TAdviser SummIT 2023 - Big and clean digital energy can turn space into blossoming garden

Strategy Block

The work of the IT forum started with an interview taken from Maxim Parshin, Deputy Minister of Digital Development, Communications and Mass Media of the Russian Federation, Alexander Levashov, editor-in-chief of TAdviser. Maxim Parshin did not answer the question about the dynamics of import substitution in certain industries and product categories last year in detail and with numbers, although he mentioned that such statistics had already appeared. He only confirmed that the IT industry grew significantly last year. The number of employees in IT increased by 12%, the salary of specialists increased by 19%, which is on average twice as high as in the economy as a whole.

The growth of the IT industry was achieved partly despite the sanctions, partly due to them. The dynamics of import substitution was added by the departure of vendors after the start of the SVO, as well as the Decree of the President of the Russian Federation No. 166. This process is also stimulated by government decisions forcing state-owned companies to carry out import substitution plans. As a result, the total volume of investments in Russian software of state-owned companies from a special list approached 1 trillion rubles, and in the financial sector and retail trade the share of purchases of Russian software included in the Register of Russian Software is approaching 100%.

When asked how to overcome the rejection on the import substitution part of engineers or ordinary users, the Deputy Minister noted that the transition from one platform or system to another, from familiar to unusual - this is always a problem, and it does not matter whether it is a domestic decision or a foreign one. And here the specialized one plays an important role - ITconsulting which is not yet developed enough.

Vendors have left, there is no way to even pay for the use of products. There were proposals to legalize piracy, - said Maxim Parshin. - But the Ministry of Digital Science is against piracy and not only because paying for software is correct. Any piracy is a blow to the development of Russian software. Therefore, it is necessary to continue to pay for imported software, even if payments do not find the copyright holder. Funds should be accumulated in a certain account until the vendor changes his attitude towards the Russian market, but for now these funds should be used to develop domestic solutions.

During the interview, Maxim Parshin also explained what measures the Ministry of Digital Industry is taking to overcome the shortage of IT personnel, to involve in the profession and acquire primary skills. Thus, the admission of applicants to the relevant specialties is steadily increasing, and is actively developing. sports programming There are steps towards attracting private investment - this direction is strategic, the Deputy Minister emphasized. The necessary project has been prepared. In addition, a "spontaneous group of investors" has now formed around the ministry, considering projects, and several transactions have already taken place to "dispose" of good projects that have not received grants. To resolve the issue globally, it is necessary to change the institutional base, adopt regulations, Maxim Parshin believes.

Alexander Albychev, Deputy Head of the Federal Treasury, spoke about the digitalization of the Treasury in five areas: working with data, artificial intelligence, customer concentration, import substitution, information security. In each of these areas, the specialists of the department are doing a lot of work. Data management issues are dealt with by a dedicated division - "Data Laboratory."

One of the successful projects was implemented as part of the monitoring of national projects and state programs provided for by law. Several thousand events are held for national projects, each of which has several checkpoints with planned deadlines. In total, these are tens of thousands of checkpoints. It is difficult to manually analyze the timeliness of these checkpoints.

Based on the results of the implemented project, data with planned points for measures are received into the data lake every day, updates are made on the facts of the implementation of control points. If the execution is not recorded, and the planned deadline has come, the so-called "auto incident" is generated, which along a certain route reaches the responsible executor. He, in turn, works out the incident according to the standard methodology. This business process has been successfully implemented, it is planned to extend experience to all state programs, and then to subjects, stressed Alexander Albychev.

The Treasury Artificial Intelligence Laboratory has already been implemented speech recognition for management dashboards and in. The contact centers second important case is forecasting balances in the accounts of the Federal Treasury. It is developed at the prototype level and is already being implemented. The speaker said that at the end of last year, the Treasury, through liquidity management, earned over 400 billion rubles in the budget. Accordingly, the task is to manage personal account balances as efficiently as possible with. algorithms artificial intelligence The effectiveness of the model depends on the number of criteria and characteristics that it includes. In this case, in order to improve efficiency, the Treasury began to use exchange indices and interdependencies between transactions within the budget process.

We began to engage in neural network models a couple of years ago, - said Alexander Albychev. - The first algorithms implemented were voice, speech and text recognition, like many who began to engage in this area. We have implemented voice control of dashboards. You can flip through slides or "fall" into various analytical sections using your voice. In addition, voice recognition is used in contact centers when interacting with our clients to analyze speech and improve the efficiency of interaction with clients.

A lot of work is being done at the Treasury to ensure customer centrism for both external and internal customers, so that the processes that ensure their service are as comfortable, transparent and high-quality as possible. External clients are state and municipal authorities, institutions that have personal accounts in FC. Domestic clients are about 40 thousand treasurers in the country: auditors who check the legitimacy of the use of budget funds, accountants who calculate salaries for the authorities.

