HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT
GRI 3-3, GRI 402-1
The Company`s human resources policy is developed in accordance with the Labor Code of the Republic of Kazakhstan and the corporate standards of Samruk - Kazyna Group of Companies. It defines key principles and areas of human resources management aimed at supporting the Company’s strategic goals, such as growth, value chain efficiency, and sustainable development. KMG is committed to internationally recognized human rights and strictly adheres to labor legislation, guaranteeing non-discrimination on any basis, including origin, gender, race, and religion. The principles of equality and social responsibility underpin the HR policy, contributing to the creation of a safe and inclusive work environment.
Core principles of KMG’s human resources policy:
- Meritocracy and fairness – ensuring transparency in HR processes and supporting high-potential employees.
- Fostering an engaged culture – collaborative work towards the Company’s strategic goals at all levels.
- Social responsibility – upholding labor rights, ensuring safe working conditions, and supporting employees’ social well-being.
- Teamwork and creativity – promoting team spirit, initiative, and a creative approach to problem- solving.
- Openness – nurturing a corporate culture of constructive dialogue and feedback.
- Continuous learning – ongoing enhancement of employees’ knowledge and skills.
- Gender equality and inclusion – providing equal opportunities and conditions for all employees.
- Succession planning – ensuring knowledge, experience, and values are passed from one generation of employees to the next.
KMG is committed to international standards in the field of labor and sustainable development, including the principles of the UN Global Compact, the UN Sustainable Development Goals, and the fundamental principles and rights at work enshrined in the International Labor Organization (ILO).
KMG’s corporate values – safety, efficiency, responsibility, and teamwork – form the foundation for all actions and decisions affecting the Company’s development and competitiveness. Its HR policy supports the Company’s mission to efficiently develop natural resources and ensure Kazakhstan’s energy security, while protecting future generations. Strategic goals such as business diversification and reducing carbon intensity require the Company to have highly qualified and engaged personnel, emphasizing the importance of a systematic approach to human resources management.
In the event of changes to working conditions, the Company shall notify the employee in writing no later than fifteen calendar days in advance. The minimum period for significant changes in the Company’s operations is four weeks.
The effectiveness of the human resources policy is assessed using indicators such as labor productivity, staff turnover, employee engagement index, internal appointments, the level of training and employee development, gender balance in management bodies, and other metrics.
The company implements systematic human capital development programs, including professional training, talent pool development, support for young professionals, and management skills development. During the reporting period, special attention was paid to occupational safety, employee engagement, and the development of a culture of sustainable development.
Workforce size and structure
GRI 2-7, GRI 2-8, GRI 202-2, GRI 401-1, GRI 401-3, GRI 405-1
KMG remains one of the country’s largest employers. As of the end of 2025, the KMG Group’s headcount was 48,714 people, down 1% from 2024. The gender breakdown of the workforce is 82% men and 18% women, reflecting the industry-specific nature of the oil and gas sector, which is characterized by a high proportion of production and physically demanding occupations.
The number of employees with disabilities at the end of 2025 was 569, representing 1.2% of the total workforce. This figure represents a moderate increase compared to previous years: 0.9% in 2023 and 1.1% in 2024.
STAFF STRUCTURE BY GENDER GROUPS AS OF THE END OF 2025
82%
Men
STAFF STRUCTURE BY AGE GROUPS AS OF THE END OF 2025
STAFF STRUCTURE BY AGE GROUPS AS OF THE END OF 2025
- under 30
- 30-50
- over 50
TOTAL HEADCOUNT AS OF THE END OF 2025
In the structure of administrative and management personnel (AMP), 48% are men and 52% are women, while among production personnel (PP), the proportion of women is significantly lower - 15%, and men - 85%.
AMP STRUCTURE BY GENDER GROUPS AS OF THE END OF 2025
- WOMEN
- MEN
AMP STRUCTURE BY AGE GROUPS AS OF THE END OF 2025
- under 30
- 30-50
- over 50
PP STRUCTURE BY GENDER GROUPS AS OF THE END OF 2025
- WOMEN
- MEN
PP STRUCTURE BY AGE GROUPS AS OF THE END OF 2025
- under 30
- 30-50
- over 50
The share of senior executives 17 in the regions of operation 18 hired from representatives of the local community is 100% A (2024 – 90%).
