Инвесторы из США и Персидского залива интересуются покупкой НПЗ "ЛУКойла" на Сицилии, заявил в интервью телеканалу "России 24" глава компании Вагит Алекперов.
Apple (AAPL) shares were down more than 1.5% in early morning trading Friday--a day which most Apple investors hoped would be a celebratory moment. Check out our favorite reactions to the news on Twitter and StockTwits!
Около 100 сотрудников Евразийской группы из четырех регионов Казахстана и города Астаны пробежали марафон под флагом ERG. Впервые Евразийская Группа участвовала в данном марафоне единой командой. Около 100 евразийцев из четырех регионов Казахстана и города Астаны побежали под флагом ERG. Марафоны обретают в Казахстане все большую популярность. В забегах участвуют люди разного возраста. В этот раз в Астану приехал один из самых старших марафонцев - ветеран Аксуского завода ферросплавов 63-летний Нурлан Касенов. Аксакал ушел на пенсию с АксЗФ, где 13 лет проработал слесарем в цехе переработки шлака. По словам Касенова, он занимается спортом с юности. За спиной у пожилого мужчины дистанции в 5, 10, 21 и даже 42,2 км на международном марафоне в Алматы. На этот раз вместе сотрудниками ERG он пробежал 10 км. «Я не собираюсь останавливаться, буду и дальше участвовать в марафонах. Считаю, что такие мероприятия нужно проводить обязательно. Нужно вовлекать в спорт как можно больше людей, популяризировать здоровый образ жизни. У меня есть внуки, я их вовлекаю в этот спорт. В Павлодаре у нас проводится конкурс «Спортивная семья», мы с внуками в нем участвуем», - поделился Нурлан Касенов. Есть среди марафонцев-евразийцев и настоящие профессионалы. Например, 32-летний Ермек Секербаев бегает с 4 лет и уже 17 лет участвует в марафонах. За спиной аппаратчика-гидрометаллурга павлодарского завода «Алюминий Казахстана» с 13-летним стажем уже около 50 марафонов. В год он в среднем пробегает три марафона. При этом он постоянно занимает призовые места и является неоднократным чемпионом павлодарской области. «Мне нравится бегать. Марафонская дистанция – это как преодоление самого себя. С каждым стартом я стараюсь улучшать результаты. К примеру, три недели назад я пробежал марафон ШОС в Астане за 2,58. В этот раз я пробежал марафон уже за 2,56. Это очень хороший результат. Конечно, я к этому готовился. В дальнейшем я собираюсь улучшать свои результаты. Я благодарю руководство ERG за возможность участвовать в марафонских забегах. Ведь не каждому удается участвовать в таких соревнованиях», - отметил Секербаев. Все собранные на Astana Мarathon средства будут направлены в благотворительные фонды «Аяла», «Қасиеттi Жол», СОС Детская деревня. Также на эти деньги будет закуплено уникальное оборудование для недоношенных детей.
The second feature from Mustang director Deniz Gamze Ergüven is a frustratingly made film with brief flashes of power but a lack of focus Deniz Gamze Ergüven is the Turkish film-maker hugely admired for her 2015 debut feature Mustang, about five orphaned sisters growing up in a patriarchal society. Hopes were very high for this English-language followup here at Toronto, but the result is a baffling and frustrating disappointment. There are sparks of interest and some powerful moments, but it is structurally disjointed, tonally uncertain, unfocused and unfinished, with some very broad drama-improv-class acting from the kids and a frankly unrelaxed and undirected performance from Halle Berry. Related: Darkest Hour review – Gary Oldman is a tremendous Winston Churchill in high-octane drama Continue reading...