Alexander Albychev explained what was done and done on the way to greater client-centric. First, processes were described in a single database, then key ones were selected from them and an analysis of the client path was performed to make it clear which directions to focus efforts on. The Treasury is improving its processes continuously. Each process is analyzed for client centrism, during the analysis, laboratory staff decide how effectively the process is implemented. Certain metrics are set on the process to measure the number of calls, performance. Surveys reveal satisfaction. By the end of the year, it is planned to create a dashboard in which several business processes will be evaluated according to customer-centric criteria, and data from a number of systems will be pumped up daily in automatic mode.

Import substitution and information security are important areas of work. In terms of import substitution, many application systems have already been replaced. Until 2025, a complete transition of the basic components of the GIS FK to an independent technological stack is planned. In the context of information security, great attention is paid to training specialists, improving their qualifications through participation in internal and external competitions. The department is constantly working around the clock to repel external attacks, and all information security incidents are accumulated and studied. When developing information systems, the Treasury necessarily builds an information protection system .

At the end of the speech, Alexander Albychev spoke about the basic department of the Treasury at RTU MIREA - "State Financial Technologies" - from where it is planned to recruit more than 40 students in 2023.

"blocks

Vladimir Vertogradov, Vice President of LANIT, Managing Director of NORBIT, stressed that LANIT as a large company directly feels the state of the IT industry, the market as a whole. The speaker analyzed the standard problems of the IT market: leaving of vendors, outflow of IT specialists. Vladimir Vertogradov doubted that all major Western players left the market, since many of them remained, simply under other brands. Competition has increased and the number of new companies tendering has increased dramatically. The physical outflow of IT specialists is indeed observed, but this does not mean that these people have ceased to be available for projects - covid taught us to work remotely.

The speaker listed four current problems of the past year: problems with access to the technologies used, unexpected loss of personnel, loss of links in supply chains and an increase in the intensity of cyber threats. In addition, he outlined five phases of any crisis:

• redistribution of assets - depreciation in competition, subsequent purchase;
• playing without rules, breaking formal and informal principles of interaction - the control over compliance weakens, obligations are revised;
• the formation of new rules - the beginning of self-organization, new horizontal rules are created, which evolve to vertical;
• active competition - rapid and strong economic growth;
• a way out of the crisis.

According to the speaker, the Russian IT industry is now in the third phase, when everyone already understands that the new situation is for a long time, and they begin to independently build new rules of interaction. To approach the fourth phase - active economic growth - in good shape, the focus of the business must be operational efficiency while ensuring technological safety. When introducing new tools, now maximum attention should be paid to the return on investment and the timing of monetization.

What is digitalization for us? - asked Vladimir Vertogradov. - Two main points why companies spend money on our services and on digitalization in general: the first is the pressure of competitors. We must be the best in the fight for the same budgets. The second is the need to maintain stability in an uncertain tomorrow.

In conclusion, he commented on technological trends: clouds, hyperautomatization, artificial intelligence, low-cost, flexible methodologies. So, for example, Agile's problems are increasing budgets, reducing the manageability of the development process, so a flexible methodology must be used for suitable tasks.

Vladimir Sviridov, the leader of the product direction, Cloud.Ru reminded the summit participants that Cloud.ru according to TAdviser, is among the top 3 fastest growing IT companies in the Russian market. Provider in terms of revenue, it was the first among solution suppliers and PaaS the second among those who supply IaaS services (data from IKS Consulting, 2021). Then he focused in more detail on the results of the case in the company, KeyAuto"" as well as how exactly the company's applications were accelerated 1C after migration cloud to Cloud.

KlyuchAvto, the official Russian dealer of foreign cars, has experienced a significant decrease in the performance of internal 1C applications. At first, they tried to remove the problem inside the current cloud, but in the end it was decided to change the cloud provider. According to the results of the search on the market, the choice was made in favor of Cloud.ru.

At first, the company tried to make changes to 1C, configure applications, but in the end it was necessary to decide to change the cloud service provider, "said Vladimir Sviridov. - As a result of the project, the performance of systems has significantly increased, and users have stopped complaining about the work of "1C." There was a complete zeroing of complaints about technical support, and the company received a reliable platform for business development - this is the key metric of our success.

At the stage of evaluating the effectiveness of the cloud platform, Cloud.ru invited the customer to use the APDEX method with the following points:

• obtain a list of key operations;
• determine the priority of each operation;
• Define the target time for each operation
• set the execution time of each key operation;
• Obtain an estimate based on the data collected.

According to this technique, the Cloud platform received the highest rating of the platforms considered. During the project, the work of 1C:ERP and 1S:ZUP was improved, and user complaints to technical support about the slowdown of these programs stopped.

Alexey Likhodzievsky, head of the Yandex.Browser for Organizations service, told how exactly the browser can increase the efficiency of the company's employees. He listed the problems that organizations face at the infrastructure level:

• Attacks on web applications
• inability to centrally deploy the software;
• a fleet of devices on different operating systems;
• problems with access to government services using new protocols;
• availability of software focused on working with outdated browsers;
• Employees use dozens of heavy applications.

