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| 87 page |
www.InvestKz.com
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Kazakhstan
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Kazakhstan
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Kazakhstan
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79
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81
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l 2012#1l
Kazakhstan
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Kazakhstan 2012#1
83
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l 2012#1l
Kazakhstan
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85
2
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1
made in kz 2012
a n n u a l
b u s i n e s s
o v e r
i e w
AIID PROGRAM
Mission is possible
l 2012#1l
Kazakhstan
Kazakhstan 2012#1
89
AIID PROGRAM
System basis of industrial innovative development
State program of accelerated industrial
innovative development for 20102014
Legislation
On Special economic zones
On energy efficiency and
energy saving
On state support to industrial
innovative activities
Permit and licensing system
Support programs
State stimulation
13 industrial programs
16 programs of regional
development
9 functional programs
Strategic plans of
government bodies
Productivity
Investor
Business Road Map
Post-crisis Recovery
Export, etc.
Scheme of efficient
placement of production facilities
Republic Industrialization Map
Region Industrialization Maps
100 instruments of state support
90
l 2012#1l
Kazakhstan
AIID PROGRAM
Industrialization Map of Kazakhstan 20102014
Total number of projects
608
Problem projects
9,696.9
Total, including:
Lack of finances
Management
Lack of resources
Lack of facilities
Land allocation/
land buy-back
No sales market
Others
Confirmed funding
billion KZT
7,561.57
billion KZT
Unconfirmed funding
2,135.36
billion KZT
Megaprojects from
theCenter
cco r d in g t o A s s e t I s s e ke sh e v,
thegovernment level work under
theframework of SPAIID will be continued
mainly intwo directions.
First of all , thefur ther formation
and implementation of thesystematic
industr ial policy consider ing
est ablishment of SEP, entrance of
Kazakhstan into WTO and therisk of
facing a financial crisis. Themajor goal
of this policy remains strengthening
thecompetitiveness of national business,
modernization and reconstruction of
current industrial base, activation of
processes, targeted atraising thelabor
productivity, energy ef f iciency and,
ingener al , sus t ainabl e economic
development.
Secondly, general coordination of
investment projects implementation
under t heIndus t r ializ at ion Map.
Thegovernment promises to strengthen
work on220 currently constructed
projects, for each of which there will
be a personal responsibility of thefirst
manager of theagency or national
company. As a result, until theend
of 2012 MINT isplanning to ensure
thelaunch of 130 new enterpr ises.
Theprogram operators have started an
update of theIndustrialization Map.
Atthe same time, theproject selection
will be tightened, while theinitiating
private companies are expected to have
appropriate competence, understandable
business strategy as well as sustainable
and competitive business models.
92
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Number
157
71
33
20
26
6
Amount,
billion KZT
5,963.5
3,314.8
2,087.3
194.2
100.2
22.4
5
17
5
239.6
AIID PROGRAM
issues and start theconstruction of
theKartaly Tobol Kokshetau Astana
gas pipeline (with outlets to thecities
of Karaganda and Petropavlovsk) with a
capacity to 6 billion cubic meters per year.
Thetotal cost of thefirst line gasification
project will reach 328.7 billion tenge.
Mr. Kiinov said that thegasification of
thenorthern regions makes sense only
inthe case of financing from state budget
since theproject implementation, based
exclusively onmarket mechanisms, will
not allow to ensure acceptable gas price
level for final customers.
TheKarachaganak gas processing plant,
whose capacity will reach 5 billion cubic
meters, will be thesource of natural gas for
thefuture gas pipeline. Theconstruction
of this plant isestimated by KMG at$3.736
billion. This year thecompany isplanning
to get feedback onthe feasibility study
from state agencies, define theproject
documentation with thedeveloper as well
as finish thedesign. As Mr. Kiinov specified
there are two options for implementation
of thefirst line of theproject that were
proposed by ENI and Petrofac companies.
According to ENI, theimplementation
term and cost 20152019 and $4.9
billion; according to Petrofac 20132016
and $2.5 billion. Itis necessary to start
negotiations onensuring theraw material
supply for thegas processing plant from
theKarachaganak field that, inthe opinion
of KMG head, isone of key issues.
Theinfrastructure block of theprojects,
mentioned by thehead of thestate inhis
message, includes theconstruction of two
new railway spurs and theKazakhstani part
of theWestern Europe Western China
automobile corridor. Theimplementation
of thelast one started three years ago.
Nursultan Nazarbayev informed that
works onconstruction of theautomobile
highway with thecost of 875 billion
tenge need to be accomplished next year.
However, later onthe Minister of transport
and communications Askar Zhumagaliyev
said that thelast 465 kilometers of
theroad will be finished only in2015.
