The primary goal of the Company is not only to ensure survival in high-risk environment through proper forecasting and planning, but also to turn risks into opportunities and prepare for the unforeseen future. All information about the principles, programs of the Company, reports and new projects in the social, economic and environmental areas is posted as they appear on the corporate website in the section https://www.samruk-energy.kz/ru/navigation-and-support/ sustainable-development

Stakeholder engagement

“Samruk-Energy” JSC interaction with stakeholders is based on the Company’s readiness to invest in the development and future of its customers and employees, partners and suppliers, ensuring the sustainable development of both the Company and local communities, and making social investments in areas significant for the territory where the Company operates, willingness to develop interaction with all persons for an appropriate and flexible response to external and internal challenges.

In 2019, the Company updated the Stakeholder Map, and determined a complete list of potential stakeholders that it deals with in the course of its business with a description of the contribution of stakeholders and ranked them in accordance with accepted Mitchell, Agle and Wood model.

“Samruk-Energy” JSC Stakeholders map

Legend:

Intemal stakeholders – stakeholders that have a direct and significant impact on the decisions taken by the company or are under the influence of these decisions.

External stakeholders – stakeholders who have an indirect influence on the decisions made by the company.

Note: The circumference indicates the degree of interaction of the сompany with stakeholders. The smallest circle size shows a limited level of interaction. As the size of the circle increases, so does the degree of interaction.

In order to increase the effectiveness of stakeholder engagement, “Samruk-Energy” JSC introduced the Communication Strategy across all the group of companies in 2019, which provides a unified approach to corporate communications, identifies the target audience, principles of communications, media planning, anti-crisis response, internal and external PR and external positioning of the Company.

Mission of the Communication strategy: Ensure a positive image of the Company by providing target audiences with complete, transparent to the fullest extent and up-to-date information on performance results.

Vision of the Communication strategy: Effectively created communication channels that can make the Company key opinion leader and influencer with respect to matters of Kazakhstan’s energy sector development.
In addition, the Company updated the Information Policy by identifying the principles, procedures, terms, list and methods of disclosing information, types of information, and stakeholder engagement, actions aimed at protecting information, monitoring and quality control of information disclosed.

“Samruk-Energy” JSC stakeholder engagement practice

In order to enhance stakeholders engagement, the Company annually develops Engagement Plan. The report on the Stakeholder Engagement Plan and on the work of stakeholder feedback mechanisms with recommendations for improvement are annually communicated to the Board of Directors. According to the 2019 results, activities of the Stakeholder Engagement Plan were fully implemented.

The Company, as part of its activities, is a member in the following national
and international organizations, associations / organizations:

The CIS Electric Power Council (hereinafter – CIS EPC). An Observer since 2012.Membership in the CIS EPC allows participating in the processes of integration of the CIS member states’ energy systems, including ensuring collective energy security; Provision of parallel operation of power systems; Creation of a common electric power market, involvement in preparation of international agreements in power sector; Technical regulations, unification and harmonization of laws and regulations in power industry, etc.

Kazakhstan Electricity Association (hereinafter – KEA). Membership since 2011. Membership in KEA allows exchanging information and participation in development of a regulatory legal framework in power sector, as well as conferences, seminars, forums and other events.

KAZENERGY Association. Member of the Association since 2009. Membership in KAZENERGY Association allows participating in government initiatives and activities aimed at improving the RK investment climate, in developing and implementing measures to increase production and scientific and technical potential; as well as the Company may receive assistance in legal, economic, organizational and management matters.

The National Chamber of Entrepreneurs of the Republic of Kazakhstan (hereinafter referred to as the RK NCE). Membership in the RK NCE since 2013. Membership in the RK NCE helps to strengthen ties with business environment, effective development of electricity business, including as part of improvement of RK regulatory framework.

UN Global Compact. Membership since 2011. In the context of joining the UN Global Compact, the Company declares its commitment to following the ten principles of the Global Compact in its strategy and day-to-day operations.

Stakeholder feedback mechanism

It is essential for the Company that all both external and internal stakeholders are heard. The company values its reputation and insists that its employees and stakeholders comply with the highest standards of ethics and integrity, and all legal provisions.

In addition to the channels of communication generally accepted at each company, “Samruk-Energy” JSC has the following stakeholders’ feedback tools that guarantee protection against retaliation and prosecution of anyone who honestly leaves a message.

1. 24/7 hotline Designed for all stakeholders.

An external independent operator with a guarantee of anonymity and confidentiality operates the line.

Hotline: By number: 8 800 080 30 30 / By email: nysana@cscc.kz

2. Feedback form on the corporate website https://www.samruk-energy.kz/ru/feedback-all.

3. The “Feedback” form for the category of persons associated with ongoing investment projects, where local communities, contractors, or persons related to the project can express their opinion https://www.samruk-energy.kz/ru/obrat

4. Feedback for shareholders and investors. Investor questionnaire https://www.samruk-energy.kz/ru/shareholder/ independent-registrar

5. Requests, enquiries with leaving contact details on the website https://www.samruk-energy. kz/ru/company/contact-information

6. Ombudsman By email: o.bekbas@samruk-energy.kz By phone: 8/7172/69-23-56

Feedback mechanisms allow:

– timely responding and addressing conflict situations;

– analyzing and taking preventative actions regarding the concerns of external stakeholders, the public, and individual citizens;

– enhancing the Company’s reputation and maintain confidence in it as a socially responsible Сompany.

In 2018, the company introduced the practice of studying complaints received through all available feedback channels. Analysis and monitoring of requests allows the Company to study the concerns of all stakeholders, identify systemic issues, and determine the effectiveness of existing mechanisms for interacting with stakeholders for further response.

Inquiries statistics*

*inquiries that are not related to “Samruk-Energy” JSC group of companies current operations were consolidated

These appeals were analyzed in terms of the aspects concerned, the identification of regions with the highest number of appeals, the category of persons who sent their appeals to the group of companies, statistics on the subject of appeals and analysis of complaints. Each complaint was assigned a category.

Number of complaints

Compared to last year, the total number of complaints increased by 15.5 %. The number of increased appeals and complaints is most likely due to the popularization of feedback tools with the presentation of further reporting: reports of the Compliance Service, reporting on complaints when publishing the Annual Report, an increase in mentioning about feedback tools during internal seminars and meetings, etc.

The analysis states that responses to all incoming inquires of the Company were provided in a timely manner. There was no information about imposing fines for late response to inquiries of individuals and legal entities. Answers were provided in ways convenient for stakeholders. Confidentiality and anonymity of appeals remained. The facts of harassment were not reported.

Conclusions based on stakeholder inquiries were communicated to the Board of Directors of the Company, which prepared recommendations and developed actions aimed at the improvement of stakeholder engagement quality.