The main directions of charitable activity. Policy of charitable and sponsorship activities of PJSC RusHydro And “we” are who

Head of Corporate Social Responsibility ZAO 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 is unfolding in more than eighty countries. Grants are issued to non-profit organizations and educational institutions for various social programs in 4 main areas: 1 - improving the financial literacy of the population; 2- support and development of microentrepreneurs, 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, affects the economic situation in regions and countries and improves the socio-economic climate.

And all these four directions also operate in Russia?

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

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

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

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

We have stable partners, we have been cooperating with them for more than a year, and they run such programs. For example, we cooperate with the Graduate School of Management of St. Petersburg University, which conducts an annual global monitoring of entrepreneurship, in which the problems of entrepreneurship in the country are studied, the situation is compared with the state of affairs in other countries, it turns out what barriers stand in the way of our entrepreneur, etc. P. The state does not cover such moments in its research, since it is mainly engaged in statistics. And we see the usefulness of this study - when developing both laws and small business development programs, such data is very necessary, and we are trying to popularize them.

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 Wide Fund for Nature. 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 natural resources: poaching, deforestation, etc. And so that the population does not engage in illegal activities, it must be taught and helped to engage in legal activities. Including small business here paves 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, and the population, while entrepreneurship is developing. Participants are selected or invited (already registered entrepreneurs or just beginners, people who want to start their own business) - it does not matter. They are trained: how to write a business plan, how to open and grow your business. And very often at the end of the training there is a competition of business plans, 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 state programs. After all, the state has very large subsidy programs, but people often do not 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 happened, because he initially calculated incorrectly, planned incorrectly, and there is a shortage 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, tell me, please, but do you have these programs described somewhere, can you read about it somewhere?

There is a section on our website citibank.ru 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 was $1,70,000.

It is in Russia?

Yes, it is 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 inside the country - I mean our commercial branch inside Russia. And we have a very strong support for volunteering.

What is the duration of these programs, please?

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

How long have Citibank's philanthropic programs been in place in Russia?

Our foundation has been operating in Russia since 2001.

What mechanisms does the company use to implement charitable activities? Cash donations, employee labor, in-kind aid?

All kinds, of course, are used. We have all kinds: both grant support and simple charitable donations, the activity of employees and fundraising, and the provision of various intellectual resources.

To whom are donations made and in what cases? Is it a permanent 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 go regularly to help there with their work. Of course, in order for such a direction to exist and develop, the bank must support it with money, with which volunteers buy something for their work, transport, etc.

Where do they go in general?

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

Well, it's not that common. Help for 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 children, for some it is not very close. Not because they don’t need help, it’s just that everyone has different mental strengths, someone wants to help the elderly, someone doesn’t want to work with people at all, prefers animals, nature.

How is the choice made, 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 it. It is impossible to force a person to help the disabled without fail. Until a person begins to ache for this with his soul, this will not advance far.

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

Yes, it just turns out 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 someone has ideas or desires, they write to these employees. They are also responsible for some kind of budget to the management of the bank that 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 you cannot help with volunteer efforts alone.

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, so long as more money is sent to the beneficiaries themselves - children, the elderly, 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 is very difficult to cope without help.

With whom, for example, did you collaborate?

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

Tell me, please, 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, the 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. In the direction of youth education, we have 2 programs. One of them was with the FOCUS MEDIA foundation: for 4 years there was a program to attract students to the non-profit sector. They were taught and tried to attract internships in the non-profit sector. But since last year we have slightly altered this program and have now begun to work with vocational schools. Because all the same, at the university, children, in most cases, come from more or less good, prosperous, wealthy families. Whether it's a vocational school, everything is very complicated there. So last year we started a program with three vocational schools and we want to develop this area. Vocational schools generally help very little compared to schools and universities. Vocational schools are colleges, the most, so to speak, "cream of society" get there. Help is in great demand there.

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

As for other partners, in almost all of our programs partners are government agencies, or they are supported by them. For example, our program of awards for entrepreneurship is supported by the Ministry of Economic Development, Opora Rossii, the Ministry of Finance, and the Chamber of Commerce and Industry. Such 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 that are also doing something in this area. We have the same in terms of financial literacy programs, especially in universities, where there are mainly non-economic, non-financial departments. This is very important for humanities students, and even more important for students of pedagogical universities. If future teachers are not financially literate, then their students will not be able to acquire this knowledge. School does not have this subject, but you can teach it indirectly, so we also pay great attention to teacher training universities. And, of course, we are running such programs hand in hand with the Ministry of Finance, which is now launching its own national program.

Could you please tell us, inside the company, what is the procedure for making a decision on charitable activities and who is responsible for this direction?

If we are talking about Citi Foundation grants, then this is of course a separate process. We do not have an open call for proposals, because it is too difficult for us and practically impossible, we have a Charitable Committee inside the bank, which includes the authorities of their own free will. This Charitable Committee oversees the local charitable budget and the main grant strategy, for interaction with partners. The charitable committee approves some programs, then we send the information to the foundation, which, in turn, considers each grant separately. The process of awarding grants goes through all stages: approvals, reviews, etc.

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

Well, let's put it this way, they make preliminary decisions, because they are still here, in Russia, and they can see and understand a lot better - they meet with partners and conduct programs on the ground. 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 a final decision - yes or no.

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

Looking at what. In grant programs, of course, there are always some goals, including quantitative ones, which will need to be monitored after the end of the program. These are the results of the programs - it was not just that grants were allocated, but for some purpose, for some specific things. There are always some indicators. As for volunteering or pure charity, here we do not set ourselves the goal of obtaining a purely specific result. In our opinion, in this area it is not necessary to monitor the results too rigidly, because very often it is impossible to measure the social effect in principle. Of course, in our programs with university students, or, say, with 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.

And you somehow keep track after training: who started to work on what further, what projects he did, etc.

Here we have our own criteria in each specific case, there is no general provision. For example, in the field of improving financial literacy, of course, there are general figures: the number of people trained, the level of knowledge improvement. And then after a certain period, six months or a year, again monitoring and questioning of these participants in order 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 do not teach physics, we do not teach mathematics, we teach financial literacy, the basics: how to plan your budget, how to avoid rash purchases. If the behavior does not change, then the program is ineffective.

Training and support for entrepreneurship also has its own indicators, for example: how many people have been trained, how many of them have opened their own business, how their economic performance has improved, whether efficiency, profits have increased, or how many jobs have been created. These are all economic indicators, they can be measured. As for students or schoolchildren, it is more difficult here, because in the first case, the evaluation criterion is the number of students, 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, it is necessary to apply multi-stage approaches, we periodically conduct a survey. Even a rough estimate bears fruit - for example, an assessment of the level of performance in school or motivation to study. This does not allow us to get a complete picture of everything, but at least somehow helps us understand how the program works.

Well, you have a fairly well-built grading system.

In fact, it only seems so, every time you still learn more and more. We have launched a new program in Altai related to the development of eco-tourism. We ourselves come up with scales or evaluation indicators - how many tourists they attracted last year before the start of the program, and how many after. These indicators can be developed by yourself. The assessment of the 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 of philanthropy. It's very encouraging that you have it. Could you please tell us what difficulties you face in the implementation of charitable programs?

First of all, it is probably a partnership. It is very difficult to find partners who are ready 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 financial literacy and entrepreneurship support. Everyone knows the various charitable foundations to help children, and that's the point. 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 are already cooperating, we try to stimulate them so that they work more efficiently.

Please tell us how you see the prospects for the development of the company's charitable activities?

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

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

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

We, in fact, for the sake of this, started this study in order to discover these practices. Of course, so that they can be replicated and distributed.

Yes, between commercial organizations working in the same area, there is always competition. Everyone wants to do something so special, 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 ways and means of solving social problems. We got used to just 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 is the company's charitable activity? What are the priority areas, beneficiaries, budget, geography, duration of projects.

It is important to define terms. We distinguish between charity 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 doing their job — by operating, providing jobs, paying taxes, providing services, producing goods, etc. Accordingly, for us to be a “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 a work of making amends (for example, as a result of negative effects from our business operations), it is not a "repayment" to society, and it is not just charity. Charity involves operating with other people's money, donation. 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, the company also consists of people, part of society.

For banks in recent years, this position has become very relevant. Recently, dissatisfaction with the activities of enterprises and managers has been growing all over the globe. Especially banks and bankers. People wonder: are morality and the pursuit of profit compatible? The action "capture Wall Street", (Occupy Wall Street), which has grown throughout Europe - direct to proof. CSR is not an expense item for us, but rather a source of value. A proposition in which both business and society win.

There are examples when charitable programs in companies are integrated 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 we have exactly the same thing going on. 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 charitable project to raise funds for the needs of an orphanage, there is also a result related to CSR: the development of the volunteer spirit of employees. When employees collect money to repair the orphanage, the bank is more likely to help them if they are ready to go and help make this repair themselves. We support and inspire employees for 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 areas has sub-areas. Let's start with "sustainable development". There are four sub-areas: these are "environment", "social aspects", "corporate governance" and "financial aspects". That is, "sustainability" refers more to business than to philanthropic activities. Each of these four, in turn, can also be divided into sub-spheres.

Can you please tell me if this is in your report?

I am now talking about CSR at Deutsche Bank of Russia, our development strategy is in line with the global strategy of Deutsche Bank. This is exactly what is described in the global report. We do not issue our own report, but nevertheless, all our projects and especially quantitative results: the statistics of the funds we have 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 in the financial. This includes, for example, mentoring projects. The second is “management skills exchange”. And the third is “direct participation”, or, as I call these projects, “helping with your 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. The second is "community development and disaster relief": improving the infrastructure of low-income communities. The aim of the projects is to make them able to earn their own 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 allocate 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 own funds, and in some cases, we turn to clients. As a result, we The Bank collects the necessary funds during the first days after the disaster

And the third aspect of social investment programs is “support for disadvantaged children and young people” . This is an 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, the projects of the “social investment” sphere, due to their nature, are more developed outside of Russia.

The fourth direction is "art and music" which we support for a good reason. Involvement in art, especially modern art, helps to expand horizons, educate people who can think outside the box - and such people are very much appreciated 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 opportunity in education”. 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 academicians and practitioners”.

This is about the theoretical part. We will talk about the practical one already on 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, how programs are administered. And, if we are talking about sponsorship or pure charity, there are exceptions that we should not work with.

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

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

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

Initially, in the 80s, our focus was on the development of art. A few years ago, Deutsche's CSR strategy took on its current form, and we began to translate it into Russian realities. The achievements of the last two years are 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 taking place at the global level into Russian realities. This is especially true in the area of ​​sustainable development. After all, it also includes social aspects, aspects of management, risk management. And these are 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. Indeed, 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 - by me, the head, or one of the top managers.

Then it is coordinated already in the upper echelons?

Yes. Why was the Garage support project chosen, for example? Therefore, the profile of this organization is in line with our strategy to support contemporary art and young talents.

