When a full scale invasion occurred, the functioning of the network became compromised. The number of operating stores at the time of the full scale invasion was 859 – 145 (including destroyed, occupied, and closed stores). That is, our new starting point is 714 stores. This made adjustments to the company's plans. The planned development of the network took a back seat, and we focused on the need for sustainable business operations. Of course, it is impossible to overcome such a challenge without motivated people who strive to walk this path to victory together with the company. Therefore, in our project, we concentrated on the support and involvement of employees.

From the first day of the full scale invasion, each of us regularly hears and asks: "How are you?”. Just two words contain care, security, a reliable shoulder, concern for relatives, desire to protect and help, and hope that everything will be fine. Our project is primarily about supporting each other in the daily whirlwind of events and news, employer empathy, and hope. We have built a comprehensive employee support system that has only strengthened our corporate culture and team spirit. Firstly, we started with communications – transparent and frank messages from the management, the opportunity to ask any questions, and regular involvement in the dialogue of the top management of the company. Awareness of the importance of life as the highest value, ensuring the most comfortable working conditions became the second component of our project – Starlink, power bank, and other gadgets that we had not thought about before. The provision of material and non-material assistance to support a decent standard of living and the emotional state of employees was perceived very positively and sincerely. A major milestone of the project was the support of employees who were forced to leave Ukraine. We engaged tax consultants and helped with accommodation, and a network of volunteers was created among Kimberly-Clark employees around the world to support Ukrainian colleagues and their families. The possibility of relocation was separately agreed upon – the possibility of having a local labor company actively support and help other Ukrainians by using the resources and efforts of Kimberly-Clark. This has led to extraordinary results in both business and engagement metrics.

MY PEOPLE
This is about the Savings Team, whose work is based on the values of the “Human. Development. Transparency”.
During the full-scale invasion, we focused our efforts on the support, safety, and well-being of employees and their families.

The project describes a new way of saving, thanks to which we:

• Overcame despair, united our forces, and preserved our most valuable resource – people. My colleagues. My support.
• Gained confidence in the future. My work. My safety. My support.
• We continue to study, develop professionally, set ambitious goals, and achieve them. My bank. My development. My future.
• We hold the financial front and make our contribution to victory. My heroes. My contribution. My courage.

When rockets fly overhead, you save your relatives and friends, you lose understanding and confidence in what will happen next and how to live on, it is important to find someone nearby who will support you and help you get through all the troubles. Such an assistant for our colleagues was the Support Staff of the Superlatives (that's what we call the employees of our company because if we do something, we do it super well – unsurpassed).
From the second day of the war until now, we have been in constant contact with each of our employees, ready to help find solutions and a way out of extremely difficult situations.
Our project is about care. A genuine, sincere, selfless desire to help.
Anyone who applies to the Headquarters is guaranteed to receive help. We solve the problems of evacuation, and relocation, search for and deliver rare medicines, search for missing people, provide material and humanitarian assistance, take care of children, provide psychological assistance, reintegrate veterans, and much, much more.
Everyone who contacted us expressed incredible gratitude, because in most cases – cases of survival. Did we do much or little during the full-scale war? It is not for us to decide, but we are definitely not stopping. We have helped and will help the Transcendent as long as it is necessary.

Over the past 1.5 years, every Ukrainian has faced enormous challenges. At Raif, we prepared for war and assessed the risks, but the reality became the real challenge when the key values and guidelines were actually manifested.
Our employees are heroes on the financial front. Raif's mission is to support and help them through these difficult times, ensuring their health, safety, and bank stability.
We support our team and Ukrainian business during this difficult period, offering stability and support. The strength of our company lies in our skilled team, proactive leaders, clear processes, values in action, effective communication, and adaptive collaboration. Thanks to these principles, we survived 1.5 years of war, retained our employees, and continued the digital transformation of our bank, guided by our core principle: "People at heart".
People at Heart is more than a care strategy; it is a philosophy that guides our daily actions. At Raif, we believe that every moment in an employee's life is important: successes, failures, development, safety, and health. We deeply respect our colleagues and strive to make every moment meaningful and enjoyable.

The war forced us to react quickly, change priorities, and become flexible. Of course, our first steps since a full-scale invasion have been directed at meeting the physiological need for the safety of our employees. But the most important question that arose before us already in the first weeks of the war – how to preserve the human power of the bank?
The solution was the development of a new recruiting strategy.
The idea is how, during the war, to provide the company with the necessary human power in the shortest possible time, so that Ukrainian business continues to function, and, in turn, support Ukrainian families and entire communities.
To do this, we merged in the middle and cultivated the internal labor market, using traditional external recruitment tools and a lot of our own creativity.
Within the framework of the strategy, the main emphasis was on four areas of work:
Temporary redistribution of employees with low or no workload to new tasks and business needs.
Internal transfer – relocation of staff from red and yellow zone offices to green zone offices with long-term employment.
Switching and retraining of internal employees in order to provide the business with the required expertise.
International Mobility – the possibility of temporary employment for vacancies in Group companies in different countries.
We worked with employees' awareness of changing their career prospects, using at the same time various and quite unusual tools for the internal consumer.
We will talk about the tools and results of the recruiting strategy in more detail during the presentation of the project at the HR Brand Award.

Every day, thousands of Ukrainians stop by the OKKO gas station – a place where you can recharge with new ideas, refuel, rest, refresh yourself, meet with partners, and friends or just calmly think over a cup of coffee.
In order for the company to function in different parts of Ukraine, to provide excellent service and a good mood, a large and strong team is needed. OKKO has 10,000 employees and we are always happy to welcome new colleagues.
We never stopped hiring and searching for candidates. The question arose of how to make this process even more efficient. We believe in the power of ideas and always strive for more, so we are not afraid to implement new ambitious solutions. One of these is the development of a voice bot for recruiting.
The voice bot has become a modern technological solution that covers a number of tasks:

• Works on the incoming line 24/7
• Can receive several calls at the same time
• Helps to systematize work
• Conducts primary screening
• Effective even when the light is turned off

The voice bot helps speed up and automate the reception of incoming calls, and enables recruiters to plan their day and devote more time to other tasks: interaction with the internal

PepsiCo strives to be faster, stronger and better in all areas of activity. As an employer, we try to be faster in responding to the needs and expectations of our employees. For us, being stronger means investing our resources in developing our talent and culture to deliver great results. And the best in choosing the ways of responsible achievement of the goal with care for the planet and people.
Since the beginning of the military aggression, we have focused on supporting employees and their families. We stopped the work of all production complexes to protect our people and give them the opportunity to take care of their relatives. From April 2022, we gradually began to resume the work of our productions.
In these difficult times, we mobilized all the forces and opportunities to the maximum so that each employee and his family were not left alone, had a sense of stability and prospects, and felt the care of the PepsiCo family.
Our project aimed to provide:

• Soft adaptation and support of employees and businesses to the terrible events and consequences caused by war
• Provision of more priority areas of the company's work with the necessary human resources
• Meeting the needs of professional development of employees
• Provision of additional training and development opportunities for employees to overcome future challenges and confidence in their own competitiveness in the labor market

Vacancy customer, work with search channels, communication, and support of candidates at each stage of selection. The bot has proven its effectiveness in practice and has become our reliable assistant.
Want to know more details? We invite you to the presentation of our case!

