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20-
IMD:
.
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English version
| 103 page |
2011
,661
2
0
1
1
contents
10
IMD:
,
a dan dzo
68
10
14
18
72
20
60
64
96
Bank RBK
!
100
140
68
24
72
28
34
38
78
56
Forum
Global Energy Partnership
Connecting East and West
BASF
We Always Strive for Excellence
Park of Nuclear Technologies:
We Combine Science and Business
turkuaz machinery
!
Kazakhmys
Contribution, Worthy of a Leader
A DAN DZO
The Algorithm of Efficiency
Borusan Makina
We Believe in the Future
of Kazakhstan and Are
Willing to Invest in It!
Kokshetauminvody
Reputation Above All
90
52
Devoted to 20 th
Anniversary
of Independence
of the Republic
of Kazakhstan
88
48
Government
Our Task of Priority Is to Build up
a Competitive and Stable Economy
Competitivenes
Life Buoy of Macroeconomics
84
44
2
0
1
1
_
6
74
82
40
English version
KazTransCom
Leaders2011
a n n u a l
b u s i n e s s
o v e r v i e w
| 103 page |
94
www.InvestKz.com
78
78
32
17, 85
53
93
16
41
88
24
32
70
44
32
91, 93
36
35
15, 91
35
70
14, 40
3435
53
32
96
8283
29
49
100
7071
69
85
16, 49, 98
10, 29, 41, 69, 85
3536
69
32
42
29, 32, 3435, 37
69, 72
37
53
58
31
41
74, 76
56
100
--
19
91
71
9192
37
94
70
37
31
32, 37
38
69
29
41
32
94
88
53
A DAN DZO
5658
AES 65
Aker Solutions
53
Amitech Astana
72
Argus Media
32
Ast Etalon Crown
73
Bank of America
41
Bank RBK
100
Barclays Capital
50
BG Group
29
BofA Merrill Lynch
41
Caterpillar 4446
CNH International
88
CNPC 41
CNPC- 68
Conocophillips
30, 41
EnBW 44
ENRC
42, 45, 49, 58
FBT ngeneering
79
Fintur Holdings B.V.
91
Fitch Ratings
42
Franklin Resources
42
Freeport McMoRan Copper & Gold
50
Glencore 49
Great Western Exploration
49
GSM
89
Halliburton 45
Henderson Global 42
HSBC Kazakhstan
69
Hundai Auto Truck & Bus
71
IHS Energy
37
IMD
12, 24, 2627
International Nickel Study Group
50
JP Morgan Asset Management
42
KASE
42, 75
kaspi bank
69, 9899
KAZENERGY
2829, 35
KazTransCom 9495
KEGOC 66
Krones 79
Lloyds Register Quality Assurance 9495
LME 50
Navigant Consulting
66
New Holland Agriculture
88
NCOC
41, 73
Prudential 42
RBS
99
Resmi 70
SBS Group
100
SNR Denton
36
Schlumberger 45
Standard & Poors
9698
Sumitomo Metal Mining Co.