The largest regions in terms of personnel numbers are Mangystau (21,805 people), Atyrau (11,181 people), Pavlodar (3,205 people) and Astana (2,126 people). A significant number of employees also work for companies KMG outside the Republic of Kazakhstan (6,739 people).
In 2025, 3,321 people were engaged under outstaffing arrangements, which is 1% lower than in 2024. Employees engaged under civil law contracts totaled 189 people, which is 29% lower than in the previous year.
HEADCOUNT OF EMPLOYEES BY REGION IN 2025
Outside the Republic
Mangystau region
Atyrau region
Pavlodar region
Astana
Others
- MEN
- WOMEN
Employee turnover19 at the end of 2025 amounted to 6.6%. A total of 3,209 employment contracts were terminated.
TURNOVER RATE
TERMINATED EMPLOYMENT CONTRACTS, PERSONS
As of the end of 2025, 475 employees were on parental leave, including 433 women and 42 men. All employees, in accordance with the labor legislation of the Republic of Kazakhstan, are entitled to parental leave.
TABLE 10. EMPLOYEES ON MATERNITY LEAVE
| Year | Men | Women | Return rate |
Retention rate |
|---|---|---|---|---|
| 2025 | 42 | 433 | 97% | 86% |
| 2024 | 43 | 484 | 114% | 51% |
| 2023 | 43 | 537 | 100% | - |
17. Senior executive – the first manager and his deputies.
18. Region of operations – region (region, district) of operational activities.
19. Employee turnover = A / B × 100, where: A – the number of employees who left voluntarily, by mutual agreement, or due to the employee’s fault, as of the end of the reporting period; B – the average headcount during the reporting period
Recruitment and onboarding
GRI 401-1
Effective human resource management at KMG is based on systematic workforce planning that takes into account the Company’s strategic plans, including the development of oil and gas chemistry, strengthening KMG’s role in major oil and gas projects, commencement of production at new fields, the energy transition, and the reduction of the carbon footprint. KMG seeks to attract highly qualified specialists who meet business requirements.
NUMBER OF HIRED EMPLOYEES BY AGE
1,107
2,094
418
1,087
2,303
538
1,720
3,015
1,011
- under 30
- 30-50
- over 50
The main approaches to talent acquisition include:
- HR brand promoting, aimed at strengthening the Company’s attractiveness as an employer, is carried out through partnerships with leading universities, participation in industry events, and the implementation of career guidance programs.
- Digital recruitment is enabled through the use of corporate and external recruiting platforms, allowing for greater reach and transparency in recruitment processes.
- Transparent competitive selection process provides priority consideration of candidates from the KMG Group’s internal talent pool when filling vacancies.
- Creating an attractive employer value proposition (EVP) includes competitive compensation, opportunities for professional development, and a system of social benefits.
During the reporting year, the Company hired 3,619 people, representing 7% of the average headcount. In terms of gender, women accounted for 23% of the total number of employees hired during the reporting year, while men accounted for 77%. In terms of age structure, new employees accounted for the largest number in the 30 and 50 age groups – 58%, while those under 30 and over 50 accounted for 30.5% and 11.5%, respectively.
NUMBER OF HIRED EMPLOYEES BY REGION IN 2025
Outside the Republic
Mangystau region
Atyrau region
Pavlodar region
Astana
Others
- MEN
- WOMEN
To ensure the successful integration of newly transferred employees, KMG applies a comprehensive adaptation system that includes:
- Corporate adaptation – familiarization with the Company’s history, values, strategy, and structure.
- Social adaptation – establishing effective communication within the team.
- Organizational adaptation – learning the Company’s rules and procedures.
- Technical adaptation – training in the use of corporate IT systems and equipment.
- Professional adaptation – mastering job-related processes and role expectations.
- Psychophysiological adaptation – supporting adaptation to work and rest schedules.
Training and development
GRI 404-1, GRI 404-2, GRI 403-5
Continuous professional development is one of the priorities of the KMG Group’s HR policy. KMG invests in employee training in alignment with the strategic needs of the business and modern technologies. In 2025, KMG continued the implementation of its human resources policy aimed at enhancing professional qualifications and developing employees’ personal, business, and managerial competencies. Training and development activities are focused on preparing personnel for the Company’s key strategic areas.
