JSC “KazTransOil”


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Personnel Policy of JSC “KazTransOil” 2010-2014


sm_kadPersonnel policy of JSC “KazTransOil” for 2010-2014 (hereinafter the Personnel policy) determines a system of principles, key directions, and levels of personnel management of JSC “KazTransOil” (hereinafter the Company). Personnel policy is implemented in strict compliance with legislation of the Republic of Kazakhstan.





The goal of the Personnel policy is effective personnel management, strengthening and development of human capital of the Company, growth of the value of the Company by means of receiving competitive advantage in human capital.

Key priorities of the Personnel policy are:
  1. attraction, development, and retention of highly professional employees;
  2. integration of progressive methods of the Company personnel management;
  3. management of pool of high potential employees of the Company;
  4. creation and development of joint values, social norms, regulating business behavior of an employee of the Company.

Main principles of the Personnel policy:

1. Long term character of relations.

The Company strives to the relationships of the Company with employees to be long term.

2. Compliance of employee qualifications with functional duties.

Functional appointment to positions based on compliance of specialists with qualification requirements of functions is of priority in the Company.

3. Interconnection of interests and goals of the Company and employees.

The Company respects and values its personnel and takes into account necessitates of the personnel. The employees invest their efforts to achievement of Company goals and serve the Company interests.

4. Continuity of knowledge and experience and emphasis on development and training of employees.

Investments into training and development shall correspond with the needs of the Company in achievement of its strategic goals. The Company strives to ensuring promotion and development of employees who had undergone training and have experience of practical work at lower production levels. The Company creates the system of access to accumulated knowledge and experience, encouraging employees to maintain their knowledge up to date and transfer information in case of rotation within the group of companies of JSC NC “KazMunaiGas”. Mentorship shall develop within the Company; employees shall train and share accumulated skills and knowledge with their colleagues.

5. Remuneration and promotion based on merit and achieved results.

The Company strives to promote employees who continuously demonstrate high efficiency at work to managerial positions. The system of efficiency management is being integrated within the Company by means of creation of functional standards (job description, hey performance indicators, description of competencies, knowledge and skills, etc.), evaluation of the standards implementation quality, motivation and encouraging of employees, complying and exceeding set standards. The Company doe not only strive to improving efficiency of work, but creates prerequisites for formation of corporate responsibility for common result of personnel activities.

Corporate values of the Company are professionalism of employees, efficiency of their work, mutual supportiveness, respect to each other, interested parties, and the Company as a whole.

For its dynamic growth the Company needs employees who have the following competencies – professionalism, motivation, loyalty, aimed to development, and capability to take decisions and ability to competently organize a working process.

Main directions of the Personnel policy are improvement of organizational structure, planning, selection and positioning of staff, training and development of personnel, formation of staff reserve, development and introduction of the system of efficiency management and motivation of employees, and formation of corporate culture.

Monitoring of implementation of personnel management programs is annually carried out by department on work with personnel on the basis of setting objectives on key indicators of effectiveness of Personnel policy implementation as a whole and each direction separately.

Key indicators of effectiveness of Personnel policy:
  1. profitability of human capital/labor productivity;
  2. economic value added for 1 (one) employee;
  3. personnel expenses;
  4. staff turnover;
  5. staff turnover among management;
  6. indicator of staff stability;
  7. staff satisfaction.

Objectives of the direction on “Improvement of organizational structure. Planning, selection, and positioning of staff.”:
  • systematic review of organizational structure for the purpose of ensuring of its compliance with strategic goals and objectives, clear division of functions of structural divisions and duties of employees, efficient work of employees;
  • development and improvement of qualification requirements to positions and profile of corporate competencies;
  • labor market analysis;
  • analysis and forecasting of needs of the Company in personnel for short and long term perspective;
analysis of compliance of professional competence and competencies of employees against the requirements of posts;
  • analysis and account of the degree of provision with staff at key official positions;
search and selection of highly qualified specialists, introduction of data base on candidacies, integration of transparent application procedures upon selection of personnel for vacant administrative positions;
  • participation in optimization of personnel size by means of re-distribution of functions, departing from duplication of functions on administrative level, and introduction of new technologies.

Key indicators of effectiveness of selection and positioning of staff:
  1. time for filling one vacancy;
  2. quality of selection – turnover during the first half year of work.

Objectives of the direction on “Training and development of personnel”:
  • shifting from fragmentary improvement of employee qualification to planned and systematic training aimed at implementation of strategic goals of the Company:
  • development and integration of training processes and knowledge management on the basis of needs of the Company, development of corporate standards of training and personnel development, selection and holding of seminars, trainings, creation and implementation of individual employee development plans;
  • development of corporate study centers for the purpose of accumulating and transferring knowledge and skills within the Company.

Key indicators of efficiency of training and development of personnel:
  1. % of employees covered by the system of training in the course of a year;
  2. costs of training 1 employee per year;
  3. effectiveness of held training;
  4. % of costs on training from the Salaries Fund;
  5. efficiency of training costs.

Objectives of direction ob “Preparation of Company staff reserve”:
  • creation of and development of program of staff reserve;
  • development of evaluation criteria and organization of selection of employees with high potential (formalized selection to staff reserve with use of special technologies);
  • development and implementation of individual employee development plans of those in the staff reserve;
  • development and implementation of the system of rotation and substitution of positions, motivation employee rotation process of those in the staff reserve.

Key indicators of effectiveness of the Company staff reserve preparation:
  1. % of vacancies for which staff reserve was formed, filled by employees who are in the staff reserve;
  2. staff turnover among reservists;


Objectives of direction on “Performance efficiency management and motivation of employees”:
  • introduction of motivating and transparent system of remuneration based on the level of qualification, competence, and effectiveness of employees;
  • development of key indicators of performance efficiency for a number of positions;
  • introduction of monitoring and control of implementation of goals and objectives and the system of employee performance efficiency evaluation;
  • analysis of labor market in relation to salaries and their tendencies;
  • improvement of the system of bonuses and premiums tied to achievement of certain performance results by employees;
  • ensuring social guarantees and norms of social protection of employees;
  • ensuring promotion of employees upon results performance efficiency evaluation of employees.

Key indicators effectiveness of efficiency management and motivation of employees:
  1. % positions covered by key efficiency indicators;
  2. % employees regularly receiving evaluation of their performance;
  3. satisfaction with remuneration system.

Objectives of direction “Formation of corporate culture”:
  • holding survey of employee opinions (sociometry, sociological surveys);
  • determination and promotion of corporate values and social norms regulating behavior the Company employee, development of corporate communications rules and corporate style;
  • conducting organizational events strengthening team work, loyalty, favorable and creative environments within teams.

The key efficiency indicator of formation of corporate culture is staff satisfaction.
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