World Monitor Magazine, #5, Industry World Monitor Magazine, Industrial Overview | Page 66

Q&A In Deloitte we push a secondment program, where we have the opportunity to send them overseas to the US, the UK, Australia, Malta, or Cyprus. We decided to offer something to make this program more attractive, and we suggested possible department transfers, so that people can go from audit department to financial advisory and so on, which can help to keep people motivated and interested. Erlan: Every generation has their distinctive features, and motivating young people these days is indeed a challenging task. For many years, the main motivating factors in the corporate world have been a combination of interesting work, career progression and competitive compensation. I believe this is changing, and young people aspire to be a part of impactful, meaningful projects and have a work-life balance. We must create a working environment that encourages our employees to take a break, maybe even more often, to take advantage of some of those growing leisure and entertainment opportunities that the modern world has to offer, and of course, to be with their friends and families. This provides a meaningful sense of purpose behind all the long hours in the office and extensive business travel. These days, people tend to focus more on quality time outside work, so contributing towards a successful career is no longer the only reason to work hard. As leadership, we must help our people balance their personal and professional lives. oleg: We do need to adapt to millennials. They need to be given specific and clear goals with instruction on how to achieve them because they are not always keen to provide their own view, rather they are focused on producing an outcome. Andrey: This is an eternal issue between the generations. Everyone faces it, not only those within a professional perspective. This generation is absolutely different. They think in different categories. They have other values, goals and aspirations. Just as we were once more successful than our predecessors, they will be more successful as well. Our task is to help them develop their potential with consideration to their needs. How important to you are the ESG [environmental, social, and governance] issues? Do they enter your minds as you manage your companies? Erlan: Let me first say that these issues are important to any organization. At EY corporate responsibility is the foundation of our business. Our mission of ‘Building a Better Working World’ reflects this. We work to advance transparency, enhance the business and investment environments, support entrepreneurship, develop human capital, and contribute to the economic empowerment of socially vulnerable groups. In Kazakhstan, EY is actively engaged in a dialogue between the business and the state, and supports the country in its aspirations. We invest in Kazakhstani employees, by helping them achieve their professional growth and international qualifications. We collaborate with universities and share knowledge. EY works with the government and international development institutions on projects with high social and economic impact. And certainly, we support entrepreneurship as we believe that the private sector is the engine for economic growth. We host EY Entrepreneur of the Year – the landmark program aimed to advance entrepreneurship culture, recognize and honor the outstanding achievements of entrepreneurs. In Kazakhstan, we hosted this program five times, and our national winners represented Kazakhstan in the EY World Entrepreneur of the Year Award in Monaco. Along with numerous other CSR projects, we have cemented our position as a prominent and responsible player in the market. Andrey: This is very important, indeed. When you work with children’s nutrition, you perceive that such a market is the most sensitive and demanding. Our work has a deeper meaning than just production and sales. As long as you understand that you can help new generations and make the world a better place, it becomes something more profound than just a business. You are on a mission. oleg: We have solid social programs for our employees – providing financial assistance in difficult situations, preferential insurance in case of illness including family members. Kommesk Omir has a Policy of corporate social guarantees and staff benefits. Employees are given additional dates for annual leave, social paid leave and administrative days, bonuses for anniversaries based on people’s experience within the framework of this policy. Besides, supported by EUROBAK 63