VEB.RF increased labor productivity by 2.5–3 times due to digitalization

MOSCOW, June 3 - RIA Novosti. Labor productivity in VEB.RF over the last strategic cycle increased by 2.5–3 times due to digitalization and optimization of business processes, said the first deputy chairman of the development corporation, Alexey Miroshnichenko, at the session “How to implement process optimization in government bodies” as part of SPIEF-2026.

“Labor productivity has increased by 2.5–3 times. And the second of the observed effects is that we have reduced the time it takes to consider an issue at the credit committee by one and a half times. That is, by standardizing the material, by standardizing what needs to be output, by dividing into branches (what goes to a large branch and what goes to a small one), we were able to achieve these results even in a heterogeneous, complexly typed, complexly templated process,” the press service of the Institute for the Development of the Word Miroshnichenko quotes.

According to the first deputy chairman, VEB.RF carries out optimization regularly—about once every year to a year and a half. Its goals are to speed up decision-making and increase productivity. This is critical given the scale of the task. Every year, the corporation faces a goal of supporting investments in fixed assets of about a trillion rubles per year, and every decision must be made and implemented quickly.

He explained that the specifics of VEB.RF do not allow decision-making to be completely transferred to a machine, as a retail bank does. The group’s portfolio is about 10 trillion rubles for about 500 transactions, each of which is large, and the cost of an error is tens of billions of rubles. Therefore, the emphasis was placed not only on technology, but also on changing the behavioral practices of employees.

When the process was completely transferred to a digital format - with standardized stages and recording of statuses - the corporation had a basis for analyzing its own work, said the first deputy chairman. Among the key behavioral principles, he named personal responsibility for the project and its indicators, specificity of conclusions (clear pros or cons with clear conditions) and focus on the internal client.

As a result, according to Miroshnichenko, over the previous cycle, the group’s business doubled while the number decreased by about 20%. Separately, he noted that some of the optimization is possible without IT - by replacing office memos with simpler communication channels, while when creating client products, information technology becomes a key channel of interaction.