As organizations struggle with stalled diversity efforts, some are considering moving toward a “colorblind” approach: deemphasizing initiatives focused on specific demographic groups in favor of more general inclusion efforts. For some, this approach seems like an appealing strategy for engaging majority group members and company leaders, while reducing the tensions that can arise when efforts are focused explicitly on identities like race and gender. Some studies have shown, for example, that even though many companies’ existing diversity efforts aren’t helping more women or people of color to get ahead, they still make white men think they aren’t being treated fairly. But colorblindness is not the answer to this problem. It will almost certainly backfire, ultimately undermining the very inclusion efforts it’s designed to improve. The move toward colorblindness emerged most prominently in Deloitte’s recent decision to do away with its Employee Resource Groups (ERGs). The firm’s reasoning for the change was threefold: (1) ERGs leave out white men, who have an important role to play in inclusion efforts, (2) ERGs aren’t effectively connected with corporate leadership, and (3) millennials, a growing segment of Deloitte’s workforce, don’t want to be defined by the demographic categories around which ERGs are organized. While these are challenges with which many inclusion-minded companies are familiar, a colorblind approach isn’t an effective way to address them. The negative impact of colorblindness on organizations and individual employees has been well documented. Downplaying demographic differences reduces the engagement of underrepresented employees and increases their perceptions of bias from their white colleagues. Moreover, the cognitive load of attempting to appear colorblind when we all, of course, do notice difference can ironically result in more biased behaviors from white employees, or lead them to avoid the intergroup collaborations that can spark innovation and enrich their work. Colorblindness is a quantifiably ineffective inclusion strategy for individuals and organizations. Multiculturalism, the opposite of colorblindness, stresses recognition and inclusion of group differences and has been shown to benefit minority employees and organizations at large. In Deloitte’s case, it’s particularly concerning that the move towards colorblindness was an effort to accommodate the preferences of only one segment of the workforce — millennials (as Deloitte puts it, millennials don’t like demographic “pigeonholes”). There is a wealth of research on millennials’ and Gen Z’s views of social differences: A majority of millennials, for example, believe their generation is “post-racial,” while 48% of white millennials say discrimination against white people is as big a problem as discrimination against racial minorities. Understanding these perspectives is important and organizations should consider how best to address them, but they simply don’t mirror what the data show us to be true in the workplace and beyond. Organizational inclusion efforts should consider how younger generations conceive of diversity, but should not defer completely to it — especially when their perceptions may not supported by the evidence. In the case of ERGs, a move toward colorblindness also deprives organizations of the many benefits these groups have been shown to produce. ERGs drive business goals by improving customer insights, increasing employee engagement, and supporting talent development. At the same time, ERGs provide distinct spaces that address population-specific needs, concerns, and opportunities. And, rather than subgrouping employees, well-functioning ERGs operate as one of many organizational forums that encourage employees to explore, express, and be understood as complex persons with intersecting identities and motivations. At their best, ERGs play invaluable roles: they mechanize feedback from employees to decision-makers and serve as touch points for engaging white men and other allies in diversity efforts. When ERGs fail to advance organizational inclusion efforts, it is a failure of design and execution, not of the underlying concept. So how should companies balance a multicultural approach with the desire to involve everyone? Deloitte is absolutely right that majority group members and leaders need to play a role in inclusion efforts. Given that people from underrepresented groups are penalized for promoting diversity, allies — majority group members who don’t face this same backlash — are essential in advancing organizational inclusion efforts. If both ally engagement and designated spaces for discrete populations are important, what’s the solution? Efforts need not be either-or. In fact, the most effective ones must do both. When it comes to ERGs, these groups can actively include allies in three important ways (1) explicitly invite allies to join and engage, (2) equip allies with the education and tools necessary to serve as advocates, and (3) provide allies with a behavior-based plan to affect change. At Intel, for example, the gay, lesbian, bisexual, transgender, and allied ERG deployed a global campaign that visibly showcased allies, established high-touch opportunities for ERG members to connect with and engage allies 1:1, and articulated the ally value proposition. At Pinterest, the company’s Blackboard ERG actively works to involve allies, so much so that one-quarter of the group’s members do not identify as black. To better involve leaders, companies should provide the infrastructure and mechanisms to connect ERGs to a broader leadership-sanctioned touchpoint. At ridesharing company Lyft, President John Zimmer has an Open Door policy and encourages ERGs to collaborate with him regularly. Zimmer has also committed to attending at least one ERG general membership meeting per quarter. Other Lyft executives exercise consistent, visible ERG support by adopting specific tasks at ERG programs and events. Ultimately, while including everyone in organizational diversity efforts is important, a colorblind approach isn’t the best path. Race, gender and other demographics are not just “hot political topics,” as one Deloitte leader suggests. They are important identities that require recognition and deserve space.
Jennifer Maravillas for HBR With the recent spate of firms in the news over sexual harassment allegations and charges of gender bias, it is obvious that an issue many in business had thought was “done” is instead far from finished. Fostering corporate cultures which make half your employees feel somewhere between unengaged and unsafe is becoming risky and unsustainable. A lot of companies are doubling down on efforts to finally “crack” the gender issue. Most companies now have more gender-balanced talent pools, especially at the early-to-mid-career levels, and are looking for ways to make sure progress continues at the mid-to-upper levels. But the ones who really understand the issue see gender balance as not just a numbers game but part of a broader, more strategic cultural shift that includes developing leadership teams representing geographically diffuse markets. These leaders are recognizing that this balance drives the innovation and market understanding they need for other key business transformations. Without balance, they simply won’t understand the world that’s emerging. Dutch-based Royal DSM is a case study of multiple parallel transformations – in their business and in their leadership balance. The CEO is convinced that the one feeds the other. “I’m