Personnel
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.
| 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 |
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.
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
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.
| 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.
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.
| Indicator | 2014 | 2015 | 2016 |
|---|---|---|---|
| FPC headcount, people | | 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 |
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 2016Personnel 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.
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.
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.