During the reporting year, total investments in employee training and development amounted to KZT 5,193.2 million, with 2,818 training activities delivered. The average number of training hours per employee reached 34 hours, which is 1 hour lower than in 2024. On average, men completed 35 hours of training, while women completed 30 hours, which is 5 hours higher than in the previous year and reflects increased participation of women in professional development programs.
TRAINING INVESTMENTS, KZT MILLION
5,193
5,110
4,116
Key topics of training and professional development programs included:
- Risk management;
- Mandatory safety training;
- Economics and finance;
- Mandatory Occupational Health and Industrial Safety, Civil Defense and Emergency Situations, and Energy Management Training;
- Integrated management systems, ISO standards;
- Safe Driving (RoSPA);
- Legislation;
- International standards of safe work practices;
- Purchase of goods, works and services;
- Certification training;
- Corporate governance, project management;
- Vocational training;
- Information technology, AI;
- Diversity, Equity and Inclusion;
- Production (exploration and production, transportation, processing and marketing, service projects, etc.);
- Sustainable development.
AVERAGE NUMBER OF TRAINING HOURS PER EMPLOYEE
34
35
34
Development of professional and managerial competencies
During the reporting year, the Company continued the strategic development of human capital by enhancing employees’ qualifications and professional competencies. Training covered international certifications, occupational health and safety, management systems, technical programs, and environmental standards.
- International professional and managerial qualifications were obtained by 119 employees, including programs such as IOSH, NEBOSH, PMP, IPMA, CFA, ACCA, sPHRi, ICA, CIA, and PECB ISO 31000 Risk Manager.
- Occupational health, industrial safety, and fire safety training were completed by 1,026 employees, including Defensive Driving, RoSPA, IWCF, HAZOP/HAZID, strategic risk management, and ISO 31000 risk management.
- Management systems and auditing were mastered by 149 employees in areas including ISO 9001, ISO 14001, ISO 45001, ISO 50001, ISO 17025, HACCP, API Spec Q2, internal auditor training, and integrated management systems.
- Environment and sustainability included training for 30 specialists in product carbon footprint calculation.
- Technical and industry specific programs were attended by 325 employees, including NCCER, DeltaV, seminars, and training for independent directors.
In March 2025, a networking event titled Worker to Worker was held in Atyrau with the participation of 41 specialists from subsidiaries and affiliates. The event included practical sessions on working at height safety and welding technologies, as well as site visits to Kazakhstan Petrochemical Industries Inc. LLP and Atyrau Oil Refinery LLP, facilitating experience sharing and the adoption of best practices.
Modular programs
Modular programs are implemented to enhance employees’ professional and managerial competencies, with dedicated initiatives focused on women and young employees.
- “KMG Kasip” – a general program for employees of subsidiaries and affiliates; 270 participants completed training across four modules: lean production, occupational safety culture, leadership fundamentals, financial and digital literacy, health and well‑being.
- “JanAru” – a program for women in working professions; 45 participants completed modular training and developed projects based on lean thinking. The winning projects were implemented in workplaces and received recognition at the national level.
- “Alyp” – a program for young employees; a total of 63 employees participated, and authors of the 24 best lean production projects presented their initiatives at the youth forum in Shymkent, demonstrating strong employee engagement in innovation activities.
- “Zheti qadam” – a program for young employees aimed at developing leadership potential; based on the results of 2024–2025, three finalist winners implemented projects focused on improving operational efficiency.
Employee performance and career development reviews
GRI 404-3
KMG aims to enhance labor efficiency through a performance evaluation system that also facilitates employee potential development and career advancement. The core principles of the performance evaluation system include:
- Cascading corporate KPIs – ensuring the connection between strategic goals and specific indicators across areas of activity and business processes.
- Transparency and efficiency – implementation of a management by objectives system to increase the openness and objectivity of the evaluation process.
- Transfer of experience is a mandatory KPI for transferring knowledge from foreign specialists to Kazakhstani employees.
- Feedback – providing assessment results at all levels of managers and employees to adjust individual development plans (IDPs).
- Regularity of assessment – systematic assessment while maintaining the methodological basis for monitoring the dynamics of effectiveness, and, if necessary, using additional blocks to track the development of new competencies and the implementation of new tasks.
During the reporting year, 11,136 employees underwent regular performance and career development assessments, representing 22.86% of the total number of employees, confirming the Company’s commitment to a systematic approach to human capital development.