These projects are coordinated with Deutsche Bank's art department based 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, already a collection of a large museum. The bank began to collect 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 the 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 the working rooms, in the meeting rooms, in the corridors.

How is it - are they available? Can anyone 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, as, for example, in Russia, excursions are available upon request. Here I will lead them. If I speak somewhere about CSR and about the collection, very often I receive requests for 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 in 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 have 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, thus we contribute to the development of a volunteer spirit, and these projects cover all areas of CSR, that is, they can be very different. The program has an indefinite period of validity. An employee of the Bank can submit his project at any time of the year, there are no time limits. The general budget of the charitable foundation is allocated separately for each calendar year and is reviewed at the beginning of the current year. So, 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 the grant is smaller, if the group, then more. There were many interesting projects. For example, they helped to hold the All-Russian Tournament. Lomonosov, among schoolchildren. This is an annual multi-subject Olympiad. A grant from Deutsche Bank (€2,000) increased the number of currently available scholarships for gifted NES students with limited financial resources. In partnership with the art center "Children of Mary" they helped the boarding school in the city of Voskresensk (1000 euros). One employee found a mathematical lyceum in Chelyabinsk and helped him 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 volunteering is developing.

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

Yes, donations are used. What are my difficulties: we do not have a budget for CSR, it is equal to zero. I mean, 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 for us. And so I am responsible for this project with my head. That is, you need to convince the business why it is profitable, and only the language of numbers is not always useful here. There must be an individual approach. I use different methods of course.

That is, you are involved in fundraising inside?

Yes. Let's say if these are art projects, how can I raise money? I can bring this draft to the 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 fundraising within the bank among employees. How does this happen? An employee comes and says: there is an orphanage, I want to help pack things, for example. We organize the collection of things from the bank. Then one employee from our earning divisions, an American, asks: do they have a need for money? My friends and I could help them with money. Or just buy something with that money. There is already a source of income for this project. Or an employee comes and says: I want to raise money to help, to repair the orphanage. We can suggest how to do it right. For example, you can organize a charitable library: you take a book, leave ten rubles. Or we advise you: talk to your colleagues in London, it is very popular with them. They can support Russian project organize the same. That is, we integrate, accumulate, suggest: how this can be done, how to raise money. It is not simple. Our activity is not only in the evaluation and selection of projects. She is still 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 in accordance with 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 gave me an idea: let's also work for certification. This should be budgeted from the moment of planning. There was a budget for the construction, and we laid it down. Or another example related to this: I say, let's come up with a new art concept for this new building, and buy paintings for it in Russia. Since we had already bought paintings ten years ago, they said: the idea is good, let's reserve the budget. And we bought paintings by emerging imergineartist - 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 a scout, I must always keep my eyes open and know where you can find money 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 in any other projects as partners? Even with the same orphanage: they decided to help, and did not go directly, but together with a non-profit organization that has been running around 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, moreover, we help them financially and are looking for mentors. This is our first non-profit partner, and recently another organization has appeared, it does the same thing as Bigbrothers & Bigsisters, called Kidsave. One of our departments actively helps 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 Give Life Foundation.

Long-term partnerships depend on volunteers. If there are volunteers, there is a volunteer spirit, the partnership is preserved. And if not, for example, the leadership has changed, and somehow the volunteer spirit has fallen. We are looking for new ones, because, unfortunately, the partnership with Kidsave exists solely due to charitable donations from employees. Bigbrothers&Bigsisters - it's easier there, our managers know it, including the heads of our earning divisions.

Tell me, do you have other partners? Maybe the authorities help, or service structures? Inventory agencies, for example, who are involved in order to make some action?

We can sometimes persuade our partner. Relatively speaking, in order to collect things for the orphanage, you need to conduct internal marketing, hang the same leaflets in the building. We do not have our own designer, everything is outsourced. We periodically persuade the company that does these types of work to make these flyers for free or at a 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 every year in Earth Hour - we are attracted 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 another type of partnership - Deutsche Bank issues the so-called art card. This is a card that is distributed among our customers and our employees - it has a limited edition. Museums are listed on the back of the card - in different countries there are many of them in the world, and the bearer of the card has free admission to them. 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, after all, it is a museum, in principle.

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

We have a quantification. We count how many people took part in the projects, how much money we managed to raise. What are the total investment amounts. Then we send this data to Frankfurt and Russia's contribution is shown 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 you 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, so far we have filled out the form and sent it. The effect is estimated on the LBG form. Our British office has been evaluated according to this system for a long time, almost ten years. We decided to expand their practice to all countries. This system has been used to evaluate our contribution since last year. The Russian part will be included in the pan-European part, and our data will be in it.

I would say that the culture of implementing CSR projects is low, and that of the foundations as well. In general, the culture of CSR projects is low — even in those organizations where this happens systematically, the object of assistance is children, and the means of assistance are money. And that's all.

If I work with someone in the organizations themselves, even in the forums, then this is overcoming the low culture of working with beneficiaries. There are foundations, and they are very famous, who believe that organizations exist in order to give them money. And what's more, they can afford to say: "You've raised such a sum, it's not enough, we don't need it"... And this is a very large fund, let's not name it.

Are your partners different in this sense?

Yes. Our main difficulty is the lack of a budget. Lack of funds and lack of power. Although ... they say: there would be no happiness, but misfortune helped. On the other hand, we are forced to spin around and survive through 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 report on all the money.

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

The experience of recent years, especially the last two years, shows that everything is only going up in our country. Now corporate volunteering projects have become in demand - a few years ago we did not have this. Now these projects are becoming more and more, moreover, the number of projects that are generated by the employees themselves is increasing. This is to help us, because we cannot generate everything. In principle, this is the essence of our corporate volunteering projects. On the other hand, misfortune also helped. Due to the seriously deteriorating economic situation the system will be reformed and become more efficient corporate governance. And, as we understand it, 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. We have slightly increased the number of art projects. We used to do one or two projects a year, now we do two or three.

What, in your opinion, is necessary for the successful development of the 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, and improving the infrastructure of these projects. Both in the performing organizations themselves and those who give money. Moreover, the infrastructure means, among other things, 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, and they are still almost never taught anywhere.

CSR is not only a fundraising tool, but also an understanding of how projects can be carried out with little or no budget. And corporate volunteering projects, in principle, can exist without a budget.

Elvira Garifulina

Candidate of Sciences in Sociology, Head of Corporate Social Responsibility and Relations with Public Authorities of OJSC OTP Bank

OTP Bank is constantly engaged in charity work: supporting external charity projects and actions; developing corporate volunteering; providing material and organizational support to employees and their families who find themselves in a difficult life situation. Historically, the DNA of OTP Bank's charity in the Russian Federation is large families and children. Priority areas at present: support for 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); creation of conditions for the development of charity in the Russian Federation (charitable foundations, NGOs, 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, in general, environmental issues. Previously, sports events, Orthodox competitions and schools, and literary competitions were also supported. Volunteering mainly concerns these areas, but if there is activity and justification for a new or other direction, then 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 dead employees (in terrorist attacks, accidents, etc.) is provided both by the Bank and through corporate volunteering. Geography - all federal districts, but on a larger scale - Rostov region, Omsk Region, Chelyabinsk Region, Primorsky Territory, Novosibirsk Region, Samara Region, Moscow Region, Moscow and St. Petersburg. Duration - starting from 2008 and gradually increasing the budget, geography and moving to more systems approach.

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

The mechanism is the transfer of donations through the conclusion of an agreement on disinterested (gratuitous) transfer Money. Volunteering - the work of employees, blood donation, the collection and transfer of in-kind assistance and funds.

We mainly carry out charitable activities in partnership with NGOs (foundations, public organizations, etc.), as well as with municipal institutions. Quite often, the authorities act as the third party of the partnership. The plans include more active involvement of the Bank's customers and counterparties in the partnership. The bank also acted as a partner of charitable projects and actions with other banks several times.

The Bank has adopted the main directions of charitable activities, and annually approves the plan and budget for branches. In general, the Bank has an employee in charge of charitable activities - the head of the "Corporate Social responsibility business” (responsible for planning, developing and implementing a policy in the field of charity, motivating and training corporate volunteers, negotiating with authorities, partners and a number of beneficiaries, collecting and analyzing reports, etc., and also oversees projects at the federal level). In branches, this area is supervised by market managers, there are also responsible ones in credit and cash offices (CCOs). Market managers and responsible CCOs will coordinate the support of actions, projects with the head of the CSR direction (within the priority areas). Initiatives of "regions" can 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 for the assessment of social. effectiveness of child support. We plan to introduce Dialogues with stakeholders, as well as improve KPIs, develop and implement a mechanism for evaluating results, efficiency and social impact. If possible, we will invite independent appraisers and auditors.

What difficulties do you face in the implementation of charitable activities?

A large load on one coordinator for charity and GR, as well as market managers of branches, “linking in technical details”, as a result, not enough time and effort is devoted to developing a strategy. There is not yet a very high involvement of tops and staff in general (although some have a great desire to participate). Quite a lengthy approval process. Sometimes it is difficult to provide reporting documents from NGOs. More promotion of philanthropy both inside and outside the company is needed.

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

Justify the change in the priorities of charity, describe in more detail and clearly the mechanism for implementing the charity policy for internal and external stakeholders. Develop a strategy taking into account a systematic approach, a balanced scorecard, performance evaluation and consideration of long-term results. Develop and implement a promotion concept and a 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 with a more uniform approach between branches and CCOs, regions). Focus and more fully work out priority areas. Activate top management.

Interest and a “direct example” of shareholders and senior management of the Bank, top management (including in branches), the possibility of teamwork, the 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; registration (documentary) of the charity policy, exchange of experience on various platforms (including actively sharing best practices, successes, difficulties and mistakes) and much, much more.

Alexander Dmitriev

PR Director of NOMOS-BANK

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

NOMOS-BANK has been doing charity work for 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 they wanted to. We analyzed the 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 work. In short, we try to involve employees in charitable programs. Taking into account our geography, the first requirement was this: the direction should be relevant for the regions of presence.

Replicability, 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 take place not once a year, but at least 2, and preferably 3-4 times a year.

The third thing is just the potential for the participation of our employees. These are the three main criteria. And the fourth point - we refused to provide direct financial assistance beneficiaries and from the transfer of funds to foundations. 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 arrangement of children is well developed in the region. And it was the foundation that helped find the beneficiary.

Consulting and expert support?

Yes, that's right, consulting and expert relations.

What areas of charity do you prioritize, whom do you help?

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

What is the assistance? Are these supporting programs, or some kind of targeted specific help?

As I said, we work directly with orphanages. Accordingly, if it is the New Year, gifts and visits of employees are a must. The main thing is communication with children. Accordingly, if this is a different time of the year, there may be some other things. 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 is the organization of summer holidays. But then again, not to give money, but to help with vouchers, pay for them, so that people already get some specific things at the exit. Because it so happened that my grandfather is the chairman of the association, which in Soviet times actively helped the orphanage. And then this orphanage suddenly found itself in 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, it is rather simple universal things.

