Regular Modernization Council was held at “Samruk-Energy” JSC

Key subject of the meeting is an evaluation of current implementation status of transformation program

The event was attended by: Adamas Ilkevicius, Managing director for transformation and special projects at "Samruk-Kazyna" JSC, Chairman and members of the Company’s Management Board, representatives of the Fund’s Central Transformation Team, EY consultants and members of Business transformation office.

Key subject of the meeting is an evaluation of current implementation status of transformation program.

Head of “Business solutions” unit presented the result “1-2nd level processes map and business principles” developed in accordance with transformation methodology of “Samruk-Kazyna” and defining strategic and operational components of activity of the future company, as well as processes’ target architecture.

Standard models (10) developed by the Fund were used in order to develop supporting processes (financial and tax accounting, treasury, risk management, human resource management, etc.). The introduction of standard models will allow standardizing and optimizing considerably the operations of the Fund’s Group of companies in the near future.

Also the Council considered the structure of “KPI tree”.  The tree is a schematic representation of EVA strategic indicator decomposition into operating level to actual control levers, with the inclusion of other strategic KPI in its structure. KPI tree is used to monitor the process of achieving strategic objectives, as well as a reference library for selection of strategic objectives and understanding their impact on key strategic indicator EVA. Basic principles of building indicators tree: focus on key decision-making factors, objectivity in assessment, transparency of accountability for results and focus on the future.

A separate subject of the meeting is the matter of building the organizational structure and the role of the Head office (HO). The document being considered proposes targeted principles of building an organizational structure and role of HO as a basis for the development of a new operating model of the company.

The operating model of the company represents the distribution of responsibilities between business units and the Head office, based on target processes map and KPI tree.

A report on the assessment of stakeholders of the company was also considered; stakeholders include CEO, managing directors, heads of departments and subsidiaries and affiliates, as well as key personnel across the holding company. A plan for improvement of stakeholders’ involvement based on ADKAR methodology (English: ADKAR-awareness, desire, Knowledge , ability , reinforcement (irreversibility of changes) was developed on the basis the report. According to  N.Olzhabaiuly, head of changes management unit, the overall level of involvement and support for the transformation is high.

The Council decided to approve the following results by a majority vote:

1. 1-2 level processes map.

2. KPI tree structure.

3. to take into consideration the following results:

  • Business principles.
  • KPI tree with company data.
  • comparative analysis of KPI against the best indicators of the industry.
  • Principles of building an organizational structure and the role of HO.
  • The operating model of the company.
  • the report on evaluation of stakeholders.
  • Communication Plan.

The next Modernization Council will review the results of work under Stage 1 prepared by Business Transformation Office.        


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