Alexey Likhodzievsky focused on security, and also stressed that the browser is one of the main tools for business, because 37% of employees work with web services in the cloud. Solutions such as ERP, CRM and other familiar systems have long been tabs in the browser, so employees spend almost 60% of their working time there. And this is a global trend. Accordingly, the number of security threats is growing, with 90% of attacks directed at employees. Under these conditions, the browser's task is to provide an additional level of data protection, becoming another link in conjunction with DLP solutions, antiviruses and other security tools.

Yandex.Browser implements Protect technology, and in the development of this product, the company is reaching a new level of cooperation with suppliers of information security solutions. About 8.2 million transitions to phishing, suspicious sites are prevented every month.

Yandex Browser is intended for organizations of any scale, - said the speaker.

In addition, this product supports encryption, EDS, certificates of national certification centers. By the end of the year, the development plan assumes the implementation of cross-platform browser management and the possibility of deployment in the internal infrastructure of the organization, if required by the customer.

We are growing, moving, developing so that communication "out of the box" - mail, VKS, messenger and telephony - is available to everyone, he said. - And in the future, the super application will include all possible information services that suggest a mobile user.

Providing an employee with mobile communication can be approached in two ways. Or there are many mobile applications when each service (mail, messenger, document flow, VKS) has its own application and its own communication channel - this works well, but only when data protection is not required. Or one application for all services is a super application. A good way out if data protection is required.

When choosing a platform for creating a super application, the first thing to pay attention to is security, Andrei Vratsky emphasized. It includes protection against saving, from sending copies of the screen, the impossibility of spoofing an account, protection of transmission channels. It is also necessary to provide a single point of access to all services and the possibility of certification. The necessary functionality of the super application that needs to be provided when developing an application for today is mail, VKS, messenger and telephony.

Matvey Ulyanychev, Development Director of Platform V, Sber Tech, recalled that Sber Tech is part of the Sber group of companies, and the Platform V platform was developed initially for internal needs, but three years ago it was launched into the open market. Now the platform is included in the Register of Domestic Software.

Designating a wide range of products - more than 70 included in the platform - the speaker moved on to import substitution scenarios based on Platform V:

• import substitution of corporate service bus - Platform V Synapse set of products;
• replacement DBMS - industrial relational database Platform V Synapse Pangolin (based on DBMS); PostgreSQL
• replacement of the production pipeline, analogs - MS Project, Jira, Confluence, BitBucket, etc.;
• Import substitution of the security gateway - Platform V SOWA - fully protects the incoming traffic of Sberbank Online, allowing you to get rid of expensive hardware and software;
• import substitution of access control solutions - Platform V IAM - a set of tools for controlling access to information resources.

Matvey Ulyanychev spoke more about each set of products, with examples. Thus, Platform V Synapse has a microservice architecture, there are no single points of failure in it, direct integration between services is implemented, it is possible to scale to the required number of microservices. The platform allows you to implement any integration option (direct, event, file), there is a control panel with visual interfaces. In Sberbank, Platform V Synapse replaced the IBM Enterprise Service Bus solution and now virtually all of the company's traffic works through Synapse.

Platform V includes more than 70 products, and today it is the only large assembly of the entire technological stack presented on our market, "Matvey Ulyanychev emphasized. - We offer a turnkey product so that you can develop, create, execute an application in the cloud as efficiently, reliably and securely as possible: virtualization, containerization, database, integration, analytics, artificial intelligence, algorithms and much more.

Maxim Morozov, CEO, Aston, outlined the priorities for the development of digital banks or "neobanks" - both domestic and foreign - based on a study conducted by the company's specialists. He listed the factors that influenced the development of digital banks (neobanks):

• changing consumer behaviour;
• priority of mobile phone use;
• technological innovation;
• transparency of transactions in terms of commissions, which share takes to itself;
• customer-centric approach.

In neobanks, technological development and digitalization of all business processes come first, since customer service takes place through digital channels, "said Maxim Morozov. - We hope that the concept of open banking, which is now being considered by our state, will be implemented, and the Open API will be adopted at the state level, which will accelerate the development of our banks, and help us move forward.

He called the advantages of neobanks in comparison with traditional credit institutions. These are:

• quick launch of products;
• Increased customer engagement
• Personalized customer experience;
• use of modern communications, including social networks;
• ecosystem.

Comparing Western and Russian neobanks, Maxim Morozov noted that the legal regulation of "Open Banking" in Russia is still advisory in nature, while in the EU it is mandatory. On the technological side, Western banks usually use cloud solutions, while Russian ones prefer to be located on their site. The speaker also gave examples of successful functionality and successful products of foreign banks:

• apps have synchronization with other bank accounts, which allows customers to automatically add their other bank accounts and credit cards;
• Open source monitoring system;
• financial services for children;
• speech synthesis and voice assistants.