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 run by a charitable organization. Now we are not working with them, but the Time of Angels program has been going on for a long time in the same orphanage in the Kaluga region - this is a Christian shelter.

Yes, three years is a long time.

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

Does this also happen periodically?

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

Could you please tell me if there are any documents describing the policy of charitable activities in the company?

A full-scale document that takes into account all the 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? Cash donations, employee labor, in-kind aid?

Complex solution. Donations, yes. As part of the Time of Angels project, we invite employees to make voluntary donations once a year. But each time the funds are collected much more than necessary. How did we get a permanent project "Time of Angels"? We wanted to congratulate the children from the orphanage on New Year's Eve, but it turned out that we had raised 4 times more money than we needed for gifts. Therefore, during the year they also equipped a computer class - with the help of bank employees, and then - a medical office.

Did employees participate in this both financially and directly?

Yes. Someone handed over money, and someone went to the shelter, collected furniture, set up computers.

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

The collection of funds within the framework of the project is carried out through the intracorporate portal, on which we, when necessary, make a special online form. In the case of the same orphanage, it was very beautiful - a Christmas tree with balls on which were depicted photographs of children. You could click on a specific photo, a window popped up and a story appeared about the child, about the gift that he wants to receive for the new year.
That is, everything is done quite conveniently.

What partners do you work with?

As part of the donor marathon, we are cooperating with the foundation, Podari Zhizn, and the Federal Medical and Biological Agency. Another thing, as I said, we have chosen a different path. Suppose there is a certain global fund. We conditionally transfer 10 million a year to him, and then he does something, then sends a report ... We chose a different path. Various funds can be involved - Moscow, federal, and regional - it all depends on the tasks. But the principles that we spoke about at the beginning remain. We view the fund as a bridge for our direct communication with the beneficiary.

Were there 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.

Does that mean it's attracted?

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

It is clear, but was there any experience of partnership with the authorities in charitable projects?

As part of the donor marathon, we interacted, including through partners, with the Ministry of Health, with regional ministries of health. The experience turned out to be quite positive, especially in some regions.

Tell us about the decision-making procedures in the company: how does it work, who is responsible for charity in the company?

At the strategic level, top management. All other philanthropic matters are the responsibility of the Public Relations Department.

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

At the first stage - an assessment of compliance with the above criteria and our capabilities. Be sure to check the potential beneficiary, his history, reputation. If all checks are passed successfully, then the decision is approved by the management.

The decision is made collectively, right?

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

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

Could you tell us what difficulties you face in the implementation of charitable projects, can you highlight them?

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

In principle, when we considered the efficiency, we realized that it would be cheaper to do this with the help of our employees, even taking into account the additional workload, and bring maximum assistance to the final recipient. For example, we held a children's party. For project management, the social integrator company asked for 2/3 of the cost of the event itself. It seems to me that this is wrong. In fact, charitable organizations are turning into event agencies. But the commission of the event agency, as a rule, is 10%.

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

First of all, we are at the beginning of the journey, so we would like first of all to make sure that in each region of presence the bank copes with the problems that I spoke about at the beginning.

And secondly, a year ago I was at a charity forum, which 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 vast majority of 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 task, in my opinion, is to keep these things on the same level.

It is clear, but what, in your opinion, is necessary for the successful development of the 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, Alfa-Bank

Oleg Sysuev told me in detail about the Life Line program 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?

Details can be found in the social report. I'll just tell you about our philosophy. It often happens that an organization chooses for itself in terms of charity some things that are not always clear. We are a private bank, and information openness, including to our employees, is the 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 a volunteer movement. We have the Life Line program, which Oleg Nikolayevich told you about, and there are other corporate things. But what distinguishes us, in my opinion, in the right direction is the volunteer movement. 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 volunteering start?

The bank has a program "Christmas Miracle". Employees bring toys, felt-tip pens, computer games, videos and take them 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, it struck me. It would seem that a prosperous generation. People who are now 30 years old started working in the zero years, and everything went only 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 all of you have before your eyes examples of people who need help, we do not necessarily know about them. Please send us your ideas." We collected these ideas, put them to the vote of the whole bank. The technology is the same as in the "Life Line", only it was necessary to press the button not "send money", but "I think that we need to help these people." And we financed 3 first places.

I wonder what employees responded to the most?

One of the first was a very interesting project when we bought washing machines for an orphanage. The employees themselves went to the orphanage and equipped a laundry there. It seemed 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, - this is also very important - the children themselves began to do their own laundry. And thirdly, they could now do it out of necessity, and not according to a strict schedule ... There was also a project dedicated to disabled children, and many other good deeds

It's probably all in the report?

The report is, I just have other 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, offer their project, in two paragraphs: there is such a problem here, I think that we need to help, therefore, therefore, and therefore. Then we post these projects on Alpha Navigator, the corporate portal. We appeal to everyone and say - guys, vote where we should send the money.

Are there any priorities?

The main thing is to help children. We try to select projects related to children, and then the voting goes on. 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 the involvement of employees in the process is increasing. A large organization tells him: "Listen, I care 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 participate in as volunteers?

They go to orphanages, for example, play with children, communicate. It's not always money, not always washing machines or windows, sometimes it's just human involvement. How it works? A letter is being written that we are going to an orphanage, those who wish - please. Sometimes I ask management to let people go for one day if it's Friday, but no 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 place on our Internet resource information about the promotions of "Lines of Life". For example, many participated in the action "Someone's life is no longer a trifle." Small money was collected in the branches, collected on a volunteer basis. We also collect money at festive corporate evenings. For example, at the Christmas party, a T-shirt with the signature of Mikhail Fridman was sold at an auction for 40 thousand rubles, the money was sent to the program. For corporate holidays we make 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 directions is the support of regional museums. It can be a variety of forms of cooperation. Somewhere - support for exhibitions, somewhere - just gifts. For example, we replenished the fund of icons of the museum in Perm.

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

The process of helping museums is ongoing. For the third year in a row, we organize, for example, exhibitions together with our partner, the Komsomolskaya Pravda newspaper. We also had this idea three years ago. Then we made the exhibition "The 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 newspapers was made and this exhibition was held in 35 cities, in Moscow - in the Museum of Defense. Entrance for all visitors was free. We invited veterans, and you know - it was necessary to see - tears in their eyes when they saw the newspapers for May 9, 1945. It was a very good experience.

Last year, in 35 cities, we organized the exhibition “50 Years of Space Exploration”, where space posters from the late 50s to the late 70s were presented: a view of a satellite, Belka and Strelka, Tsiolkovsky, Gagarin. And also - the newspaper "Komsomolskaya Pravda" dated April 13, 1961, published the day after Gagarin's flight. Interestingly, on the 9th of May the newspaper came out to the same day, and this one 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 made a big federal project dedicated to the 200th anniversary of the Battle of Borodino: "The War of 1812 in Engravings". The exhibition is also held 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 the exhibits to the museum. All the kits we have assembled remain, and then they begin to live their own lives, travel around the cities of Russia. Relatively speaking, the exhibition takes place in Novosibirsk, then she goes to Tomsk, then from Tomsk to another small town, i.e. she lives long enough. This is an absolutely charitable project. The condition for donating the exposition to the museum is that the exhibition must be free for visitors for the entire period of exposure. Children are brought from our sponsored orphanages, veterans are invited, clients are invited to the opening.

There is 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, I name, of course, the most significant ones.

We also have a special direction - we support heroes Soviet Union for many years, already about 15. On February 23, we annually arrange 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 the heroes of the Soviet Union and the heroes of Russia. Three years ago, we met a wonderful and interesting person - Alexei Prokhorovich Voloshin. It turned out that he was 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 with 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 the Congress. We made a "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, we try to help targeted. For example, in Nizhny Novgorod we sponsored the production of The Golden Key at the Theater for Young Spectators. We agreed right away that we were financing this production, scenery, everything. And that seven performances will be free for children from orphanages. Moreover, we made a performance where the children of our employees and children from orphanages were together. This has been repeated in several cities.

Of course, exhibitions, 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 Alfa Chance program, together with the Higher School of Economics. We allocate the largest scholarship in Russia - 10 thousand rubles per month during the first two years of study. This is a prestigious scholarship, a significant one - 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, the children who won the All-Russian Olympiads become scholarship holders. This is a very serious competition. An essay is written, followed by a face-to-face interview. Out of 300 applications, about 50 go 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 been in existence since 1995. We modified it 4 years ago. Previously, we selected gifted children in the regions and fully funded their education. It was a fairly small group and their experience actually showed that if a person is paid a scholarship in the fifth year, this does not necessarily mean that he is the most successful. It is necessary to support in the first two years so that the guys 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 wealthy parents who were taught by tutors. These are people who really need money. They are spent in different ways: for additional study of languages, trips abroad.

Are there any spending limits?

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

Your program has been going on for quite a long time, none of your scholarship holders then came to the bank?

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

Are there any additional options?

We are a private organization, therefore, other things being equal, participation in the scholarship program is considered a plus. But the selection to the bank is on a strictly competitive basis. As a rule, these are graduates of the HSE Faculty of Economics. And there are scholarship holders at both the philosophical and linguistic faculties. Of course, participation in the scholarship program is seen as some kind of additional plus, as some kind of connection with the bank, but there are no obligations to work off this money. There are scholarship holders who apply to us after completing the first year. They are internships in a bank. There are many cases when the internship is 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. It is very difficult to get into the Higher School of Economics from the provinces based on the results of the All-Russian Olympiad.

So, as far as museums are concerned, I have spoken about educational programs. Of course, Alfa-Bank traditionally presents the widest range of cultural projects in the regions: classics: Tsiskaridze, Khvorostovsky ... And, of course, pop stars, which is more traditional for us, for example, Scorpions, rock music, Radzinsky. Much has been written about this in the social report. 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 planetary day, turn off the lights, etc.).

How are stars chosen?

In the region - they decide. 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 in Yekaterinburg the Kasli pavilion has fallen into decay?

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 Nikolayevich, sometimes the shareholders are involved. Some things are not particularly costly, and obvious - I decide or Oleg Nikolaevich. Some things - with the involvement of the chief managing director, the chairman of the board, sometimes shareholders. For example, the concept of the War on the Front Pages exhibition was discussed with the shareholders and with the bank's management, because it was quite a costly event - everyone decided what to do.

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

We fight bureaucracy. We have a minimum 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 is enough to turn to people, to say - send us your ideas. Post these ideas here, on the corporate portal, collect votes and write material that won this, this and this idea. What regulation is needed here? Charity can be killed with a template. Moreover, we do not even edit the texts that are sent to us, it must be from the heart. Charity in my opinion is from heart to heart. What should be the patterns? Yes, we have some money that the bank allocates for charity, they are, 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 names and surnames 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. No regulation is needed for this.

