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Human Resources Policy of Baiterek National Managing Holding JSC
The Human Resources Policy of Baiterek National Managing Holding JSC (hereinafter – the Holding) is developed in accordance with the Labor Code of the Republic of Kazakhstan and the Holding's internal documents, and applies to employees of the Holding's group of companies. The HR policy is aimed at building a professional, engaged and highly effective team capable of delivering the Holding's strategic goals.
By decision of the Management Board of Baiterek National Managing Holding JSC dated March 5, 2025, the Holding's Unified HR Policy for 2025–2029 was approved. It is a corporate standard governing effective human resources management both in the Holding's Head Office and in its subsidiaries. This document provides for significant changes in HR management processes in the following areas: strategic HR planning, organizational development and job design, recruitment and onboarding, HR marketing and employer brand building, performance management, compensation, training and development, talent pool and talent management, development and maintenance of corporate culture, and administration of HR processes. According to this document, it remains in effect until 2029.
The Holding complies with the Labor Code requirement on normal working hours for employees.
Strategic HR planning is based on the strategy and on the analysis of external and internal trends. Within this area, workforce planning addresses both short-term and long-term needs of the Holding for personnel and their qualifications, and determines the required headcount.
The Holding's HR strategy is built around the digitalization of HR processes and the "AI-first" principle in working with personnel.
Key HR indicators of the Holding:
staffing level – 158 positions;
staff turnover in 2025 – 2.26%;
average employee age – 39 years.
The indicators are reviewed annually as part of the budget cycle and serve as the basis for planning headcount and budget across the group of companies.
This area includes timely analysis of changes in business processes and the emergence of new positions resulting from various external and internal changes. As part of these changes, job descriptions are developed for all positions, a span of control is set and maintained, and the grade of each position is determined. Future personnel needs are regularly studied and business processes are analyzed with a view to possible automation.
The job grading system of the Holding and the group's organizations is built on a unified methodology, which ensures a consistent approach to assessing the significance of positions, designing compensation systems and building career paths across all organizations of the group.
Since 2025, recruitment and onboarding have been carried out through the career portal jobs.baiterek.gov.kz – a single entry point for posting vacancies and receiving candidate applications at the Holding and the group's organizations. The portal makes it possible to standardize recruitment processes and ensure transparency of career opportunities within the group of companies.
Baiterek National Managing Holding JSC applies a three-stage principle of candidate search and selection: first, candidates from the Presidential Youth Talent Pool and the Unified Talent Pool of the Baiterek National Managing Holding JSC Group are considered; second, internal candidates (employees of Baiterek National Managing Holding JSC, its subsidiaries and the outsourcing sector); third, external candidates. This principle regulates the priority of internal selection in order to retain key specialists and motivate long-term work in the Holding Group. Information about the search for external candidates is necessarily circulated to internal candidates through a mailing within the Holding Group, and for external searches it is published on the website of Baiterek National Managing Holding JSC; applications are accepted by e-mail.
In accordance with the Unified HR Policy, the Holding is strengthening recruitment automation using artificial intelligence technologies.
A set of measures is implemented to promote the HR brand, increase employee engagement in the Holding's activities, and ensure internal communication and transparency. In 2026, the Holding was recognized as the best employer in Kazakhstan. As of 2025, the employee engagement index was 69%.
Since 2023, the Blife intranet portal has been in operation, enabling the publication of news and videos and the conduct of questionnaires and surveys among employees.
A quarterly employee survey is conducted to assess satisfaction with the work of internal departments, analyzing aspects such as effective cooperation on projects, respectful treatment and help in solving problems. This indicator is included in employees' key performance indicator (KPI) cards.
In accordance with the Unified HR Policy, the Holding promotes its employer brand through participation in professional forums, cooperation with universities and a presence on social media, shaping an employee value proposition that includes career growth, well-being and development.
Performance management at the Holding is defined by the existence of a performance evaluation system for every employee. Performance indicators are clearly structured from top management to rank-and-file employees. The process of planning, actual execution and evaluation of personnel is automated using key performance indicator (KPI) cards for both administrative and managerial staff. Since 2022, a comprehensive performance evaluation system based on the 20-box model has been in place. All HR decisions are made taking into account performance evaluation, which has been used for several years, including 2026.