The interesting functionality of Russian digital banks is as follows:

• family banking;
• a single account for accessing the services of the bank and its partners;
• check of translation;
• Automatic payment creation.

At the end of the report, Maxim Morozov stated that the level of technology introduction in the banking segment of the Russian Federation is higher than in Western countries. According to a number of criteria, our products surpass their Western counterparts. However, IT divisions of domestic banks have to fulfill a number of tasks unusual for them related to sanctions restrictions, to develop new products and support old ones.

Natalia Sofronova, director of alliances and promotion, "Skala^r," began her speech with a brief story about the company. This company has been implementing its solutions on the market for more than 7 years. 250 software and hardware systems (PAC) from it already work in large state institutions.

The software and hardware complex, or other name adopted in the company - "machine" - includes:

• Base module - responsible for management, monitoring and network switching
• functional module - responsible for the specialization of the machine (storage, processing, provision of data);
• expansion module.

The modules are connected by a high-speed connection up to 100 Gb/s. By combining machines, modular platforms can be created. Natalia Sofronova identified two types of PAC: highly specialized, the modules of which are deeply integrated, but cannot work separately, and a wide-profile PAC consisting of components of deep integration, but at the same time each component can work independently. The latter type includes "Skala^r" entered in the Register of Domestic Software. The speaker listed the advantages of PAC "Skala^r" over independent product assemblies in a software and hardware complex:

• High fault tolerance due to modular architecture
• High performance by counter-optimizing and eliminating bottlenecks across the technology stack
• Unified technical support.

PACS are designed to achieve efficiency in terms of performance, utilization, use of computing resources - this is work on the speed and quality of implementation into the IT infrastructure, "said Natalia Sofronova. - The second important advantage of "Skala^r" is the ease of expansion to meet the growing needs of the customer, and the third is unified technical support. Together, all this saves the customer's time.

She also identified four vectors for the development of the product direction "Skala^r":

• Virtualization machine: based on BASIS solution
• Storage machines: based on Arena Data;
• Database machine: based on PostgreSQL DBMS;
• Big Data Machine: Based on S3 Object Storage.

Natalia Sofronova emphasized the urgent need of the market to create technological alliances and noted that their company has a department responsible for partnership. In conclusion, she spoke about the project implemented in an alliance with Rostelecom and Rubytech to create a single cloud platform for GIS services within the framework of the State Unified Cloud Platform (GEOP). "Skala^r" provided a software and hardware platform: Database machines, "" Data storage machines "and" Big data machines "were involved. Rostelecom acted as a provider, and Rubytech provided consulting services. The results of the project were:

• Unified centralized infrastructure;
• reducing capital expenditures, transferring them to operating ones;
• Flexible scalability
• complete technological independence.

Digital Transformation in Business Block

Deputy General Director of RZHDvgeniy Charkin said that a new Digital Transformation Strategy was adopted on the company's board of directors, and its first version appeared back in 2019. The key principles of Strategy 2023 remained unchanged:

• improving the efficiency of the company's operations through digital technologies;
• The strategy is based on a triad: processes, culture, technologies;
• ensuring the technological sovereignty of the company;
• synchronization with government and industry tasks;
• achievement of specific, measurable results - Strategy 2023 contains 73 indicators for measuring progress in different areas.

To manage anything, you need to measure it, - Evgeny Charkin recalled. - Since 2019, when the first version of the Digital Transformation Strategy was adopted in Russian Railways, measurements of the level of the company's digital maturity have been carried out every year. The assessment is carried out according to the methodology of own development. Last year, 1,300 people took part in the measurements. The total indicator for 2022 is 3.95, in 2019 it was 2.76, so progress is obvious.

There are seven digital platforms in the IT landscape of Russian Railways that support each key business area: multimodal, freight transportation passenger transportation - transportlogistic nodes, non-production processes, traction rolling stock, linear infrastructure operator, transportation process management. 74% of long-distance tickets are sold electronically today (while in 2021 - 68%). 88% of carriers interact with Russian Railways in electronic form.

The speaker also briefly dwelled on some differences between Strategy 2023 and Strategy 2019. In particular, the sections on information security, import substitution and the direction for working with risks were strengthened. Evgeny Charkin emphasized the systemic importance of ensuring technological sovereignty for the sustainable development of the company. Russian Railways, despite the departure of Western vendors, did not interrupt the provision of IT services and did not reduce the quality of services, he recalled.

Evgeny Charkin summed up the current results of work to ensure technological sovereignty, outlined the prospects for work in this direction:

• In 2019-2022, 100% transition to domestic software in 8 classes of information security was carried out;
• for 2023, the transition to domestic means of managing information security events is scheduled;
• in 2024, backup tools will be imported, all significant objects of CII will be transferred to domestic software.