A company with numerous employees in different locations and cultures must innovate. The organizational structure affects every line of business. As the number of employees grows, every company needs to find effective ways to organize workplaces. A robust approach to job alignment means better communication with employees, more clearly defined career paths, and a more market-aligned salary structure, among many other benefits.
We describe a method for creating a structure that has articulated career paths for different workgroups and that can support a global organization.

As Lewis Carroll pointed out, you have to run with all your legs just to stay in place, and to get somewhere, you have to run at least twice as fast. The world is accelerating every day, and the use of modern digital solutions will allow employees to get the necessary information quickly and easily.
One of the key directions of the project is the implementation of Employee Self Service, which allows employees to independently solve many HR issues - access to personal data, the possibility of changing personal information, sending requests for vacation, etc.
Expanding access to online learning is another important component, allowing employees to access training courses at any time and from any device.
For the convenience of employees, an online portal has been developed and implemented for applications with HR questions – now it is possible to quickly find the necessary information and get answers to questions at any convenient time.
One of the key results of the project is the integration of payroll systems, which allows automation and improving payroll processes.
The project also provides for the simplification of HR processes and reassessment of the role of the HR business partner to a new strategic level. By automating and digitalizing routine tasks, HR business partners can focus on strategic planning, solving key challenges, and promoting talent development in the company.
The implementation of these changes helps to improve the experience of employees, optimize the work of the HR department, and ensure the successful functioning of the organization in the rapidly changing world of digital technologies

Automation of performance processes at MHP allowed us to increase staff efficiency, as well as transparency and synchronization of cross-functional areas within the company.
The implementation of the project helped to create a "single window" for talent management processes, both for HR employees and for the involved employees of the company.
It was also possible to improve the user experience of talent management processes.

Fast-growing and globalizing companies inevitably face the need to transform the HR function, diversify their own EVP, to successfully build their HR brand in different countries, providing professionals around the world with exactly the support they need and taking into account their needs and the conditions of the countries where they live.
Developed by Sigma Software, its own Global EVP Assistant platform digitizes and greatly simplifies work with specialists in different countries, optimizes the work of HR specialists, and provides transparent and understandable information to specialists about all the opportunities provided by the company.
Developed by the company's specialists, the system takes into account all business needs and allows you to focus on strategic goals, maintaining corporate approaches and principles that provide for a focus on people, equal opportunities, and comprehensive support for each specialist, regardless of location.

Being part of CCG Development is now easy. Directly in the СCG Growth Up application, study the structure of the company and plan your career development (without restrictions in departments and with a full understanding of the necessary skills for any position), learn the latest news and events of the company, independently evaluate your colleagues, be in touch with each member teams
СCG Growth Up application was created to unite all CCGs and CCGs into a single universe with its news, heroes, and events.

Human Hiring System — a solution to all typical hiring problems in the IT sphere for an individual company.
Typical problems of IT hiring:

1. A difficult search for candidates who are not inclined to publish their data in public
2. Very expensive specialists with total burnout and low motivation
3. The need to maintain a large HR staff for any hiring efficiency

We were able to build a recruitment process that removes the bottleneck in the form of recruiters, reduces the time and cost of all stages, and simultaneously takes into account the problems, requests and requirements of both businesses and recruiters.
We completely got rid of collecting and reviewing resumes, replacing them with a survey and game specific to each vacancy, the results of which are very easy to compare programmatically. As a result, we easily and quickly select the best candidates with developed soft skills.The hiring process is not only automated, but also gamified, which arouses curiosity and a desire to participate in it not only among those who are searching for vacancies.
Results:

1. We work without recruiting specialists. The participation of HR is exhausted by posting a vacancy on the job portal.
2. The system processes one request and thousands in the same time with the same efficiency.
3. Each candidate receives the most complete presentation of the stages of the HR process, the system guides him from stage to stage in a matter of minutes and provides constructive feedback after each stage.
4. Involvement of customers is reduced to the necessary minimum. The system saves their time and helps them make a choice.

SPD Praise is a project aimed at developing a culture of recognition, gratitude and support among colleagues in conditions of instability, as well as the formation of a productive, healthy and pleasant work environment where colleagues appreciate each other and the company.
As part of the project, colleagues can quickly and pleasantly thank each other for help, support, teamwork, achievements, knowledge, interesting and creative ideas or solutions, the level of the tech stack, and more. There are many reasons, but you can give thanks at least every day!
Reasons to be grateful everyday!

Optimization of company processes using artificial intelligence. This project is aimed at improving the company's internal processes in all areas of activity with the use of advanced technologies, performing more tasks with fewer employees and, as a result, increasing the company's profits.

A company that has a large number of employees in different locations and is quite dynamic - opening new offices, growing existing ones, changing the organizational structure, must have HR systems that allow you to quickly process business requests and provide data that helps make effective business decisions .
We have created a custom tool that allows effective headcount planning, simplifies work for all participants involved in the process, and can be integrated with other systems used by HR.

The theater studio was created in 2012, and during this time, until today, about 100 employees have performed on stage, taking part in 23 productions of plays for adults and children, and filming 10 short films. The total number of performances in front of different audiences is more than 100 events. The total number of spectators who have seen our performances over the years of the studio's existence is more than 80,000 people

The studio's mission is to build an effective team and develop the core competencies of participants by giving emotions to the audience and conveying information through theatrical productions, concerts or performances with aesthetic, cognitive, educational, and patriotic purposes.

