Since the formation of the State-Owned Enterprise “Navoiyuran”, the priority has been the development of the human resources management system, including the development of a strategy to ensure a qualified workforce and effective management. By implementing this strategy, SOE “Navoiyuran” is closing employee skill gaps and developing internal talent. The development programme provides opportunities for learning and growth, promoting employee engagement and retention.

As part of the roadmap “Development of Management Personnel” and the development programme developed jointly with Korn Ferry (USA), it is planned to initiate processes for the development of management personnel and training of a personnel reserve. The company plans to approve the new organisational structure and implement the roadmap before the beginning of the first quarter of 2024. The roadmap includes employee assessment activities for 52 positions, including management positions and an additional 36 positions are planned for assessment. The assessment is carried out by the HR department together with the consulting service and the project office using the Hay Group (Grading) methodology. Leadership positions and employee success profiles have been developed.

Comprehensive diagnostic testing of the HR function identifies strengths, weaknesses and areas for improvement, which helps ensure that HR practices align with the Company’s strategic goals and improves employee efficiency and satisfaction. Based on the diagnostic results, an analysis and assessment of managerial positions (managers at the level of the GD, the GD-1), positions of direct subordination and strategically important positions, as well as positions of functional managers (32 positions at the level of the GD-2) were carried out. Recommendations are given for improving the functions of positions, methods for their formation and assessment tools.

As part of the roadmap, a priority action plan has been developed, including the following initiatives, with an emphasis on environmental and social aspects:

• Transforming the organisational structure of the HR function: Increasing the effectiveness of HR management to improve environmental and social working conditions.
• Reengineering of HR business processes: Optimisation of processes to reduce environmental impact and improve working conditions.
• Development of the IT architecture of the HR function: Introduction of environmentally friendly and energy-efficient IT solutions.
• Development of HR competencies for internal employees: Training and development of employees with an emphasis on sustainable development and environmental responsibility.
• HR Hiring Plan: Attracting specialists focused on environmentally friendly technologies and social responsibility.
• Strengthening the workforce planning process: Considering environmental and social aspects when planning workforce needs.
• Development of proactive search and selection of personnel: Search for employees who support the values of sustainable development and social responsibility.
• Development and implementation of an approach to adaptation of personnel of various categories: Creation of adaptation programmes taking into account environmental and social standards.
• Defining a remuneration strategy: Incorporating the principles of environmental and social responsibility into the system of remuneration and motivation of personnel.
• Evaluation of positions and construction of a grading system: Determining the value of a position through factor-scoring analysis taking into account environmental and social criteria.
• Designing a total reward system: Creating a reward system that supports the sustainability strategy.
• Formation of success profiles for all categories of personnel: Creation and implementation of a competency model with an emphasis on environmental and social responsibility.
• Establishing leadership development programmes: Developing programmes to develop leaders who can lead with environmental and social considerations.

According to one of the initiatives, as part of the preparation of a personnel reserve for the profession of engineer, it is planned to identify qualified employees in structural divisions (at least two people are reserved for the 1st position), then they are included in the personnel reserve and undergo internship in the prescribed manner.

Gender composition of employees for 2022-2023

At the end of 2023, SOE “Navoiyuran” employed 8,958 people, of which 883 were women. Men make up 90% of the workforce, reflecting the traditional male dominance in the mining industry. However, the Enterprise is actively working to eliminate gender barriers and promote diversity and inclusion initiatives.

The core of the workforce consists of permanent employees, whose number has reached 8,838 people, including 834 women, which is 7% more than in 2022. For short-term projects, temporary employees are attracted, the number of which increased by 4% and amounted to 120 people. The overall increase in personnel was 5%.

These measures not only contribute to the stability and continuity of production processes, but also have a positive impact on social sustainability by creating jobs and ensuring equal opportunities for all employees.

Number and age of employees hired in 2023

According to the Company’s internal reporting, the total number of personnel in the hiring process was reduced by more than 80% compared to 2022 due to low personnel rotation. However, younger workers often bring fresh perspectives, innovative ideas and technological savvy, which can improve productivity and competitiveness.

Number of employees laid off in 2023

The number of dismissed employees in 2023 was 483 people, most of whom were men under 50 years old and the Company’s staff turnover rate was more than 5.7%. The termination of young employees at the Company occurred for a variety of reasons, including productivity problems, restructuring, skills mismatch and labour discipline violations.

The main short-term task set for the Enterprise is the implementation of an automated HR data accounting system (ERP), which will optimise and centralise HR processes, simplifying the management of employee data, tracking personnel information and generating reports.