Respect for human rights, equal opportunities and staff engagement

Building a comfortable, fair, and encouraging work environment is an overriding priority of the Group. Over the past several years, Moscow Exchange has put considerable efforts into building a culture of respect and trust in the workplace and increasing employee satisfaction and engagement. Today, the Group continues to take part in dynamic activities to that end.

Care for our employees has been a key focus area of Moscow Exchange throughout 2024, which is reflected in the Sustainability Roadmap. Priority areas include pursuing equal opportunities for men and women, and ensuring the physical and emotional well-being of staff. The Group’s management seeks new approaches to developing expertise, managing the agenda, and setting ambitious and quantifiable objectives.

Moscow Exchange Group’s objectives and the UN Sustainable Development Goals

• SDG 4.4 Develop employees’ professional and technical skills
• SDG 4.7 Train employees to effectively manage sustainability within the Group
• SDG 5.5 Ensure gender equality in the Group
• SDG 8.5, 8.6, 8.7, 8.8 Ensure decent working conditions for employees

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Staff engagement and performance

The total employee headcount of the Moscow Exchange Group increased by 34.5% in 2024. The increase in the number of employees is primarily due to hiring for strategic projects and strengthening existing business directions. The staff turnover rate was 17.3%, an increase of 1.4 p.p. compared to 2023. The rate remains significantly lower than the average turnover rate for the financial sector in Moscow (based on data for 2022-2023). There have been no job cuts within the Group over the past three years.

By analysing the reasons for employee resignations, the Group takes measures to reduce turnover on this basis. To this end, employee engagement is monitored. In 2023, the Supervisory Board of the Exchange approved a new long-term incentive programme for 2023-2028 to retain key personnel and ensure their focus on the long-term business development of the entire Group. The Group also prolonged the long-term incentive programme for key personnel based on phantom shares.

Every year, the Group conducts a comprehensive study of employee engagement. In 2024, 73.6% of the staff took part in the study. Polling yielded the following results:

• engagement – 88%;
• loyalty – 88.8%;
• satisfaction – 85.6%.

Key areas of development were identified through the survey. In order to create a plan to enhance the efficiency of operations, the Group organised focus groups, identifying critical areas for employees, such as HR issues, career planning, training, remuneration, and work-life balance. Roadmaps have been developed up until the end of 2025 and are accessible to all employees.

Learning and development

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The company’s approach to employee professional development is implemented across three pillars:

1. Flexibility and accessibility of training

Training planning, driven by learning needs that are identified every quarter, allows the educational programmes to be tailored to the specific needs and professional interests of employees, thus contributing to their personal and career development. The decision to train an employee is prioritised on the need for new skills for the strategy implementation and tactical objectives rather than the cost of training, thereby ensuring a high accessibility and the opportunity for comprehensive development of skills and competences.

2. Compliance with the company’s strategy

Training programmes are based on the employee’s profile, assessment of competencies required to achieve the company’s goals, implement innovative projects, and to improve process efficiency. Employees benefit from an environment that helps them apply the knowledge gained during training in practice, learn from fellow experts, and develop in the employment setting.

3. Adaptivity

Through ongoing collection of feedback from employees post-training, the pool of training providers and educational courses can be tailored and improved, leading to greater relevance and effectiveness.

Investments into people development

Investing in our employees is a fundamental aspect of the Exchange’s sustainability strategy. In 2024, 44% of Group employees received various training. The average annual number of training hours per employee amounted to 22 hours

Diversity and equal opportunity

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Gender structure of the Group’s employees by levels is shown below. More details on this information is located in the “ Sustainability Data “ section.

Moscow Exchange Group focuses on the social and cultural diversity of its employees, providing them with equal opportunities in terms of training, career development, and social benefits. This approach leads to a more productive and comfortable work environment.

The Group follows the recommendations of the Central Bank of Russia in forming and maintaining the continuity of the Supervisory Board; including based on the principle of equal opportunities for men and women.

In terms of the percentage of women among the workforce, the Group adheres to global best practices. Despite some challenges, particularly the fact that there are far fewer women in the Russian IT sector than men, the Group takes active steps to hire women in its IT departments.

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Moscow Exchange Group provides its employees with a competitive level of remuneration. In 2024, the average salary of specialists and workers of the first grade, including bonuses, was 4.6 times higher than the minimum wage set in Moscow as of 1 January 2024.

On 26 January 2023, a Memorandum on corporate social responsibility was approved, declaring respect for human rights, equality in career opportunities for men and women and socio-cultural diversity, and condemning all forms of physical violence, verbal abuse and sexual harassment.

In 2024, the third phase of the programme of additional social benefits and compensation for employees selected as key experts of the units was launched. The composition of key experts was updated, some of whom were transferred to the second and the third (highest) level of the Program. The program is planned to continue functioning in 2025.

Occupational health, security protection, safety and well-being

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Under certain conditions, employees are offered such opportunities as working from home or flexible working hours. In accordance with the Labour Code of the Russian Federation and at the request of the employee, the employer may establish part-time work for pregnant women, for a parent (guardian, custodian) with a child under the age of 14 or a disabled child under the age of 18, and for employees caring for a sick family member. Women and men (at the choice of the family) are given parental leave to care for a child up to three years of age; mothers who start work early are given breaks to feed their child up to one and a half years of age; and additional four days off per month with pay to care for a child with a disability.

Although working conditions at Moscow Exchange Group are not associated with high risks of injury and occupational disease, the Group invests in maintaining a safe working environment and maintaining the health and well-being of its employees.

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In 2024, Moscow Exchange Group did not record any cases with staff members or contractors performing work at the Group’s facilities that can be classified as occupational accidents which, in accordance with the legislative requirements of the Russian Federation, are subject to recording and investigation.

The cases of employees applying for voluntary health insurance, including to corporate doctors, relate to personal health conditions of employees that are not related to the company’s operations.

Every year, the Moscow Exchange Group approves an action plan to improve labor conditions and safety for the current year. The main activities being implemented are: organizing and conducting mandatory training on labor protection for company employees; organizing and conducting mandatory briefings on labor protection (introductory, at the workplace); organisation and conduct of mandatory medical examinations (preliminary, periodic, pre-trip), psychiatric examinations for workers of certain categories and professions; conducting a special assessment of working conditions and assessment of professional risks at the workplace of company employees; provision of personal protective equipment (PPE) to certain categories of workers, as well as first aid kits for providing first aid to victims.

Plans for 2025

Moscow Exchange will continue to work to maintain decent working conditions for its employees. At the same time, given the challenging foreign policy environment, the Group does not rule out the possibility of adjusting plans, including those included in the Sustainability Roadmap. Nevertheless, Group companies will continue to develop key initiatives planned for 2025 and beyond, adapting them to the new environment. Sustainability projects that are already underway are likely to continue. The Group’s management will do its utmost to preserve jobs and the social programmes most important to employees.

The key areas of focus for human resource management in 2025 are:

• Development of Corporate Culture: Enhancing the company’s culture to foster a positive and inclusive work environment.
• Supporting Business Development and Diversification: Ensuring that new business directions are supported by the necessary workforce and motivating employees to contribute to both short-term and long-term business results.
• Implementation of New Training Technologies and Methods: Expanding the range of training programs, strengthening the link between training and employees’ career growth.

The Exchange will also continue to acquaint its employees with the sustainable development agenda and assist them in developing their knowledge and skills in this area.