For the purpose of import substitution, 15 thousand were purchased here. AWS on domestic processors "Baikal" and "Elbrus," 22 thousand licenses of domestic OS, acquired an unlimited license for the Russian DBMS.

The speaker announced the company's plans for the development of the domestic market in three aspects:

• registration of Russian Railways information systems in the Unified Register: 88 IPs were registered in 2022, 190 are scheduled for the current year and 259 for 2024;
• share of expenses for the purchase of Russian software and related works/services: 64% - at the end of last year, 78% is planned for the current year, 94% - for 2024;
• share of expenses for Russian radio electronic products: 29% - at the end of the past year, 45% is planned for the current year, 78% - for the next.

In conclusion, Evgeny Charkin dwelled on different vectors of the impact of the digital transformation of Russian Railways on the country's economy (state, passengers, shippers, operators and carriers), listed external and internal factors that complicated work on the 2023 Strategy. Among the external factors, he called the intensive rise in prices for domestic software and related services, the lack of Russian-made electronic products, the lack of a unified methodology for allocating ICT costs. In the first place in a number of internal factors complicating the work, the representative of the Russian Railways management put difficulties in synchronizing the indicators of the digital transformation of Russian Railways with the indicators established by the state.

Sergey Bezbogov, Senior Vice President, Deputy Head of the Technological Block, VTB, noted that digital transformation and technological sovereignty are in the focus of the bank's development. The corresponding "Digital Transformation Strategy" has been adopted. He summed up the results of the work carried out, starting in 2019, when the digital transformation in the bank was accelerated.

In 2019, due to a number of associations that took place in VTB Group, a heterogeneous IT landscape was formed in the bank. At that time, four types of ABS worked here, in product areas the bank lagged behind the market leaders, the availability of key systems was low (96.74%), there was virtually no production process (T2M took 240 days).

It was necessary, firstly, to make the IT landscape more homogeneous, and secondly, to raise the bank's client services in market ratings. Both tasks have been successfully solved, stressed Sergey Bezbogov. The architecture of the IT platform was radically revised, and the selected technological stack made it possible to enter new solutions into the Unified Register of Russian Software. This is the only possibility of fulfilling a number of key indicators for import substitution, which are required by the main shareholder of the bank - the state.

We managed to build an IT platform architecture that is truly omnichannel, said Sergey Bezbogov. - We immediately began to make new systems on the new technology stack. This made it possible to solve many issues related to import substitution, to become largely technologically sovereign.

Over the past three years, the bank has transferred most of the systems, the total number of which exceeds a thousand, to the target architecture - already 65% of the IT landscape solutions are independent. In order to implement import substitution, a special program has been launched here, which provides for work on four main clusters: system software, virtualization, databases, office software. At the end of 2022, more than 20 thousand implementations related to import substitution took place at the bank, more than 70 projects have been launched at the same time, 23,500 virtual machines have been deployed in the OpenStack cluster, 70% of the bank's employees have stopped using Microsoft Office. Many approved import substitution indicators are performed ahead of schedule:

• Servers OS: 16.5% achieved (15% approved in Strategy);
• Server and bundling - 70% (50% planned)
• Content management tools, sites and portal solutions - 100% (50% planned)
• Business Analytics - 100% (planned 90%)

Sergei Bezbogov especially stressed that there are simply no ready-made solutions to many problems, and all banks, in fact, are going through the research stage. In these conditions, it is extremely necessary to exchange experience, share your work. The time has come to unite to solve common problems, to work together on a number of layers of digitalization of the information landscape in order to save both time and money, he concluded.

As one of the most serious challenges, the speaker outlined the need to replace Oracle, today objectively the highest performing database. VTB is looking for other DBMSs, and PostgreSQL is one of the possible options. This work is being carried out in conjunction with the Fintech Association.

Nikolai Ulyanov, Deputy Chairman of the Board, Rosselkhozbank, demonstrated the effectiveness of his bank in numbers, and also said that the bank retains a physical presence in all regions where agriculture is developing, simultaneously with digitalization, which it began to actively develop in 2018.

The share of Rosselkhozbank's expenses for the purchase of domestic software in accordance with the Digital Transformation Strategy by the end of 2022 amounted to 76%, an increase to 83% is planned for 2024. For electronic products, plans for 2024 are 71% of expenses and 40% of the equipment fleet (last year - 0.1%). The number of systems connected to the client data management platform is also growing annually. The plans are to reach full coverage of information systems for this indicator, so that data models help business.

Other parameters of digitalization and import substitution in Rosselkhozbank are as follows:

• the share of internal development for key IT systems should grow from 56% last year to 70% in 2024;
• availability of high-critical application systems of the bank - 99.89% (plans for 2024 - 99.95%);
• the number of active users of digital solutions - legal entities - 156 thousand (200 thousand for 2024);
• the number of active users of digital solutions - individuals - 2,143 thousand (2,849 for 2024).

