Combating money laundering is not just a priority task, but a critical condition for ensuring the economic security of the state. In the context of globalization and integration of world financial systems, such actions pose a real threat to the stability and prosperity of the country. Criminal proceeds, legalized through complex schemes and financial fraud, penetrate the legal economy, disrupting natural market mechanisms and undermining citizens’ trust in state institutions. This leads to deepening social inequality, since law–abiding market participants find themselves in unequal conditions with those who received their income illegally.

The paper examines the possible prospects for the development of the Russian high–yield bond market, and also addresses certain issues related to the functioning of small and medium–sized businesses. The study of the market prospects was conducted in the context of the scenarios of macroeconomic development proposed by the Central Bank of the Russian Federation. The article also focuses on the main competitors of high–yield bonds in the niche of small business financing instruments, including digital financial assets.

The article examines third–ier listed bonds as an alternative tool for attracting financing for small and medium–sized businesses in conditions of limited access to bank loans. The author analyzes the key characteristics of issuers in this segment, including their industry structure, listing requirements, and government support features. The measures to stimulate the issuance of third–tier bonds, such as subsidizing coupon payments and the participation of development institutions, as well as the scope of such measures, are considered in detail.

The article discusses the development of the third–tier bond market. The author analyzes the impact of the tightening of the monetary policy of the Bank of Russia in 2024–2025 on the bond market of third–tier issuers. The dynamics of the key rate and related changes in the market are considered, including changes in the volume of borrowings among issuers of different rating categories, the level of default, changes in the structure of bond trading, as well as fluctuations in yields. In addition, the article examines the impact of monetary tightening on bond issuers.

The article analyzes the budgeting system in the organization’s management accounting system, identifies various types of budgets, and describes the main stages of budgeting in the organization. Based on the results of the study, it was concluded that budgeting, being the main tool of management accounting, makes it possible to create an effective management system in a company. Budgeting helps to focus on priorities and coordinate the work of all departments of the organization. Due to this, the activities of the structural divisions become understandable and predictable for the higher management and other stakeholders. Budgeting is becoming particularly important in the current financial and economic environment. Accurate planning of a company’s funds directly affects its financial condition, which, in turn, affects its investment potential.

Since February 2022, anti–Russian sanctions have been significantly tightened, with certain sectors of the Russian economy experiencing the most severe effect. The sectors most exposed to the new sanctions include the Russian banking sphere. Gazprombank occupies a special place here, remaining the only possible channel for paying for Russian energy resources. This, however, did not cancel the fact that in the second half of 2024, blocking sanctions were imposed on this bank by the United States. This puts the bank’s future in greater uncertainty, which makes it relevant to study its financial strategies to overcome the risks and threats that have arisen. Based on the analysis of expert sources and system–analytical methods, it is concluded that Gazprombank adapted its financial and economic strategy in advance to potential negative scenarios, due to which the new sanctions did not critically affect its work.

The article addresses the problem of misalignment between strategic performance indicators in the restaurant business and the daily tasks of frontline staff. Traditional metrics — revenue, average check, guest retention, cost of goods sold, and others are valuable for managerial decision–making but are often ineffective when setting goals for employees on the ground. The study shows that baristas, cashiers, and kitchen staff frequently fail to see a direct connection between their daily actions and overall business results, which reduces their engagement and motivation.
This article proposes a concept based on key directions for evaluating restaurant and team performance that are easier to monitor and directly linked to daily operations: service speed, atmosphere, staff friendliness, product quality, and tipping dynamics. These directions provide a framework for setting transparent and achievable goals for employees, tracking changes in service quality, and testing hypotheses about the impact of operational factors on guest return rates and financial results.
The proposed approach enables managing strategic performance indicators through actions that are clear to the team, establishes fast feedback loops, and creates a foundation for a systematic approach to service quality management. The article will be useful for restaurant managers, owners, and researchers in the HoReCa industry.