The Unified HR Policy provides for further development of a cascaded KPI system aligned with the corporate goals of the Holding and its subsidiaries and affiliates, further automation of performance evaluation using personalized development plans, and the building of a culture of regular feedback.
The Holding implements programs ensuring equal opportunities for all employees, including persons with disabilities, and consistently increases the share of women in leadership positions. The Unified HR Policy for 2025–2029 provides for an increase in the share of women in the management of the Holding and the group of companies from 16% in 2025 to 25% by 2029.
The compensation system of the Holding and the group's organizations is built on the principles of internal fairness and external competitiveness and includes a fixed part (base salary) and a variable part (bonuses), as well as a package of social benefits approved by Resolution of the Government of the Republic of Kazakhstan No. 126 dated December 2, 2014.
As of 01.09.2026, the Unified Talent Pool (UTP) of the Holding and the group of companies comprises 221 reservists across three levels: top-25, top-75 and top-150. Enrollment in the pool is accompanied by individual development plans that include training programs, participation in projects and mentoring. According to the Holding, 65 reservists have been promoted as a result of being in the talent pool since 2018.
Employee training and professional development are aimed at updating and expanding theoretical and practical knowledge, skills, competencies and abilities in professional and managerial activities. The purpose of this process is to ensure effective performance of job duties and the achievement of objectives set in line with the Holding's development strategy.
In 2025, 118 employees took part in training events (279 instances of participation); 30 training events were held, of which 213 were in-person and 66 were remote. Employees were given 48 Coursera licenses, and 7 free external events were organized. The average participant satisfaction score ranged from 4.7 to 5.0 across programs, knowledge gain following training was 17%, and 72% of participants are ready to recommend the training they completed to colleagues. According to Kaztest results, the level of state language proficiency was 95% at B1 and above. Employees prepared for CFA, ACCA and IPMA certification.
In accordance with the Unified HR Policy, the Holding is developing personalized learning paths, introducing microlearning and digital platforms for developing soft skills and leadership qualities, and creating Competence Centers for senior and middle managers and high-potential employees, as well as reskilling and upskilling programs, including partnerships with international educational and certification organizations.
Since 2026, the corporate university Baiterek Business University (BBU) has operated within the Holding's structure; its mission is to develop the managerial and professional competencies of employees of the Holding and the group's organizations. BBU develops in five main areas and includes, among other things, international internship programs; in this area, the Holding is negotiating memoranda of cooperation with several international partners.
The Holding regularly holds events to develop corporate culture, increase engagement and support the well-being of the group's employees. In the first three quarters of 2026 alone, more than 20 events were organized across several areas.
In 2026, the key event of the year was the Holding's 13th anniversary: from May 18 to 23, a program took place consisting of a quest, the grand opening of the Baiterek Business University coworking space, an awards ceremony for employees of the Holding and its subsidiaries, a board game and a quiz involving the subsidiaries and affiliates. Charity "Donor Day" events are held regularly, as well as clean-up days (subbotniks) as part of the "Taza Kazakhstan" campaign.
A separate area is strengthening corporate spirit and professional ties: business breakfasts with invited experts (including with the international company Bloomberg on treasury and investor relations), sports tournaments between subsidiaries, quizzes, business games and "road shows" – field programs for the talent pool with visits to the production sites of the Holding's portfolio companies. National traditions are not forgotten either: the celebration of Nauryz, a dictation for the Day of Languages of the People of Kazakhstan, and competitions and events promoting the state language, including the annual Kaztest.
In previous periods, the themes of the events were similar in spirit: development of the state language, engagement through the internal Blife portal, charity, and award ceremonies for national holidays.
The Holding implements well-being programs, including preventive medical programs and measures to maintain work-life balance, as well as training on stress management and creating a healthy work environment.
Key HR processes of the Holding and the group's organizations have been moved to digital format: the level of HR process automation reached 97% in 2026, ensuring unified standards of HR record-keeping, electronic document management and prompt reporting across the group of companies.
The Unified HR Policy provides for further digitalization of HR processes: automation of recruitment, onboarding, performance evaluation and training using artificial intelligence and HR analytics, as well as the use of online platforms and mobile applications for employee career management and internal interaction.
The Holding has an Ombudsman institution – an independent channel for considering employee appeals on labor relations, ethics and conflict resolution, complementing the group's existing feedback mechanisms and compliance procedures.