The Digital Transformation Strategy Roadmap here contains 41 initiatives and 128 projects. 36% of these initiatives are aimed at business development, 13 are designed for a direct economic effect, while the rest are aimed at high-quality.

We are also deeply immersed in the subject of digital sovereignty. For us all, this is now a key task. And we are solving it in the direction set by federal projects of digital transformation and the Ministry of Digital Science, - said Nikolai Ulyanov.

He also spoke about the bank's own developments: about the Unified Front Solution AS, about a mobile application for an employee created in the bank's pipeline for assembling, delivering and deploying software (CI/CD), as well as about sanctions screening - a service for bank customers that helps minimize sanctions risks regarding control over incoming, outgoing and transit messages, including payments.

Denis Sotin, member of the board, senior vice president for IT and digital business transformation, Renaissance Credit, recalled that the bank has about 15 million retail clients, it is one of the leaders in the consumer lending market in Russia, has 61 branches and more than 200,000 points of sale, and the number of its partners is approaching the figure of 17,500.

Renaissance Credit decided to change the business model, which influenced technology priorities and objectives. Last year, the corresponding "Development Strategy 2022-2026" was adopted, providing for the diversification of the bank's business and building digital services around the client. The company is expanding its product line, entering an innovative business, actively developing the card direction, transactional activity of customers, and this year a pilot project on SMB was launched here.

Among other tasks, we are faced with the task of refactoring the RBS system, - added Denis Sotin. - Over the past two years, the bank has significantly reduced the backlog associated with services provided through the RBS system. However, the legacy architecture of the application still restrains the activity of product teams. To enable them to develop more actively, we have to eliminate the shortcomings of this platform, increase its stability, and move to service domains for various areas of business.

The emergence of new services, a change in approaches to customers, the need to re-build business in connection with new client paths require an active change in a number of elements of the IT landscape, Denis Sotin noted. A certain backlog accumulated in previous years influenced the fact that four main blocks of tasks were chosen as technological priorities:

• transformation of the architecture of digital services, creation of a new payment service;
• implementation of the efficiency improvement program;
• technological back office;
• increased availability and security of services.

On each of these tasks and projects implemented to solve them, the speaker stopped in more detail. So, in the process of completion is now the creation of a new payment service built on a microservice architecture and an open source stack. The transfer of all payments to the new service is scheduled for the third quarter of this year. It is planned that the launch of the service stimulates the transactional activity of customers and the development of the direction of the so-called daily banking (daily banking).

Olga Sorokina, a member of the Board of Directors, VSK Insurance House, focused on the goals of digital transformation, its effects on business, as well as on the management of transformation and targeted IT architecture. She highlighted four key areas with a transformation figure in the company:

• Client service;
• operational efficiency;
• new revenue streams;
• new markets.

Digital transformation in the first direction was built here "from the client." For example, an end-to-end seamless path for remote settlement under CASCO was created: from the purchase of this client service to the settlement. This led to an increase in operational efficiency - the cost of accepting and processing an application was halved.

When we went into digital transformation, the key was for our IT employees to look at automation, the development of new solutions through the eyes of business, "the speaker shares. - Even if you are a developer or tester, your performance indicator also includes business indicators, because the key task is to ensure that the entire team works for business results.

In technological terms, the VSK Insurance House was faced with the task of implementing the automation of business processes not only on its side, but also partially closing the lack of digitalization opportunities on the side of numerous partners (car dealers, banks, retailers). The solutions actively developed in the company in order to improve operational efficiency: digital assistants, systems for recognizing unstructured data, speech analytics, voice and text bots, work with data.

Based on the solution for voice analytics, a complete decoding of the communication between managers and clients was implemented, which increased the performance of their work by 1.5 times. In the context of working with data, Olga Sorokina emphasized the importance of interaction with the state, which, thanks to digital transformation and a variety of GIS, begins to provide business with valuable information. For example, as part of mortgage insurance, the company uses the USRN data in order to correctly assess the risk or insure an apartment.

The biggest effect for business is provided by the third direction of digital transformation - new revenue streams. Olga Sorokina illustrated this with a specific example: the company's specialists have created an integration platform that API already has more than 40 products, 200 partners are connected to it. The total number of clients operating on the platform exceeded 1.2 million. The main task of digital transformation in this direction is to be present wherever the client achieves his goal, for which he decided to spend money: buying a car, an apartment. The key task of this communications platform is to build the most effective channel of interaction with the client, such as where less money will be spent.

Another area of ​ ​ digital transformation - new markets - has allowed the insurance company to go beyond the insurance business, namely, the IT market and the medical services market. The transition to a new microservice architecture has formed not only new competencies, but also made it possible to create the Marlin development platform, which High Digital Technologies began to offer on the foreign market, and HR services have transformed into a market platform for loyalty programs - more than a thousand partners are already working with it. In addition, VSK has created the Digital Clinic medical organization.