Theconstruction of theZhezkazgan
Beyneu and theArkalyk Shubarkol
railways ismanaged by JSC NC Kazakhstan
Temir Zholy. According to thecompany
President Askar Mamin, these projects
have strategic impor tance and will
significantly raise theexport and transit
potent ial of Kazakhstan. Thetotal
94
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Kazakhstan
A special control by
thePresident of the
country isput over
implementation of 11
megaprojects. Overall,
itis expected to invest
over 4.5 billion tenge
and create over 150
thousand jobs there.
organize rotation camps and prepare
theterritor y. Both projects must be
completed in2016.
JSC Samruk-Energo isresponsible
for theconstruction of theBalkhash
steam power plant with a capacity of
1320 megawatt and cost of $2.3 billion.
According to Almasadam Satkaliyev,
theChairman of its board of directors,
thenegotiations with theconsortium of
KEPCO and Samsung companies are already
completed onmajor project agreements.
Atthe moment, theconstruction and
assembly operations onthe preparatory
pha s e f ac ilit ie s are inprogre s s:
t h ee x p ans ion o f t h eK ar ao t ko l
r ailway s t at ion, moder nizat ion of
theroad approach and construction of
thetechnical water conduit. Meanwhile,
thePresident of Kazakhstan assigned to
start theconstruction of thefirst module
of theBalkhash steam power plant this
96
l 2012#1l
Kazakhstan
New law
At
Investment priorities
Kazakhstan 2012#1
97
samruk-k azyna
Overall, under the framework of AIID
the Samruk-Kazyna group of companies
implements 24 large investment projects
for total amount of $15.3 billion that are
represented in nearly all sectors of the
economy and have strategic importance in
reaching the goals of new industrialization.
According to Asset Abdygapparov, the
managing director of the Fund, at the
moment SWF has already finished 5 projects,
included in the Industrialization Map.
Specifically, SWF finished the construction
of the Moynak hydropower plant with a
capacity of 300 MWatt. Kazakhstan Temir
Zholy launched the working motion at two
railroad lines: Zhetygen Korgas and Uzen
state border with Turkmenistan. SWF also
started a freight wagon producing plant in
Ekibastuz and Talgo passenger wagon plant
in Astana.
SWF is also actively running projects on
modernization of the Shardarin hydropower
plant as well as the expansion of capacities
of Ekibastuz-based SDPP-1 and SDPP-2.
JSC KEGOC is running the modernization
of national power networks (II phase)
and construction of the Alma 500 kilovolt
electrical substation to ensure a reliable
power supply to the Almaty region.
In the oil and gas industry SWF is building
the Beyneu Shymkent gas pipeline while
in the petrochemical industr y SWF is
constructing an aromatic hydrocarbon
producing plant at the Atyrau oil refinery.
The construction of an integrated gas
chemical plant in the Atyrau oblast,
modernization of a sulfuric plant with
the capacity of 180 thousand tons in the
Stepnogorsk city of the Akmola oblast,
establishment of road bitumen production
at the Aktay plastic mass plant targeted at
strengthening the export potential of the
republic of movement of enterprises into a
higher level of production.
In the telecommunicat ions sec tor
JSC Kazakhtelecom implement s the
construction of FTTH (Fiber to the Home)
project that will enable to ensure the
average speed of broadband access to
internet at 16 megabit/second in Astana
and Almaty by 2012 and in the oblast
centers by 2016.
Among the innovative initiatives of the
Fund under AIID program, Mr. Abdygapparov
highlighted the project on producing the
photovoltaic modules, based on Kazakhstani
silicon (Kaz PV), implemented by JSC NAC
Kazatomprom.
98
l 2012#1l
Kazakhstan
There is money
It
To support Kazakhstani
content
samruk-k azyna
General Electric, Alstom, Siemens, Talgo
and Transmashholding. At the same time,
every project assumes the localization of
components and parts production. The
plants, producing diesel locomotives,
passenger and freight wagons, already
discuss this issue with 40 local machine
building companies that will allow to reach
their localization level to 50% by 2015.
Thus, until the end of 2012 it is planned to
launch the output of a large car casting at
JSC Vostokmashzavod (Ust-Kamenogorsk),
KMZ after Parkhomenko LLC (Karaganda),
Simplex Mash LLC (Temirtau) and Format
Mach Company LLC (Pavlodar) as well as
track switching equipment and wheels
at Prommashkomplekt LLC (Ekibastuz).
Rail-tracks production is a matter of
strategic importance for KTZ: the company
already signed the memorandum with JSC
ArselorMittal Temirtau on the establishment
of a joint venture in Karaganda for
manufacturing rails and special sections.
