What will it give?
The implementation of Transformation Program project "Transition to the target organizational structure" will increase the company's manageability by building a clear hierarchy. And to the development of a new vertical of posts, the introduction of a grading system and the construction of an effective system of remuneration for the plant’s staff based on them. New transformations will create required conditions for improving the performance of Ekibastuz SDPP-1.
How it will be
Madina Aisariyeva, the head of Samruk-Energy’s HR department told about the stages of Transformation project at the meeting with Ekibastuz plant’s staff. “Since job responsibilities have been updated, new requirements will be imposed to the personnel. To this end, it is planned to conduct job evaluation (grading) to determine their contribution to achieving the organization's results”
Now the internal fairness of existing system of payment and external competitiveness of wages is analyzed. Next, the salary ranges for each grade will be calculated and the new labor remuneration system will be built. The last important step in transition to the new organizational structure is the stage of assessing the compliance of an employee or candidate with job requirements (job matching).
How it was
The project team studied the existing processes for compliance with future target business processes, which revealed a lack of a transparent, fair understanding of the real level of the load of maintenance and repair (MR) staff, as well as conflicts of interest due to overlapping functions.
The process of managing MR is one of the most complex in terms of organization. This is due to the variety, features and quantity of both the equipment itself, and the technical and technological systems into which they enter, the changing operating conditions, the human factor, and so on. Therefore, at many enterprises, the MR system is often a kind of "black box" that consumes endless resources.
The specialists responsible for MR are technicians, engineers who understand the technical issues of repair, but practically do not have a systemic idea of its organization as a whole. It can be quite difficult to separate the areas of organizational and system solutions from the technical field. Hence, this leads to the risk of inefficient use of production assets, equipment downtime. At Ekibastuz SDPP-1, this was facilitated by the lack of effective mechanisms for monitoring and promotion of economic efficiency and quality of MR works.
For reference: “Ekibastuz SDPP-1” named after B. Nurzhanov” LLP is a subsidiary of “Samruk-Energy” JSC. The organizational scope of the Transformation is 9 enterprises: “Samruk-Energy” JSC, “Shardarinsk HPP” JSC, “Samruk-Green Energy” LLP, “First Wind Power Plant” LLP, “Moynak Hydropower Plant” JSC, “Ekibastuz SDPP-2 Plant” JSC , “Ekibastuz SDPP-1 named after Bulat Nurzhanov” LLP, “Bogatyr Komir” LLP, “Energy Solutions Center” LLP. 9 500 employees, 16 business processes are introduced; more than 10 000 processes under 4 levels, more than 20 classes of information systems.