The State Atomic Energy Corporation ROSATOM

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Human capital management


 РОСАТОМ » Capital management efficiency » Human capital management



Tatiana Terentieva
Director for Human Resources

– What objectives of the human resource policy and human capital development does ROSATOM face in midterm?

– There are three main objectives. These are the development of the corporate culture aimed at the result and construction of abilities for self-improvement and innovations, which is extremely important for business efficiency improvement. This is to ensure that the succession pool meets the strategic goals of the nuclear industry, and to ensure the possibility of attracting and keeping the best specialists.

To meet these objectives, in 2013, we formulated three key priorities for the coming years. The first is to introduce sectoral values for the employees to accept them and demonstrate by their behaviour. I would like to point out that we have adopted six corporate values: One Step Ahead, Safety, Responsibility for the Result, Efficiency, Concerted Team, and Respect.

The second priority is the protectiveness of the essential positions achieved through building up a succession pool, which has a high potential and accelerated development to fit these positions.

The final priority is to build up an attractive brand for ROSATOM. In 2014, the Corporation took 10th place in the international rating Universum (the opinion of students specialising in engineering and natural sciences). We have set the goal to make the top three of this rating in 2016.

– How would you judge, on a level of professional skills, the young staff who start working in the Corporation? What young specialists are in demand in the nuclear industry?

– Annually, over 1,500 graduates of nearly 130 universities enter the nuclear industry. More than 90 % of them are young engineers. We monitor their quality based on several indicators. In 2013, 64 % of newcomers were graduates of the core universities for the nuclear industry with a grade point average of 4.18, and 55 % of the young specialists had already completed an internship in sectoral enterprises.

One of the main mechanisms for screening the best university graduates is the Tournament of Young Professionals: TeMP. Last year there were over 2,000 contestants from more than 280 universities located in 450 cities of Russia and other countries.

Before 2021, the nuclear industry plans to recruit more than 14,500 young specialists. In the coming years, the most demanded specialists will be those educated in nuclear physics, engineering and technology support for machine engineering productions, power generation, informatics and computing technology.

– ROSATOM has a sizeable portfolio of overseas projects. Does it plan to enlarge the staff abroad?

– Yes, it does. The number of ROSATOM’s employees working abroad will increase as new projects develop and new contracts are concluded. The programmes of the leader potential development and building up necessary competences are implemented for the future “global” personnel.

ROSATOM strategic goals in human capital management are:

  • to raise the attractiveness of the Corporation as an employer for both university graduates and experienced specialists and managers;
  • sector-wide implementation of uniform corporate policies of efficiency management, career management and manager training;
  • training of successors for managers at various levels;
  • raising the level of employee involvement.

The main processes aimed at the improvement of human resource management efficiency are: automation of human resource processes, setting up KPIs for human resource management unit heads, unification of organisational structures of the human resource management units, and moving human resource transaction management to the common servicing centre (CSC). Implementation of these moves will help increase the performance of the human resource units by more than 20 % by 2015.





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