"Samruk-Energy" JSC business transformation program

THE KEY POINT ABOUT TRANSFORMATION

 World practice demonstrates the success of companies that faced the rapidly changing market conditions, the development of information technologies, intensified competition and other factors, were urged to draw their focus toward transformation of business environment. The effect from implementation of Transformation program at international corporations today is already evident.

 “Samruk-Energy” JSC shareholder set a task, as part of transformation, of  channeling efforts towards introduction of the new methods of company  management, increasing transparency of current business processes and more efficient asset management which will increase its intrinsic value. It will be possible to change the structure of the portfolio and approach to investment as well as review the distribution of powers and responsibilities when addressing the tasks set.

 The holding approved the Portfolio of Projects for 2017-2021, the Forecast Financial Indicators of Transformation Program for 2017-2021 and the Road Map for 2017 in May 2017 at the meeting of the Council for Modernization of “Samruk-Energy” JSC.

 In March 2017 "SWF “Samruk-Kazyna" JSC announced the start of the third stage “Introduction”.  During this stage, the Company has begun to directly implement the Transformation Program and already demonstrates the first results.

 

HISTORY OF THE PROGRAM

Stage 0. MOBILIZATION (February-June 2015)

KEY RESULTS:

  • The team was formed
  • Basic documents of Transformation program were developed
  • The team was trained

Stage 1. DIAGNOSTICS AND DESIGN (07. 2015-08. 2016)

KEY RESULTS:

  • Development of operating model of “Samruk-Energy” JSC
  • Detailed elaboration of 800 business processes
  • Development of “Samruk-Energy” JSC KPI tree
  • Development of target model of staff competencies
  • Development of target IT structure

Stage 2. PLANNING (09.2016-03.2017)

KEY RESULTS:

  • Transformation program projects portfolio
  • Strategic IT plan
  • Transit IT architecture
  • Transformation projects business cases
  • With regard to the project “Release of inventories residuals after projects”, the benefit of 4, 9 bln.tenge was obtained in 2016.

Stage 3. IMPLEMENTATION (beginning of March 2017 – underway)

KEY RESULTS FOR 2017:

  • The project "Introduction of the new strategic planning and performance management model” was completed
  • The new model of information security ensuring and management system was introduced at the Corporate Center
  • “Development of sales processes and introduction of trading processes” pilot was launched on the basis of Trade house as part of project implementation
  • The prototype of Integrated Planning System was tested at “Ekibastuz SDPP-1” JSC.
  • Target organizational structure of “Ekibastuz SDPP-1” JSC was developed.
  • Job-matching procedure was conducted at the Head office.

ORGANIZATIONAL STRUCTURE OF TRANSFORMATION

 To manage Transformation Program, an Office has been set up which is responsible for methodological support of the Program, monitoring of deadlines, risk management and informing all stakeholders about progress of the Program’s implementation

These directions are assigned to the following units in Transformation Team:

  • CMG - Change Management (human resources)
  • TIM - Information Technology Unit (Technology)
  • PMO-Control and achievement of goals set within the expected time frame and allocated budget.

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