absolutely convinced that the evolving balance of the top management team is a key factor in our success and our ability to change,” Feike Sijbesma, the 57-year-old CEO of Royal DSM, the $8 billion, global company active in health, nutrition and materials science, told me. I reached out to him because I was impressed with how he steered DSM from its chemicals company past to its broad, science-based innovator present; from a Dutch company to a global player; and from a completely male-run organization to a more gender balanced leadership team. How did he do it? Sijbesma credits three steps: Setting a vision that connects the goal to business success Engaging men of the company’s dominant nationality Building skill in working across nationality and gender differences (including with your suppliers and search firms) Setting a vision that connects the goal to business success Most companies have a very broad definition of “diversity,” which can make implementing change and measuring progress a challenge. What will success look like? What indicators will you track? Where is the business imperative? They tend to frame gender as one diversity dimension among many. This makes it near-impossible to invest the time and management focus needed to effectively adapt to a gender balanced workforce and customer base. (And research has shown that different approaches are often needed to foster gender balance, as opposed to other diversity dimensions.) DSM prioritized two diversity dimensions, transparently and strategically: the nationality and gender balance of their management. “We looked at all the research,” Sijbesma explains, “and it was clear that these were the two factors that had, by far, the biggest impact on the bottom line.” DSM moved through three phases. First, they were an entirely Dutch and male company. The senior leadership team of 35 was dominated by Dutch men. They started by relocating some key positions around the world, staffed by other nationalities. The second phase was to attract and develop more local and international people. “Now,” says Sijbesma, “we are in the third phase, where we are moving international people across geographies for their development and the company’s benefit.” The top team of 35 is now 60% non-Dutch and includes 7 women. “Not good enough,” he admits, “but incredibly different. And totally transformational.” To support the balancing of nationalities in leadership, DSM moved away from having a single global headquarters in Heerlen, and based different functions in each region (Singapore, Shanghai, New Jersey, and Basel). “This means that instead of having all the top 50 executives in the Netherlands (which isn’t very attractive to top talent from China, the U.S., or Brazil), we have global hubs that offer interesting jobs in a variety of locations.” Engage men of the company’s dominant nationality Many companies, especially in America, are well-meaningly focused on empowering “out-of-power” or under-represented groups. This has led to the spread of affinity groups, or employee resource groups (ERGs). These have the unintended consequence of minimizing these groups’ overall significance, separating them from each other, and keeping them away from real networks of influence. Companies then wonder why they aren’t making more progress on their diversity KPIs despite lots of noise and activity devoted to the challenge. Related Video How Different Countries Expect Women to Show Authority In some cultures, there's a big gap between male and female leaders. Save Share See More Videos > See More Videos > An approach that often yields better results, in my experience, is helping today’s in-group members become ready and accountable for hiring and promoting people who may not look like them, but who do look like the company’s customers. It’s good for the business, but it’s not easy. CEOs need to be ready to explain the necessity of the shift. That’s what Sijbesma tried to do. In the year 2000, DSM’s top 350 executives were 75% Dutch and more than 99% male. Today, it’s 40% Dutch and 83% male (it’s not uncommon for companies to make faster progress on nationality than gender). Sijbesma aims to bring the male ratio down by 2% per year and down below 75% by 2025. He is prioritizing sustainability and credibility more than speed. He admits it has not always been an easy ride. “The reaction of some of the Dutch guys is to loudly claim that if you are male and Dutch you no longer have a future at DSM. I remind them that I am male and Dutch, and that we share an obligation to change the profile of our management to guarantee our company’s continued success in the future. I ask them to help me build that group of people, because it’s better for the business.” Build skill in working across nationality and gender differences (including with your suppliers and search firms) Companies are starting to acknowledge the pervasiveness of bias, as the proliferation of unconscious bias training for middle managers demonstrates. While these are laudable efforts, the research shows they can backfire. People are tired of what they see as “identity politics” and most don’t appreciate being called biased. Moreover, emphasizing that “everyone is a little bit biased,” as trainings often do, can make bias seem understandable and acceptable, and inadvertently reinforce negative stereotypes. A subtle but impactful alternative is to make “managing across differences” a vaunted leadership skill. If you visibly promote and reward those who do it well, actions speak louder than unmet gender targets. For Sijbesma, the crucial issue is to build awareness of dominance – and its impact – among the dominant group. “You have no idea of the culture you have built in your organization until you listen to the people who are not a natural part of it.” The company mainstreamed both gender and culture training into all its leadership development programs. “There is no way for companies to become truly global players if their leaders haven’t learned the 21st century leadership skill of inclusion. If we want to draw on the world’s best talent, and connect deeply with customers across hugely disparate cultures, we need to teach them.” The same education may be necessary outside the company, with suppliers and search firms. DSM found it had to lean very hard on search firms used to find fresh blood for its top team. “Search firms want to close the deal as fast as they can, so they propose all the usual candidates that they have in their networks. I had to really insist that I was looking for other nationalities and women. Some of those searches, like the one, three years ago, for our CFO, took twice as long as normal. I was absolutely determined. I took a lot of heat, both from the search firms and my own colleagues. But you need to know what you want, and what the priorities really are – and then accept some short-term discomfort. Our CFO is now a great asset to the company, in many aspects.” The pieces all fit together: a compelling vision helps get your core constituency on board, and training them in inclusion skills helps them execute on it. “People are not discriminatory,” says Sijbesma, “sometimes they are simply unaware and unskilled.” He has learned that the “myopia of dominant groups to see their standards as normal” is a key obstacle. Building awareness, engagement and skills has allowed him to build balance, fuel innovation and stimulate growth. He’s celebrating, and DSM is flourishing. In 115 years of existence, its profits have never been so high, nor its share price so strong.