PERFORMANCE EVALUATION AND CAREER DEVELOPMENT
22.9%
11,136
36.5%
17,980
31.2%
15,050
- Share of employees who received a regular performance and career development assessment
Professional skills competitions
In the reporting period, the competitions “The Best Specialist” and KMG SKILLS were held among employees of KMG subsidiaries and affiliates in Atyrau at the APEC training center. The competitions covered more than 20 professions, including oil production and treatment operators, mechanics, electrical technicians, welders, boiler and process unit operators, turners, drivers, well workover crews, as well as specialists in laboratory analysis and wastewater treatment. These initiatives help identify top professionals and promote the introduction of best practices into production processes.
Employee awards
In March 2025, a system of KMG lapel badges was developed and approved to recognize professionalism, loyalty, and active participation in the Company’s life. The following types of lapel badges were established:
- “Üzdik munaishy” (The best oil worker)
- “Üzdik munai gaz óńdeýshi” (The best oil and gas processing specialist)
- “Üzdik tasymaldaúshy” (The best oil transporter)
- “Eńbek sińirgen munaishy” (Distinguished oil worker)
In addition, the honorary title “Honored employee of NC KazMunayGas JSC” was instituted. In celebration of the Oil and Gas Industry Workers’ Day and Republic Day, 263 employees of the Group of Companies were awarded the newly established lapel badges.
These initiatives contribute to enhancing employees’ qualifications and professional excellence, strengthening a culture of knowledge and experience transfer, and promoting the adoption of best practices in production processes.
Succession system and talent management
KMG is developing the internal talent pool and succession system for key positions. This approach includes:
- Selection of high-potential employees and preparation for leadership positions.
- Development of career paths and individual development programs.
- Transfer of knowledge from foreign specialists to local employees.
- Development of cross-functional expertise and internal mentoring.
To support the professional development of young specialists, newly hired employees, and members of the talent pool, the KMG Group has established an Institute of Internal Trainers and Mentors. Activities related to the formation and development of the talent pool are carried out within the framework of the “MANSAP” project.
In 2023–2025, a mentoring program was implemented under which successors from pools “A” and “B” acted as mentors for pool “C”. At the end of 2024, the selection for the production talent pool was conducted in the following areas: oil refining and petrochemicals, exploration and production, transportation and marketing, and oilfield services assets. More than 700 employees of the KMG Group participated in the selection process. In the reporting year, 47% of appointments to key positions were made by the talent pool.
Young professionals engagement
The Company prioritizes the training and development of young professionals, viewing them as a strategic resource for ensuring the sustainable development of the Company and the industry as a whole. Working with young people encompasses career guidance, training, inclusion in the corporate environment, and the development of professional competencies.
Training and retraining of personnel
The company implements training and retraining programs for the unemployed and employees of its subsidiaries and affiliates, with subsequent employment opportunities. In 2025, 12 candidates, including the children of Ozenmunaigas JSC pensioners and unemployed residents of Zhanaozen, began training at Marine Bolashak LLP, with employment planned upon completion of the program. An additional nine unemployed women from the Mangystau region completed training as part of the EMPOWERMENT-2025 women’s support project.
Interaction with educational organizations
During the reporting year, internships were organized for teachers and masters of industrial training from specialized educational institutions based on KMG’s subsidiaries and affiliates, including Toraigyrov University, APEC College, Aktobe Regional University named after K. Zhubanov, as well as production sites: Pavlodar Petrochemical Plant LLP, Kazakhstan Petrochemical Industries Inc LLP and Karazhanbasmunai JSC.
KMG also participated in working groups and meetings with educational institutions and government agencies on the development and updating of professional standards and educational programs.
Youth activities and involvement
In April 2025, the KMG Youth Forum was held, bringing together 220 young professionals from 32 subsidiaries and affiliates. The forum provided a platform for sharing experiences, discussing career development, participating in training and motivational sessions, and strengthening corporate ties.
Throughout the year, young professionals participated in meetings with oil and gas industry veterans as part of the “Working Man” initiative, which aims to share experience and develop professional values.
Research and feedback
An online survey of 372 young professionals was conducted from July to December 2025. The survey identified key expectations of young people, including the development of teamwork, expanded opportunities for professional growth, and improved incentive systems.