And you don't work with requests at all?

No, but of course we work with applications, mainly in the regions. We are, as it were, outside of politics and outside of religion. Some communities, of course, apply and do something locally. Here everything is as transparent as possible.

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

Yes, we cannot learn from here about the orphanage, for example, in Yekaterinburg. But they consult with us, of course. We try our best to allocate natural targeted assistance. As a rule, by letters that come to the regions. Here is an orphanage - it is necessary to change the windows. Because the windows are old and they spend more money on heating. If you put new plastic windows, then the losses will be less. There is a calculation of the cost, there is a letter from the company on the spot who make these windows at cost, because for them this is also an internal project. And then we go forward. We also allocate funds, but we strive to provide in-kind assistance as much as possible.

Do you have partners from charitable organizations, government agencies?

We have the Life Line Foundation, we were at the origins of its creation, CAF Russia is in charge of administration. There is a partnership project with the Ministry of Culture of the Russian Federation - the restoration of the Venice Pavilion. As for museum promotions, our partners are regional museums.

Are there business partners in charity?

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

How many people in the company do charity work?

In the state we have one employee, all of whose duties are related to charity - she is engaged in volunteer movement, coordination. As for general banking programs, Oleg Nikolayevich supervises Life Line, and I supervise all cultural projects.

What is the annual budget for charitable projects?

As a rule, we do not disclose budgets. This is part of corporate policy. A rather 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 Lines - for the administration of CAF. There are membership fees to WWF, various cultural projects. You can somehow calculate, but everything goes according to different articles. The Bank is always sympathetic to the increase in spending on charity. Over the 6 years that I have been in the bank, this budget has increased significantly. Shareholders personally participate 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 around the country. We did not set ourselves the goal of evaluating effectiveness. As we strive for the most targeted assistance to the maximum number of people through volunteer programs or "cultural" banking programs. It is very difficult to evaluate the effectiveness here. You can go to the point of absurdity and ask for a report from the orphanage, how many kg of linen they washed in a year ... You can count how many people applied for the Alfa-Chance scholarship, how many they received. Such statistics are kept. The social report is the only document where all this is summarized.

What difficulties can you identify in the implementation of charitable projects?

We do not 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 the attitude towards charity in Russia is 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 assistance: when we collect toys ourselves, pack them, take them away ourselves, without noise... I think that charity is an intimate thing. I am very pleased that the 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 originals than a private organization. It's the same with engravings. There we did not even turn to state institutions - 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 some reason ... Why do they hang coffee in Moscow coffee houses? I want to believe that charity will become not a fashion, but a necessity.

In the bank, I think, there will be progressive development. We do not expect any revolution. The focus on concrete assistance will certainly remain. The volunteer movement is developing successfully. I remember when we had the first voting on volunteer projects, out of 18,000 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 it.

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

We need propaganda. And you need to focus on the most understandable 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 finds out later that she was helped, he is pleased. Efforts that lead to nothing, that are in vain, should be avoided. 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 at VTB Bank

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

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

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

We are implementing many projects related to healthcare. The main one is the charitable corporate program World Without Tears. It has been in existence since 2003. As part of the program, we help children's hospitals throughout Russia. The uniqueness of our approach is that we work directly with hospitals.

We contact, communicate with chief doctors, finance the purchase of medical equipment that they need. And as part of this action, we always bring children a holiday of the artists of the TV show “Good night, kids!” and gifts.

In addition, we provide assistance to veterans and the disabled. Basically, these are veterans' associations, associations of the disabled or some kind of foundations that help 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 philanthropy in the bank's social report, which we have been issuing for the fourth year (the first one came out in 2008). This report is for the entire 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 like to at least be like that.

Are there documents describing the company's charity policy?

Yes, we have a Charity Committee. This is a collegiate body, it consists of about 10 representatives. These are representatives of almost all departments of the Bank - management, lawyers, accounting, corporate business. Meetings are held at least once a month. All applications received by the bank are considered at a meeting of the Committee, and it decides on the allocation financial support. There are internal regulations and regulations on the Committee for Charitable Activities, which we follow in our work.

Long-term programs are also formed by the 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 year after year. It happens that once there was an appeal, we began to help and continue. We have such a story... In the Krasnodar Territory, a girl Sonya lives, whose arm was amputated by mistake. The parents somehow found money for the first prosthesis, but they could not raise money for the second one. Contacted 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. Because this prosthesis must be changed as you grow, once a year, one and a half or two. According to doctors. It turns out that in any case, everything starts from the Committee, 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? Cash donations, employee labor, in-kind assistance, etc.?

We have corporate volunteering. Donor campaigns are held regularly. In the year of the 65th anniversary of the Victory in the Second World War, there was a huge action throughout Russia in our branches, dedicated to veterans. Various programs have been implemented. Financial assistance was provided in a number of regions, concerts, holiday programs were held somewhere ... We also donated medical equipment to veterans' hospitals. In addition to the transfer of equipment, almost everything was done by employees. It was a special volunteer program: partly helped by employees, partly by the bank.

For example, to deliver veterans to a concert, you can organize a bus. And you can do it by the staff - they themselves transported the veterans.
When we help orphanages, we also run volunteer programs all over Russia: the employees themselves buy things, gifts, take them away…

There was also a large program throughout Russia - the 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, NGOs, authorities, business partners?

More likely no than yes. Of course, there are requests from foundations, for example, from veteran organizations. They get help, but it's not a partnership. Partnership, as I understand it, is like that of Sberbank with the Podari Zhizn fund. And we just wouldn't want it to be in that format. First, to us very steadfast attention. Any kind of long-term partnership can be perceived by someone - the press, society - as ... "Is there some kind of collusion?"

So we have to be independent. As for business companies, business partners who could act as a united front with us on the field of charity - that would be good, we would be all for it. But so far, unfortunately, this has not happened. Maybe our society is not yet very ready for this - for this form of interaction. It happens that we act somehow by accident - more often as co-sponsors than co-philanthropists. We are close, but does not mean that this happened somehow intentionally. 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 fund “Give Life”. But no 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 and Special Projects Department (we deal with sponsorship and charity among other projects). And I am partly - as a leader, this is part of my functionality.

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

It's all there in IFRS reports. 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?

Evaluating charitable activities in terms of its effectiveness for the company, I think, is not correct. Our charitable activities, firstly, are very diverse.

The program "World Without Tears" - if we talk about usefulness not for us, but for society - is aimed at developing charity in the field of healthcare.
We always have accountability for all our donations.

There is such a problem: if you look at foreign experience, then a huge number charitable funds from large companies directed to the development of health care. They act as trustees, sponsors of local health structures, clinics. In our country, what is happening in the field of charity in healthcare is more like plugging holes. I agree that fundraising for sick children is necessary and should be, but it seems to me that this is not the business of large companies. This should be the lot of 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 it is necessary to develop the healthcare system that we have in our country. We cannot send children abroad for treatment all their lives. A child with oncology, 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 (ALV) system? And, if he is taken to a hospital where there is no ventilator, they will not have time to save him. You can't take him to America in three seconds. And so help large corporations, in my opinion, first of all, should 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 often I hear such things: I will not give money, because they will plunder it anyway. In order not to be plundered, we need, firstly, legislation, it is necessary to conclude agreements with foundations, with institutions - for specific projects and actions, and to keep track of where the money goes. I would like it to be efficient. Therefore, it seems to me that our "World Without Tears" cannot be effective in global terms for society, because The needs of society are enormous. But we are committed to helping and hope that what we contribute will serve society. I know that the equipment purchased in the hospital will last for many years. In a year, 10,000 children will pass through it.

Regarding some of our other, for example, cultural projects: we are also trying to approach this reasonably. We always tell ourselves that we are not professionals, so we actively listen to expert opinion. An example of such a bright project. Last year, we allocated money to the Tretyakov Gallery for the purchase of drawings by Nikolai Ge, which were taken out of Russia and were in the Swiss collection. That is, we have returned the cultural heritage to the country. It seems to me that this is effective. We try to evaluate projects before we get into them. That is, not at first they gave money, then they appreciated it, and even before that, to understand where it would go and how useful it would be.

What difficulties do you face in the implementation of charitable activities?

There are many complications, unfortunately. Starting from the general 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 for what it is necessary to report, how it is done, where money can be spent, where it is not allowed. Then they also have problems - it hurts to look at it. There are also legislative difficulties… I don’t know if it’s a problem or not – we can say that we complain about it – charity does not provide any tax benefits in our country. Assistance should be provided from net profit, and for the organization this is the most expensive money. This is money from 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 an even scarier story. As you know, probably, charitable activity can be in two forms. IN civil code there is a general concept of “Giving”, and “Donation”, which everyone usually uses, is a special case of donation. So, we thus have the right - as a company - to conclude with our recipients either a donation agreement or a donation agreement. What can we donate? - either money, or a natural product that we have on the balance sheet (chairs and computers - for the bank). With this, everything is clear. This is a form of charity known to everyone, including the tax authorities, and it works great. But if, for example, I come to a hospital and want to donate medical equipment to them, how can I proceed? I can transfer money to their account. They may not always accept money into the 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 not), it is a problem. The law allows me, in its basic form, to conclude a gift agreement and thus release the hospital from obligations to the supplier of medical equipment. And here the most interesting thing arises: the tax authorities consider it their duty to come later to the hospital and take the tax - qualifying the equipment received by the hospital as profit! Because supposedly the hospital received some income. Although in fact, according to the law - this is charity. And in fact, we relieved the hospital of loan obligations, we did not give it any income. She had loan obligations, she was billed for the equipment, we paid for it.
This situation, which now exists in our country, is simply amazing. Why this happens, I don't know. As a result, under donation agreements, we can work extremely limitedly. Every time you have to find out - and in this particular area - how does the tax work? Does she understand what she will do? And this is a pity, because this way 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 future, 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 preserve the areas where we are helping now. And, perhaps, somehow develop, expand ... We already work almost everywhere. Including in education. We have scholarships in universities - Moscow State University, Financial Academy, Russian Economic University. Plekhanov. Targeted assistance to universities to pay scholarships to the best students. There are scholarships for international students. We simply help universities – we give money for statutory activities, for 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 Arts).

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

As for the staff, I can't answer. Pro bono would be a good topic, but it is not expected yet, there is no readiness. It may appear, but not in the near future. This is a new topic and requires staff mobilization.

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

Most likely, financial and legal literacy and support from the state in terms of lawmaking and regulatory authorities.
We seem to have a large amount of money going to charity. And the only limiting factor is the budget. We do not have any internal obstacles to expanding 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 is the company's charitable activity? What are its priority areas, beneficiaries, budget, geography, duration of projects?

Our main charity project is not entirely corporate. We wanted to make it that way. Together with us, we swung at the fact that it became a project of a national scale. We made it.