The main idea of the studio is the development of employee loyalty to the company's culture and the formation of the employer's brand image as a systemic company, which employs highly educated employees who share the company's values and are ready to develop in this culture through the formation of a team of like-minded people, ready to implement various projects and develop themselves.

As Daniel Coyle wrote, "Group culture is something you can feel in successful businesses or happy families." We are not trying to make our company a happy family, but a successful business is
our global goal. Therefore, this phrase inspired the creation of the Prekorivets Cultural Code project
The goal of the project: to unite different people with the same values. The synergy of high-quality hiring, when we find "our" people, their onboarding, communication within teams, various types of activity,
motivational blocks, all this is the key to a successful company. In a year and a half, the project proved its relevance, now Precoro employs 80 bright personalities who know our ultimate goal and
constantly go to her. We have a big responsibility because it is a Ukrainian product
present on the world market. with the help of the Cultural Code of Prekorivets, we are confident that we will show the best results.

Volunteering during the war became decisive when choosing a place of work for employees of a young gambling company - this is the case of Slots City "Free people. A chance to win." Despite the workload of direct work, and the rapid growth of the company (more than doubled in a year), more than 90% of employees are inspired by the fact that the company actively works with volunteer activities. Responsibility and global standards in work, a friendly team without “staff turnover”, and beyond that - volunteer assistance to the army, military, and displaced persons - this is how the system works at Slots City looks like. And so - until the Victory, and after it — and the complete reconstruction of the destroyed cities.

The concept of Growth Mindset has long been known in business. It was first proposed by Stanford University professor Carol Deck in her book "Mentality: The New Psychology of Success." The essence of the concept is that our success depends on the time and effort we put into achieving it, and mistakes are part of the growth process. This concept has been adapted to business processes and turned into a real philosophy that should help people to realize their potential.
The Growth Mindset at Intellias is a set of initiatives united by the common goal of ensuring sustainable growth at every level: business growth, team growth and the personal professional development and career growth of our employees. The implementation of the principles of Growth Mindset is designed to help the company on the way to global growth, as well as to encourage each company specialist to independently manage his
professional development and reach career heights. The implementation of the principles of Growth Mindset takes place both at the strategic level - adding a growth mindset to the company's list of values - and at the process level - creating platforms and programs aimed at professional growth and training.

From 2,500 employees in the Telegram channel at the beginning of the Telegram pandemic, the environment has grown significantly. In addition to news, entertainment content appeared. We made posts every day, held contests, and polls, and gathered colleagues for various events. In January 22, the number of subscribers increased to 20 thousand.
With the start of a full-scale war, the New Post telegram channel became the main source of information, as well as a platform for constant support. On February 25, we created a chat room where 7,000 Nova Poshta employees constantly communicate. At the end of spring, we expanded Telegram's environment - we created language clubs, a reading club, a psychological club, and football and running clubs.
With the entry of New Mail into European markets, we have created a channel and chat for each country.

From the beginning of the Russian aggression in 2014 until today, Ciklum and Siklumery have been actively developing the Ukrainian charity movement. For the Ciklumers, charity is about caring, caring and the Never Stand Still approach, which is part of the company's philosophy. It is about long-term commitments, support for Ukraine, and a cultural code, which is illustrated by dozens of supported initiatives. For more than 9 years, through the internal platform for monthly contributions From Patriots To Patriots, Siklumery donated more than $1 million to support Ukraine. Only in 2023, thanks to these funds, in partnership with "Return Alive", the company financed the "Trymayu" project with the deployment of 8 educational and training complexes of tactical medicine at training grounds, supported the Ukrainian national team representing Ukraine at the "Invincible Games" in Dusseldorf, joined the project on demining Ukrainian lands, etc. Joint efforts in CSR and philanthropy support team engagement, create cross-functional communities around these projects and inspire colleagues with importance and deep meaning. The responsible position of the business strengthens the loyalty of the team and their motivation. For Ciklum, this direction of work and communication has been integral for almost 10 years - this sequence forms understandable expectations in the team and demonstrates the patriotism of the business and its dedication to universal values. Without exaggeration, the synergistic interaction of Ciklum and Ciklumers in matters of charity has become an integral part of the corporate culture.

Khlibprom Concern is convinced that the correct construction of a management system for achieving goals and, as a result, increasing the company's efficiency is an important prerequisite for the growth of business and the people who work in it.
Therefore, the goal of the project "Efficiency as a culture of high results" was to create a single cascade system of goals and competencies for managing achievements, setting new goals and employee growth, which is reflected in the company's growth.
The project is based on a combination of two factors:
- Directly KRI and/or OKR as indicators that strategically reflect the company's goals in each position;
- Business qualities/competencies as soft skills of employees that help achieve results and shape the overall culture of the company.
The built solution allowed employees to plan, evaluate and influence their performance through a KPI and/or OKR system and identify, evaluate and develop their soft skills through a competency system.
Now, the summary assessment of performance and competencies shows the level of the employee's efficiency, which depends on the growth of his remuneration, the company's training strategy and the possibility of growth.
This approach made it possible to create a culture of transparent evaluation of the result, motivation of each employee at his level for better performance. The best ones are not in comparison with another employee, but with oneself, with one's own results of the previous period.
Only one quarter has passed since the implementation of the project. However, the company already sees the desire and motivation of employees to use the system. After all, it allows them to develop and move towards the set goals many times faster, and to move the company towards these goals.

Still think Agile is all about IT?
Being the first is a huge responsibility, but at the same time an incredible feeling to prove to the entire Ukrainian market that Agile works not only with IT, but also in the retail business of the banking sector.
Our bank chose a course for growth that required global transformation of processes, digitalization, changes in approaches to customer engagement and service.
This is a unique educational project in the market of banking services, which includes comprehensive training for the transformation of the entire network of bank branches, changing the mindset of employees who serve customers. Teaching agile approaches and encouraging employees to take responsibility and implement change at their own level. The transformation of modern leaders is focused on support, coaching, and development.
The continuous training marathon is aimed at the development of each member of the branch team, who learns to take more initiative, because the main competence is in him, because he hears feedback from customers every day. Encouraging branch teams to seek ideas to improve the customer experience at their level and at the bank level.
We made sure that the Ukrainian service was exemplary, but still we strive for perfection, so we want to share our complex, exciting, inspiring experience with Ukrainian business, so that Ukrainians enjoy the best services and services, and the whole world looks at Ukraine.

