How employees of Bereke Bank figured out who is the best at CS2: we tell you about the bank's cyber tournament

Anastasia Mikhaylova, Corporate Culture Specialist

The cyber tournament became a form of informal communication and team building. Employees from different departments joined together to form representative teams, got to know each other, and spent time away from their usual work tasks. We deliberately did not restrict participation by region: we were ready to invite teams from branches that advanced further to Almaty for the final matches.

There were more than 120 applications — much more than we expected. As a result, we selected 10 teams from the branches and 10 from the central office. We held preliminary qualifying matches to determine the finalists. A pleasant surprise was the participation of women, who not only joined the teams but also reached the semifinals.

The participants showed high engagement, openness, and mutual respect. When necessary, they themselves offered to reschedule matches, agreed on times, and tried to create a comfortable atmosphere. During the tournament, internal communication strengthened — new connections emerged between departments, which are already helping with work collaboration today.

Employees demonstrated a willingness to support each other, while fans and managers enthusiastically watched the games. This became a signal that corporate culture is truly alive, not just existing on paper.

Working with the gaming company was particularly memorable. Since I don’t play CS2 myself, I had to learn the terms and mechanics. Colleagues helped, explained, waited, and provided feedback. The tournament became a joint project where everyone felt like part of a single endeavor.

Employees took away positive emotions and a desire to repeat the experience. Many are already saying they want to train for the next tournament to play better.

The tournament became part of that very “living” corporate culture we often talk about.

Tristan Abdrakhmanov, Middle Backend Developer, UNTITLED team

I have long been passionate about video games. When I learned about the tournament, I immediately wanted to participate. It was nice to find out that the bank supports such initiatives. Everything aligned — the desire and the opportunity.

The main motivation was victory. But for me, the most important thing was to test myself and the team in competition.

Our team formed quickly: a friend and former classmate invited me to join. They already had an established lineup, and I became the fifth player. We quickly found common ground.

I didn’t tell anyone, but the information spread quickly — thanks to newsletters and stream announcements. Colleagues approached to wish us luck. This created a sense of team spirit and support. Games, especially team games, develop the ability to set goals, prioritize tasks, and work with focus. These skills are definitely useful in the work process. The tournament brought participants closer. We got to know each other better and established contact. This positively affected teamwork as a whole.

What stood out most was the quarterfinal match: one of our teammates’ computer broke down, and my keyboard lagged throughout the entire game. Despite this, we won the match.

Bereke Bank gives employees great opportunities. Such initiatives provide a recharge and new energy. We found ourselves in an informal, lively, fun atmosphere. It’s great that we can not only work but also find like-minded people, build careers, and still be ourselves.

Tatiana Kopachevskaya, Head of Culture and Happiness Department

The tournament is a format that speaks the language of the younger generation, and our team has many such people: active, digital, and competitive. This is about live interaction, about people, and about community. For employees, it’s about the opportunity to be themselves; for the market, it’s about Bereke Bank’s courage to try something new; and for society, it’s about the bank being an open and modern ecosystem.

We saw passion, enthusiasm, and a will to win. People who are usually quiet or reserved suddenly became leaders, inspired the team, and took responsibility. This remarkable transformation is valuable.

After such tournaments, people look at each other differently: not as accountants or analysts, but as comrades with whom you have already shared joy and tension. This builds trust, and trust is the foundation of a strong culture.

Participants took away the feeling of “I am important,” “I am on the team,” “I can do more.” This feeling carries over into the work rhythm — there is a desire to engage, offer ideas, and be useful. And this is exactly the effect for which everything was conceived.