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

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

And this, in our opinion, is more valuable than the transfer of money by some rich person for the next church or orphanage, which is not known how it will be spent. 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, in fact, is the meaning of the phrase "social responsibility" - with our absolutely specific Russian color. We didn't want to make a "socially responsible" project like this. We are working to create tools, use modern technologies, and attract as many individuals and legal entities as possible to provide transparent charitable assistance with a high degree of control over money. That was our goal.

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

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

The program is announced on our corporate website. We also help the Wildlife Fund, which is also an institutional fund, which, however, has a specific relationship to Russia in terms of content. Wildlife is vast, it seems that it does not need to be protected. But our president loves predators of all kinds, so the country began to love ... But we began to love wildlife earlier than he did.

Are there actually corporate charitable projects in the bank?

Of course, there are projects related to corporate charity. In this sense, we give priority to the choice of our regional branches. We do not have centralized control charity, they choose their own projects. These are traditional things: basically, support for local regional museums, orphanages, collection of things, clothes, etc. We think that it is useful when they decide what they will do. When employees participate in charitable projects together, they become closer to each other, more understandable, and we hope they transfer these relationships to official ones ... Regional branches thus declare themselves in local communities. And, of course, 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 6 years.

We do not consider Life Line as a corporate project. Moreover, we try not to highlight our role as inspirers and organizers of the Life Line Foundation in order to be able to get more support from other 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 it must be taken into account that most of it is the money raised. Thank God, for two years the share of shareholders has been about 40% -35%. As Mikhail Fridman said: “I am happy to see how my share is diluted.”

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

I appreciate it twice. First. Absolutely, we managed to make a very good, from the point of view of business processes, charitable project: technologically advanced, successful. All components, when viewed from a business point of view, are there on high level: control of the movement of funds, efficiency of spending, transparency, accountability, feedback, etc. etc.

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 on hearing, say, the fund "Give Life". 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 - in a good way - insanity, which is unacceptable in our country. In our country, such coldness and ideal business processes often scare people away. But we believe that we still should not pay less attention to business processes. Because trust is based on it. It is worth piercing once, and that's it. We would like to avoid this. And this is such a sensitive area - in everything: in the promotion of the project, in pr-actions, 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, very specific choice of diagnoses.

As far as I know, the list of diagnoses still expands 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 took upon ourselves, compared to what the state spends, maybe even most of the care for these children. And it is clear that the budget does not care whether the child will cut the chest or do a point operation. And we don't care...

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

Any ideas for further development?

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

About the evaluation of efficiency, I think, you can not even ask. I am absolutely sure that you have it clearly built.

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

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

Many help, but not always equally, evenly. It all depends on the work within the company, this is a very difficult process. We need, as the old saying goes, leaders of the trade-union persuasion who would do this in their own time. work time, would constantly put pressure on sensitive points within the information and communication space of the company, would find a new word in this, a new color, something interesting for employees. Because you can’t constantly say that money is required for the treatment of Masha, Petya, Vanya ... To be honest, people get tired of this. And the main task is to 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 a soul, in an interesting and varied way. This should 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 do not promote it here ...

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

What is cooperation?

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

That is, is it such a full-fledged partner joining the program?

Yes, and providing their opportunities to spread the activities of the Foundation. Now here is a new project called "1000 Hearts in the Grove of Life" - made in collaboration with PWC. You can look at it and appreciate what it is.

Tell me, how many employees are there in the Foundation?

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 Alfa-Navigator - our printed and electronic publication - about some events, offers something, contacts the regions, etc. Of course, with my full support.

Now we have strengthened the administrative beginning in this regard, but still there is not enough 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!” It is necessary to make sure that this does not anger people, so that they participate in this process with pleasure. Using only administrative skills can ruin everything.

The Foundation, of course, always gives feedback, tells what happened, who was helped. Shows letters from children, parents, etc. All this is. 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 the Life Line: "Someone's life is no longer a trifle." Many small things are brought by banks. At first we wanted to appoint those responsible by administrative means, but it turned out that this could not be done - there were big risks. And we turned it into volunteering. Employees who voluntarily decide to participate in this stay after work, count, bring, take away, credit to accounts, etc.

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

Yes, there is. Once again, an essential stage, in my opinion, is the possibility of expanding assistance. We have done everything right now in terms of business. For example, a child appears - we begin to collect money. Some kind of creative idea is immediately born, some famous person is searched for, who performs, we collect money, we save the child. What can I say, this is a serious disease - heart disease, it is associated with significant risks. But still, it is curable. We finance high-tech operations that are not just accepted by our Russian medicine. Perhaps it is worth trying to invest in the development of medical technologies in the future. But this, again, is not helping a particular child. How to force people to give their money for the development of technologies, for our medicine?

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

Well, yes, and then there are flower pots on this equipment. We know it. I myself was a leader in the field of medicine in this country and I have a very good idea of ​​what it is. Our medicine is not adaptive, there are no specialists. It must also be borne in mind that officials are not always happy with our activities. When, for example, we decided to brag to one of the leaders of the regions that we had cured 50 children from him with the money raised charitably, he got scared. He didn’t like it much, he reprimanded the leaders of medicine: “What, we don’t have budget money, or what?” They told him no. Children stand in line, and by the time it reaches, they may die.

Have you thought about somehow strengthening and developing medical education?

As technology advances, 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 General Electric provides us as part of a partnership. Specialists do not know the language, they are absolutely not interested in special literature. There is such a cardiologist and writer Maxim Osipov, a very educated person, founder of the Tarusa Hospital Assistance Society Charitable Foundation. He showed the test results of the best doctors in the regions - it's just awful. Of course you have to invest in it. First of all, go there.

Would you like to attract more partners? Maybe in the face state structures?

In fact, we have a big wish list. Of course we would. Recently, the Russian Post became a partner of the Foundation, they have done a very good project for it. We would like the railway to be a partner of the Fund. They don't want to because they have their own project. But they are spending corporation money, i.e. my money, because I am a payer, I pay the tariff, and they increase the tariff and give it to charity from their profits. This is also a question that requires research: what kind of charity is this from 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: wagons, conductors, peddlers, so to speak, of philanthropic ideas. In addition to transport companies, in this sense, we are interested in television and the Internet.

Are there any good alliances already?

We believe that we have a good alliance with the airport management, with S7. 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 fundraising. It just needs to be said right. Submit 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 Corporate Image and Communications Department of UniCredit Bank

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

UniCredit Bank has 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 charitable foundations and assistance to victims in emergency situations.

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

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

Basically, the projects are implemented in the cities where there are branches or representative offices of the Bank, 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 the final result - for example, the restoration of a spring in a remote village.

Are there documents describing the company's charity 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? Cash donations, employee labor, in-kind aid?

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 been running a program to collect donations among employees “Personal contribution of your heart”, which are then doubled by the Bank. In some cases, there has been a tripling of donations from the UniCredit Group's charitable foundation, the UniCredit Foundation.

Are partners involved in the implementation of charitable activities from among service structures, NGOs, 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 of CSR directions and programs for the year is approved as part of the standard budgetary process of the Bank. 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 national or local. In both cases, the beneficiaries are checked by the Security Service, but in the case of federal projects, the final decision is made by the 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 the best idea of ​​a charitable project among the employees of the Bank "You Can Help". When choosing the winners, the jury members, which includes top managers of the Bank and leading external experts in the field of charity, take into account such factors as: the possibility of achieving a specific, measurable and long-term result, the realism and geographical coverage of the project, as well as the possibility of attracting employees and partners Bank to implement 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 assess whether the stated goals of the projects have been achieved and what effect these projects have had on society. If there is an element of corporate volunteering in the programs, we evaluate the number of volunteers-participants and the degree of their satisfaction.

What difficulties do you face in the implementation of charitable activities?

There are always more requests for assistance than the available budget for their implementation. But it will always be so, 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 total pool of CSR projects of the Bank, as well as expanding the geography of the volunteer movement in the Bank.

The concept of "charity" in the conscious aspect has an extremely wide range of action. This is a moral act, and the moral qualities of a benefactor, this is moral relations between people, and the socially just activity of classes and social groups, and a measure of a more just state of society as a whole. Charitable actions represent one of the forms of public good deeds. They are actions that meet the requirements of morality, committed consciously for moral reasons in the name of high ideals, the interests of man and society.

Charity is a universal human value, one of the most important attributes of civil society. Charity allows society to serve its interests directly, without the mediation of the state. Charity ensures the redistribution of income from the most wealthy to the least wealthy citizens in the shortest way and in the shortest possible time. Charity is increasingly becoming a tool through which society satisfies its basic social, universal needs.

Charity in Russia is defined and regulated by the Law of the Russian Federation "On charitable activities and charitable organizations", adopted in 1995, therefore, in your charitable activities, you must be guided by the definitions of the law.

Charitable activities are understood as voluntary activities of citizens and legal entities for the disinterested (gratuitous or on preferential terms) transfer of property, including funds, to citizens or legal entities, disinterested performance of work, provision of services, and other support.

As follows from the law, support for political parties, movements, groups and campaigns, as well as support for commercial structures, are not charity.

The law not only defines charity, but also clearly defines the goals of charitable activities.

Charitable activities are carried out in order to:

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

Preparing the population to overcome 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;

Assistance in strengthening peace, friendship and harmony between peoples, prevention of social, national, religious conflicts;

Assistance in strengthening the prestige and role of the family in society;

Promoting the protection of motherhood, childhood and fatherhood;

Promoting activities in the field of education, science, culture, art, enlightenment, spiritual development of the individual;

Promoting activities in the field of prevention and protection of the health of citizens, as well as promoting a healthy lifestyle, improving the moral and psychological state of citizens;

Promoting activities in the field of physical culture and mass sports;

Environmental protection and animal protection;

Protection and proper maintenance of buildings, objects and territories,

having historical, religious, cultural or environmental significance, and burial places.

However, today there are several serious obstacles for the effective development of charity in our country. The main ones are the unfavorable taxation system for philanthropists and beneficiaries, the unformed position of the state in relation to charity, as well as the distrustful, often negative attitude towards charity and its representatives on the part of the Russian society, which over the 70 years of Soviet power has lost the idea of ​​philanthropy and mercy as about an integral part of public life and a necessary element of civil society.

Among the most common reasons for private philanthropy, scientists usually include:

Personal attitude (the person who makes the decision to donate has faced a problem at some point);

Religious motives;

Moral and ethical motives (mercy, altruism, citizenship, patriotism, expressed in the formula "we must share");

Sympathy or pity;

Feeling of guilt before society for their activities;

Fashion (following someone else's example);

National/professional reasons;

Personal satisfaction from a charitable act;

The perseverance of the petitioner.