The "Meat Sommelier School" project is implemented in order to ensure the implementation of the Myasomarket network's strategy as a place of culinary ideas. Places where guests can get a ready-made solution to their needs at any time and in any Meat Market. An atmospheric place where you want to return, because the Meat Sommelier is waiting there.

This is a paradigm-shifting project about working in the service sector, namely in a retail grocery store. About the opportunity to master a new profession that combines gastronomic experience and first-class service.
About the experience when employees build a business together with the company and later have the opportunity to become the owner of the Meat Market.

Our project "Productivity through training in military conditions" was aimed at creating programs and training models that can affect the operational indicators of units and provide the necessary volume of trained qualified managers. Nova Post experienced the replacement of 30% of the middle management by newcomers in the first months of the war. At the same time, it began to grow and develop in other European countries, which again stimulated the active movement of management within different representative offices.
At the same time, the project to implement Lean methodology in Nova Post began to develop actively. Thus, there was an extremely great need for a large volume of management training and the development of a managed model of career growth (positive selection).

In the process of solving this task, we had to adapt initial programs, teaching methods, and a bottom-up management development model, and based on this, launch a positive personnel selection model to ensure the promotion of the best and most capable of development.
This project showed that in the conditions of war, it is possible, and we managed to make such programs that show a stable correlation with positive operational indicators of graduates.

ProWork: #we_work_consciously
The focus of the ProWork: #we_work_consciously - training and development of "blue-collar workers" of the pharmaceutical enterprise. High requirements have always been placed on the qualifications of workers who produce medicines, a great responsibility rests on them, since it is about people's health.
Starting from February 24, our company did not stop its work, and continued to produce medicines, production workers worked and continue to work literally on the front line of the pharmaceutical front, directly in the center of Kyiv, without the possibility of remote work or relocation. Each working day during the war is a personal challenge and feat for each employee. In order to continue to work effectively in such conditions, blue-collar workers must have, on the one hand, an impeccable level of professional qualifications, and on the other hand, well-developed flexible skills. The ProWork project is not only about work, that is, about professional training, it is a project about people, about changing the way of thinking, about mutual support, about the formation of a culture of continuous development.
Our priorities in the project are the formation of expertise of workers in the field of drug production, improvement of skills for safe performance of work operations, development of Soft Skills, and psychological literacy of personnel. To achieve this goal, we use the entire range of modern methods, forms and tools of training and development, the use of several convenient channels of training and communication, the creation of high-quality and interesting educational content, constant feedback to improve business processes, allow us to effectively transfer knowledge and practice skills .
If you look more broadly, the ProWork project is the creation of an environment for gaining useful and interesting initial experience, encouraging production workers to strive to acquire and consciously apply knowledge in their work for the production of high-quality, effective, safe medicines, to feel responsible for the health and life of consumers.

You can talk about the project many times, and you can see it once:
https://www.youtube.com/watch?v=INN_g0e7070

In today's globalized world, the format of remote teams is becoming more common. Companies are increasingly hiring specialists regardless of their location, because the most important thing is that the person meets the requirements and shares the company's values, as well as has stable access to the Internet. Therefore, cross-cultural teams are created, consisting of people from different countries - each with their own unique beliefs, communication styles and values. At the same time, many challenges arise in such teams due to cultural characteristics: misunderstandings, conflicts and tensions, and as a result, productivity decreases. For EPAM, which cooperates with specialists from more than 50 countries, supporting effective cross-cultural communication in 2022 has become one of the priorities, as well as the adaptation of relocated specialists to the cultural environment of new countries. After all, at the beginning of the spring of last year, about 2 thousand Ukrainians, fleeing from the horrors of war, were forced to look for new homes abroad. Therefore, in order to ensure successful cross-cultural communication and quick adaptation for relocated specialists, ERAM has developed the "Intercultural Framework". This solution, with the help of various tools, helps to resolve tensions in cross-cultural teams, quickly adapt to the culture of a new country, and is also designed to help managers of cross-cultural teams set up effective interaction, build trusting relationships in the team and at the same time preserve the cultural diversity of each member.

The "Meat Sommelier School" project is implemented in order to ensure the implementation of the Myasomarket network's strategy as a place of culinary ideas. Places where guests can get a ready-made solution to their needs at any time and in any Meat Market. An atmospheric place where you want to return, because the Meat Sommelier is waiting there.

This is a paradigm-shifting project about working in the service sector, namely in a retail grocery store. About the opportunity to master a new profession that combines gastronomic experience and first-class service.
About the experience when employees build a business together with the company and later have the opportunity to become the owner of the Meat Market.

People work effectively when:

• They understand their goals, tasks and expectations
• Receive regular feedback on what they can do well, what and how they can improve, which tasks are the most prioritized and require focus in the near future
• They know their strengths and areas of development, and understand how to improve them

A manager builds an effective and motivated team when:

• Understands how his team helps the company achieve business goals and knows how to connect regularity of activities with business results
• Understands the "resource" state of his people
• Regularly and appropriately provides and solicits feedback on his team to assess and improve motivation and performance
• Helps employees develop, build a professional and/or managerial career in the company

Despite the shutdown of all production in Ukraine, our company kept salaries for all employees. All last year, we paid salaries to all employees, regardless of whether a person performed work tasks or not. We fulfilled the main task - guaranteed safety and support for our employees. We've strengthened security measures in businesses and offices, and we've maintained a flexible model for remote work for the support team. In addition, we have Criteria for evaluating nominated projects: * Relevance of the project (relevance for the company and for the market) * Modernity of implementation methods (originality) * Efficiency.
Compliance of the final result with the set goals and objectives (obtaining the maximum result with optimal resources) we additionally expand medical insurance (this year we are improving the terms of the insurance contract based on feedback and requests from employees: we are increasing the limit on dentistry by 25%, significantly increasing the limit on pregnancy patronage, introducing additional medical assistance for injuries and much more) We are also preparing a powerful program for the reconstruction of the housing of our employees, which was damaged or completely destroyed.

This project has already been launched, and we plan to implement it by the end of 2023.

Under shelling and occupation: about the work of Podorozhnyk's FARM HEROES The largest chain of pharmacies in Ukraine "Podorozhnyk" created the project "FARM HEROES" about its employees. The company's staff and Ukrainian society learn about the heroic deeds of pharmacists during the war.