В Павлодаре масштабно отметили день металлургов. В первой половине дня послеобъемной реконструкции был презентован Ворушинский парк. Перед горожанами и почетными гостями представлен новый облик парка. За год некогда заброшенный парк преобразился до неузнаваемости. В нем появились новые пешеходные и велосипедные дорожки, детская площадка, площадка для пейнтбола, спортивная площадка «Воркаут», футбольное поле с искусственным покрытием, баскетбольная площадка, и даже вольер для выгула собак. Новым символом парка стала стелла с логотипом ERG в центре сквера на главной аллее. Гостей встречает стилизованная ротонда и фонтан. Впервые в этом районе появились тротуарные дорожки, для удобства горожан их проложили от парка до жилых массивов. Также предусмотрена стоянка для автотранспорта. Результаты проведенной работы оценил аким Павлодарской области Булат Бакауов. — Комфортное проживание павлодарцев — задача номер один, — отметил глава региона. — Два года назад жители этого микрорайона возмущались, когда тут хотели строить дома. Совместно с акционерами компании ERG и металлургами было принято решение сохранить этот парк. Мы откроем еще пять парков в городе, благоустроим не только Павлодар, но и Экибастуз, Аксу. Парк металлургов расположен вблизи четырех домов, которые построены в рамках жилищной программы Евразийской группы. Здесь живут заводчане, которые заинтересованы, чтобы территория этого парка стала настоящим оазисом, привлекательным и безопасным местом для отдыха. А вечером АО «Алюминий Казахстана» и АО «Казахстанский электролизный завод» пригласили всех жителей города на Центральную площадь на большое шоу. Перед многотысячными жителями и гостями города состоялось торжественное чествование металлургов алюминиевого дивизиона. Глава региона Булат Бакауов поздравил работников и ветеранов металлургической отрасли с профессиональным праздником. — Многотысячный коллектив Алюминий Казахстана и Казахстанского электролизного завода — это как одна крепкая семья, у которой есть свои традиции. И одной из традиции является ежегодное массовое празднование Дня металлургов. Металлургия — одна из базовых отраслей отечественной промышленности, занимает более 46% в общем объеме промышленности области и 69 % обрабатывающей промышленности. Алюминий Казахстана является одним из ведущих производств глинозема в мире. Интенсивно развивая передовые технологии, осваивает новые переделы алюминия и это явилось объективной причиной строительства 10 лет назад первого в стране электролизного завода по выпуску крылатого металла. Этому предшествовала большая работа группы профессионалов по проектированию нового завода. Нынешнее поколение металлургов достойно продолжает славные традиции отцов и дедов. Отдельные слова благодарности заслуживают металлурги, внесшие неоценимый вклад в трудовую летопись становления отечественной металлургии. Заслуженным металлургам, ветеранам отрасли были вручены благодарственные письма и ценные призы. Подарком для всех стали выступления супер звезд — MOLDANAZAR, Александр Буйнов, проекционное 3D mapping шоу «Сила метALлa», танцевальный марафон Ханна и Natan, резидент лейбла Black Star Inc. [videadv]
Up to 360,000 men and women leave the military each year and most are looking for work. Since 2009, over 400,000 veterans have found employment in hundreds of corporate and governmental organizations thanks in part to the work of coalitions and initiatives such as the Veteran Jobs Mission, Veterans Employment Initiative, and Hiring Our Heroes. And hundreds of corporate employers have collectively committed to over one million total veteran hires over the next several years. That’s the good news. But despite this unprecedented commitment to hiring veterans, nearly half of all veterans leave their first post-military position within a year, and between 60% and 80% of veterans leave their first civilian jobs before their second work anniversary, according to a 2014 report from VetAdvisor and Syracuse University’s Institute for Veterans and Military Families). This means that only about two in 10 veterans will hold their first non-military job for more than two years. Certainly some of these vets are leaving for better jobs. However, there are a lot of other, less positive, reasons for these figures. According to that same VetAdvisor and Syracuse report, the top reasons veterans report for departing their first jobs include lack of career development/advancement, work that lacks meaning, limited professional development opportunities, or unfamiliar work culture. It’s clear that employers looking to hire veterans are facing an uphill battle when it comes to retention. For their part, they need to figure out how to help the veteran employee connect and work with civilian coworkers, learn new skills and concepts, and adapt to the civilian workplace within a reasonable timeframe. This isn’t always easy. Our work with companies looking to integrate veterans into their workforce has shown that there are key language differences, misconceptions, and lack of knowledge on both sides. Veterans entering the civilian workforce are required to make a dramatic shift in the terminology, practices, habits, and expectations. Because they aren’t always familiar with corporate language, managers may see them as less competent or cooperative, and may have trouble connecting with them. And both the managers and their new veteran team members may be unaware of the problem because they often lack an awareness of or appreciation for the cultural and language differences. Neither side is to blame, of course. While most active duty military personnel with families live in civilian communities, they account for less than 1% of the U.S. population, making relationships between civilians and military service members across the U. S. relatively rare, particularly outside of military towns. So what are leaders who are looking to hire veterans to do? According to Bart Womack, Veteran Strategy Officer at Randstad and CSM, USA (Ret.) “Veteran hiring is a mindset and a culture shift. The companies that excel at hiring veterans have mastered this shift from the top down.” We recommend four practices based on a study our company conducted with transitioning veterans from all branches of the service, leading practices from the Veteran Jobs Mission, and our direct experience working with active-duty military personnel and