The corporate motives of business charity usually include:

Improving the company's image;

Product promotion - goods or services;

Targeted access to a specific market and its target groups;

Improving relations with local authorities;

Demonstration of the company's social responsibility (especially important when entering international markets);

Considerations of prestige;

Removing social tensions in local communities in the areas where the company operates;

Raising loyalty to the company (often found when working with children and youth);

Leisure activities for company employees, clients and partners (refers to supporting projects in the field of culture, art, sports);

Lobbying the interests of the company.

Separately, I would like to mention such a type of charity as “corporate volunteering”. This term is relatively new, appeared only a few years ago. And at present, relatively few companies are ready to apply it in their charity practice.

Corporate volunteering can be present in a wide variety of forms. This may be a familiar call to many to donate to the needs of someone. For example, recently quite a lot of similar charitable foundations have appeared, the mechanism of which is very similar to corporate volunteering.

This type of charity also includes gratuitous professional help e.g. free lawyer consulting or free medical care for sponsored, etc.

1 Approved by Order 5-CEO-P01-34/16 dated MegaFon Charity Policy Contents 1. Why MegaFon is involved in charity Purpose and objectives of the company's charitable activities Purpose of this Policy Definitions Coordination of charitable activities in the Company Key areas of the Company's charitable activities Key principles influencing the decision to support or implement charitable programs and projects The process of selecting individual projects for funding Interaction with stakeholders... 9 Appendix 1: Charity request form... 11

2 2 1. Why MegaFon does charity work MegaFon is a federal mobile operator in Russia. Our work is based on the creation of values ​​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 of Russian Business, we consider it our duty to contribute to social well-being, including the local community where our business is represented. MegaFon's charitable activities are an integral part of the Company's corporate social responsibility and a priority that guides MegaFon employees and its subsidiaries, the Company's management and shareholders. In turn, the conduct of systematic charitable activities helps to strengthen the company's ties with public organizations, authorities, existing and potential customers, and residents of Russian regions. 2. Goals and objectives of the company's charitable activities Goals of MegaFon's charitable activities - Using business competencies, contribute to solving acute social problems of the population living in the territory of the operator's network; Contribute to the formation of a competent community of philanthropists in Russia, including 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 to eliminate barriers in communication between individual social groups and strengthen public relations.

3 3 In accordance with the set goal, MegaFon has set the following tasks for itself: 1) to identify and systematically solve the acute problems of vulnerable social groups within the framework of charitable activities determined by the Company; 2) contribute to the achievement of maximum efficiency and obtaining the social effect of implemented/supported charitable programs; 3) establish and strengthen ties in the community of philanthropists and non-profit public organizations in order to share successful experience and improve the level of competence in the field of charitable activities in Russia. 3. Purpose of this Policy The purpose of MegaFon's Charity Policy (hereinafter referred to as the Policy) is to create the most efficient, simple and transparent mechanism for planning and effectively managing the costs of providing charitable assistance by MegaFon PJSC. Policy is basic PAO document"MegaFon" (hereinafter "MegaFon" or the Company), which determine the Company's activities in the field of charity. It is expected that legal entities controlled by the Company, where MegaFon's direct or indirect shareholding in the charter capital exceeds 50%, will be guided by the provisions of this Policy when carrying out charitable activities in the manner and on the terms established by their constituent or internal documents. The policy governs relationships with all stakeholders of the Company's charitable activities: charitable organizations, local communities, government officials, shareholders, employees of the Company, the Charitable Committee, clients and partners, and the media.

4 4 4. Definitions "Charitable assistance" is the voluntary activity of the Company (or its employees) for the disinterested transfer of funds, provision of property and services to charitable organizations (including communications services), as well as activities for the provision of other assistance in order to support socially significant non-profit projects in various fields. At the same time, the Communication Services may be provided directly to the beneficiary (individual or legal entity), a participant in a charitable program corresponding to the main areas of the Company's charitable activities, by decision of the Charitable Committee. Charitable assistance does not include: commercial sponsorship (including sponsorship of sports projects: competitions, clubs and federations, as well as sponsorship of an event for corporate clients); participation in industry exhibitions, forums and conferences; membership fees to associations and organizations; buying 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-state and non-municipal) non-profit organization created to implement the goals provided for by the 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 form of public organizations (associations), foundations, institutions and in other forms provided for by federal laws for charitable organizations. A charitable organization may 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 (except for the provision of assistance in the form of communication services); commercial organizations; projects in support of religious causes; organizations and representatives of the legislative, judicial and executive authorities, as well as political organizations, parties and movements, candidates for elective positions of state or municipal service. 5. Coordination of charitable activities in the Company The decision to finance charitable projects is made by the Company's Charity Committee, the composition of which is approved by order of PJSC MegaFon 5-SEO-P08-23/13 of the city. The Charity Committee and its chairman ensure that projects are considered by all functions of the company. The general coordination of the charitable activities of MegaFon and the company's branches is carried out by the PR function of the company's Head Office. Funding for charitable programs/projects is carried out from the Company's unified charitable budget, which is approved by the Board of Directors, is fixed and is planned for a 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 PR function of the Head Office of MegaFon PJSC.

6 6 6. Main areas of charitable activity of MegaFon Company as one major representatives telecommunications industry has a number of competencies and resources that can contribute to obtaining the greatest social effect in the implementation of 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 over 20 years of experience contributes to the sustainability of programs; 75 million subscribers and a wide network of information partners that create an opportunity to influence public opinion and form understanding in the field of charitable activities; experience in implementing large-scale social and charitable projects throughout Russia; expertise and professional competencies of employees; financial opportunities (annual charitable budget); modern technologies (Internet, communications), thanks to which the Company can implement programs for additional online education, organize Internet classes, provide short numbers for fundraising, special communication rates; innovative and scientific and technical base for the creation of special products and services for charitable purposes (for example, the creation of mobile applications); expertise in the field of mobile communication technologies (the ability to conduct and use research results, assess the quality of software products for users). To achieve our goals, taking into account MegaFon's competencies, we have concentrated our efforts on solving acute social problems in the following areas:

7 7 1) Assistance to orphans and children left without parental care aged 10 to 21 years: Programs to promote family placement; Programs that contribute to raising 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 to raise funds for the treatment of seriously ill children; 3) Assistance to 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 for the Company. MegaFon's charitable programs and projects must be efficient and sustainable, bringing the maximum return (social effect): a. We welcome joint participation in a charitable project with other philanthropists, we facilitate the involvement of the Company's employees as volunteers, as well as the resources of private philanthropists through crowdfunding electronic platforms;

8 8 b. We engage in dialogues with all stakeholders to identify needs and identify best practices to address the issue of Sharing Good 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 direction; 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, contests, festivals, holidays, conferences and other similar events); 4) provide for the possibility of using the Company's competencies and involving its employees in the project implementation region; 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 purposeful nature of the use of resources to be provided by the Company. We work only with trustworthy funds and NGOs; 8) we are building a transparent system of financing. All of our donations to charitable causes must be supported by performance reports and accounting records that ensure that the donations are used for their intended purpose.

9 9 9. The process of selecting individual projects for financing whose competence includes the implementation of social programs and special projects. 2) The initiator of a charitable project may be a non-profit organization, employees and shareholders of the Company. A completed Request for Charitable Assistance (see Appendix 1 to this Policy) can be sent to the email address 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 departments of the company and, if necessary, attracts external experts. 5) Charitable projects that have been approved by the branch of the company are submitted for consideration by the Charity Committee. To make a decision to support the project, members of the Charity Committee may request Additional information or documents from the beneficiary organization. 6) Consideration of charitable projects for support is carried out mainly from December to June. The procedure for initiating and agreeing on charitable assistance within the company is defined in Appendix 2 to this Policy. 10. Interaction with stakeholders

10 10 Russian non-profit organizations, specialized state structures and territorial government bodies. During the implementation of charitable programs, the Company strives to attract partners who will share with us the responsibility for the long-term nature 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 customers to participate in charitable activities by creating mechanisms to raise funds for charitable programs and events. Based on the results of its charitable programs, MegaFon may conduct online/offline stakeholder surveys to determine the degree of satisfaction with the program. The data obtained is used to decide whether to continue the program, make changes to its content or change partners.

11 11 Appendix 1 to MegaFon's Charity Policy Charitable Aid Request Form CHARITY REQUEST Before filling out a request, carefully read MegaFon's Charity Policy and make sure that the project is in line with one of our priority areas. After that, fill in as clearly and concisely as possible all the fields in the form below. A detailed description of the project, cost estimate 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 THE 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 (activities in accordance with the calendar schedule) - Methods for implementing tasks, methods used - Possibility of using the company's competencies - Expected results (number of participants, involved specialists, volunteers, events, partners, etc.) - Expected social effect of a charitable project, including .ch.: - change in the state/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. the possibility of replicating the practice 4 MAIN ITEMS OF EXPENSES ACCORDING TO THE ESTIMATE: (please attach a detailed cost estimate separately) 5 COOPERATION WITH REGIONAL AND FEDERAL AUTHORITIES IN THE FRAMEWORK OF THE PROJECT: (if yes, indicate with whom exactly and in what way the interaction is manifested) 7 COOPERATION WITH OTHER PARTNERS WITHIN THE PROJECT: (if “yes”, indicate with whom exactly and in what way the interaction is manifested) 8 PARTICIPATION OF VOLUNTEERS IN THE PROJECT IMPLEMENTATION, POSSIBILITY OF INVOLVING MEGAFON EMPLOYEES: (if “yes”, indicate how volunteers are involved and the estimated number of volunteers) 8 LIGHTING OF THE PROJECT IN THE MEDIA AND SOCIAL MEDIA: (if “yes”, indicate how the information about the project is carried out) 9 DESCRIPTION OF THE ORGANIZATION (BRIEFLY): - year of foundation: - key areas of activity: - implemented projects in this area: - whether the organization is a charitable organization ( non-commercial) according to the organizational structure? yes/no - is the organization involved in religious or political activities? yes/no - has the organization received charitable assistance from the company in the past? yes/no - organization website

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

1. DOCUMENT INFORMATION

1.1. Purpose of the document

1.2. Document Objectives

This document aims to achieve the following goals:
. Improving the system for managing charitable activities (hereinafter referred to as the "DB") of the Company;
. Efficient distribution of charitable assistance;
. Increasing confidence in the Company and strengthening its reputation.

To achieve the goals of the Company, it is necessary to solve the following tasks:
. determine the fundamental approaches and main directions of the database;
. create a public image of the Company as a socially responsible partner;
. streamline and structure the database in the Company.

