“Samruk-Energy” JSC: New organizational structure

On November 24th this year, Almassadam Satkaliyev, the Chairman of the Board of “Samruk-Energy” JSC presented the new organizational structure of the head office to the Company’s staff

“Samruk-Energy” JSC: New organizational structure

On November 24th this year, Almassadam Satkaliyev, the Chairman of the Board of “Samruk-Energy” JSC presented the new organizational structure of the head office to the Company’s staff.

Transition to the new organizational structure sets the staff of the head office the task of introduction of 16 target business processes into the management practice. Introduction of the organizational structure will be the first step in the transition to the operating holding company and centralization of key functions in the head office.

The competencies of all directions of activities have been significantly strengthened in the new organizational structure. Thus, centralization of sales functions and development of sales strategies are anticipated.  Competences in terms of production and repairs management through the introduction of a vertically - integrated planning and management of production activities are improving. The function of project management is strengthened through introduction of corporate project management system and creation of balanced production and investment programs / projects.

One of the components of transition to the new organizational structure is assessment of the Company’s jobs (grading) for the purpose of ensuring the competitiveness in the labor market and building transparent labor remuneration system. Taking into account the need to ensure the compliance of each employee with new requirements to a job and setting the respective wage level that is in line with his qualification, the transition to a new organizational structure implies the assessment of employees’ compliance with job requirements for competences and experience (job matching).

According to A.Satkaliyev, there is a great deal of work ahead not only in terms of changing the business processes and technologies, but also in terms of changing behavior, culture and staff competences.

The Chairman of the Board drew the attention of executives to the need for regular bilateral communications with their employees to ensure their greater awareness and involvement in the ongoing changes. The Company intends to pay great deal of attention to further professional growth and development of employees, since qualified staff is the most valuable asset of any organization.

2016.11.30
2016.12.05

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