Career guidance and practical training
During the reporting year, open days, job fairs, tours, and guest lectures were held for students and pupils of specialized educational institutions. More than 50 employers presented over 200 professions. Tours and educational events were organized at the production facilities of EmbamunaiGas JSC, Atyrau Oil Refinery LLP, Kazakhstan Petrochemical Industries Inc. LLP, KazTransOil JSC, and other KMG subsidiaries and affiliates.
Dual education and volunteering
Over 250 students completed dual training in the 2024–2025 academic years, with mentors assigned to subsidiaries and affiliates. Additionally, over 200 students were involved in the Company’s corporate volunteering programs and youth initiatives.
Compensation and motivation management
GRI 202-1, GRI 202-2, GRI 401-2, GRI 405-2
The Company implements a comprehensive compensation and incentive system aimed at attracting, retaining, and developing personnel, as well as increasing employee engagement and achieving the Company’s strategic goals. The system is based on the principles of fairness, transparency, objectivity, and equal opportunity and includes both tangible and intangible incentives.
Financial compensation and remuneration
The Company applies to a graded remuneration system that ensures internal equity and market competitiveness. Remuneration levels are determined based on the complexity of job functions, qualifications, level of responsibility, and individual performance of employees.
The bonus system is focused on the achievement of key performance indicators and includes incentive mechanisms that stimulate improvements in production and managerial efficiency. To maintain competitiveness, the Company regularly monitors the labor market and conducts salary benchmarking. The principles of remuneration and bonus setting are communicated to employees, ensuring transparency of the system.
Equality and non-discrimination in remuneration
KMG applies uniform approaches to compensation for comparable positions, regardless of employees’ social and demographic characteristics. The ratio of women’s average compensation to men’s average compensation across the Company was 84%. Across employee categories, this figure was 80% A for administrative and management personnel and 91% A for production personnel. Differences in remuneration levels are driven by the distribution of employees across positions and levels of responsibility within the category.
In the reporting year, the ratio of the base (entry level) salary in the Company to the minimum wage established by national legislation amounted to 6.6 for men and 6.0 for women. In KMG’s foreign assets, the same indicator varied from 1.0 to 5.1 for men and from 1.0 to 2.9 for women, reflecting differences in national remuneration systems and industry specific characteristics of the region of operation.
KMG strives to ensure a fair and effective remuneration system and to create an environment in which every employee feels valued and motivated for long term employment and development within the Company.
Social benefits and pension programs
GRI 201-3
KMG employees are provided with an expanded package of social benefits, including voluntary health insurance for employees and their families, non- state pension provision, compensation for physical education and health activities, and various forms of financial support in difficult life situations.
In accordance with collective agreements, the Company provides social support to non- working pensioners, including financial assistance for state and national holidays, lump sum payments for anniversaries, and partial reimbursement of spa treatments. Additionally, a support program is implemented for pre-retirement age employees, providing the opportunity for early retirement with compensatory payments.
TABLE 11. SOCIAL CONTRIBUTIONS AND MANDATORY PENSION CONTRIBUTIONS, KZT BILLION
| 2023 | 2024 | 2025 |
|---|---|---|
| 79 | 101 | 114 |
Non financial motivation and recognition of achievements
Alongside financial remuneration, KMG actively uses non financial motivation instruments aimed at developing professional excellence, teamwork, and corporate culture.
As part of the Year of working professions, the professional skills championship “KMG Skills” was held, with the participation of around 100 employees from 19 subsidiaries and affiliates. The competitions covered 13 working professions and contributed to the dissemination of best production practices.
To strengthen team spirit and promote a healthy lifestyle, the KMG Summer Spartakiad was organized with the participation of more than 700 employees from 30 subsidiaries and affiliates, as well as the first Winter Spartakiad of the Samruk Kazyna Group of Companies. As a result of the latter, the KMG team took first place.
Within the framework of social responsibility and corporate volunteering, the charitable race “Munaily Marathon–2025” was organized, bringing together around 1,000 participants. All funds raised were donated to the “Balakai” rehabilitation center in the city of Zhanaozen.
Corporate cohesion and employee engagement were also supported through the participation of the KMG team in the humor festival “SK Azil Fest: Samruk Battle”, where the Company’s team became the winner of the final stage.
Social policy
GRI 2-30, GRI 3-3, GRI 401-2, GRI 407-1, GRI 409-1
KMG implements its social policy based on the principles of equality, fairness, and transparency, ensuring respect for workers’ labor rights and the stability of social and labor relations. The company provides all employees with equal opportunities to exercise their rights and freedoms at work and prioritizes maintaining social stability within its workforce.
