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 KAZAKHSTAN International Business Magazine №5, 2011
ARCHIVE

We Are Focused on Further Growth

Minister of Oil and Gas Sauat Mynbayev gives an interview to the International Business Magazine Kazakhstan.

Kazakhstan’s Oil and Gas Sector in 1996–2010: Reserves, Production and Investment

The results achieved by Kazakhstan in the last 15 years in the area of development of oilfields and gas and gas condensate deposits laid the foundation for the successful development of the oil and gas sector. Along with that, considerable reserves of hydrocarbons in the subsurface of the republic, coupled with the imbalance in the external markets between the suppliers and consumers of energy resources are evidence that this industry will continue to remain a pillar of the national economy.

Responsibility of Business: Strategies and Results

Corporate social responsibility (CSR) in Kazakhstan is entering a phase of its maturity. Ten years ago the question of transparency of companies or their participation in the development of local communities did not arise, in general, today CSR has become an integral part of doing business for almost all large companies operating inkey sectors of the domestic economy. CSR plays a special role in the interaction of the state, society and oil and gas companies. Energy giants are creating their own charitable foundations within their structures; these charitable foundations provide educational grants, allocate money for infrastructure development of the regions and for sponsorship. In 2011, the organizers of the Sixth Eurasian Forum made a decision to conduct the First Contest of Corporate Social Responsibility "Art-Namys" among the energy companies. This contest will take place a part of the Health, Safety and Environment exhibition. Taking into account the importance of this initiative, theInternational Business Magazine Kazakhstan decided to support this initiative and held a blitz-poll among the leaders of Kazakhstan's oil and gas sector.

CorporateSocialResponsibility Partnership is a Key to Success

BG Group has had a presence in Kazakhstan for almost 20 years, since shortly after the country’s independence. In that time BG Group has paid close attention to businessethicsandcorporatesocialstandards in how the Company works with its partners, personnel and neighboring communities.

Investment in Human Capital as a Contribution in the Future

Among the factors increasing competitiveness is the availability of professional staff. This simple formula is applicable both to the entire country and operation of a single enterprise. Because, even with the most advanced equipment,modern technologies and most successful innovations, the state or company cannot develop efficiently without having a sufficient number of people who are able to adequately operate them. This is a fact well known by the government and business circles. Today there are a number of operating government programs in Kazakhstan aimed to improve the quality of education to make it meet the challenges of the future innovation economy of the country. In parallel, almost every Kazakhstani company is implementing its own personnel policy to increase knowledge, productivity and loyalty of their employees. Because it is one thing to develop staff, and another thing to hold then in place.

Kazakhstani Сontent in Procurement of Subsoil Users

During the recent one and a half year we could view a sharp increase in the interest of subsoil users and their contractors to the issues of Kazakhstani content in the procurement of goods, works and services. In the first instance it is connected with changes of subsoil and subsoil use legislation, as well as with toughening of the policy held by the Kazakhstan Government with regard to development of Kazakhstani content.



Table of contents
More Oil Soon  Editorial 
Kazakhstani Сontent in Procurement of Subsoil Users  Yerbolat Yerkebulanov, Dariya Saginova 
· 2016 №1  №2  №3  №4  №5
· 2015 №1  №2  №3  №4  №5  №6
· 2014 №1  №2  №3  №4  №5  №6
· 2013 №1  №2  №3  №4  №5  №6
· 2012 №1  №2  №3  №4  №5  №6
· 2011 №1  №2  №3  №4  №5  №6
· 2010 №1  №2  №3  №4  №5/6
· 2009 №1  №2  №3  №4  №5  №6
· 2008 №1  №2  №3  №4  №5/6
· 2007 №1  №2  №3  №4
· 2006 №1  №2  №3  №4
· 2005 №1  №2  №3  №4
· 2004 №1  №2  №3  №4
· 2003 №1  №2  №3  №4
· 2002 №1  №2  №3  №4
· 2001 №1/2  №3/4  №5/6
· 2000 №1  №2  №3





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