New ways of thinking

As the business grows and diversifies, we are centring our culture around two key areas: long-term relationships with a broadened range of stakeholders, including multi-sector customers, partners, colleagues and local communities, and ensuring we take a sustainable approach to everything we do in our day-to-day work. To underpin this, we aim to nurture an outstanding team that demonstrates integrity and commitment to our values of innovative thinking and collaboration.

We have increased our focus on developing a customer-oriented culture, fostering a ‘B2C mindset’ to complement our B2B skills across the organisation. Ultimately, a huge proportion of our end customers are our families and friends whose homes we power and heat. Our employees need to be multi-skilled and broadminded, with an understanding of both the economics of production and of client needs and preferences.

A workforce of qualified and committed employees who believe in SUEK’s mission, share our values, and prioritise safe, professional and honest work is critical to ensure we achieve our strategic goals.

One of the challenges of growth is talent management. We want to build the processes and culture that will allow us to have the ‘right’ people in the ‘right’ places. To this end, we are creating a unified system to manage our talent pipeline. We will interconnect processes for attraction, recruitment, adaptation, performance management, employer brand development, talent management, training, development and rotation system, taking into account the needs of our business and performance. This is also important for our employees, as it gives them confidence in our ability to manage human resource capacity by attracting talent, developing skills and succession planning, to help propel forward a growing and constantly learning SUEK team.

We are strengthening our relations with trade unions, who will be genuine partners in promoting safer working patterns at our production facilities.

We are also placing greater emphasis on team interaction and feedback, which means more open and frequent internal communications that will help to increase employee engagement.

We will be expanding our KPI system to establish the connection between annual goal-setting and mid-term goals. We will also add KPIs related to talent management, succession planning, increasing the attractiveness of the employer brand, corporate culture and social policy.

One more important step in this direction is introducing a new element of performance assessment (‘Dialogue on performance and development’) to discuss the results of the assessment period and identify areas for further development. This tool will help us synchronise efforts across manager-employee-HR interaction and ensure team development. This also gives executives an opportunity to increase efficiency in achieving their unit’s goals, and it gives employees a clear understanding of how they can improve their own performance and development prospects.

Our aim is to develop and retain a diverse and talented workforce and help our teams to make a meaningful impact in their work. This is especially important when we talk about the regions located far from the centre of the country, where we see a shortage of vocational training institutions, underdeveloped housing infrastructure and, as a result, brain drain.

Therefore, we will keep investing in our people, offering real opportunities to grow their knowledge, skills and capabilities as well as strive to increase the quality of living/housing conditions for them and their families.