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