1. GENERAL PROVISIONS

These Regulations have been developed to foster among the employees of the organization a shared ideology, system of values, and uniform standards of conduct consistent with the high ethical principles and standards of the educational environment in which AIRT-Ecomed, hereinafter referred to as the “Academy,” operates.

These Regulations constitute a set of rules, principles, and standards in accordance with which all employees, regardless of their position, shall organize and perform their work. The Regulations are intended to contribute to improving the efficiency and competitiveness of the Academy.

The principles and rules set forth in these Regulations are mandatory for all employees of the Academy. Each employee bears personal responsibility for strict compliance with these rules and principles in the performance of their duties. Each head of a subdivision is responsible for ensuring strict compliance with these rules and principles by employees under their supervision.

These Regulations form part of the documentation supporting the operation of the Academy’s Quality Management System (QMS) and have been developed on the basis of international quality standards:

— ISO 9001:2008, “Quality Management and Quality Assurance Standards. Guidelines for Selection and Use”;

— Business Ethics Standards. These standards are used to monitor the ethical conduct of Academy employees and other partners, ensure compliance with the Charter, and monitor compliance with the organization’s rules by its employees and partners;

— Professional Ethics Standards. Rules and standards governing the professional conduct of Academy employees, internal communications, and interaction with partners, clients, customers, and other stakeholders.

2. BASIC CONCEPTS AND DEFINITIONS USED IN THE CORPORATE CULTURE SYSTEM

Professional Etiquette — a system of interpersonal interaction between the head of a structural subdivision and subordinates, senior managers, and other employees. Cooperation and mutual understanding are the fundamental principles of business ethics. Professional etiquette facilitates the establishment of interpersonal contacts, contributes to the resolution of business matters, and promotes a favorable social and psychological environment within the team.

Management Ethics — a set of moral standards, rules, and principles governing the conduct and relationships of Academy employees in the management process. Management ethics is based on the principle that the employee as an individual occupies a central position within the management system.

Communication Etiquette — rules governing conversations and interpersonal interaction. This includes etiquette for conducting discussions, meetings, public speaking, and drafting business correspondence. It encompasses established forms of address, ways of expressing requests and gratitude, and methods of presenting arguments appropriate to a particular situation.

Business Reputation — the good standing of the organization, assessed through a system of qualitative and quantitative indicators and criteria demonstrating the Academy’s fulfillment of its obligations to employees, partners, and clients, as well as its timely performance of contracts, agreements, and memoranda. The organization considers financial solvency, profitability, quality of services, quality of specialist training, and a high level of workplace discipline to be important factors contributing to its reputation.

Corporate Culture — a set of standards, rules, values, and ethical principles that guide the Academy and its employees in their day-to-day activities. The Academy adopts models of conduct developed through professional activities, adaptation to the external environment, and internal integration that have proven effective and are shared by Academy employees.

Corporate Identity — a combination of visual and other elements, including the logo and corporate symbols, that ensure recognition of the Academy and its services and enable the organization to emphasize its distinctive identity. The Academy’s image is shaped by how the organization is understood, perceived, and experienced both internally and externally.

Human Resources Policy — a comprehensive and objectively determined personnel management strategy combining various forms, methods, and models of human resources management.

Corporate Spirit — the underlying principle that shapes the conduct and actions of employees and managers and is reflected in the behavior of individuals who share the Academy’s mission, goals, and strategic development objectives.

1. GOALS AND OBJECTIVES

The principal area of activity of the subdivision is strategic planning of the Academy’s development in accordance with state programs for the development of the relevant sector, as well as implementation of Quality Management System principles and maintenance of the Quality Management System within the Academy.

The primary objective of the subdivision is to implement the strategic development plan aimed at improving the quality of medical education, scientific activities, and clinical activities through the use, dissemination, and development of modern technologies in accordance with the principles of the Quality Management System.

The principal objectives of the subdivision are:

— strategic planning of the Academy’s development, taking into account the priority areas of education, science, and healthcare in the Republic of Kazakhstan;

— improvement and updating of the Academy’s strategic development plan, taking into account relevant policy and program documents;

— implementation within the Academy of a Quality Management System that complies with ISO 9001:2008 requirements;

— improvement of human resources management and HR services;

— improvement of public relations activities;

— improvement of mechanisms supporting the development and use of the state language;

— organization of the activities of the Local Ethics Commission;

— organization of the activities of the Academy’s Competition Commission;

— implementation of ethical principles throughout all processes of the Academy;

— improvement of the Academy’s corporate management system;

— promotion of cooperation with international and other higher education institutions to improve the training of healthcare professionals;

— analysis of the effectiveness of the Academy’s activities.

