Vladimir Kim is one of the main initiators of the ideas of AlES JSC

Transformation in practice, what it is, from the experience of AlES JSC employee Vladimir Kim

All subsidiaries and affiliates of Samruk-Energy JSC are involved in the Transformation Program. The implementation of new projects depends on the competence of employees, their activity and desire to work in a new way. One of these employees is the Head of the Methodology and Transformation Department of AlES JSC Vladimir Kim. Today he shares his experience of working in transformation, expectations from work and ideas.

Vladimir, please tell us about your experience working at AlES. And how long have you been on the wave of Transformation?

I have been at AlES since 2013. And my first position was as chief economist of the budget and economic analysis department. At that time, there was no transformation department yet, but we were already the initiators of automation of existing business processes. In particular, on the basis of the 1C: Enterprise 8.0 system, modules such as “Budgeting and Planning” and “Purchasing and Inventory Management” were implemented. I, as an economist, took an active part in the development and testing of new forms of reports and documents. At the same time, in 2014, as part of a working group from our company within the framework of the project for implementing an OMS based on Oracle Hyperion at Samruk-Energy JSC, he took part in defending the project before Samruk-Kazyna JSC. For participation in the project, the entire team was awarded letters of gratitude from Samruk-Energy JSC.

The transformation department was the first to be created in your company, and at the initiative of AlES. What is this connected with?

We understand that the company must develop. Information systems are updated very quickly. In 2016, we began implementing 1C: MRO (Maintenance and Repair). The effective collaboration of the Repair Department, IT Management, as well as the Methodology and Transformation Department that had been created by that time with the contractor, made it possible to successfully launch this project into commercial operation in December 2018. In the same year, the Department of Methodology and Transformation (OMT) was created, where I was transferred as the chief specialist, and already in July 2018 I was appointed Head of this department.

What ideas did you manage to implement?

One of the primary tasks of OMT is the systematization of directories in information systems, including the “Nomenclatures” directory. To do this, we have developed a number of internal regulatory documents, orders, and appointed those responsible for updating the directories. The result of these activities was the minimization of duplicate positions in the Directories and positions with incorrect names. Later, with the introduction of electronic document management, paper requests for coding of new item items were completely replaced by electronic requests.
In 2018, a license to use the information system “1C: Document Flow KORP 2.0” was acquired and, by the efforts of OMIT and IT Department employees, it was successfully put into commercial operation in December 2019.

Is it possible to measure labor costs in hours and days for adjusting and updating one directory?

This is probably difficult to do. In fact, this is a very painstaking work, because the removal of duplicate positions in directories, incorrect data – everything was done manually. To date, we have processed and updated about 160 directories in current information systems. The Nomenclature directory alone contains more than 70,000 items. And to maintain reference books in working order, constant monitoring is required. This work began with the creation of the transformation department, that is, in 2018. Today we have a clear database and exercise control.

What proposals, in your opinion, should be included in the Project Portfolio from AlES?

We sent as an idea the implementation of a multifunctional information system 1C: ERP and, in close connection with it, the creation of an Electronic Archive. I believe that these are current trends, given the trends in the entire society of transition to digital. This will help us enter the Unified Information Space and automate most business processes.

You have entered the change agent pool. What are your expectations from this position? What skills do you think a change agent should have?

Expectations – gaining new experience, improving skills as a specialist. Skills: communication and stress resistance. I consider myself to be an active employee interested in change. I hope that I can be useful to my company, and that this position will contribute to the implementation of the new goals of our transformation department.