DOI: 10.33917/es-1.205.2026.76-83

The article analyzes the history and results of Rosatom State Corporation’s overcoming the crisis of quantitative growth and grant applications for social projects despite their insufficiently high initial quality. The authors prove that classic webinars don’t solve this problem. They only create the illusion of learning, but don’t change the structure of applicants’ actions.

The relevance of the present material lies in demonstrating a new management approach. Rosatom has transformed a competition from a passive selection procedure into a tool for “cultivating” urban communities. In 2024–2025 the State Corporation abandoned the training approach in favour of accelerated support.

The new model included a step-by-step process of project refinement under expert guidance. Public case studies and workshops were held. Participants didn’t just listen to lectures; they immediately applied the knowledge to their applications.

Effectiveness of this approach was confirmed by results of the “80 Good Deeds” competition (2025). 487 teams from 32 nuclear cities participated in the contest. The main outcome was not only the grant support for applicants, but also harmonization of the project culture across the territories. Participants acquired sustainable competencies, enabling them to effectively develop social initiatives in the future.

DOI: 10.33917/es-2.168.2020.89-95

As a part of the corporate transparency study, public annual non-financial reports of companies for 2018 (integrated reports, traditional annual reports, environmental reports, social reports, sustainable development reports, corporate social responsibility reports, etc.) are examined. The sample includes companies from the Expert-600 rating, as well as companies listed on the Moscow and foreign exchanges (LSE, NYSE, NASDAQ HKEX, Euronext NV, DeutscheBörseGroup); backbone companies of the Russian Federation; state corporations and the companies they control with revenues of at least 3 billion rubles. 1,192 companies were inspected in 2019. Every year professional audit on conformity of the study with the stated methodology is conducted. The permanent auditor of the study is Nexia Pacioli audit company

DOI: 10.33917/es-5.163.2019.108-113

Corporate transparency research is being conducted by the Russian Regional Integrated Reporting Network (RRS) since 2013 and is a public initiative of the professional community. The research objectives include: forming an idea of the state and dynamics of corporate transparency of the largest Russian companies, identifying best practices of corporate transparency, such as disclosing information through public reporting mechanisms, compiling a rating and sub-ratings of corporate transparency. More detailed information on the methodology is presented in the Regulation on the study “Corporate transparency of the largest Russian companies” [1].

The present review of corporate transparency of Russian system-building companies is based on results of the annual national research of Russian companies’ corporate transparency prepared by the Russian regional network. This research is carried out since 2013 in order to examine the reporting quality of the largest Russian companies, to identify and to propagate best practices of corporate transparency, to make a rating and sub-ratings of corporate reporting.