In accordance with reached agreements,
the launch of the enterprise is scheduled
to 2014.
Similar work, albeit in the f ield of
development of oil and gas machine building,
is conducted by JSC NC KazMunayGas group
of companies: only in 2011 KMG started 16
new plants. The company is planning to
implement another 6 investment projects,
the investment volume in which will
account of 1350 billion tenge and will
create over 4.2 thousand jobs.
The major potential for further growth
of Kazakhstani content is the procurement
of large oil and gas project operators. In
this concern, KMG and the Machine builders
Union of Kazakhstan established 3 joint
working groups with participation of JV
Tengizchevroil, NCOC and Karachaganak
Petroleum Operating B.V. Their task is to
define the list of oil and gas equipment that
could be potentially produced in Kazakhstan
as well as a circle of foreign producers
potential partners for establishing joint
machine building enterprises.
The strateg y for development of
Kazakhstani content in large projects will
be implemented in 3 phases. First is the
increase of procurement of goods, whose
output is already set in Kazakhstan. Second
is active facilitation to the production of
non-highly technological goods, based on
current or new enterprises. Third is the
establishment of JV with foreign companies
for production of highly technological
100
l 2012#1l
Kazakhstan
Overcast optimization
We
samruk-k azyna
Table 1. Assets size rating of Samruk-Kazyna affiliated organizations
Company name
Industry
1
KazMunayGas
Oil & Gas
2
BTA Bank
Financial sector
3
Kazakhstan Temir Zholy
Transport
4
Development Bank of Kazakhstan
Financial sector
5
Kazatomprom
Atomic industry
6
Alliance Bank
Financial sector
7
Kazakhtelecom
Telecommunication
8
Samruk-Energy
Energy sector
9
Temirbank
Financial sector
10 Entrepreneurship Development Fund Damu
Financial sector
11 KEGOC
Energy sector
12 Real Estate Fund Samruk-Kazyna
Financial sector
13 Kazyna Capital Management
Financial sector
14 Air Astana
Transport
15 Kazpost
Telecommunication
16 National Innovation Fund
Financial sector
17 Kazakhstan Investment Fund
Financial sector
18 Kazakhstan Engineering
Machinery
19 SK-Pharmaceuticals
Pharmaceutical
20 KazExportGarant
Financial sector
21 Atyrau International Airport
Transport
22 United Chemical Company
Chemical industry
23 Aktobe International Airport
Transport
24 Tau-Ken Samruk
Mining & Metallurgy
25 Samruk-Kazyna Contract
Financial sector
26 Kazakhstan SREI named after Sh. Ch. Chokin
Energy sector
27 Samruk-Kazyna Invest
Financial sector
28 Pavlodar Airport
Transport
29 KOREM
Energy sector
Editorial
As of 2010
102
l 2012#1l
Kazakhstan
blitz poll
Lyazzat Kiinov,
Chief Executive Officer
of JSC National Company
KazMunayGas
1 Theoil and gas companies pay much
attention to scientif ic, technical and
Innovative development since this serves
as theguarantee for their dynamism and
competitiveness. Therefore, until 2016 JSC
National Company KazMunayGas isplanning
to invest about $312 million ininnovative
projects and research and development.
Inorder to ensure theinnovative
development of theoil and gas industry we
have developed an innovative technological
program for thecompany with thepurpose
to create conditions for a wide use of
resource-saving, environmentally safe
industrial technologies. This will help
increase theoil conversion ratio and
product line, improve thequality of products
to theinternational standards level, ensure
thegrowth of reserves and oil production
inthe fields, increase production volumes
and decrease costs. Itis important to
mention that today incooperation with
research and development departments
nearly all foreign oil and gas corporations
are working onmodeling thefields and
studying thezones of interest.
Thepreliminar y estimates indicate
that additional income of KazMunayGas,
generated by innovations, will reach about
$3 billion; atthe same time, thegrowth
of labor productivity inthe company will
reach $149 thousand. Thus, by 2020 given
thelabor productivity at521 thousand US
104
l 2012#1l
Kazakhstan
Vladimir Shkolnik,
Chief Executive Officer
of JSC NAC Kazatomprom
1 Thestrategy of JSC NAC Kazatomprom
assumes building a transnational diversified
company, also including theforeign assets
of thenuclear fuel cycle.
Themajor strategic task of thecompany
isgener a t ion of ma x imum pr of it
per k ilogram of uranium, produced
inKazakhstan, atall thefollowing phases
of NFC through effective and optimal use
of thedomestic mineral resources base
depending oncurrent market structure.