2. Introduced definitions of terms, abbreviations and roles

Table 1. List of terms and abbreviations

Term name	Definition of the term
OAO Saratovneftegaz (Company)	Open Joint Stock Company Saratovneftegaz.
Social responsibility (CO)	Consistent contribution of the Company to improving the quality of life of the least protected segments of the population through participation in public and socially significant projects
Charity (DB)	Voluntary activities of individuals and legal entities for the disinterested (gratuitous or on preferential terms) transfer of property to citizens or legal entities, including funds, disinterested performance of work, provision of services, provision of other support.
Bribe (commercial bribery)	Money, securities, goods and others material values and services of a property nature, gratuitously transferred for the commission of a knowingly illegal act.
Corrupt practices	Giving or receiving a bribe by members of the Company's management bodies, employees of the Company and other persons who may act on behalf of the Company in exchange for any illegal actions or inaction. Offering, guaranteeing or giving a bribe (active bribery); demanding, agreeing to accept or accepting a bribe (passive bribery).
Risk	The actions of a person in a dangerous situation of life activity, characterized by the uncertainty of the outcome and the possible onset of adverse consequences in case of failure.

2. GENERAL PROVISIONS

2.1. This Policy is aimed at preventing corruption offenses in the Company when carrying out charitable activities and has been prepared in accordance with the Company's Anti-Corruption Policy approved by the Decision of the Board of Directors of OAO NK RussNeft dated November 24, 2011.

2.2. Charitable activities are regulated by Federal Law No. 135-FZ of August 11, 1995, “On Charitable Activities and Charitable Organizations”, as well as other regulatory acts of the Russian Federation.

2.3. The Company's activities related to charitable activities are subject to the risk of violating anti-corruption regulations regarding the giving of bribes in order to obtain commercial advantages. The procedures established by this Policy are aimed at preventing corruption associated with bribery and are subject to compliance by members of the Company's management bodies, employees of the Company and other persons who may act on behalf of the Company.

2.4. The Company carries out the database on a gratuitous basis (or on preferential terms) to those who need it. The main feature of charity is the free and unconstrained choice of the form, time and place, as well as the content of assistance.

2.5. Forms of expression of charitable assistance:
. transfer of property, including cash,
. performance of work, provision of services,
. other support.

2.6. In the course of charitable activities, gratuitous (or on preferential terms) transfer of property, including funds, performance of work, provision of services and other support is carried out on the basis of contracts and by bank transfer (in the case of a transfer of funds).

2.7. Charitable activities are focused on:
- social support and protection of citizens, including the improvement of the financial situation of the poor, social rehabilitation of the disabled, war and labor veterans, orphans, children from orphanages;
- implementation of projects in the field of education, culture, art, enlightenment, aimed at the spiritual, harmonious and comprehensive development of the individual;
- providing support to projects that promote a healthy lifestyle, promote the development of a mass physical culture and sports movement, etc.

2.8. The company takes an active position in the field of databases. It considers charity as an important component of the socially responsible business policy.

2.9. The Company aims to achieve generally accepted international norms and standards, according to which charity and social responsibility are as important for the Company as the result of its production activities.

2.10. The Company recognizes the high importance of charitable and social initiatives for the development of its corporate culture.

2.11. Formation business reputation and social significance of the Company's activities implies the implementation of long-term programs and is an important factor in increasing its value for shareholders and other stakeholders.

2.12. It is not allowed to finance charitable projects on behalf of the Company in order to obtain commercial advantages.

2.13. Responsible for the application of the DB Policy in the Company is the Deputy General Director for Government Relations and Social Affairs.

2.14. This Policy is available on the Company's corporate portal on the Internet.

3. BASIC PRINCIPLES OF THE DB

3.1. Principles of implementation of the Company's database:
. promotion of social support and protection of citizens and the most vulnerable segments of the population, social rehabilitation of the disabled and veterans;
. promoting the development of education, culture, art, enlightenment, spiritual development of the individual;
. assistance in the prevention and protection of the health of citizens, as well as promotion of a healthy lifestyle, improvement of the moral and psychological state of citizens, including support for children's sports;
. participation in the implementation of environmental programs and initiatives in the field of protection environment;
. introduction of effective mechanisms in the distribution of funds for charitable projects, including transparency and publicity of the database, to create a positive image of the Company in the media and public opinion;
. Orientation of the Company's database for the long term by investing in socially significant projects.

4. KEY DIRECTIONS OF THE DB

4.1. When determining the key areas of the database, the main goal is to achieve socially significant social results.

4.2. Priority areas of the Company's database:

4.2.1. social support and protection of citizens, including improving the financial situation of the poor, social rehabilitation of the unemployed, the disabled and other persons who, due to their physical or intellectual characteristics, other circumstances, are not able to independently exercise their rights and legitimate interests;
4.2.2. assistance to victims of natural disasters, environmental, industrial or other disasters, victims of repression, refugees and internally displaced persons;
4.2.3. assistance in strengthening peace, friendship and harmony among peoples, prevention of social, national, religious conflicts;
4.2.4. promotion of activities in the field of education, science, culture, art, enlightenment, spiritual development of the individual;
4.2.5. promotion of activities in the field of physical culture and mass sports;
4.2.6. participation in projects related to the protection of the natural environment and the proper maintenance of buildings, objects and territories of historical and cultural significance.

4.3. The database is a tool for solving a number of strategic tasks of the Company, namely, achieving socially significant goals. To achieve them, the Company focuses on projects, participation in which positively affects the Company's reputation and has a social orientation, including real efficiency in achieving socially significant goals.

5. DB MANAGEMENT IN SOCIETY

5.1. The company is building a database management system, focusing on world standards and the best international experience in this area.
5.2. The Company ensures continuous improvement of the Database Policy and provides for the possibility of updating it in accordance with the dynamics of the Company's development.
5.3. The management of the current activities for the development and implementation of the Company's policy in the field of database management is carried out by the Deputy General Director for Relations with State Authorities and Social Issues.
5.4. The main functions of the Deputy General Director for Government Relations and Social Affairs in terms of the database are:

Development and implementation of the main priorities of SO and corporate database;
. Development of a corporate database program;
. Ensuring the implementation of corporate charitable and sponsorship projects;
. Organization of work with appeals of individuals and legal entities with requests for charitable assistance.

6. PROCEDURE FOR DECISIONS ON PROVISION
CHARITY HELP

6.1. The decision to provide Charitable Aid (hereinafter referred to as "BP") is made by the General Director of the Company.

6.2. BP is provided on the basis of applications from citizens and organizations that have applied to the General Director of the Company with a request for assistance. The appeal to the General Director of the Company must contain information substantiating the need to provide BP (reasons, goals, etc.).

6.3. Until the final decision is made, the person authorized by the General Director of the Company shall preliminary consider the received applications, after which he sends proposals for the provision (refusal to provide) of the BP to the General Director of the Company.

6.4. In case of misuse of the BP by its recipient, the Company has the right to demand the return of the BP.

7. DISCLOSURE OF INFORMATION ABOUT DB

7.1. The Company regularly implements a set of measures aimed at ensuring the public availability of information about the results of the Company's database to all interested parties, in one or more of the following ways:

Issue of press releases;
. posting information about the database on the Company's website;
. publications in the corporate publication of OAO NK RussNeft;
. inclusion of information about the database in the Annual Report.

8. LIABILITY FOR NON-PERFORMANCE (IMPROPER PERFORMANCE) OF THIS POLICY

8.1. The Company's employees are responsible for non-compliance with the provisions of this Policy. Deliberate violation or non-observance by the Company's employees of this Policy may become the basis for bringing the guilty person to liability under the current legislation of the Russian Federation.

8.2. Control over the proper application of this Policy in the Company is carried out by the Deputy General Director for Government Relations and Social Affairs, who coordinates activities in the field of database.

8.3. Responsibility for non-compliance with the provisions of this Policy is applied on the grounds and in the manner provided for by the labor legislation of the Russian Federation, the Charter of the Company and employment contracts.

General Director T.M. Latypov

MINISTRY OF SPORT OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION

"VOLGA STATE ACADEMY OF PHYSICAL

CHAIR OF SOCIO-ECONOMIC AND HUMANITARIAN DISCIPLINES

COURSE WORK

in the discipline "Economic theory"

CHARITY AS A SOCIAL POLICY INSTITUTE

Completed:

Okhotnikov Bogdan Andreevich

Kazan, 2014

Introduction

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

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

Chapter 2. Charity and social policy of the state

1 The relationship between the state and the charitable sphere

2 Charity and social policy of the 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 special 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 building an open civil society, interest in the problems of functioning and place in the modern social structure has increased significantly. However, 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 are exacerbated and new ones appear, such as the growth of crime and unemployment, poverty, child homelessness, etc. The state system of social protection is 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 and protective problems. These civil 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 social protection of needy groups of the population. The scope of their work covers the entire spectrum of social services: social protection, ecology, culture, education, sports, legal protection, charity, mercy.

Obviously, in modern conditions, consideration of the theory and practice of the work of charitable foundations has acquired particular relevance, due to the socio-economic crisis, the growth of social tension, the number of socially unprotected segments of the population. In this paper, we turn to the consideration of 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 the implementation of activities to provide social services to the population, to identify the sociological context of the participation of charitable foundations in this area. Achieving this goal involves solving the following research tasks:

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

· consider the relationship between the state and charity.

· will reveal the main problems of the charitable sphere.

· overview of Russian charitable activities;

The object of the study is charitable organizations that implement projects to provide social services to the population and service recipients. The subject of the research is the importance of the social policy of the state in the charitable sphere.

Chapter 1. The essence of the charitable sphere 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 social problems, and improve the conditions of public life. In this case, those in need are understood not only as those living in need, but also those people (civil activists, specialists, people of creative professions, students) and public (i.e. non-profit and non-political) organizations that lack additional funds to solve individual problems. , professional, cultural and civic tasks. Both financial and material resources, as well as the abilities and energy of people, can act as private resources. In recent decades (at least since the 1960s, when the so-called non-governmental organizations were especially developed), a stable idea of ​​charity has developed not only as monetary and property donations, but also as gratuitous (voluntary, “volunteer”) activities - 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 an unclean conscience”

As the wide world practice shows, charity by and large is, as it were, reverse side successful (at times quirky) business. But at the same time, it is by its nature opposite to business: business is acquisitive, focused on making profit, on accumulating funds in order to invest them and make even more profit. Philanthropy, according to the inner meaning of this activity, is disinterested, with its help funds are distributed, profits are squandered. However, the seeming opposition between entrepreneurship and charity is removed by the fact that in social terms they are in many ways different sides of the same coin. And it is no coincidence that almost at all times, philanthropy - just like entrepreneurship - aroused both greedy interest, skepticism, and suspicion as an absolutely necessary, but very often unclean thing. On the one hand, in charity, undoubtedly, a great blessing was seen and the possibility of salvation for many, even those who had completely lost hope. On the other hand, they saw charity as a source of social and moral evil, "the self-deception of an unclean 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 on their own;

social: removal of social tension by leveling the standard of living, supporting the most disadvantaged segments of the population who, due to objective circumstances, cannot adapt to new conditions;

market: filling in the shortcomings of the social policy of the state and the functioning of market mechanisms, primarily due to the efficiency and targeting of the assistance delivered, i.e. increasing its efficiency;

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

political: the implementation of feedback mechanisms between the population and power structures, the formulation of social priorities on behalf of those who, in social terms, 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, at the same time - the cultivation of altruistic and philanthropic sentiments in society.