Level of social stability
The company implements a range of preventative measures aimed at preventing social tensions and promptly resolving emerging conflicts within its subsidiaries and affiliates. This ensures the stability of workforces and the continuity of production processes.
In the reporting year, the number of strikes decreased by half compared to 2024, from 17 to 9. All strike cases were recorded exclusively in contractor organizations, while KMG fully complies with its obligations toward contractors.
The level of social stability within subsidiary workforces is assessed by the Private Institution Center for Social Interaction and Communications using the methodology of Samruk Research Services (SRS). The SRS index for the KMG Group amounted to 84%, corresponding to a level “above average” and reflecting a steady positive trend compared to previous years (75% in 2023 and 79% in 2024).
In addition, a social assessment covering all regions of KMG’s operations is conducted. In the reporting year, such assessments were carried out in 12 subsidiaries and affiliates, following which action plans were developed to mitigate identified risks and address detected violations.
Employee living and working conditions
To improve working and living conditions for employees of subsidiaries and affiliates located in the Mangystau region, five year Roadmaps for the for employees of KMG’s subsidiaries and affiliates in the Mangystau Region, five year Roadmaps for the period 2023–2027 are being implemented. In 2025, the renovation of 275 social and utility infrastructure facilities was planned, with a total budget of KZT 21,826.2 million:
- capital construction – 32 facilities;
- major repair – 62 facilities;
- routine repair – 71 facilities;
- procurement of wagons, cultural cabins, and other facilities – 110 units.
Trade unions and collective agreements
The Company builds its interactions with employees and their representatives on the principles of social partnership, equal dialogue, and strict compliance with the labor laws of the Republic of Kazakhstan. KMG actively participates in collective bargaining on the conclusion, amendment, and supplementation of collective agreements, ensuring adherence to established negotiation deadlines, the operation of joint commissions, and the provision of necessary information. Employees have the right to participate in collective bargaining through their representatives and to review the terms of signed collective agreements.
Interaction with trade unions occurs at the industry, regional, and local levels. At the industry level, key parameters of social partnership, including social guarantees, labor organization and remuneration, employment, gender and youth policies, occupational safety, and health, as well as mechanisms for preventing and resolving labor disputes, are defined in the Industry Agreement in the Oil and Gas, Oil Refining, and Petrochemical Industries of the Republic of Kazakhstan. KMG and its subsidiaries and affiliates actively participated in the development of this agreement and participated in the work of the Industry Commission on Social Partnership. The company is implementing the provisions of the Industry Agreement for 2023–2025, which are aimed at improving the social protection of employees, strengthening the role of trade unions, and ensuring safe working conditions.
Within the KMG Group, 30 trade union organizations operate, representing the interests of more than 35,914 employees. As of 2025, 85% A of KMG employees are covered by collective agreements. At the regional level, interaction is carried out through regional commissions on social partnership, which consider issues related to employment, occupational safety, and collective labor disputes. Conciliation commissions operate in all KMG companies.
To maintain social stability, KMG and its subsidiaries and affiliates hold regular meetings with trade union committees to discuss the implementation of collective agreements, labor discipline, working conditions and safety, employee complaints, the provision of social benefits and compensation, and other significant issues.
The remuneration system in KMG’s subsidiaries and affiliates complies with industry standards and provides compliance with minimum levels of inter- category coefficients and the minimum monthly wage rate for first-category workers.
KMG’s subsidiaries and affiliates located in the Mangystau, Atyrau, Aktobe, Kyzylorda, and Pavlodar regions offer their full-time employees a wide range of social benefits and guarantees. They provide their full-time employees with a comprehensive range of social benefits, including health protection, financial support, and equal opportunities for various categories of personnel.
Key areas of social support include:
- Medical coverage and health improvement: voluntary medical insurance for employees and their family members, reimbursement of treatment, medicines and dental services, sanatorium and spa treatment, and preventive medical examinations.
- Financial support: financial assistance for annual leave, public holidays, and anniversaries; payments in difficult life situations, disability, occupational diseases, and early retirement; benefits for childcare up to the age of 18 months and for children with disabilities; maternity leave payments.
