisms amount to creating a privileged position for individual organizations. The presence of such organizations hinders the initiative and development of other charitable structures. This results in a loss of resources for the charity sector. The state competes with the charitable sector for the possession of sources of resources. Shchitova N.G. Problems of charity, patronage and sponsorship // Consolidated abstract collection of the journal Representative Power - XXI century: legislation, comments, problems. - 2010. - No. 1-4. - pp. 11-12.

The role of the state and local government is to create favorable conditions and regulatory mechanisms for the development and implementation of charity without direct intervention.

Government intervention destroys the philosophy of charity, actually leads to its disappearance and hinders its development.

Also complicating the development of charity is the lack of access of these organizations to government resources. The inclusion of independent organizations in the system of execution of government programs financed from budgetary funds contributes to the expansion of competition in the social sphere. The system of unconditional budget financing should be inferior to the system of selecting the most effective contractor. Currently, the organizational weakness of the charitable sector prevents the state from considering it as a serious partner.

Competitions for government contracts should first of all be organized for those problems and in those sectors where the state system itself is insufficiently developed. Instead of investing resources in its development, it is advisable to focus on non-state actors.

The state and charitable organizations can effectively interact in those areas where problems have just emerged and where it is not clear how to solve them. The initiative of charitable organizations will allow us to find new mechanisms and technologies for solutions. The use of grants is effective here. In this case, the state’s interest lies in the implementation of a socially significant project that has not yet been implemented and for which it is difficult for charitable organizations to find funds from other sources.

Some public funds should be allocated to projects developed by charities themselves, as well as to the organizational development of the charitable sector.

Funding of charitable projects should be carried out by the state only on a competitive basis.

Any state or municipal program, as well as any order or grant, must be subject to mandatory audit and programmatic peer review.

Charitable organizations quite actively use various government services. As a rule, they are provided to them on preferential terms. Particularly important for the implementation of charitable activities are the rental of premises for offices and payment of utilities, the use of premises for events, communications, information resources, etc. Typically, support in such forms is another type of segregation of non-governmental organizations based on proximity to power. Almost never is this benefit provided to some organizations free of charge. The specificity of this form of support is that, unlike financing, it covers a long period. Having provided the opportunity to rent on preferential terms, the state ceases to control the feasibility of this step after a few months. This requires more flexible, fair and more beneficial mechanisms for the state. Yudina T.N., Balashov A.M., Balashova I.A. Institutional features of Russian entrepreneurship and charity, 2014.

The market mechanism requires equal rights for all consumers. Charitable organizations, when competing with others, including commercial organizations, should have more favorable conditions only for raising funds. This alone should be their advantage.

Payment for other services by charitable organizations must be made at the rates established for state budgetary organizations.

Where appropriate and possible, organizations with government funding should give priority to serving charitable organizations. For example, this applies to the media, for which standards can be established for covering the activities of charitable organizations and for publishing materials that create a positive public image of charity participants.

The public and population of the country must clearly and regularly receive a “signal” that charity and its development corresponds to the interests of the state, is supported by it, and that the charitable movement is viewed constructively and positively by it.

It would have a great public resonance to award orders, for example, “For Merit to the Fatherland” and other state awards to the most prominent figures of charity according to the ideas of both state and municipal structures and the public, as well as to award state and other prizes and certificates of honor to exemplary donors and charities organizations. Such rewards do not necessarily have to include monetary payments.

Charitable organizations should also be informed that they may be nominated for awards from various international organizations, including the UN system.

2.2 Charity and social policy of the Russian Federation

Today we can say with confidence that the success of the functioning of social work will directly depend on how much we manage to restore the optimal features of Russian traditions of charity. We must try to revive existing positive traditions, and not borrow Western experience without taking into account the specifics of Russian reality. We can only enrich existing traditions with international experience in social work.

It is impossible to solve all the problems of society with charity alone; the direct and close influence of the state is necessary. This influence is exercised through social policy.

The most important function of social policy is serving society, ensuring social security, and meeting the needs of the population. In the most general form, social policy can be represented as the relationship of social groups regarding the preservation and change of the social status of the population as a whole and its constituent classes, strata, social, socio-demographic, socio-professional groups and social communities. Social policy is carried out at several levels: federal, regional, municipal, as well as at the level of individual organizations, enterprises, and institutions. All of them are in continuous interaction, interdependent and form a single whole. Averin, A.N. Social policy of federal government bodies: textbook / A.N. Averin. - M.: Publishing house RAGS, 2008. - 128 p.

This is a costly and costly activity. Each area of social development requires large financial investments, and the more ambitious the social policy is, the more significant goals it sets for itself, the more funds should be allocated for its implementation. However, in Russia traditionally funds have been allocated for the implementation of social policy on a “residual principle”.

In the process of reviving Russian charity, a large number of public organizations arose, created as a voluntary association of citizens operating independently of the state, according to their own programs to solve vital problems of particularly needy categories of the population. This could be due to the fact that the state primarily focused the state development strategy on solving economic problems, and not on the social consequences of putting these decisions into practice. As a result, the reforms necessary to ensure the effective functioning of the state in the new market conditions were not carried out, because a reduction in the role of the state in the social sphere was envisaged, which was expressed in a reduction in state assistance to enterprises in financing their social infrastructure.

There are several serious obstacles to the effective development of charity in the country. The main ones:

Unfavorable taxation system for philanthropists and beneficiaries;

Unformed position of the state in relation to charity;

Distrustful, often negative attitude towards charity and its representatives on the part of Russian society. Overcoming these contradictions is only possible with significant support from the Russian charity system. Antonov E.N. Charity in Russia: main problems and solutions // News of the Russian State Pedagogical University named after. A.I. Herzen. - 2008. - No. 631. - P. 20-22.

Conclusion

Biographical list

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2. Yudina T.N., Balashov A.M., Balashova I.A. Institutional features of Russian entrepreneurship and charity, 2014

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11. Antonov E.N. Charity in Russia: main problems and solutions // News of the Russian State Pedagogical University named after. A.I. Herzen. - 2008. - No. 631. - P. 20-22.

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15. Sharonov, A. On some aspects of social policy / A. Sharonov // Economist. - 2008. - No. 8. - pp. 54-56.

16. Averin, A.N. Social policy of federal government bodies: textbook / A.N. Averin. - M.: Publishing house RAGS, 2008. - 128 p.

17. Babich, A.M. Fundamentals of social policy: lecture / A.M. Babich. - M.: Publishing house RAGS, 2006. - 40 p.

18. Denisova, I.P. Social policy: textbook / I.P. Denisova, L.R. Klinovenko. - Rostov n/d.: Phoenix, 2007. - 347 p.

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