Megapolis newspaper (Almaty)
Success and mastery have become inseparable concepts. Only the striving to improve professional skills provides a chance to succeed and make a career. The prestige of education is growing. This capital, which never devalues, only continues to add in value. They know this well at the Karachaganak field.
West Kazakhstanis know how to work on the level of high standards complying with international standards and requirements. Karachaganak taught them to achieve the summit of professional skills.
In 2002 the personnel nationalisation programme began, which was approved by the Government of Kazakhstan. It provides staged replacement of foreign personnel with Kazakhstani staff. The experience of KPO, which allocates funds for qualification enhancement of its employees, is remarkable. According to KPO General Director Roger Fox, education and professional development of Kazakh staff is one of KPO’s main priorities.
The latest event that occurred under the personnel nationalisation programme was remarkable. This was the group training in international management – the International Management Qualification programme.
The IMQ Programme allows its participants to obtain the knowledge and skills necessary for their further professional growth and development. Nearly 50 KPO staff members who successfully pass through a challenging and strict selection process will be able to obtain an international diploma under the International Management Qualification programme. The planned duration of the training programme is one and a half years. KPO’s average costs per student will be $12,000.
This is not the first flow of future managers. Under the two-year programme Management for Supervisors with the participation of foreign and Kazakhstani specialists the organisations of production processes, employees of the company directorate were trained.
The right to take high managerial positions is provided by the training course, under which, a group of KPO employees were trained under the International Management Programme. The process of training is not charity. It is profitable for the company. The equipment and technology at Karachaganak are complicated and expensive.
The production development can only be trusted in skilled hands. In Aksai – the administrative Centre of the field – there is a training Centre, at which KPO and contractors employees are trained. After the completion of training in the process of work, employees continue to improve their professional skills.
Moreover, another KPO Project is the organisation and funding of the Accounting and Certification Program CAP, which is a part of KPO programme of Kazakhstan content development at Karachaganak during 2006-2007.
During this training, accountants from 16 Kazakhstan companies and professors from state universities from West Kazakhstan Agrarian Technical University named after Zhangirkhan and West Kazakhstan State University named after Utemisov have underwent training.
Since November 27 to December 1 last year in Uralsk training was held in the area of project management under the РМР (Project Management Professional) Programme, and under the IPMA (International Project Management Association) Programme aimed for heads of Kazakhstan companies.
The purpose of this training was the preparation of students in the area of project management according to the standards of the International Project Management Association (IPMA) for D-level certification.
The company’s experience in the social sector is also remarkable. KPO invests US $10 million annually into the social development of Priural’e. KPO allocates funds for the construction and renovation of roads, healthcare and education facilities.
Usual practice is the selection of the most able students. In the summer of 2006, the 10- month special preparation programme was held for graduates of Uralsk and Almaty universities. During this time students improved the knowledge of English, listened to the course of oil and gas sector, and served internships in KPO departments.
At present, we can say that the interests of the employers and staff match. This is a two-way route; the movement is both oncoming and accelerated.