One of t hemajor direc t ions of
t hes t r at e g ic devel opment ist he
diversification of business into adjoining
highly technological areas w ith
thedevelopment of scientific technical and
innovative potential. Under its framework
thecompany established new highly
technological plants, based onrare and
rare-earth metals. Moreover, thecompany
implements a number of innovative projects
for thedevelopment and installation of RER
(solar and wind energy, technologies of heat
pump units).
Themajor priorities of innovative and
technical development of Kazatomprom
are modernizat ion, adopt ion of new
technologies, organization of R&D (research
and development) operations, energy
and resource saving, raising Kazakhstani
content , format ion of a mot ivat ion
mechanism and an innovative culture. We
are launching themonitoring system for
current and promising innovative projects
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Nazarbek Beysen,
Chief Executive Office
of SK-Pharmaceuticals LLC
1 One of key tasks of SK-Pharmaceuticals
LLC as a Single dis t r ibutor isthe
f ac ilit at ion to thedevelopment of
domestic production through signing
l ong t er m cont r ac t s and of f er ing
thepriorities upon procurement process.
As you know Kazakhstan isrunning
t hes t ate progr am onacceler ated
industrial innovative development under
which a number of projects are being
implemented, including those targeted
atthe support of thepharmaceutical
industr y. Themajor indicator isthe
increase of domestic drugs volume inthe
domestic market by 2014 from 30% to
50% innatural units.
This program stimulates themoder
nization of production areas, creates
favorable investment conditions and
ensures guaranteed volume of sales
through a Single distributor.
Our company of f er s K a z akhs t ani
producers thepreferences upon
procurement of drugs and medical
devices. If thetender onthis or another
medicat ion iscompeted by several
potential suppliers, thepriority isgiven
to thedomestic producer, undoubtedly,
not atthe expense of thequality of
offered products.
Today, such measures already let us
increase thecontent of Kazakhstani
producers inthe procurement of a Single
distributor to 68% innatural units.
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Kuanyshbek Yessekeyev,
Chief Executive Officer
of JSC Kazakhtelecom
1 Several major strategic tasks can
be indicated inthe field of innovative
operations of JSC Kazakhtelecom. First of
all, isbuilding an effective organizational
s t r uc ture that meet s key aspec t s
inthis area as well as introduction
of a process model and innovat ive
development strategy that are supposed
to support theinnovation process atall
phases. An important role isplayed by
theemergence of an innovative culture
that isable to significantly influence this
process, being its original accelerator.
JSC Kazakhtelecom pays great attention
to thecreation of necessar y human
resource and infrastructure conditions
inorder to introduce theinnovations
inside thecompany. Under this task
itis expected to develop scientif ic
laboratories and incubators, designated
to run research and development, as well
as theexpansion of excellence centers
for human resources. With thepurpose
to monitor and timely correct innovative
operations itis planned to introduce key
performance indicators for innovation
management systems.
Based onJSC Kazakhtelecom strate
gic development goal s as well as
tasks for innovative development, our
company isrunning innovative projects,
inthe f ield of mobile and opt ical
technologies and cloud comput ing.
Thus, inaccordance with theservice
Kanat Alpysbaev,
Vice-president for
economy and finance
at JSC National Company
Kazakhstan Temir Zholy
1 The contribution of our company
inthe accelerated industrial innovative
development ishard to overestimate.
Today, theportfolio of JSC NC Kazakhstan
Temir Zholy includes 14 innovative
projects, some of which are already inthe
final implementation phase.
Thecompany faces a number of
impor tant tasks. By 2015 we must
increase theoutput of railroad machine
building by 3 times (compared to 2011)
to 300 billion tenge as well as lead
Kazakhstani content inthe procurement
volume to 95%. Within this period we
need to expand thelist of items, produced
domestically for theneeds of railroad
transport, to 5,200 items (in 2011
3,688), as well as create 13,000 new jobs
(in 2011 about 3,000).
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leaders
SPACE Altitudes
of a Titanic Giant
At the beginning of a
long path
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LEADERS
Environmental issues, involving the
application of the advanced developments
and technologies, were always a special
focus of the top management of the plant
while carrying out the production and
corporate governance. In a 45 year history
of the plant the design capacity of the
UKTMP have increased three times, while the
emissions have reduced by 3.2times. This,
in many respects, becomes possible due to
extra investments in the environmental
action plan.
The first large environmental facilities
were put into and accepted for operation at
the end of the eighties of the last century.
These are a water recycling station, new slag
storage pit, units that purify ventilation
gases from dust and various chemical
impurities. In 2004 the plant passed
through certification of the environmental
management system for its compliance with
ISO 14001 and OHSAS 18001. Today, the
UKTMP is introducing into operation new
environmental protection facilities so that
to reduce to the minimum damage caused to
the environment as a result of carrying out
a full cycle of processing of the products.
New horizons
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