50
Tele2
91
Telia Sonera
91
Turkuaz Machinery
88
Vostock Capital Partners
42
l 2011#4l
Kazakhstan
73
73
73
38
73
45
50
91
9899
50
61, 68
48
- 62
71
9899
41
9899
8283
49, 58
4445
73
69, 9799
100
38
73
61
58, 100
50
66
99
73
49, 66
4142
73
9899
- 73
49
42
6062
- 72
87
58, 73
61
42, 45, 4849,
5254, 5758, 61, 68
73
i
42, 58, 72, 85
35
73
91, 93
73
6869, 9899
30, 35, 4142, 58
36, 41
42
42
73
50, 66
45, 49, 58, 68, 72
61
- 91
46
7880
73
72
73
73
- 38
61
32, 37
73
42, 68
- 73
73
-
91
30
32
69, 72, 9899
70
9899
3839
40
30
-- 73
41
66
68, 73
17, 85, 87
73
7476
35, 40, 73
73
73
45, 49
61
-
29, 35, 68, 98
-
49, 66
6971, 9899
-U 73
99
66
-
49
38
i 9899
41, 6869, 72
73
7071
73
98
99
32
30, 41
73
16
32
6869
40
72
74, 76
42, 50, 90, 93
65
98
30, 35, 37,
4041, 70
91
15
17, 8587
16
14
16, 48, 98
,
,
Kazakhstan, 2011 6
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Owner:
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Publisher:
Kazakhstan Business Magazine Ltd
Editor-in-chief:
Vladimir Voloshin
Deputy Editor-in-chief:
Sergey Gakhov
Art-Editor:
Eugeniy Momot
PR-manager:
Natalya Voloshina
C :
Advertising Service:
Kirill Ivantsov
Aizhan Kassymaliyeva
Dinara Kokkozova
Subscription and
Distribution Service:
Olga Toporova
Galiya Zhukasheva
Technical Editor:
Ludmila Stepanova
Proofreader:
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Design:
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Kazakhstan
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Kazakhstan
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19
1. (GCI) 20112012, 20102011 20092010 .
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20102011
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(17)
1
2
3
4
5
8
9
10
12
16
20
24
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33
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44
55
59
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126
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116
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29
35
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53
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50
67
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82
90
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120
122
123
131
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5,39
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4,41
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2
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l 2011# 6 l
Kazakhstan
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Kazakhstan 2011# 6
21
, , 4.
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24
l 2011# 6 l
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14
14
15
24
26
25
31
33
39
36
39
41
42
41
46
47
51
55
55
1. 2011
2011
%
2011
2010
2011
%
2011
2010
100,000
70,821
31
30
100,000
70,649
32
31
98,557
68,264
33
34
94,063
66,860
34
32
92,588
66,675
35
36
92,011
66,152
36
33
90,782
64,610
37
35
90,219
15
64,025
38
47
89,259
63,787
39
48
87,824
10
16
63,785
40
37
86,475
11
11
63,291
41
39
86,418
12
13
62,748
42
40
86,313
13
62,651
43
41
85,707
14
12
61,043
44
38
84,380
15
19
60,211
45
43
84,120
16
10
59,744
46
45
81,629
17
17
58,918
47
42
81,619
18
14
58,593
48
49
81,100
19
18
58,376
49
51
80,278
20
22
57,497
50
54
79,799
21
20
56,880
51
52
78,499
22
23
56,856
52
44
77,599
23
25
55,184
53
50
77,101
24
21
54,671
54
55
76,827
25
28
53,562
55
53
75,214
26
27
51,882
56
46
74,886
27
26
51,454
57
57
73,188
28
49,402
58
56
71,394
29
24
35,249
59
58
70,990
30
29
Kazakhstan 2011# 6
25
2.0.
, .
, .
,
.
,
2.0 .
36- ,
, , IMD.
(33), (45), (57). (35) (37).
, -
(28), . , 21-
,
36- 46- . ,
.
12 35- .
IMD
66,152% .
20
19- 21-
, ( ) 19-
22-.
20 1,
.
vs
, ,
IMD
, -
26
l 2011# 6 l
Kazakhstan
2009
2010
2011
43
35
38
39
55
39
27
26
23
14
49
47
44
1.4.08
,
% 25
1.2.24
()
1.3.06
- , %
1.3.02
, %
1.3.13
()
1.2.12
, $
56
1.5.01
, %
54
1.2.23
, , %
52
1.2.13
, %
51
1.3.03
, %
49
2009
2010
2011
21
20
21
16
14
12
10
39
41
26
33
24
24
2.1.04
, %
2.5.05
()
2.2.12
()
2.2.01
, %
2.2.11
2.3.03
54
2.3.07
,
SDR, 2010/2008 .