In terms of managing digital transformation, VSK Insurance House took the SAFe methodology as a basis. At the same time, all IT developments have been transferred to a flexible methodology, and 100% of strategic initiatives are being implemented on it. Within the framework of SAFe, teams are called "trains," and such trains are now in 11 - LifeStyle, new insurance models, personnel, etc. The methodology, among other things, makes it possible to see in which systems the queues are critically accumulated, and to reduce this load in a timely manner.

In conclusion, Olga Sorokina briefly spoke about the company's targeted IT architecture, which includes several dozen different systems - both proprietary and taken from the market. The speaker outlined the key principle when choosing between his own development and the search for a system on the market: if the technology forms a competitive advantage for the company, the solution is developed on its own, if the technology in the market has become generally accepted, then the solution is purchased on the market.

Systems based on a microservice architecture, which already runs half of the VSK business services, are important. Back in 2020, the company's "Digital Transformation Strategy" laid down a move away from monolithic systems towards microservice development, and in this regard, the strategy coincided with the tasks that the state subsequently set for business.

Olga Tolstunova, Vice President for Digitalization and Information Technology, Atomstroyexport, spoke about Rosatom's international projects and how digital technologies help manage the company's projects. Today, when the entire Russian business faces difficulties in the international arena, Rosatom still retains a leading position in many areas, the main of which is the construction of high-capacity nuclear power plants. The construction of power units is now underway in 14 countries of the world (Hungary, Turkey, China, Bangladesh, Egypt, etc.), and each of these projects can be called a megaproject, since their scale is very large.

Olga Tolstunova spoke in more detail about the Egyptian project, which has passed into the construction stage. When constructing a nuclear power plant and further operation, an approach is unacceptable when it is not clear who made the decision and why, therefore, the construction project of each nuclear power plant is permeated with digital technologies. Together with the power unit, Rosatom provides foreign partners with a detailed information model of the facility, for which the Multi-D IMS platform is used, created in-house with the participation of partners.

In Egypt, we have already done several key events on the first concrete of our power units, and the project itself is interesting, - Olga Tolstunova is sure. - This is the first nuclear power plant in Africa, where 4 power units are being built at once. Each power unit is about 10 million elements, hundreds of contractors and tens of thousands of people. And we do all this together with our Egyptian partners to follow our shared dream: great clean energy turns the desert into a garden. That's what we all do it for.

Further, the speaker spoke about the tools for visualizing the progress of the construction of nuclear power plants, the possibilities of detailed planning, work with contractors for construction and installation work in the Multi-D Project, the digital personnel control system, as well as about IoT. transport

Vice President of Information Technology EvrazHolding"" Artem Natrusov recalled that Evraz is the world's largest producer of rails and one of the largest producers of vanadium. The company has assets in Russia,, and Kazakhstan, USA To Canada it employs 70 thousand people and has an excellent innovative IT team.

Artem Natrusov began the report by considering the main global technological trends of 2023, calling applied observability (Applied Observability), the value of wireless technologies (Wireless-Value Realization), adaptive artificial intelligence (Adaptive AI), return of employees to offices (Back to the Office), joint teams (Fusion Teams), machine vision (Machine Vision).

Evraz follows global technological trends, he said. In line with the first trend - applied observability - the holding is engaged in predictive equipment diagnostics systems, which brings excellent effects, reduces risks in production. Commenting on the second trend, the speaker stated the need for a reasonable compromise between employers who want employees to return and employees who no longer want to return. As for Evraz, the situation depends on the region. In Moscow, people after the pandemic cannot return to the office, because there is not enough space for them in the offices - the staff has grown seriously. In many regions around the country, from Kaliningrad to Vladivostok, there are simply no offices, and employees work well in a cluster format. In general, a hybrid mode of operation has shown its effectiveness, combining a remote format and a periodic visit to the office.

Joint teams of business, production and IT are the principle on which the digital transformation of Evraz is based. Agile practices are also widely used, thanks to which IT teams achieve great results. In the context of adaptive artificial intelligence, Artem Natrusov drew attention to generative design - a technology when an iterative design process using artificial intelligence is implemented. Unlike the traditional approach, where design begins with a model created by an engineer, generative design starts with given parameters and limitations, and uses artificial intelligence to create a model. According to the speaker, the generative design successfully complements the capabilities of BIM (Building Information Modeling) technology in the early stages of design and reduces the overall design time for products, buildings and structures.

They are engaged in Evraz and wireless technologies, but not ordinary, but underground. For example, LTE technology has been introduced in ore mines. It makes it possible to track mining and transport equipment, which brought the company an economic effect of several million dollars. In the coal direction, the company is developing Wi-Fi of increased power.

In terms of the introduction of machine vision, about 7 thousand video cameras are already operating in Evraz, many of which are used for industrial automation. For example, the introduction of quality control for cutting ingots allows you to earn 25 million rubles annually. Another project implemented using machine vision is control of geometric parameters of rolled stock for dynamic control of I-beam rolling in online mode. The direct economic effect of this project is 400 million rubles a year.