"We are proud of each of our FARM HEROES and admire their courage. I personally awarded them with a silver-breasted badge for conscientious work and dedication to their work in difficult times. It is an honor for me to shake hands with people who fulfill the mission and values of the Traveler. Awards from me personally and other top managers of the company received 370 of our HERO FARMs," said Taras Kolyada, CEO of the network.

All project stories are different and from different regions of Ukraine. At the same time, they are united by one meaning - each PHARM HERO, despite the risks and dangers, provides and continues to provide high-quality pharmaceuticals. After all, taking care of people's health comes first.

2021. Retail is hard work. At the same time, Fora was and remains a work that is easy to love. We are proud of our teams, stores, in-house production, and e-com. We know that our team is really super and we are starting to call ourselves SUPER FORERS.
February 23, 2022. Fora has 10,867 employees, 281 stores, 2 state-of-the-art distribution centers, and 1 meat distribution plant. The main concentration of our stores is in the city of Kyiv and the Kyiv region.
February 24, 2022. Retail is a critical infrastructure.
The first explosions near our stores. The most profitable thing is to close and wait.
But SUPER FORERS are with Ukraine. All chain stores opened on this day. The first and most important superpower is the courage to stay. Not just in the country, but also at your workplace.
Our mission: To feed people.
March. 27 stores in the war zone. 2 distribution centers were destroyed.
We did not close the branches until the last, but we still started the "conservation" of stores.
SUPER FORERS worked in all conditions: under fire, in occupation, in storage rooms, in basements... No matter what was flying out of the sky, not to be broadcast in the news, your store near your home continues to work for you.
April. ~6,000 employees, 175 stores, 1 meat distribution plant. But they have already begun "deconservation", resumed delivery, staff training, and opened the first of the stores damaged after the occupation.
Autumn. ~8,200 employees, 287 stores, meat distribution plant, 3 distribution centers. The first blackout. SUPER FORERS shined without lights - our stores were working!
Winter-spring 2023. Documentary film - the voice and reflection of every SUPER FORERS "THE HANDICAP IS UNBREAKABLE."
June 2023. 317 stores, 4 destroyed stores rebuilt, more than 10,000 employees, meat distribution plant, 3 distribution centers.
SUPER FORERS are still working under fire. SUPER FORERSare still defending Ukraine with weapons in their hands at the front. SUPER FORERS still shine without light. SUPER FORERS are still holding the economic rear.
SUPER FORERS are invincible!
The handicap is improving. Fora is expanding its geography. Fora continues to take care of Ukraine. Fora supports the defense forces of Ukraine. Fora announces new charity meetings.

The handicap is unbreakable, but only thanks to the SUPER FORERS, only thanks to our unity!

From the very beginning of the full-scale invasion, there was fear, despair, hopelessness, pain and misunderstanding. Ukrainians could not plan their tomorrow, had no reason to be happy.

42,000 new postmen were desperately doing their important work every day. Not forgetting to give customers something priceless - your smiles

Understanding that the work of every new postman in these conditions is heroic, and every smile is a small victory, we decided that now more than ever it is important to support colleagues and deliver them good news.

So, in August 2022, we gave a new lease of life to the "Delivery of Good News" project.

On a special platform, each employee could nominate a colleague to deliver a gift or a pleasant emotion.

Delivering good news makes it possible to organize a pleasant surprise for such colleagues - a gift or a bright emotion, something that will be good news for him or her.

During the year of the "Delivery of Good News" project, Novopostov employees told 573 stories about their colleagues and nominated them for delivery of good news. We have already implemented 238 stories.

The project helps us find real heroes, whose stories will form the basis of the future book "Heroes of the New Post".

Let's deliver only good news to each other!

The way we have overcome to achieve this goal is the mutual interest of the state, educational institutions and employers in the training of professional personnel whose knowledge, skills and professional competences will meet the requirements of the modern innovative economy.
And we are doing this because we believe that a new generation of young specialists will be prepared through joint efforts and close cooperation between businesses and educational institutions, ready to work for the development of a strong and successful Ukraine. We understand the importance of youth development for our business and society in general, which is why we have created programs that take into account the needs of our stakeholders and educational institutions, and most importantly - students. Individual schedules and training programs were created for students who are involved in MHP in the format of dual training, which allowed them to consolidate the theoretical knowledge obtained in educational institutions with practical experience in the company as effectively as possible.

Projects involving youth in our divisions have already demonstrated positive results and the readiness of stakeholders to scale the project in various directions.
And all because we put client-centricity at the center of our activity and provide young people with the opportunity to gain valuable experience in a professional environment, and the company with qualified, motivated specialists who are ready to invest their potential in their own development and the development of MHP.

Podorozhnyk START is a unique program that provides an opportunity for effective professional development, self-realization and quality education. Training takes place side by side with professionals in their field, leaders of the pharmaceutical market! We provide an opportunity to gain invaluable work experience in one of the best companies in Ukraine and to develop together in the future!

"Epicenter of the future" is an innovative program, the purpose of which is to attract and further develop talented youth studying in educational institutions of our country.
The program aims to create close connections between the academic environment and the real business world.

The program consists of successive components, namely:
practical training of students in offline and online formats;
implementation of educational projects;
introduction of dual education.
Practical training at "EPICENTR K" Group of Companies gives students the opportunity to get to know the company from the inside. Gain important practical experience, improve their own professional skills and understand how they can apply their academic knowledge in practice. Students have the opportunity to understand our values and culture.

The Pre-Junior Program is a project for high school students that introduces students to the IT industry, as well as provides deeper knowledge in the areas of C#, computer networks and cloud technologies, FrontEnd. The program is designed through communication with practitioners to destroy stereotypes about IT professions and to give an opportunity to make an informed choice of the future profession. According to the results of the research, more than 70% of respondents claim that the program helped them choose their future profession.
Pre-Junior has an impact on the formation of the future generation of specialists, but it also affects modern specialists, colleagues of EPAM, who are involved in the project. In the corresponding survey, they all admitted that they are proud to participate in such educational initiatives and feel their influence on positive changes in the country and the industry in particular.

