The paper examines the improvement of the energy-efficiency in Russian regions as one of the leading directions of Russia’s response to the new global challenges and the implementation of Paris climate agreement (2015) on reducing of greenhouse gases emissions. The research aims at the justification of differentiated strategies and instruments to control energy-efficiency in Russian regions with respect to its key drivers. We focuse on a regional aspect as there are essential reserves and distinctions of regions by energy efficiency level, the need of problem areas’ identification, generalization and systematization of positive experience. Based on actual data, we verify the hypothesis that the energy-intensity level of the gross regional product depends on the share of energy-intensive industries, on the region’s land area and on climate characteristics. Institutional factors having positive or negative influence have to be regarded as well. We have untilized comparative method, correlation and cluster analyse, conceptions of new public government and control by results, applied to problems of energy-efficiency and climate risks. As a result, we have identified three groups of regions. In one of them, was no statistically significant dependence of the energy intensity from the applicable standard factors proved. The two other groups confirm this dependence, but with significant differences in the level of energy efficiency. Furthermore, the study shows the significance of regional sector structure factor and justifies differentiated strategies to reduce energy consumption by regional and federal regulators and their consideration in the Energy strategy 2035. The measures to improve the energy efficiency in the regions are to be integrated into the long-term strategy of the Russian Federation to reduce greenhouse gases emissions (2050); and the innovation activities and the quality of regional energy-efficiency management are to be considered and analised.

The article shows how external and internal macro-economic factors (the reduction of real income of the population, the depreciation of the local currency to the US dollar in 2014 -2015, the promotion of Crimea as a direction for health and resort services for Russian citizens) impact on the financial and economic indicators of health and resort organizations in Russia during 2012–2015. The calculations based on a variety of Federal Service of State Statistics data demonstrate the positive dynamics of the development of regional markets of health and resort services, due to the regional markets of health and resort services of Krasnodar, Stavropol and Altai regions and due to the inclusion of the Federal District of Crimea within the Russian macroeconomic indicators. The econometric model based on a sample of 272 organizations proves the hypothesis about the more beneficial impact of the changes in macroeconomic factors for large health and resort organizations (with a total annual revenue of 400 million roubles) compared with smaller organizations. It is expressed in the growth of sales profitability and annual revenue. The calculations have shown that the organization size as an independent variable in a sample of data related to 2014–2015, increased its positive influence on the dependent variable of annual revenue growth comparing to sampling for 2012–2013. The tough financial constraints in the country trigger the discussion of new opportunities and tools for the development of market conditions, which will stimulate the demand for investment in material and technical base renewal and innovations from the side of large health and resort organizations. In addition to improving the transport accessibility of federal resort regions and measures for promoting and improving the quality of the general health and resort infrastructure, there are discussions to create a favorable competitive environment, improve the public procurement system (including the procurement of state-owned companies), as well as to stimulate the market participants to introduce product, marketing and organizational innovations.