veterans. Educate managers, recruiters, and leaders about military culture and language. You can’t expect veterans to do all of the adapting. Corporate leaders must become versed in military culture. Managers need to be able to actively anticipate language and communication gaps and develop creative ways to find common ground. You can rely on experienced veterans already within the organization to identify transferable leadership strengths and expertise. We’ve found that the skills and competencies veterans develop in the military are ones often not as well developed in corporate leaders, such as decision-making agility and collaboration. So it’s also important to recognize and talk about how the cultural differences can strengthen the team and expand their world view, knowledge, and capacity to help each other succeed. Design a specific onboarding and integration program for veterans. Corporate leaders should consider developing and delivering a customized workshop for new veteran employees about how to navigate the organization, with a specific section on understanding terminology, acronyms, and jargon. A glossary of common corporate and military terms can be helpful. Encourage non-veteran and veteran employees to be curious and patient and ask for clarity when they don’t understand a term. Also include an overview of the organizational structure, a discussion of succession planning and promotions, and an explicit discussion about “written and unwritten” rules. Remember that the rules in the military are often very different than in the corporate world and you want to eliminate surprises as much as possible. Help veterans establish and sustain connections within the organization. The Veteran Jobs Mission recommends setting up veteran employee resource groups (ERGs). ERGs help build connection, initiate conversations, and promote learning between veterans, and in many cases, their non-military team members. Having a mentor or sponsor can also help ease the transition into corporate roles. Specifically, a connection with someone already well-established in the organization with a similar military background can give a new employee the insight and connection they need to succeed at your company. Find ways to connect everyday responsibilities to overall organizational purpose. In the military, all objectives link to a singular goal: “to support and defend the constitution of the United States.” For veterans, meaning is important. Period. Help Veterans and all employees understand how what they do impacts customers, citizens, and the world. When talking with veteran employees, it’s important to lead with and be clear about organizational purpose, vision, mission, and values. The research is clear that companies need to a better job integrating veterans into corporate life. Underscoring all of the above suggestions is a need to communicate openly and honestly about the gap between military and civilian culture. You don’t want a workplace where a transitioning veteran doesn’t speak up out of fear of being a “burden” to their organization. And you don’t want managers making false assumptions about a new veteran employee. You want open, respectful, candid conversations where all parties are committed better understanding each other and succeeding in the organization.
Биологи из Бостона разработали методику превращения «перепрограммированных» стволовых клеток в заготовки клеток крови, что открывает дорогу для лечения болезней и создания «бесконечных» донорских запасов. Об этом говорится в статье, опубликованной в журнале Nature, передает РИА […]
Интернет кеңістігінде ең танымал қазақстандық кәсіпкерлердің рейтингін халықаралық "Гусаров Групп" консалтинг агенттігі жасады деп хабарлайды Sputnik Қазақстан. Тимур Құлыбаев. Фото: ИА Новости-Казахстан Рейтинг Яндекс пен Google іздеу жүйесінде 2017 жылғы 19 наурыз бен 19 сәуір аралығында сұрау санына бойынша жасалды. Көшті "Атамекен" Ұлттық кәсіпкерлер палатасы президиумының төрағасы Тимур Құлыбаев бастап тұр. Екінші орынға ERG өндіру компаниясының тең иегері Алиджон Ибрагимов орналасса, үштікті ең бай қазақстандық Болат Өтемұратов аяқтаған. Үшеуі де Forbes болжамы бойынша әлемнің ең бай адамдарының қатарына кіреді. Рейтингте төртінші және бесінші орынды Қазақстан президенті Нұрсұлтан Назарбаевтың ортаншы қызы Динара Құлыбаева мен "мыс" магнаты Владимир Ким иеленді. Одан әрі тізімде келесі бизнесмендер бар: Арманжан Байтасов Ибрагим Бақыт Санжар Алтаев Айгүл Нүриева Сейтжановтар отбасы Юрий Пак Уалихан Нурмухамедов Мукашевтер отбасы Айдын Рахымбаев Дінмұхамет Ыдрысов Бұл жаңалықты Whatsapp арқылы немесе әлеуметтік желіде бөлісіңіз ⇓⇓⇓ Тағы оқыңыздар: Денесінің 70 пайызы күйіп кеткен модель 8 саусағынан айырылып қалды (фото) ШҚО-да 12 метр биіктіктен құлаған азамат ғажайыптың күшімен аман қалды Путинді "қанішер" деп атаған тележүргізуші ақыры жұмысынан қуылды Ұмытшақ клиент таксиде 44 келі алтынын қалдырып кеткен
Вместо того, чтобы обниматься, как это раньше делалось после подписания меморандума о сотрудничестве, аким Павлодарской области и председатель правления ТОО «Евразийская Группа» посадили деревья на территории Казахстанского электролизного завода. Подписав меморандум о сотрудничестве на сумму 3,7 миллиарда тенге между акиматом Павлодарской области и группой компаний ERG, Булат Бакауов и Альдияр Казтаев побывали на месте строительства нового олимпийского 50-метрового бассейна. Спортивное сооружение появится в Усольском микрорайоне как раз за счет средств, предусмотренных меморандумом. После глава региона и руководитель ТОО «Евразийская Группа» отправились на Казахстанский электролизный завод. На аллее они посадили саженцы пирамидального тополя. "Думаю, это должно стать новой традицией – высаживать деревья после подписания такого меморандума, ведь мы заключаем такие соглашения ежегодно", - отметил аким области. Затем Булат Бакауов и Альдияр Казтаев встретились и пообщались с молодежью, работающей на КЭЗ. Глава региона пожелал заводчанам новых трудовых свершений, а те, в свою очередь, вручили акиму слиток алюминия. Кирпичный завод (ТОО ЕКЗ) полностью рассчитался с долгами по зарплате. В феврале стало известно, что людям не заплатили свыше 38 млн тенге. Ежедневно с компанией работали сотрудники прокуратуры и акимата. Сумма погашалась поэтапно. В итоге последний транш в размере 10, 7 млн тенге полностью погасил долг более 100 работникам.