The Open Agro University project was created to provide the company with specialists who understand the business processes of Agro and modern production, young specialists with a high level of knowledge and practical skills in the Agro and production sphere, the formation of the company's personnel reserve in order to minimize the risks of personnel loss due to relocation, mobilization, the current situation in the country and its consequences. And we also contribute to the future of the country by training specialists for the needs of Ukrainian agribusiness within the framework of the project

Implementing large-scale changes in talent management processes today is a challenge for bold companies. In 2022, we at MHP began the transformation of the approach to personnel appointments and career management. And we think it's time! Transparent and systematic approaches, fair criteria and principles of selection of internal candidates for vacancies in the company are what strengthen us as an organization and motivate our employees to develop and grow in MHP. Because MNR is Many Happy People.

The project is aimed at building an effective team of like-minded top leaders.
Our leadership program aims to develop and support internal leaders to achieve the best results and is based on the belief that strong leaders play a critical role in growing and scaling a business. We believe that by fostering the growth of our internal leaders, we ensure the sustainable development and success of the entire team and industry.
Our program includes a set of activities that help leaders reach their potential and bring maximum benefit to the ecosystem. We provide individual adaptation and onboarding programs that help new leaders quickly and effectively integrate into the work environment. We develop our leaders and provide day-to-day support, helping them manage complex situations, develop decision-making and team management skills.
Our program has helped build a team of highly skilled leaders who share common values and vision. The result of their joint work is the achievement of set business goals and the successful growth of the PIN-UP Global ecosystem

Preserving a company's self-identity is undoubtedly a difficult challenge. Time passes, the world changes, businesses grow and transform.
And how to remain yourself when your team no longer has 6, not 60, but more than 600 specialists?
When you are scattered not only in the country, but also in the world.
Ever since the company was founded, its corporate culture has been influenced by communications. Then they were based on four main principles: openness, efficiency, regularity and positive feedback.
This allowed Boosta to maintain the atmosphere indicators in the company at the appropriate level. This made it possible to hire people with similar values and goals.
Therefore, the goal of this project was to preserve these principles of communication in the conditions of company growth, new global challenges, transformation of communication channels and an increase in the number of information drives.
How did we do it? Introduced new formats and changed approaches to communication while maintaining the same principles and purpose:
Signs in offices with reminders "Don't forget to thank your colleagues" were transformed into the Thank You Day initiative.
Gatherings in the kitchen with wine and frank conversations with the CEO have been replaced by the Wine Thursday online event, where 350+ experts gather over a glass of wine and everyone can get an answer to their question.
Regular informal meetings for communication and exchange of expertise have replaced the corporate digest, the monthly online publication Monthly Boosta News and regular video interviews with the founders.
Instant exchange of news at the coffee point has replaced the work messenger Slack.
What have we achieved? Incredible results and indicators!

In 2023, a breakthrough digital format of sincere operational open communication of the Bank's Board-level leaders with the entire PUMB team was implemented.
Live YouTube broadcasts have become not only a new trendy format of communication with leaders, but also a platform for:
uniting people around helping the Armed Forces and each other during the war
confirmation of our EVP "Become digital, stay human!"
strengthening the spirit of indomitability and unity of the team, which gave birth to our 2023 slogan "Dare to be..." (...candid, ...digital, ...profitable) through the voice of employees.
100% (!) of the surveyed employees want to continue this format.
What did it do?
Serhii Chernenko, CEO of PUMB highly praised the project and emphasized: "PUMB Live qualitatively and radically changed the communication of the Bank's Management Board with people. We have moved from pre-prepared presentations common to all to live sincere dialogue. What pleasantly impressed us was the courage of the employees to ask the most pressing questions, and the leaders to answer humanely and sincerely and better understand what exactly worries our team in this difficult time. Confident: Trust is the foundation of a high-performing team capable of accomplishing the most ambitious goals. Our surplus profit for 5 months of 2023 proves it."
How was this achieved? Thanks to the introduction of regular YouTube streams with the opportunity to ask the most pressing and relevant questions and get 100% comprehensive answers.
The personal involvement of the bank's leaders in helping the Defenders and the country contributed to the attraction of new participants to the employee assistance funds and the collection of more than 3 million UAH (over 2 million 400 thousand UAH to the Fund for Assistance to Mobilized Employees of the PUMB and more than 700 thousand UAH to the Fund of the "Mutual Aid Fund" program ). In total, during the war, the PUMB provided support to the Armed Forces in the amount of over UAH 91 million.
How has it changed corporate culture? The new digital format contributed to the deepening of the Agile culture (quick, simple, humane), strengthening of our EVP ("Become digital. Stay human!"). People felt openness, transparency, lack of barriers, and most importantly - during the war, they united around help in a powerful team of like-minded people and patriots. This increased the level of staff engagement, which is the main HR indicator of effective work.

In 2020, we published a fairy tale about the superheroes helping St. Nicholas "The Troll, the Giant and the Wonder Car" to tell the children of employees about the work of their parents. The following year saw the light of the fairy tale "Troll, Starlight and Cosmic Pebble".
In 2022, we decided not to ignore the topic of war, so we engaged children's psychologists to create the fairy tale "The Troll, the Cargo Plane and the Magic Rainbow" so that the book would have a therapeutic effect.
The continuation of the third fairy tale was its visualization with sand animation, which we presented to the little new postmen on the eve of the New Year.
In 2023, we are preparing a continuation of the series and plan to create an animated cartoon based on the new story, where all the characters will be voiced by employees of the Nova Post.

In times of constant challenges, rapid changes, new unexplored problem solving formats, we decided to emphasize the synergy of all corporate activities around a revised and strengthened employer brand, synchronized with the Company's business strategy. The key to this combination was a communication strategy aimed at: · Strengthening the HR strategy to increase the loyalty and involvement of personnel · Support the implementation of the Bank's business strategy and related changes · Improving the synergy and operational efficiency of the Bank · Ensuring operational and transparent communications for all OTP staff - We Together became a project that not only organically united and directed various levels of business activity and directions of internal activity, but also responded to the main needs of employees to support their loyalty, involvement and efficiency in the current conditions.

We often talk about the fact that there are no motivational tools, but there are tools for creating a motivating environment at work that allow you to maintain a person's internal motivation. Such tools include internal communications. The "360° Internal Communications" project crystallized in the first days of a large-scale invasion, because at this time it was more important than ever to deliver information and communicate about the state of affairs and the direction of movement. The first task was to provide a sense of grounding, relieve anxiety, regularly talk about the direction of movement and plans, and provide an up-to-date status of events. Over time, the focus of the work has changed. We realized that war is not a sprint, but a marathon, so it is important to conserve strength and recover effectively. In line with the goal, we changed and selected tools, expanding the reach of our internal communication channels, and we continue to do so to this day.

