FPC regards its staff as its main asset and most valuable resource. The key priorities of the Company’s HR Policy are to recruit and retain people with required skills, ensure their continuous development, and provide social support to them. To this end, the Company has adopted and implements programmes to motivate and provide social support to its employees and their families, as well as retired employees.

Staff profile

The Company employs 65.9 thousand people.

Most employees (40.6 thousand, or 62%) are directly involved in providing services to passengers. The HR-related organisational measures and the increased number of routes serviced by new rolling stock (including double-decker carriages and Strizh higher-speed trains) resulted in a decrease of the staff headcount by 2.6% year-on-year.

Personnel by occupation, employees
Employees by occupation As at 31 December 2015 As at 31 December 2016
Employees involved in on-train services 37,005 35,806
Employees involved in ticket sales 4,767 4,754
Employees involved in maintenance and repair of rolling stock 6,377 6,375
Other employees 19,528 18,993
Total 67,677 65,928
FPC personnel by age,  %
FPC personnel by gender,  %

The Company maintains a balance between young and more experienced employees. The average age of FPC employees is 40 years. Young people under 35 years account for 33% of the total headcount. Most employees (65%) are women.

FPC personnel by position/profession,  %
FPC personnel by educational background,  %

In 2016, the Company paid specific attention to the development and retention of its employees. Staff turnover fell by 0.3 p.p. from 8.4% in 2015 to 8.1% in 2016. The employee stability index Ratio between the number of persons employed for more than five years with the Company and overall headcount. , at 68%, has not changed since last year.

Staff recruitment

The Company regularly assesses corporate competences in an effort to improve management decision-making practice as part of personnel recruitment and development. In 2015, nearly 28 thousand employees were assessed, 80% of which are front-line personnel. Managers and specialists are assessed in accordance with the 5C+L corporate competence model.

Corporate competence profile for managers / specialists (5C+L)
Competence Ability to develop. Employee development
Customer focus Development of CRM system
Corporate culture and responsibility Teamwork promotion. Drive for results
Quality and Safety Safety assurance
Creativity and drive for innovations Creation of an innovative environment
Leadership Leadership as a management style

Given their job profiles, the corporate competence model for front-line personnel was modified into 4C+L.

In 2016, FPC was recognised with the Best Employer for Young People 2016 award
Corporate competence profile for front-line personnel (4C+L)
Ticket clerk 4C+L Carriage attendant
Ability to develop (intelligence) Competence Ability to develop (intelligence)
Focus on customer satisfaction Customer focus Focus on customer satisfaction
Drive for results Corporate culture and responsibility Teamwork
High performance Quality and safety High performance
Leadership skills Leadership Leadership skills

During the reporting year, the Company closely collaborated with the Moscow Centre for Youth Employment and the Moscow Department for Labour and Social Security, and participated in vacancy fairs attended by over 10 thousand students and young specialists from Moscow and the Moscow Region.

Based on the results of the year, the Moscow Centre for Youth Employment recognised FPC with the Best Employer for Young People 2016 award in the Reliable Partnerships category. The Company also received a recognition letter from V.A. Petrosyan, a Moscow Government Minister and the Head of the Moscow Department for Labour and Social Security, for its caring attitude, support, and responsiveness in providing employment opportunities to young people.

Personnel training and development

FPC has in place an effective personnel training and development system.

In 2016, 18.8 thousand employees, or 28.5% of FPC’s total headcount, received training.

18.8 thousand FPC employees received training in 2016
Training system performance
Indicator 2014 2015 2016
FPC headcount, people 73,935 67,677 65,928
Total employees trained, people 22,731 21,787 18,853
Share of employees trained at FPC’s Corporate Staff Training Centre, % 37.0 41.4 48
Budget, RUB million 113.6 97.5 86.9
Performance of training centers,people
2.6 thousand people completed training as railway or office workers in 2016
Training by profession,people

In 2016, more than 2.6 thousand people were trained as railway and office workers, while around 14 thousand employees completed professional development courses.

14 thousand people completed professional development courses in 2016

Personnel training courses covered the following areas:

  • Ticket sales via the Ticket Clerk Workplace firmware;
  • Operation and maintenance of Strizh higher-speed trains manufactured by Patentes Talgo S.L. on Moscow – Berlin – Moscow international route;
  • Operation, maintenance and fault diagnostics of systems and assemblies in double-decker carriages;
  • Data input into the passenger carriage operation and maintenance system;
  • Operation and maintenance of air brake control valves;
  • Marketing as a promotion tool for passenger transportation;
  • Organising induction training using the TWI (Training Within Industry) method;
  • Business ethics code as part of corporate culture;
  • Building a safety culture in passenger services.

The Company constantly updates its existing training programmes and develops new ones: we updated around 20% of our existing programmes in 2016, and are developing the inventory base of our Corporate Staff Training Centre (the Centre).

Training facilities and programmes available in the Centre allow for:

  • Training effective customer-focused service and communication skills;
  • Improving knowledge of corporate service standards.

The Centre has a personal image laboratory and a make-up studio for training train crews in building customer-focused behaviour models and improving passenger service quality.

The personal image laboratory is equipped with a simulation of a passenger carriage with seats, a baggage rack, and hand luggage racks, allowing train crews to develop their passenger service skills in situations of various complexity, including catering services, with the use of portable ATLAS trolleys, widely used in aviation.

Employees are trained in basic service behaviour, business etiquette, positive communication skills, and services to disabled passengers.

Professional training programmes were delivered for 2.8 thousand managers and office workers in order to achieve the Company’s strategic objectives and increase business efficiency. Expenses on training, re-training, and professional development courses reached RUB 86.9 million in 2016.

86.9 million RUB spent on training, re-training, and professional development of employees in 2016.

Targeted training programmes for young talent

To attract young talent, FPC cooperates with nine universities offering railway-related degrees. 523 students opted for targeted training courses in professional colleges and universities.

Full-time students doing targeted training courses had an opportunity to attend public lectures and professional days to learn about the Company’s operations and objectives.

54 train crew members are currently taking distance learning courses for a Bachelor’s degree in Management.

Development of student train teams

Starting from 2010, the Company has been annually engaging students as train attendants, to ensure adequate train crew staffing during summer holiday period. In 2016, some 8.8 thousand students from over 300 non-railway educational institutions were employed for the summer season by the Company’s branches. For three years in a row, FPC has been employing students during winter holidays.

Summertime services
Wintertime services

In 2016, the Company spent RUB 60.5 million on student train teams working under service contracts.

Staff remuneration and motivation system

The Company improves the competitiveness of its salaries through enhancing the effectiveness of motivation mechanism taking into account FPC’s growing efficiency.

The Company’s staff motivation system is aimed at creating financial incentives for the staff to improve the quality of passenger service and comfort on trains, including maintenance of the next-generation rolling stock and proficiency in foreign languages.

Extra bonuses are offered for high performance on railway traffic safety and maintenance and repairs of carriages reducing the number of incidents caused by breaches of traffic or railway safety rules, technical malfunctions, and the number of unscheduled carriage repairs.

In a bid to improve customer experience and boost revenue from other activities, the Company pays bonuses for on-board sales and providing services to passengers on trains. In 2016, average bonus payments per employee increased 1.2 times.