Еуропалық топ (ERG) компаниясының төрағасы Александр Машкевич Ақтөбе облысының әкімі Бердібек Сапарбаевқа шығармашылық академиясын салу туралы идеясы үшін алғыс айтты деп хабарлайды өңірдегі NUR.KZ тілшісі. Фото: NUR.KZ Машкевич Сапарбаевқа Шығармашылық академиясын салуға көндіргені үшін алғысын білдірді. Бұл туралы миллиардер Қазақстанның Премьер-министрінің қатысуымен өткен Ақтөбе облысындағы кəсіпорындарды технологиялық жаңғырту мәселелері бойынша кездесуде айтты. Фото: NUR.KZ Өз сөзінде Машкевич Сапарбаевты "сындарлы, нағыз шығармашылық жəне нағыз серіктестіктің бабын таба білетін адам" ретінде сипаттады. "Біз сіздің қолдағаныңыз үшін ризамыз және бізді оқушылар үйіне (Шығармашылық академиясы - ред.) қаржы бөлуге көндіргеніңіз үшін алғыс айтамыз. Өйткені біз əкіммен ол жаққа барғанда Оқушылар үйінің қандай екенін көрдім. Күніне мыңдаған бала білім ала алады. Олардың шығармашылығын шыңдау үшін заманауи деңгейде жағдай жасалған", - деді Машкевич. Фото: NUR.KZ Ақтөбе облыстық шығармашылық академиясының құрылысы 2016 жылдың жазында басталған болатын. Бизнестің əлеуметтік жауапкершілігі аясында "Казхром ТҰК" АҚ Ақтөбе қаласындағы қосымша білім беру нысанының жаңа құрылысына 1,3 млрд теңге бөлді. Қазіргі таңда ғимарат жұмыстары аяқталуға жақын. Академия соңғы үлгідегі қондырғылармен жабдықталған. Аспан əлемін қамтитын ультра-заманауи планетарий, телескопы ғимараттың шатырында орналасқан обсерватория, театр студиясы, т.б. бар. Мұнда 100-ден аса үйірмелер мен секциялар жұмыс жасайтын болады. Тағы оқыңыздар: Әйгілі Turkvision байқауы биыл Қазақстанда өтетін болды Жансая Әбдімәлік ерлер арасында халықаралық шахмет шебері атанды Екпе алудың маңыздылығы жөнінде үгіт-насихатты енді имамдар жүргізетін болды БАҚ: "Қайрат" футболистері жеке ұшақпен ұшуы мүмкін Көкшетауда салмағы 700 грамм болатын сәби дүниеге келді
Председатель Совета директоров компании Евразийская Группа (ERG) Александр Машкевич признался, что благодарен акиму Актюбинской области Бердыбеку Сапарбаеву за идею построить в Актобе Академию творчества. Миллиардер заявил об этом во время выступления на встрече по вопросам технологической модернизации предприятий Актюбинской области, состоявшейся с участием Премьер-Министра РК. В своей речи Машкевич также охарактеризовал Сапарбаева как человека «с конструктивным, абсолютно творческим и по-настоящему партнерским подходом». «Мы благодарны Вам за ваше видение, за Вашу поддержку, и мы благодарны Вам за то, что Вы убедили нас выделить деньги на Дом школьника(Академия творчества – прим. ред). Мы благодарны потому что, когда мы буквально недавно там были с акимом, и я увидел, что это за Дом школьника. Тысяча детей будет заниматься в день, причем какие творческие подходы, на современном уровне все», - сказал Машкевич. Строительство Актюбинской областной академии творчества было начато летом 2016 года. В рамках социальной ответственности бизнеса АО «ТНК «Казхром» вложило в строительство нового центра дополнительного образования в Актобе 1,3 млрд тенге. В настоящее время работы по обустройству здания практически завершены. Академия будет оснащена самым современным оборудованием, отличительной чертой станут: ультрасовременный планетарий с полнокупольнымнебом, обсерватория с телескопом на крыше здания, техническая и IT-лаборатория, кабинеты робототехники, судомоделирования, театральная студия и многое другое. Здесь будут функционировать более 100 кружков и секций. Поделитесь этой новостью в Whatsapp или в соцсетях ⇓⇓⇓ Читайте также: Поразившая жюри юная алматинка прошла в финал шоу "Голос. Дети">> Квартиры в Алматы подешевели с начала года>> Ученые: На Землю надвигается огромный астероид>>
ISTANBUL ― Flying back to Istanbul after a warm week in Britain ― where it felt liberating to be away from the constant political chatter back home ― I came to the shocking realization that the Netherlands, of all things, had been dominating Turkey’s news cycle in my absence. In Germany, and now in the Netherlands, Turkish politicians who support Turkish President Recep Tayyip Erdoğan’s proposal for an executive presidency in the upcoming April referendum, had been barred from organizing public rallies for Turks there who can vote, I learned. Those countries are important in my personal history ― I lived in them and wandered in their streets. I fell in and out of love in their bohemian quarters. And in my 20s, they represented freedom to my youthful mind, even while I was witnessing the rebirth of a specter in their dark corners ― the specter of “the barbarian.” 