Courage and care as keywords 2022-2023. Ukraine is like a single ecosystem, where each link is a kind of roadblock that ensures the achievement of a common goal.
Since February 24, our employees have been showing the values of resilience, courage, and care. Brave and caring, for 15 months day after day they produce, control, and transport critically important products – medicines. And what unites us on this path is the concern for our country.
External care has motivated us to care even more about each other in our corporate ecosystem: HR cares about psychological and physical health, financial literacy, career, and safety.
The project is designed not only for employees but also for the family circle. Relatives and friends can visit recruiters' consultations or join interesting master classes and weekend excursions. The company provides grants to children of employees to study at VN3 of Ukraine. For involvement in corporate projects, employees receive certificates for service in medical centers for relatives.
The project encourages us to further develop a culture of care.
Hundreds of employees became project participants.
We believe that caring is transmitted, and as we transmitted it with medicines in the first days of a full-scale invasion, now we want our path to inspire others – to build a single caring Ukrainian ecosystem.

DTEK power engineers continue to strike and defend on the energy front in order to ensure the uninterrupted operation of Ukraine's critical infrastructure.
Not only their fate and the fate of the company, but also society as a whole and every Ukrainian depends on the effective performance of our employees. Therefore, our responsibility for the well-being and well-being of people was and remains one of the highest priorities.
The maximum focus of the company's attention is on how to ensure occupational safety, provide support to employees who work in extremely difficult physical and emotional conditions, in military conditions, support them and provide everything necessary for their stability and comfort.
The "ART-Shovanka" project is one of DTEK's global initiatives to create a safe, comfortable storage facility and improve the psycho-emotional state of employees.

The Wellbeing project is based on a comprehensive approach to well-being, which takes into account the relationship between the physical, emotional and social state of people. The well-being (or well-being) of employees is a part of the overall corporate culture, without which no developed company can do today. Military operations can have a serious impact on the psychological state of people, especially those directly involved in the conflict or working in a war environment. To reduce the negative impact, we used approaches to support the mental health of employees during wartime:
1. Timely provision of information and training: providing employees with up-to-date and reliable information about the situation on the front line or in a war zone reduces feelings of uncertainty and anxiety. In addition, educational seminars and pieces of training on stress, trauma, and coping methods can help employees manage their psychological state.
2. Psychological support: Providing access to psychological support and counseling is an important step. A team of 10 psychologists works with employees, helps them cope with traumatic experiences and stress, and develops coping skills in an offline and online format.
3. Social support: community formation and support of interaction between employees through trainings and workshops.
4. Flexible work schedules and time off: Created a new operating model by providing hybrid work schedules, periodic days off or vacation opportunities

DataArt Forest is a socio-ecological charitable project of DataArt within the framework of the responsible business program, the purpose of which is:
-       Restoration of forest areas and reduction of CO2 emissions;
-       Partnership with organizations engaged in reforestation;
-       Encouraging representatives of business and the population to restore forests through charitable contributions and participation in tree planting.
We integrate socially beneficial behavior into companies' relationships with their employees, customers and partners.
Together we support the UN Sustainable Development Goals:
13. Fight against climate change. Taking urgent measures to combat climate change and its consequences;
15. Preservation of terrestrial ecosystems. Protection and restoration of terrestrial ecosystems and promotion of their rational use, rational forest use, combating desertification, stopping and reversing the process of land degradation and stopping the process of biodiversity loss.
DataArt cooperates with public organizations, forestry, national parks and nature reserves in Ukraine and Armenia. In the fall of 2022, despite the difficult conditions due to the war in Ukraine, they jointly implemented the first forest planting in the Shatskyi National Nature Park.
The project continues to develop, expanding in Ukraine and abroad. We call on business representatives to unite and together restore land ecosystems.

Since 2019, we have been building a global animal aid chain, the goal of which is to improve the lives of four-legged friends and transform the attitude towards animals throughout Eastern Europe. In our picture of the world, animals are not toys, not property, they are full members of society. And our task is to create comfortable conditions for the coexistence of people and animals at all levels. Kormotekh social projects are for animals and their people. By improving the lives of four-legged friends, we give their owners the happiness of communication with healthy and happy pets. Each component of this global chain has its own mission and purpose: the Save Pets of Ukraine initiative to "feed and save" is a global system of attracting and distributing aid from international donors and the Kormotech company, designed to feed and save animals affected by the war, as well as to help shelters improve the care and placement of animals.
LOOK 4 PAWS about "adjustment" - a platform for the promotion of adoption, where you can both place a pet and choose your pet;
Optimeal Expert on "treating" - a school for improving the qualifications of veterinarians;
Optimeal Expert 9100 is about "developing responsibility and dedication" - a 24-hour free multi-channel vet care service, whose doctors provide first aid online and help make an appointment at the nearest working clinic.

Before the start of the full-scale invasion, the Podorozhnyk chain of pharmacies took the Akademik Vernadskyi Antarctic station under its pharmaceutical care. Together with the National Academy of Sciences of the Russian Academy of Sciences, the network launched the project - the First Polar Pharmacy "Traveller"!

Based on the results of the year of cooperation, we would like to inform you that all polar explorers received high-quality medical care. At the station, 2 operations were performed, treatment of numerous colds, burns, poisoning, injuries, and other diseases. According to Vasyl Matkovskyi, the doctor of the polar station: "...this expedition became the safest from the point of view of health care in the 27 years of operation of the station under the Ukrainian flag" and for this, he thanks the Podorozhnyk team!

Despite the challenges of war and difficult conditions, the project continues to operate, and the team is not going to stop. After all, the main goal of the Podorozhnyk chain of pharmacies is to support Ukrainians, wherever they are. And even 15,000 km from our country ????

"We provide a lot of help to the Ukrainian military and people who suffered from the war, but at the same time, we have no right to forget about science. After all, science is our future. And if we don't help our scientists, then what are we fighting for?", convinced Taras Kolyada, CEO of the National Pharmacy Network of Ukraine "Traveller".

Save data in the AWS cloud" - a project implemented by the volunteer IT community at EPAM with the support of AWS, designed to help universities save data and intellectual achievements to continue work during wartime. As a result of the project, critical infrastructure data was preserved for 25 Ukrainian universities, some of which suffered from air attacks, occupation and lack of stable energy supply.
Thanks to this project, 180,000 Ukrainian students were able to continue their studies during the war, which is about 20% of the total number in Ukraine. And the teaching staff of universities continued to work and teach young people.
The project continues because the threat to educational institutions remains.