2. FUNCTIONS

In implementing its established goals and objectives, the subdivision performs the following principal functions and areas of activity:

— development, monitoring, and supervision of implementation of the Academy’s strategic development plan in the short, medium, and long term;

— development of documents and recommendations relating to the Quality Management System for the purpose of identifying opportunities to improve organizational management;

— supervision of human resources management and HR activities;

— supervision of public relations activities;

— supervision of activities aimed at developing and promoting the state language within the Academy;

— development of documentation for the Competition Commission;

— development and implementation of requirements governing competitive selection of Academy employees;

— development of documentation for the Local Ethics Commission;

— planning, monitoring, and supervision of the activities of the Local Ethics Commission;

— methodological support for the activities of the Local Ethics Commission to ensure compliance with international ethical principles and standards in medicine;

— provision of recommendations and training to employees in innovative management methods for the purpose of improving organizational management;

— assessment of the effectiveness of the Academy’s activities and submission to the HR service of the Department of Strategic Development and International Cooperation of proposals concerning incentives for high-performing employees and structural subdivisions;

— assessment of candidates for compliance with key competencies when applying for employment at the Academy;

— planning professional training for department employees to improve their professional competencies;

— facilitating cooperation with higher education institutions and international and other medical organizations for the purpose of conducting joint activities and submitting proposals to the Department of Strategic Development and International Cooperation concerning the conclusion of relevant agreements;

— development of corrective measures aimed at improving the Academy’s activities based on the results of expert assessments conducted by supervisory authorities;

— analysis of the effectiveness of the Academy’s activities.

The functions of the subdivision may be supplemented or amended in accordance with the established procedure.

3. RIGHTS AND DUTIES

Rights and Duties of the Rector

The Rector has the right and duty to:

— make decisions concerning organization of the subdivision’s work, specialization of employees, and allocation of work and assignments among them;

— issue instructions and assignments to subordinate employees on matters falling within the scope of the Rector’s functional responsibilities;

— monitor performance of assignments and work and ensure timely completion of individual instructions and assignments by employees of the subdivision;

— make decisions on matters falling within the Rector’s area of responsibility in the course of fulfilling the subdivision’s objectives;

— use technical resources available to the Academy for official purposes;

— organize and participate in activities aimed at improving employees’ professional qualifications and submit requests to the relevant subdivisions of the Academy concerning the participation of employees in professional development courses and seminars;

— report identified deficiencies and problems within the scope of the Rector’s authority;

— submit proposals for improving work related to the performance of assigned duties.

Other rights and duties of the head and employees of the subdivision are specified in the relevant job descriptions.

4. RESPONSIBILITY

The Rector shall bear responsibility within the limits established by the applicable labor legislation of the Republic of Kazakhstan:

— for the results and effectiveness of the subdivision’s activities;

— for failure to ensure the performance of the Rector’s functional duties and for the work of subordinate employees as a whole;

— for failure to perform or improper performance of official duties assigned under the relevant job description; for offenses committed in the course of employment; and for causing material damage;

— for the consequences of decisions made beyond the scope of the Rector’s authority as established by legislation, the Academy’s Charter, other regulatory legal acts, and the Academy’s Regulations;

— for using the Academy’s property and resources for personal interests or interests contrary to those of the Academy;

— for failure to submit reports on completed work to the immediate supervisor within the prescribed time limits;

— for failure to maintain commercial confidentiality;

— for failure to ensure compliance with labor discipline by subordinate employees;

— for failure to ensure performance of the Rector’s functional duties and the work of subordinate employees of the subdivision as a whole.

Other provisions concerning the responsibility of the head and employees of the subdivision are specified in the relevant job descriptions.

5. FINAL PROVISIONS

Responsibility for monitoring compliance with and timely updating of these Regulations shall rest with the Director of the subdivision, who shall ensure that the Regulations are communicated to subordinate employees and relevant officials of the Academy and that their signatures are collected on the Acknowledgment Sheet.

Amendments and additions to these Regulations shall be introduced either by preparing a new version of the Regulations governing the subdivision or by formalizing amendments and additions as appendices to these Regulations on the basis of an order of the Rector or another authorized official of the Academy. Such amendments and additions shall be communicated to employees of the subdivision and relevant officials of the Academy.

These Regulations shall enter into force on the date of their approval and shall remain in effect until revoked in accordance with the established procedure by the Director or another authorized official of the Academy.

If the subdivision is abolished or a new version of the Regulations governing the subdivision is approved, these Regulations shall cease to have legal effect and shall become invalid.

The original copy of these Regulations shall be kept by the Human Resources Department, and a copy shall be kept by the relevant operational subdivision.