'Turks are ugly, regressive and violent; they are rapists and murderers; they need to be stopped.' This is the message spreading in Europe nowadays. At the time, I was unprepared for the ominous power of identity politics, ready to prove to my European hosts that I was not a barbarian but a civilized young man from Turkey. The same was not expected from students who didn’t come from Muslim-majority countries. I am not a conservative, but reading about the recent violent events against conservative Turks there ― the Dutch police had attacked those who came to the Turkish consulate in Rotterdam to support a conservative Turkish politician ― deeply unsettled me. I came across an article about a video of a group of men in Switzerland dressed as terrifying Ottoman Turks ― they had thick beards and fezzes on their heads, the piece reported. Marching like Death Troopers, with the Turkish president representing a kind of Darth Vader, they seemed to scream, “Turks are ugly, regressive and violent; they are rapists and murderers; they need to be stopped.” This is the message spreading in Europe nowadays ― a new ghost set to haunt the continent even more than it already has. While the tone in Switzerland wasn’t as harsh toward Turkey as Germany or the Netherlands on rallies, this footage, which I cannot verify but which was spread around on social media here, was shocking for many Turks. But for me, this terrifying bogeyman seemed eerily familiar. I don’t like murderers, but I don’t like European politicians telling me I will be perceived as one of those nasty people if I act too Turkish, for that is clearly the sentiment, part of a larger anti-Muslim sentiment, being disseminated from cities across Europe these days. Thanks to the rise of right-wing politics, the most liberal countries in the continent have changed beyond return. In the Netherlands, where I was a graduate student a decade ago, I had once taken much pleasure in being away from the kind of nationalism that had been brewing up in Turkey back then. As someone deeply weary of jingoism and the political rhetoric of patriotism, I had long disliked Turkish identity politics. And yet, it was also in the Netherlands that I’d realized the uncannily inescapable power of national and religious identity ― of the misery of being pigeonholed into categories inside which I couldn’t help but appear to Europeans. I don’t like murderers, but I don’t like European politicians telling me I will be perceived as one of those nasty people if I act too Turkish. On the day I arrived in Amsterdam in 2004, a Dutch-Moroccan extremist had cut the throat of filmmaker Theo van Gogh near Oosterpark, a public park located a few hundred meters away from my apartment. I had had little idea then but I would have no other choice but to experience my new city under the shadow of that murder. As my plane flew over the Rhine, I remembered that day ― November 2, 2004 ― when I headed out with my flatmate and a graduate student I had just met. There was outrage on the Amsterdam street ― a feeling equally intense to that produced by the assassination, in 2002, of Pim Fortuyn, a politician who held anti-Islam views similar to those of Theo van Gogh and Geert Wilders. In the liberal capital of Europe, Fortuyn’s assassination, the first in Dutch history in centuries, had sent shockwaves. The killing of van Gogh in 2004 rekindled that feeling with a fervor. That was understandable. When someone is assassinated in a park of your city, you are perfectly entitled to be outraged. But then again, ideology cunningly makes use of such feelings. And so it did in Amsterdam from my first day there. A war had been waged against liberal values by “barbarians,” locals whispered to each other, and that needed to be answered with equal ferocity ― for people like now-far-right candidate Geert Wilders, but also for mainstream politicians, this sense of outrage would turn into an opportunity. Despite Wilders’ defeat by incumbent Prime Minister Mark Rutte in this week’s elections, mainstream Dutch politics had already turned right-wing and anti-Islam back then, thanks to the instrumentalization of that 2004 murder. The fact that Wilders’ party came in second shows it’s still a contender. That night, we had made our way to an avant garde bar. We were full of hopes and dreams. We talked about Jacques Derrida and wanted to explore minds as curious as ours ― I wanted to discover new views and face new ideas. Instead, I was lectured by a group of old local hippies at the bar about the beauty of freedom in Europe. Learning that I was coming from Turkey, they instructed me to tell my “Muslim countrymen” about the importance of Enlightenment. Oh, the Enlightenment, that sacred word! The idea that destroying Islam from the face of the earth was a necessary condition of our liberation was almost laughable. Gradually, I was realizing how coming from a Muslim country was equal in this land to having the potential to become a “barbarian.” Wear a white mask and no European fears you ... But behind masks and the erasure of one’s perceived self, lies the seeds of subjugation and self-denial. It is a difficult task, for a liberal to understand his condescension towards the “regressive” people of the world. The liberal worldview smoothly provides the comforting bubble of opinion outside