On Friday, 26 June 2015, the first videoconference was held with the Business Transformation Centre, company management, branch management and key experts.

Preciseness, clearness and transparency of the goals as well as their practicability are the keys to the successful promotion of an idea at the local level. Experience has proven that a lack of attention and an underestimation of the importance of the work of personnel have sometimes been fatal flaws, the consequences of which were not obvious at first glance.

The only communication channels used under the Programme are email, the corporate website and the company's intranet. Though their advantages are obvious, discussing important issues through face-to-face communication will always remain the most efficient way to share information. The chairman of the Management Board suggested that meetings be held regularly as videoconferences. In his opinion, videoconferences will become a working platform for the constructive discussion of existing concerns and making rational decisions.

The main objective of the videoconference was to emphasise the importance and advantages of such working sessions to the management and key experts in branch offices. Zhanabai Beksary, Deputy Chairman for Corporate Governance of the Management Board, said that: 'We will hold regular videoconferences, so let's try to use them to solve those problems that cannot be resolved in an ordinary operational environment due to various constraints. We should not be indifferent, because the performance of our company depends on how we do this work. In the end, we will have properly maintained assets.' 

The heads of the offices of the Business Transformation Centre presented their reports on the results of Stage 0 completion, current work and objectives for the near future. All participants of the videoconference received the materials in advance, including the presentation on the Business Transformation Programme. Sergey Katyshev, Chief Business Transformation Officer, noted during the videoconference that completion of Stage 0 resulted in the best outcome, which is 88% and was recognised by the Fund Team's management.

The videoconference will become a serious tool for the Integration Office. Operational personnel are best able to see the problem areas, bottlenecks, and inefficient and bulky processes. No one else can readily consult, recognise the weak points and express their concerns on various issues. Khabibulla Kaziyev, Head of the Integration Office, previously the head of the branch, highlighted the key points very clearly and made everyone understand how important and valuable their support and approval was. He not only spoke about the current work and design of the process map for stages 1 and 2, but also clearly demonstrated the visualized processes, spoke about the difficulties of designing specific processes and appealed for stronger cooperation everywhere. 

At the end of the meeting, it was decided to hold the working meetings on the company's areas of concern as regular videoconferences. The heads of the branches expressed their wish to participate actively in the design of the processes relating to their work. Hence, they suggested creating functional activity-specific teams that would be responsible for cooperation with the Business Transformation Centre and addressing their questions and suggestions to the latter. Additionally, upon the initiative of colleagues, information boards about the Transformation Programme with the existing communication channels will appear in the branch offices.