HR Management

HR management in ALROSA embraces all major areas of work with human resources

The total number of ALROSA employees as of December 31, 2018, was 34,544 people. Yakutia accounts more than 90% of the company’s average workforce.

The average age of the Company’s employees in 2018 was 41 year.

Women account for 34.5% of total staff members and 30.5% of the executive staff. Over the past six years, this data has remained at a level above 30% - this is a high indicator for mining companies.

Breakdown of ALROSA personnel by categories

In 2018, ALROSA carried out professional development of staff and workforce replacement in accordance with the plan for training, retraining and advanced training of managers, specialists and workers under programs of the HR Training Center. In 2018, 8,710 managers and professionals completed training that is 33% more than in 2017, including 8,611 people were trained under the HR Training Center program.

In 2018, 5,472 employees trained in primary occupations and various type of admissions, and 4,187 people passed briefing. The complete list of training programs includes more than 80 professions and courses.

The average duration of training per employee:

2016: 63 hours

2017: 55 hours

2018: 67 hours

Today, the wage level in ALROSA is twice higher than the average salary in Yakutia and three times higher than the average salary in Russia. In 2018, an average wage per one employee in our company amounted to RUB 126.7 thousand.

Key Thrusts of ALROSA HR Policy

Risk Factors Tasks HR Policy
Predominant influence on the economy of the region. Specifics of the mining industryTransition to underground miningSevere climatic conditionsRemoteness of Western Yakutia from developed infrastructure Local employment. Creation of a favorable social climate in the region.Availability of skilled personnel.Skillpool formation and management.Minimization of costs related to inviting human resources from other regions.Optimization of the age composition of personnel, recruitment and retention of young people. Policy aimed at recruiting local personnel. Support of dynasties.A programme of pre-university career guidance.Training and re-training of employees in accordance with the company technical development programme.Continuous education and development of personnel on the basis of a corporate staff training and education system.Extensive social package including some benefits and privileges inscribed in the collective agreement, well beyond and above Russian laws.

Work with young specialists, fringe benefits and privileges for young employees, which are inscribed in the collective agreement, and social programmes and infrastructure (kindergartens, cultural and sports facilities, etc.).


This page was last updated on 10 September 2013 at 15.43