Artem Natrusov considered possible import substitution tactics, commenting on each of them:

• substitution for Russian products - successful examples: antiviruses, industrial sensors, DBMS; replacement with loss of quality: video conferencing, switches, industrial controllers; problematic product class - Next Generation Firewalls;
• Implementation of friendly country systems - possible areas: BI systems, servers, DSS, mobile devices;
• Open Source - Development Stack, Data Lake Stack/DWH
• Parallel import - industrial controllers;
• temporary freezing of solutions of Western manufacturers - SAP, specialized software on metallurgical units.

Commenting on the tactics of freezing, the speaker noted that it involves the refusal of updates, the development of the system. For example, SAP can work for another ten years, since it has a perfectly isolated kernel, and you do not need to quickly abandon the system. The same applies to specialized software on metallurgical units, which contains the know-how of development companies, and it is not possible to replace it quickly. Such software must be isolated, learned to support and gradually, in parts, replaced.

The Evraz production data platform is made mainly on open source products: Greenplum, ClickHouse, Apache Nifi and a number of others - or on products with Russian support. This is a scalable architecture, emphasized Artem Natrusov. It allows you to receive signals from sensors, aggregate them at a higher level and, ultimately, get complete transparency of production processes in the company. The platform is used both for clues and for digital twins - for everything that has an economic effect.

In Evraz, we consider the economic effect to be the main criterion for the success of digital transformation, "the speaker said. - And in the world they also think. You should not just make a good program, introduce something useful, but bring a direct economic effect. By direct effect, we mean that we actually got an effect on the cost of production or increase in production. For example, electronic document management, which we implement and which completely replaced paper in the company, is not considered, because it does not bring direct economic effect. Yes, we have reduced the time, labor costs of a number of employees, but this does not mean that we can reduce these people. They will do something different, something more rewarding.

Regarding digital transformation, Evraz has ambitious plans - $150 million of direct effect annually. To do this, approximately 150 projects are made per year, and the economic effect, on average, is a million dollars per project.

Artem Natrusov also outlined the vision of the future production as it should be: remote control of cranes, video cameras, digital prompts, digital doubles, planning and, in general, deserted production. In some areas of production, some deserted production in test mode can already be implemented, for example, when rolling 100-meter rails.

The speaker stressed that in order to make such interesting projects, people are needed. To attract specialists, interesting events are held, including hackathons.

During the break and after the summit, the participants talked informally, and also had the opportunity to familiarize themselves with the solutions and services of IT suppliers at the stands deployed in the event hall.

"Goznak": increasing digital sovereignty

BSL: automating couriers in a new way

9:00	Answers to current questions of market participants	Maxim Parshin " Deputy Minister of Digital Development, Communications and Mass Media of the Russian Federation
10:00	IT Landscape Evolution	Alexander Albychev " Deputy Head of the Federal Treasury
10:15	Invest or forget: Not all technology trends are equally useful	Владимир Вертоградов Вице-президент LANIT, Managing Director of NORBIT
10:30	How to Speed Up 1C by Migrating to the Cloud - KEYSTO Case	Vladimir Sviridov " Product Leader, Cloud
10:45	How Enterprise Browser Helps Solve IT Infrastructure Problems	Alexey Likhodzievsky "Yandex Browser Service Manager for Organizations
11:00	How we build corporate super-apps. Practice.	Andrey Vratsky " CEO, Express
11:15	Simpler, Faster, More Productive: Platform V Scripts and Cases	Matvey Ulyanychev "Platform V Development Director, Sber Tech
11:30	Technological development of domestic and foreign banks	Maxim Morozov " CEO, Aston
12:00	From PAC to modular platform. Digital IT Transformation Practices	Natalia Sofronova Director of Alliances and Promotion, Skala^r
12:45	Updated strategy for the digital transformation of JSCo Russian Railways	Evgeny Charkin Deputy General Director, Russian Railways
13:00	VTB: in focus - technological sovereignty	Sergey Bezbogov " Senior Vice President, Deputy Head of the Technological Block, VTB"
13:15	Best examples of improving efficiency through digitalization in RSHB with evaluation models	Николай Ульянов Заместитель Председателя Правления Rosselkhozbank
13:30	Renaissance Bank's Key Technological Development Priorities for 2023	Денис Сотин Член Правления, Старший Вице-Президент по ИТ и цифровой трансформации бизнеса Банка «Renaissance Credit "
13:45	Digital Transformation: VSK Insurance House Experience	Olga Sorokina " Member of the Board of Directors of VSK Insurance House
14:00	Import substitution prism. How to continue to see clearly	Olga Tolstunova " Vice President for Digitalization and Information Technology, Atomstroyexport
14:15	Evraz Practices Supporting High Speed Digital Transformation in Today's Environment	Artem Natrusov " Vice President for Information Technology, EvrazHolding