"Save data in the AWS cloud" is an example of the joint work of business and education to ensure the continuity of educational processes, because investments in education today are the key to the recovery and development of the country in the future.

SPD Charitourn is a series of online team gaming championships. The project combines volunteering, team spirit and excitement, as well as an element of team building.
To participate in the competition and join the online broadcast, you need to make a donation to the company's corporate fund.

The name SPD Charitourn is a play on the words "charity" (from English "charity") and "tournament" (from English "tournament").

SPD Charitoun: playing to WIN the game, to win FREEDOM.

WORK LAB is a project aimed at the employment of temporarily displaced persons and Odessans who lost their jobs due to the war. WORKLAB — 4 weeks of study, during which each student receives individual and group lectures and consultations on employment and adaptation to a new life. We form a job search strategy, change the field and retrain for free, write a selling resume, and... the next step is employment! Our project is not only about resumes, job search sites, and interview preparation, it is about an individual approach, about communication, adaptation, self-belief, and making dreams come true!

The concept called "MHP near. Sustainability Program" was developed by a large team of more than 10 divisions of MHP. These are managers, HR-business partners, occupational health and safety team, lawyers, financiers, communicators, medical workers, psychologists. Now in the company under this program. work with a hundred workers who have returned from the front.
Already at the beginning of a full-scale invasion, the company understood that a plan was needed to work with brave colleagues who went to serve in the Armed Forces of Ukraine, Territorial Defense and volunteer battalions.
For each employee returning from the front, they developed
individual reintegration program. We expect it to last from 6 months to 1.5 years, depending on the needs of each person. Four key stages were identified in the process of reintegration

legal consulting
physical and psychological rehabilitation
reskilling or creation of special jobs
development of social ties and public influence
Separately, we also work with community members. Within the framework of the project "It's worth doing your own thing" in cooperation with the Ukrainian Veterans Fund under the Ministry of Veterans, veterans and their families can receive grants for the development of their own business.

Since the beginning of the full-scale invasion, Nova Poshta has been providing mobilized colleagues with the necessary ammunition - bulletproof vests, helmets, uniforms, etc. Over time, employees of mobilized colleagues began to be interested in how they can also join the support of defenders. Thus, in November 2022, the volunteer movement of the Nova Post Office "Svoi dlya svoi" began to take shape, which was supported by the company.
Thanks to the project, more than 3,000 mobilized colleagues have constant support - both moral and material - from their teams. For the period from December 2022 to June 2023, "For their own" collected 9.6 million hryvnias. The company supports the movement in terms of communication and finances. With the help of Nova Post, which added 4.4 million hryvnias to the fees, the need for workers serving in the ranks of the Armed Forces was covered by 14 million hryvnias.
The volunteer movement has become an important platform for constant communication between civilian and mobilized colleagues. Demobilized workers become part of it, which further works for its authority among employees.
The company actively involves movement volunteers as opinion leaders in other important social and business projects

How often have you heard stories about how Ukrainian IT companies unite and implement joint projects? We at Avenga not only heard but also became the creators of such a story. Instead of the traditional celebrations of Tester's Day and Programmer's Day, we held a charity Charity Week, which combined educational lectures, a garage sale, and a stand-up, and rallied other Ukrainian IT companies, such as Just Answer, KindGeek, and Abto Software. Charity Week is a unique story about the cohesion of the IT industry, when, at first glance, different companies united around common values and a single goal - to help the Armed Forces of Ukraine. But the most important thing is that this is a story that will continue, and already this fall we are preparing for the next Charity Week, which will unite even more partners and activities.

The Employee Brand Ambassadors Program is a long-term program that engages internal experts and generates content for all areas of Employer Brand work at Uklon. Designed and launched shortly after a full-scale invasion, the program has shown significant results for businesses and key stakeholders. Internal experts and the Employer Brand team collaborate on the Brand Ambassadors Program platform. This synergy creates a real win-win:
- ambassadors build their personal brand and receive unique benefits;
- the employer brand always has "fuel" in the form of fresh ideas and the involvement of experts;
-recruitment works in the market where candidates are already loyal to the HR brand;
- the business is constantly growing because it quickly finds "its" people in the team.

The project shows the stages of the formation of the Brand Ambassadors Program and the key insights and business needs that the employer brand team relied on when deciding on the further development vector of the motivation program, training modules, communication strategy and other components. As part of the project presentation, we will share how we managed to launch the brand ambassador program in a turbulent time for the country, how the program is organized "under the hood", what results it brings, and how it will develop in the future.

Stereotypes that a woman cannot be a successful worker in the so-called "male professions" are increasingly debunked in modern life. This is what happened at the "Pererobnyi" branch of the Vinnytsia poultry farm, where the project "Women subjugate men's professions" was launched. It was our female forklift drivers who proved that they can not only faithfully perform their work, but also be no less productive than men. The project grew out of a seemingly ordinary need for qualified forklift drivers, but later other benefits of this implementation became apparent, including the operational provision of business with narrow-profile specialists and covering staff shortages caused by various factors.

Adaptation of Veterans is a project aimed at supporting the integration of veterans into a full life through professional, psychological, medical, and legal support. Currently, Kernel employs 56 veterans, who are provided with organizational and psychological support, adapted workplaces, and regular meetings with a professional military psychologist. In addition, work with wives, diagnosis of the state of health, and recognition of veterans' stories are planned as part of the project. With this set of actions, we also aim to attract candidates for vacant positions and contribute to the creation of a healthy inclusive business community in Ukraine.

How to form a team of valuable, professional, proactive people?
To create a place of strength where they can realize their potential.
Build an open culture.
Create comfortable working conditions and opportunities for development.
To give a sense of belonging to a socially important cause. The feeling that employees can make changes on their own, and not just come to work "for the sake of work".
Over the course of 4 years, NAZK went through a cultural transformation: from a Soviet-style body to a new state service.
Openness of management, recruiting, adaptation, training and development of personnel, effective internal communication, innovative system of setting goals and evaluating work results - all this helped us form a team of valuable, professional, ambitious and virtuous people who are building a new Ukraine.

If you still think that the civil service is about gray everyday life and monotonous tasks, then we invite you to get to know NAZK better as an employer.