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Teploluxe has introduced new approaches to employee engagement

Results for the first half of 2023
At the end of the first half of 2023, 30 new employees joined the team. 74 employees received new assignments in the commercial organization and more than 50 people upgraded their categories at the plant.

The first half of 2023 was marked by major progressive changes that affected the entire range of the company's business processes. A particularly significant step was the re-evaluation and transformation of internal HR processes by actively involving rank-and-file employees in the work of generating and implementing new approaches and sales techniques. As a result of fruitful work, a large number of specialists were promoted and took managerial positions in the company. In addition, new specialists joined the Teplolyuks team, which provided additional perspectives and an opportunity to assess the current processes of the company's development from other angles.

"It is no secret that behind any successful company there is always a professional and, what is not less important, motivated team of specialists. That's why Teplolyuks pays increased attention to the internal corporate processes that provide a comfortable and promising working environment for employees" - says Sergey Lebedev, General Director of LLC "Group Atlantic Teplolyuks".

At the beginning of this year for the first time the strategic plan was implemented according to the Hoshin Kanri methodology - a systematic approach to strategic planning and management of the organization, in the process of implementation of which the directions of the company's activities, goals and tools are established, contributing to the involvement of managers and staff in the development of a common vision and a unified action plan. Incorporating the methodology into business processes has enabled a qualitative increase in the level of communication and sense of collective responsibility in the company, which significantly increases the involvement of middle management.

"The first half of the year was particularly busy as our company launched a global transformation process in the commercial organization of Teplolyuks Group. In 6 months there have been big structural changes and many HR initiatives launched: this includes a new compensation system for the commercial block team, an extended social package, new training programs for employees and customers, as well as the development of our own recruitment system and strengthening of the integration program" - shares Julia Kulagina, HR Director of OOO Group Atlantic Teplolyuks and OOO Teplolyuks Group.

The long-awaited launch of the "School of Leaders" project, which consists of 13 training programs aimed at deepening knowledge and sharing experience among managers, was also a bright event for everyone. It is important to note that 40% of all trainings are developed and conducted independently by the company's experts.

Paying special attention to the development of production personnel, Teplolyuks launched a training program "Master's School". It is a unique project that includes 10 educational modules aimed at the development of managerial skills, which will allow craftsmen to pass the professional path to the level of shop supervisors. Demonstrating the transparency of production and HR processes, in June the company held a series of Town Halls for all production employees, where important issues regarding work and life in the company were discussed. During the session, question-and-answer communication was organized, as well as exchange of opinions and experiences between employees and managers.

Traditionally, once a year the company conducts an employee satisfaction survey and this year Teplolyuks achieved 85% satisfaction at the Group Atlantic Teplolyuks plant and 92% at the Teplolyuks Group.

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