of which all seems barbaric. In Amsterdam all was fine as long as I acted in a non-Turkish way and agreed to “de-Turkishize” my character. As an aspiring Oscar Wilde scholar and, like him, someone deeply suspicious of nationalism, that was easy. But did I really want to hate my own past and memories and experiences? Just wear a white mask and no European fears you any longer. But behind masks and the erasure of one’s perceived self, lies the seeds of subjugation and self-denial. Politics is theater, and whilst talking about books in Britain, I had almost missed the biggest play on offer, I realized as the plane flew over Europe: Turkey’s foreign minister had been banned from landing in the Netherlands, the Turkish minister of families stopped outside the door in the Turkish consulate in Rotterdam before reportedly being forced to spend about four hours in her car, and others. This reminded me of how the Turk is a crucial character in the European psyche. While in Britain on my most recent trip, a local gentleman told me that his aunt used to warn him against becoming “a Turk” when he acted violently. The Turk: the darkest fear of the European, the age-old stereotype goes. What is more surprising to me is how the most liberal friends I have on social media have started expressing views that are but an evolution of that stereotype so masterfully repurposed by right-wing politicians ― my friends consider themselves left wing and yet they openly confess to agreeing with the views of Wilders on Turks living in European Union countries. The Turk is a crucial character in the European psyche ... the darkest fear of the European. Reading about how a Dutch mayor said he’d given special forces the go ahead to open fire on the Turkish crowd in Rotterdam if they found it necessary and the protests in Istanbul where someone reportedly changed the Dutch flag at the consulate with the Turkish one, I was initially reminded of the protest culture in my homeland ― or rather it’s violent suppression by the Turkish state. This was, after all, precisely the kind of reaction the Turkish police force had towards protesters at Gezi Park in Istanbul during 2013’s environmentalist uprising. Young activists were killed, and fear and anxiety had dominated the public space. The authorities acted cowardly, as they often do, and young people were understandably furious. Officials ruthlessly burned the tents of young people whose ideals they failed to burn ― they live on. People watching Turkey back then might have pointed at the violence in Gezi as yet another reason to brand us barbarians. But just as it wasn’t fair to label me with this term back in 2004 as a student looking to get an education in the Netherlands, this label isn’t fair here either. Turks like the novelist Orhan Pamuk or the filmmaker Nuri Bilge Ceylan have been inspiring youth all over the world because of their explorations of the Turkish psyche and the Anatolian heartland. They have challenged the stereotype of “the regressive Turkish culture,” instead choosing to focus on exploring its intricacies. From contemporary artists like Deniz Tortum and Deniz Gamze Ergüven to musicians like Gaye Su Akyol, a new generation of creative Turks are also producing exciting artworks. But why should I, a Turkish novelist, be forced to give examples of Nobelists, Palme d’Or winners and Academy Awards nominees to prove that Turks can be creative, worthwhile members of the international community? Citizens of only some nations are put in this unsettling position. I’m afraid that the rise of this intensely creative new generation of Turks, as well as the existence of perfectly civilized Turkish citizens, will do little in combating the image of “the barbarian” that had long haunted the European psyche and made a comeback a decade ago. Having taken the shape of the fez-wearing Ottoman Turk, an image meant to terrify us and change our ways, this specter will prove ineffective in turning Turks, the majority of whom don’t see their traditional culture as a form of barbarism, into something else ― it may even turn the Ottoman fez into a fashion item. Despite Geert Wilders’ defeat, I fear that the genie put out of the bottle by right-wing European politicians will continue haunting the continent. As my plane started descending on Istanbul, I had the distinct memory of an Amsterdam coffeehouse by a canal that I used to frequent as a 23-year-old. With a cigarette in my hand, I would reflect on the kind of nationalism brewing in my homeland and believed, naively, that the laid-back streets of this city could provide an antidote, and a solution, to all that. Despite Wilders’ defeat, I fear that the genie put out of the bottle by right-wing European politicians will continue haunting the continent. It was raining at Atatürk Airport when I touched ground, and the night seemed grim. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.