The refinery lays a lot of stress on personnel policy because it helps with staff development, effective management, and creating a cohesive team of professionals that share common corporate values. Among the 500 workers at Kazaneft LLP, young people under 30 make up one-third. Every new employee at the plant holds a more advanced professional degree. The average age of refinery employees is 37 years old.

The success of the activity is greatly influenced by how well-equipped Kazaneft LLP personnel are to react quickly to changing market needs in order to achieve the enterprise’s established strategic goals and objectives. Consequently, recruiting new staff is one of the main goals of Kazaneft LLP’s personnel policy. In order to achieve the best possible balance between employee renewal and retention, Kazaneft LLP established rules for competitive personnel selection. These rules offer a transparent system for personnel search, selection, and adaptation in accordance with refinery needs.

The three necessary selection phases—testing, a structural unit interview, and a panel interview at the refinery competition committee—must be completed by applicants in order to be admitted. The hiring process is automated, and the flow of resumes is transparent at every level thanks to the “Electronic Recruiting” information system.

At Kazaneft LLP, an adaptation program has been created to help employed workers adjust. It simplifies the process of joining the labor collective, helps accept established relationship standards, and supports the acquisition of professional knowledge and abilities. The procedure for their internship, training, and certification has been set, and managers, experts, and employees who are senior to them on the shift have been placed in a personnel reserve. The reserve of personnel is regularly updated.

As part of its staff development program, the company provides training, retraining, and advanced training to its employees. All of the plant’s workshops and complexes have classrooms available for theoretical training, and the training center actively participates in the training process, creating the ideal environment for the implementation of the staff development program. Additionally, it is equipped with state-of-the-art teaching aids, computer training facilities, multimedia training facilities, and innovative tools for technological processes.

The refinery is conscious that the younger workers who are taking over from the veterans will determine both its bright future and the preservation of industrial and human traditions. As a result, special consideration is given to replacing the company’s current workforce with young professionals who have recently graduated from colleges and universities and who can quickly become proficient in new information and technologies. Over thirty percent of the new hires are young specialists. During the hiring process, a mentor is selected from among the highly trained plant employees who undergo specific training for each young specialist. The Oil Refiners Initiation is an annual ceremony that serves as an introduction to the company’s corporate culture for aspiring specialists.

The corporation has a Council for Youth Affairs. Young experts actively take part in professional, linguistic, intellectual, and social events within the plant, as well as professional, athletic, and patronage activities related to the Peschanskaya boarding school. Strong relationships have been established with the leading universities in the Republic of Kazakhstan and Russia. Every year, the factory offers practical training to over 200 students from various educational institutions majoring in “Technology of Oil and Gas Processing,” “Chemical Technology of Organic Substances,” and “Technological Machines and Equipment.” Participating in state commissions for the defense of graduation projects from graduates of the best local schools and universities are the key plant specialists.