Development of mining and metals sector in the Republic of Kazakhstan by successful implementation of investment projects and efficient operation of priority solid minerals assets based on sustainable development principles

Careers

The Succession Program of JSC "National Mining Company "Tau-Ken Samruk" was developed in accordance with the Personnel Policy of JSC "Samruk-Kazyna" and the Rules of formation and organization of the Personnel Reserve Service of JSC "National Mining Company "Tau-Ken Samruk" (hereinafter - the Company) .

Achieving the mission and vision of the Company is the development of key competitive advantages, including the availability of personnel reserve for executive and managing positions to ensure continuity and succession in the activities of the Company.

 

The Program implementation of the succession planning of the Company will be carried out in the following areas:

§Development of qualification requirements for the positions of the Company on the basis of the professional standards;

§Management of training and advanced training, taking into account the individual development plans of employees of the Company;

§Personnel reserve management and succession planning.

Principles of Personnel Reserve System:

§Personnel reserve system covers the levels of executive and managing personnel, heads of departments and production units;

§The system detects the high-potential employees at the early stages of the professional development, provide them with self-realization through rotation, including to the project, prior appointment to managing and executive positions;

§The system will allow a talented employee to go all the levels and become a top manager of the Company (vertical integration), human resources are the common assets of all the companies (horizontal integration).

Stages of Procedure on Forming the Personnel Reserve:

§Planning the list of key positions, the forecast closure dates and number of reservists;

§Selection of reservists (creating a pool for candidates, evaluation procedures, approval of the list of reservists);

§Long-term career planning for reservists, succession planning of key positions, training and development of reservists, their participation in the project work;

§Evaluation of the production performance and the achievement of the development purposes by reservists;

§Appointment of reservists and their introduction into the office.

On the basis of the above mentioned procedures, the operational and long-term succession Plans of the Company are formed and approved to the executive and managing positions.