The DevOps production process and development platform was launched in July, including various streamers and services. We managed to unify most development pipelines, validate the target approach for CI/CD processes on the Exchange and launch the MVP development portal. All these activities have accelerated the delivery of new value to the company, simplified and unified IT processes, strengthened the engineering culture, and increased the reliability and stability of developed products.

Processes are being improved and transparency is being increased with Perf, a tool used to obtain detailed information on performance verification and the current status of systems.

Development of data platforms and services

The Master Data Management system for tax agency reducing a number of tax payment procedures through automation was implemented. Implementation of the Issuer Risk Profile Monitoring System reduced regulatory risks and improved the quality of market maker and liquidity management. The launch of a tax monitoring showcase allowed the Exchange to automate and simplify the FTS checks process for the Exchange.

Development of the Data Governance area:

  • the data quality governance operating model aimed at minimising risks (reputational, regulatory and operational) and increasing the level of satisfaction of business users with data services was launched;
  • the target operating model for the development of data monetisation tasks, aimed at accelerating the development of data monetisation ideas, was approved;
  • the development of the DataOps business line started, data depersonalisation platform and practices to accelerate the production of data platforms and services at the expense of external teams was introduced;
  • the development of the MLOps platform to reduce the t2m tasks of implementing AI/ML solutions started;
  • lifecycle management principles to optimise TCO and improve data efficiency were developed.


Supporting customer growth

As part of the SDLC 2.0 initiative, work was carried out to configure centralised automated system build and deployment processes, and test scenarios were automated.

The purpose of this work is to minimise possible risks in passing the software product through the lifecycle stages, accelerating the process of building, testing and deploying applications.

In order to maintain a system availability of 99.99 per cent in 2021, the incident handling mechanism in IT was improved. Activities implemented as part of the revamped incident management process resulted in the implementation of at least 50 tasks created in the wake of incidents and addressing the causes of incidents. One of the incident follow-up tasks was to enable dynamic table expansion in the ASTS Trading System, which allowed trading peaks in December 2021 and January 2022 to be passed without technical problems.


IT communities at the Exchange - associations of people linked by common interests and goals on technology practices - are being actively implemented. The main goals of the communities at MOEX are to reduce the time it takes to deliver value, speed up decision-making, create a space for sharing and networking, provide a transparent employee development pathway, and ensure Best practices and “how to”.

The launch of the Innovation Lab, a new division of Moscow Exchange that seeks out innovative ideas and technologies to develop the company’s information systems and products.

As part of the Innovation Lab, an experiment in graphical data visualisation was conducted for NCC. The tool will make it easier and less time-consuming to perceive large amounts of information and minimise the risk of “missing” information. The employee development and smart feedback system was launched in pilot mode. The tool will allow managers to obtain a comprehensive analysis of the “climate” in the team, identify cases of burnout and take preventive measures to achieve maximum productivity.


The Group-wide IT Architecture Committee was established. This makes it possible to effectively implement a unified IT strategy across the Group, synchronise approaches to IT landscape management and build unified architectural principles. Joint work between the architects of Moscow Exchange, NCC and NSD has become the new norm, providing opportunities for the implementation of cross-team projects. For example, in 2021, an important infrastructure element was implemented to build a cross-group STP process for corporate actions processing: a bridge for the exchange of streaming data between NSD and the Exchange.

One important outcome of the Committee’s work in 2021 was the approval of the Group Technical Policy. The new standard sets out the basic principles for the management and use of IT infrastructure across the Group.

The corporate architecture function was strengthened in 2021 with the formation of a Corporate Architecture Department at Moscow Exchange. The role of the corporate architect is embedded in the operating model. Most of the 2021 projects have already been supported by Corporate Architects, allowing the IT landscape change plans to be optimised to support the objectives of these projects.