People Development Programmes

“School of Internal Experts” – gives an opportunity to the employee to find the new role in the company, get a unique experience, review existing approaches. It also provides an opportunity to become a real agent of change through the own contribution to the improvement of the management level employee’s skills.

After passing the selection to the School and dedicated training, internal experts are engaged in the designing of training programmes and conducting mini-training on management tools for the middle level managers of the head office and regional units of the company. The internal experts also take part in the development of training events considering the needs of the company.

The experts of the first wave developed 12 master classes devoted to management tools as well as 49 master classes for the “Astarta Manager Development Programme”. More than 300 managers participated in the programme. They studied the tools for setting goals using the SMART method, tracking progress by Kanban, rules to provide feedback, assessing the level of the employees readiness, etc. According to the results of the survey, 99% of the managers provided positive feedback on the content and practicality of the acquired knowledge.

Despite the war we have continued self-improvement and achieving our goals because we are indomitable. On June 20, 2022, the second wave of the “School of Internal Experts” started. 30 employees expressed their willingness to be a part of the corporate experts community and are currently undergoing corresponding training.

Staff reserve – the programme started in 2020 and is designed to identify talented employees, develop their skills, involve them in the implementation of changes, and promote job rotation, both horizontal and vertical. The participants of the programme are employees who have high professional potential and leadership skills to hold a management position in the company in future.

This is an opportunity for the devoted employees to prove themselves, share knowledge with colleagues, gain new knowledge and expand the range of acquaintances within the company.

During the implementation of the programme, ten promising projects were selected, seven of which have been successfully implemented.

  1. Implementation of electronic document flow between the company units.
  2. System of automatic planning and control of road transportation “Smart-transport.
  3. Implementation of the online accounts for the landowners.
  4. Disposal of illiquid assets.
  5. Automation of tracking and analysis of actual logistics costs.
  6. Pilot project of the system of attracting and training for young skilled specialists.
  7. Production of inverted sugar for bees feeding.

Training of successors for key positions in the company is a project designed to ensure the company’s performance in the event when the manager resigns.

The main goal of the project is to identify potential employees for promotion within the company, establish conditions for their development at the current position and ensure that the key vacant positions will be held by the employees who have grown professionally within the company.

A year after the start of the project the company plans to fill 5% of the vacancies, after three years – 30%, after five years – 80%. Appointment of successors will take place only in the case where the professional profile of the successor corresponds to the requirements of vacant position. Otherwise, employees, who complete the training, will be involved in conducting training programmes and in the work of project implementation teams.

The Operational Improvement System of Astarta (OISA). This is a management system designed for creation of perfect business processes and the involvement of each employee in the process of continuous improvement.

More than a thousand of employees participated in the programme, i.e. nearly 16% of the total headcount.

Since the 2020 more than 2,727 ideas were submitted in all segments of the Company’s business. Nearly ten operational improvement projects implemented annually.

 Fourteen “kaizen projects” are currently in the process of realisation. The Company paid UAH2.5m in bonuses to the authors of ideas and the implementation teams.

Since its launch the economic benefits have totalled UAH28m.

50 experts are taking part in the course “Methods for operational improvement”. Six subsidiaries of the company implement “5C” system aimed at improvement of the production culture and productivity.

The assessment is based on appraisal of the employee KPIs and professional skills – an effective motivation for employees. It allows to focus on efficiency improvement and development of personal professional skills to meet the required targets.

In 2022 the professional skills model was updated. It is aligned with the company’s key strategic priorities and values and considers the company’s development vector and basic requirements for specialists.