- Support for veterans and special categories: employees involved in emergency response (Chernobyl nuclear power plant, Semipalatinsk test site), veterans of the Afghan and Tajik Afghan wars, as well as persons equated to WWII veterans, receive targeted assistance and social payments.
- Other benefits and programs: additional sick leave payments, compensations provided for by collective agreements, and other support measures in line with the financial capacity of enterprises.
KMG continued its work to standardize collective bargaining agreements, ensuring uniform principles for the provision of voluntary social benefits, transparency in their distribution, and full compliance with obligations. The total amount of social support for employees and non-working pensioners amounted to KZT 30.65 billion.
EXPENDITURES ON SOCIAL SUPPORT FOR EMPLOYEES AND NON‑WORKING PENSIONERS, KZT BILLION
30.65
25.10
27.65
Internal communications
In 2025, the KMG Group of Companies continued the systematic development of internal communications aimed at maintaining a stable social climate, increasing employee engagement, and strengthening corporate culture. The internal communications system operates across all KMG subsidiaries and ensures regular dialogue with workforces through personal meetings with management, digital feedback channels, cooperation with trade union organizations, and the organization of thematic meetings.
As part of communication activities, 125 meetings were held, covering more than 12,000 employees of the KMG Group. During these discussions, employees raised more than 850 questions related to production processes, employment, occupational health and safety, and social support. Clarifications were provided and appropriate decisions were made on each issue. Special attention is paid to engagement with young professionals: in 2025, more than 50 meetings were held with the participation of over 2,000 young employees.
Feedback received during meetings and through existing communication channels is used in managerial decision making and in the development of measures to improve employees’ social and living conditions. As a result of reviewing inquiries, more than 80% of issues are resolved at the level of subsidiaries and affiliates, while the remaining issues are escalated to the KMG level or require additional cross functional consideration.
Thus, the current internal communications system ensures regular dialogue with workforces, facilitates the timely identification of emerging issues, and supports the development of management decisions aimed at maintaining social stability within the KMG Group of Companies.
Ombudsman
The Ombudsman is independent official reporting to the KMG Board of Directors. Their work is aimed at ensuring compliance with corporate ethics principles, clarifying the provisions of the Code of Business Ethics, facilitating the resolution of social and labor issues, and preventing violations of employee rights. In their work, the Ombudsman is guided by the principles of independence, neutrality, impartiality, confidentiality, and informality.
In early 2025, the KMG Board of Directors approved a new version of the Code of Business Ethics, developed by the Ombudsman Service. Implementation and dissemination of the updated provisions became a priority during the reporting year. As part of this work, 19 meetings were held with the workforce of subsidiaries and affiliates, including Ozenmunaigas JSC, OzenMunaiService LLP, Mangistaumunaigas JSC, Oil Construction Company LLP, Kazakh Gas Processing Plant LLP, Munaitelecom LLP, KMG Security LLP, PetroKazakhstan Oil Products LLP, Ural Oil and Gas LLP, and other enterprises, including those at fields in the Mangystau Region.
During the meetings, the provisions of the updated Code were presented, working and living conditions, the quality of food and accommodation in rotational camps, corporate culture, and team relationships were discussed. Employees were informed of available channels for submitting complaints. Additionally, an online town hall was launched at KMG’s corporate center, and the Code of Business Ethics and information on how to contact the Ombudsman were posted on the websites of subsidiaries and affiliates.
Since January 2025, Ombudsman has received 87 inquiries, including via email and the Nysana channel (112 in 2024). Each inquiry was followed by inspections, working meetings, and, where necessary, site visits. Following the review, the inquiries were provided with feedback, and recommendations were sent to the management of KMG and its subsidiaries and affiliates.
During the reporting year, collective and individual complaints related to violations of business ethics standards, management actions, and labor rights were reviewed. In some cases, instances of unethical behavior were confirmed, and disciplinary action was proposed. The analysis of complaints also identified specific systemic issues, for which recommendations were developed for improving internal regulations, including regulating labor relations for outsourced employees and ensuring the uniform application of social support measures.
Company employees can contact Ombudsman via the Nysana hotline, by email, or in person. During the reporting year, cooperation with the Samruk- Kazyna Ombudsman continued, including participating in joint field visits and developing methodological recommendations for interacting with workforces during labor disputes and strikes. Collaboration with the National Human Rights Center is also ongoing, involving the exchange of experience and providing methodological support.