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

This strategic goal of charitable activities is carried out 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, the disabled and other persons who, due to their physical or intellectual characteristics, other circumstances, are not able to independently exercise their rights and legitimate interests;

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

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

· assistance in strengthening peace, friendship and harmony among peoples, prevention of social, regional, national, religious conflicts;

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

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

· promotion of 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.

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

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

The principle of targeting implies the provision of any form of charitable assistance to specific groups of the needy population in accordance with the legislatively accepted criteria and 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 emergencies. The social effectiveness of charity is manifested in ensuring a socially acceptable standard of living for the beneficiary and, at the same time, prevents the emergence of social dependency among the able-bodied population.

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

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

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

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

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

important the principle of embedding charity in the system of social policy is the information sufficiency of accompanying charitable actions. 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 maximize their statutory functions.

Taking into account the current socio-economic situation, the greatest tax advantages and other privileges should be provided to participants in charitable activities that are focused 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 to a lesser extent and increase as the economic situation improves and, in particular, the situation with the filling of budgets.

2 The concept of social policy and its main tasks

economic charity social policy

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 singled out. 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.

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 a policy, including historical, economic, political, socio-legal and sociological aspects, as well as an examination of cause-and-effect relationships in the field of social issues. However, it should be borne in mind 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, legally and organizationally fixed) social services that are provided by the state. Some authors consider this use of the term erroneous.

More often, social policy in the applied, practical sense (context) is understood as a set (system) of specific measures and activities aimed at the livelihood of the population. Depending on who these measures come from, who is their main initiator (subject), the corresponding types of social policy are distinguished - state (federal), regional, municipal, corporate, etc. In a broad sense and scientific positions- this is not so much a system of measures and activities, but 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 viewed as a process of functioning and development of man and society. All the constituent elements of society, be it a social group or an individual, are included in the social sphere in their own way, occupying their special position in society. Members of society, social groups and communities are constantly in various forms interact with each other, i.e. are in a relationship about their position, role in society, living conditions, lifestyle 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 supreme goal of the development of any civilized state. The main tasks of the social policy of the state are:

Creation of conditions for improving the material well-being of citizens, the formation of 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.

The development of sectors of the social complex, such as education, health care, science, culture, housing and communal services, etc.

Ensuring the environmental safety of the country.

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

Chapter 2. Charity and social policy of the state

1 The relationship between the state and the charitable sphere

Weak attention to the sphere of charity is largely due to the fear of embarking on cardinal reforms in the social sphere. The potential of non-state actors is not considered as an essential factor in the development of society, as is the case in market and democratic systems.

The distribution of budgetary funds is carried out within the framework of closed mechanisms, the access of charitable organizations to this source is practically closed. The non-transparency of state and municipal structures, access to the funds of close organizations gives rise to abuse and corruption. Intersectoral interaction in this case becomes part of the shadow economy.

Most charities find themselves cut off from significant sources of funding for their projects. Even when officials participate in philanthropic programs, this results in an outflow of resources from the private philanthropic sector. The state is currently its main competitor in raising funds to solve social problems. In the funds created by the authorities, state funds are pumped over, which are uncontrollably spent or appropriated.

Budgetary problems, on the one hand, the great dependence of entrepreneurship on state and municipal policy, on the other, and the strong motivation for the merging of power and market structures, on the third, lead to the constant intrusion of official structures into the sphere of charity, which in its essence should remain a private affair. It turns out that in order to make a charitable donation, it is required 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 coercion private donors, administered (state) and planned charity is developing.

The system of public administration remains committed to administrative and authoritarian forms of government. The training and low salaries of officials that do not meet modern requirements, as well as the distrust of citizens in official structures and their representatives, which is historically inherent 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 defined and stimulating philanthropic policy has resulted in a lack of support for charitable activities. favorable conditions. In particular, charitable organizations and beneficiaries participating in the charitable process bear unreasonably high tax obligations to the state. This increases the overhead costs of charity, reduces the motivation of potential donors.

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

All this led to the presence of an acute problem in the development of charity, which lies in the fact that the amount 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 philanthropy in Russia is poorly developed and the most successful organizations, both in business and in philanthropy, operate mainly on state resources. As a result, charitable organizations, instead of complementing the state, turn into beggars, and ultimately become another burden on 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 a 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 financing.

In the first case, funds are transferred to Pocket charities, where they can be managed more flexibly. And in many cases, overestimate prices or volumes 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 are reduced to the creation of 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 charitable sector. The state competes with the charitable sector for the possession of sources of resources.

State social policy should be implemented through budget financing and government programs. Government commitments should be consistent with budgetary funding and not rely on pseudo-voluntary donations from private sources. The charitable sphere should be completely left to the discretion of the amateur population, citizens should independently decide how much 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 services to society. The authorities should not decide by administrative means who, in what forms, when and on what scale should be engaged in charity. Charity should be built into the market, and the regulation of charity should apply principles similar to market structures.

The intervention of the authorities 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. The inclusion of independent organizations in the system of execution of state programs financed from budgetary funds contributes to the expansion of competition in social sphere. The system of unconditional budget financing should be inferior to the system of choosing the most effective contractor. At present, the organizational weakness of the charitable sector does not allow the state to consider it as a serious partner.

However, it is necessary to annually increase the amount of budgetary funds allocated through open competition. A well-defined strategy for expanding public procurement competitions would target charitable organizations to receive funding and stimulate their development. At first, philanthropic organizations could gain an advantage over other forms of private organizations in order to ensure public investment in the development of this particular sector.

First of all, competitions for state orders should be organized for those problems and in those sectors where the state system itself is not sufficiently developed. 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 an understanding and confidence in how to solve problems, and the state's interest is reduced, first of all, to finding an effective manager.

The state and charitable organizations can effectively cooperate in those areas where problems have just been discovered, and where it is not clear how to solve them. The initiative of charitable organizations will make it possible to find new mechanisms and solutions. This is where grants come in handy. In this case, the interest of the state 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.

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

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

State financing of charitable organizations should pursue the goals of increasing the efficiency of budget spending and embedding the mechanisms of budget financing and charitable activities in the market economy.

Legislation governing the budget process and budget expenditures should ensure the participation of charitable organizations in the implementation of state programs and the receipt of state orders on an equal basis with budgetary organizations. The choice of the performer should be without any privileges carried out on the basis of efficiency.

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

Charitable organizations quite actively use various state 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. Usually support in such forms is another kind of segregation of non-governmental organizations on the basis of proximity to power. It is almost never that such an advantage given to some organizations is provided free of charge. The specificity of this form of support lies in the fact that, unlike financing, it covers a long period. Having provided the possibility of renting on preferential terms, the state ceases to control the expediency 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 according to the criteria of public utility. The lease agreement must stipulate the cost of the lease with this utility in mind.

It must be remembered that the charitable sector was excluded from the process of free privatization. Citizens could get real estate ownership only on the condition that they would be engaged in entrepreneurial activities. 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 the equalization of the rights of all consumers. Charitable organizations in competition with others, including commercial organizations, should have more favorable conditions only for raising funds. That alone should be their advantage.

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

Where appropriate and possible, publicly funded organizations should prioritize serving charities. For example, this applies to the media, for which standards can be set for covering the activities of charitable organizations and for the publication of materials that form a positive public image of charitable participants.

Various non-economic methods should be used to stimulate charitable activities on the part of the state. The purpose of such actions should be 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 charitable movement by official structures is a very significant factor in shaping public opinion and activating charity.

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

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, to touch on this topic in special appeals of the highest officials of the state.

A great public outcry would be the awarding of orders, for example, For service to the Fatherland and other state awards of the most prominent philanthropists according to the ideas of both state and municipal structures and the public, as well as to award exemplary donor and charitable organizations with state and other prizes and certificates of honor. Such awards do not have to include monetary payments.

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

It is advisable to revive the Russian tradition of holding a charity ball in the Kremlin with the participation of top government officials in order to raise funds for charitable projects. The President or Chairman of the Government of the Russian Federation should hold an annual meeting with leaders and heads of charitable organizations and major philanthropists, as is done for entrepreneurs, and arrange presidential or government receptions in honor of philanthropic activists and philanthropists. The most famous and popular state and public figures may be members of the supervisory boards of charitable organizations.

Citizens who donate large sums of money to charity should be given the right to call organizations, projects and other objects by their proper names. The inclusion of well-known and respected state public figures on the supervisory boards of charitable organizations should be welcomed.

2 Charity and social policy of the Russian Federation

To date, it can be said with certainty that the success of the functioning of social work will directly depend on how much we will be able to restore the optimal features of the Russian traditions of charity. We must try to revive the existing positive traditions, and not borrow Western experience without taking into account the specifics of Russian reality. One can only enrich the existing traditions with international experience in social work.

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

The most important function of social policy is to serve society, ensure social security, and meet the needs of the population. In its most general form, social policy can be represented as the relationship of social groups regarding the preservation and change of the social position 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, 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 large financial investments, and the larger the social policy is, the more significant goals it sets for itself, the more funds should be allocated for its implementation. However, in Russia, funds have traditionally been allocated for the implementation of social policy according to the “leftover principle”.

In modern conditions, there is a shift in emphasis from public funds necessary to achieve the goals of social policy to financial resources of non-budgetary social funds subjects 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 the private savings of people.

In the process of the revival of Russian charity, a large number of public organizations have emerged that are created as a voluntary association of citizens, acting independently of the state, according to their own programs to solve vital problems of especially needy categories of the population. This could be due to the fact that the state primarily focused the strategy of state development on the solution of 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 to reduce the role of the state in the social sphere, which was expressed in the reduction state aid enterprises in financing their social infrastructure.

These actions led to the gradual destruction of the tradition of financing social institutions by enterprises. In addition, the state actually gave up its monopoly on the provision of social services and thus, to a certain extent, stimulated the solution of social problems by the citizens themselves without its participation. In this way, it contributed to the process of formation and activation 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, develop 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 are:

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 the Russian society. Overcoming these contradictions is possible only with significant support from the Russian charitable system.

Conclusion

The last decades of the past century were marked by changes of a striking 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; erasure of 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 arose of reforming the existing forms of charity, creating new ones that will best meet the changing conditions of life. Also, these traditions will contribute to closer interaction between state charity and private charity. An important role in the process of providing assistance to the population is played by the social policy pursued by the state, and in particular one of the areas - social protection. In my opinion, the greatest effect will be obtained if we establish interaction between state structures and private charity within the framework of the social policy of a strong state.

Most importantly, it cannot be considered that the state, the church or someone else who can manage without me should do charity work, everyone should do charity work as far as possible. No matter what motives you are guided by, doing good is always good. Every strong, responsible and independent person should help others, and only the weak and soulless can pass by someone else's misfortune.

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