The article examines the use of new management as a necessary condition for ensuring the sustainable state of companies in the market in the context of the digital economy. The article focuses on the application of innovations in the personnel management system of organizations. Despite the obvious advantages of the innovative approach, many Russian companies face obstacles in the implementation of innovations, such as a low innovation culture, insufficient funding and staff resistance to change. Modern approaches to innovation management are analyzed, key problems are identified and areas for activating innovation activities are proposed.
The purpose of the study is to substantiate the need for Russian companies to transition to an innovation management model in order to ensure sustainable development and increase their competitiveness in the domestic and international markets.
The objectives of the study include identifying the main problems and barriers to the transition to innovation management, analyzing foreign and domestic experience, and developing practical recommendations to improve the efficiency of innovation management in Russian organizations.
Using the methodology of institutional analysis and a systems approach, the authors found that the key factors for a successful transition to innovation management are the creation of an internal culture of innovation, the formation of an effective risk management system and ensuring constant interaction between different levels of company management. The experience of leading foreign companies shows that the implementation of innovation management can significantly improve business efficiency and provide a long>term competitive advantage.

The study provides a broad analysis of advanced practices for training and motivating employees in the chain restaurant segment, characterized by a combination of high staff turnover and rapid operational dynamics. The purpose of the work is to organize and subsequently evaluate the impact of complex digital and intangible development tools, as well as employee incentives, on important performance indicators: team engagement, production results, and staff retention. The methodological basis is the analysis and synthesis of leading scientific publications on human resource management. The study found that traditional training and motivation methods are losing their former effectiveness, giving way to gamified educational platforms, microlearning, and individualized non>material incentive schemes. The data obtained indicate that the integration of adaptive digital solutions in combination with the construction of a supportive corporate culture and the implementation of transformational leadership principles ensures the growth of both operational and financial indicators of restaurant chains. The scientific novelty of the work lies in the proposal of a model for end>to> end management of motivation and training, adapted to the specifics of the chain restaurant business. The findings reflected in the work may be useful for managers and HR specialists, and will also serve as a starting point for subsequent research in the field of personnel management.

This article is devoted to the study of current issues of implementation of electronic document management systems (EDMS) in small businesses. In the context of a variety of offers from domestic and foreign manufacturers, as well as rapid progress in the IT industry, choosing a suitable system becomes a difficult task. The article focuses on the need to develop measures aimed at improving the efficiency of the small business «Ubirator company, which will take into account all market requirements and global trends. This study demonstrates the current state and challenges faced by small businesses face in the process of managing electronic document management. The authors emphasize the importance of an integrated approach to choosing solutions that facilitate the automation of business processes and improve overall efficiency.

This study was carried out to develop an informal entrepreneurship framework that is ideal to integrate informal entrepreneurs into the main stream economy at the Thabo Mofutsanyane District Municipality in South Africa. Development of a framework that is suitable to be applied for the formalisation of the informal economy is necessary as the generic frameworks such as the OECD and ILO frameworks are perfect to be used in developed economies. Statistical results were carried out to determine the outcome of the framework. An exploratory factor analysis in principal component analysis was carried and the results supported the development of the informal entrepreneurship framework. It is however, imperative to develop the framework since formalisation of the informal sector is impossible without the aid of a feasible framework and regulatory policies and procedures. Legislative frameworks have to be also put in place to facilitate the integration of the informal sector.

The article substantiates the need to develop and implement a risk management system in the organizational structure of each business entity in the small business segment. The characteristics of the risk management system and its main elements according to the «COSO concept are given . The objectives of creating a risk management system are defined, and the sequence of actions for its creation is described. The current legislative and regulatory framework in the Russian Federation determining the rules for building a risk management system is considered. The features of small business functioning that determine the advantages and obvious limitations in the formation of such a system are analyzed. The characteristics of popular models that are advisable to use for risk assessment by small businesses are presented, such as SWOT analysis, McKinsey 7S model, PEST analysis. The main problems of creating a risk management system in relation to small businesses are formulated. A conclusion is made about the need to adapt the methodology for building a risk management system taking into account the scale of activity and financial capabilities of the business entity.

Adaptation to new conditions and the formation of an internal corporate culture will play a key role in the fight against personnel shortages in the coming years in our country. For human resource management in Russian enterprises, a comprehensive indicator of the effectiveness of personnel adaptation in a multinational team is needed, taking into account various aspects such as statistical, ethical, dynamic and a number of others. A special emphasis in managing a culturally heterogeneous organization’s team should be placed on developing the interaction of team members, integrating their subjective knowledge, sharing and creatively creating new knowledge. Obviously, in a multinational team, in comparison with a homogeneous team, additional assessment positions are added, inattention to which can lead to problems of joint activities.