52
2.4.06
()
52
2.3.04
51
2.4.19
( )
51
2009
2010
2011
34
29
36
39
46
15
42
51
23
31
18
25
3.2.15
, %
3.2.01
,
(+ .), $
12
3.5.05
,
, ()
15
3.5.02
,
()
15
3.2.21
()
17
3.3.04
Euromoney
0 100
55
3.2.20
( /
)
()
52
3.3.01
, %
51
3.1.01
(): , $
50
3.1.04
(): , $
50
2009
2010
2011
44
39
46
33
36
40
42
44
55
52
55
40
41
4.1.24
, $ /
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57
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83
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85
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New Holland Agriculture
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.
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New Holland Agriculture , -, 27 2011
. Turkuaz Machinery
(Mehmet
Kemal Cetinnelli) -
CNH International
(Vincent de Lassagne).
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, , , 2000 . ,
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Holland ,
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Machinery :
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l 2011# 6 l
Kazakhstan
, ,
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,
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.
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, 10 . , , -
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l 2011# 6 l
Kazakhstan
453,9 ,
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.
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91
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2011 1,122 ,
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.
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.
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l 2011# 6 l
Kazakhstan
. ,
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.
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Kazakhstan 2011# 6
95
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.
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l 2011# 6 l
Kazakhstan
, . ,
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01.07.11
1
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367,8
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01.10.11
01.07.11
461,9
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01.07.11
1
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Kazakhstan 2011# 6
99
100
l 2011# 6 l
Kazakhstan
!
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RBK 10 ,
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Kazakhstan 2011# 6
101
2
0
1
1
_
6
Government
Our Task of Priority Is to Build up
a Competitive and Stable Economy
Devoted to 20 th
Anniversary
of Independence
of the Republic
of Kazakhstan
Competitivenes
Life Buoy of Macroeconomics
Ranking from IMD:
Interrupted Climb of Kazkahstan
Forum
Global Energy Partnership
Connecting East and West
BASF
We Always Strive for Excellence
Park of Nuclear Technologies:
We Combine Science and Business
Kazakhmys
Contribution, Worthy of a Leader
A DAN DZO
The Algorithm of Efficiency
Borusan Makina
We Believe in the Future
of Kazakhstan and Are
Willing to Invest in It!
Kokshetauminvody
Reputation Above All
Leaders2011
a n n u a l
b u s i n e s s
o v e r v i e w
government
104
l 2011# 6 l
Kazakhstan
It
Kazakhstan 2011# 6
105
government
Theexperience of the2009 recession
showed that inthe event of thenext wave
of recession all sectors of Kazakhstans
economy, regardless of their export market
orientation or domestic market orientation,
will be affected.
As itwas already stated, we have plan
B for this case. Itassumes as thebasic
condit ions thereduc t ion inglobal
demand for export commodities, including
thefalling prices of Brent crude to a level
of $40 per barrel in20122015.
Inthe event of an adverse development
scenar io int he e x t er nal mar ket s ,
stimulation of economic growth should
be provided by influencing thedomestic
factors and domestic demand. This will be
implemented by means of stimulation of
ultimate consumption and gross capital
formations.
Dur ing therecession theeconomic
policy of theGovernment will be focused
onintensif icat ion of consumpt ion
and investment act iv it ies ow ing to
theprev iously created reser ves and
maintenance of optimal proportions of
reproduction.
Consistency of instruments of thefiscal
and monetar y policies, coupled with
measures of structural and investment
policy will be themain option for achieving
sustainable growth.
Given thefact that Kazakhstan's economy
isalready operating inthe framework of
theCustoms Union, and from next year of
theSingle Economic Space (SES), are our
countries ready for coordinated action to
fight a possible recession?
December 2010 there was executed
an agreement oncoordinated
macroeconomic policy of theCustoms
Union member countries, which specifies
thedirections of thepolicy, principles of its
development, procedures and mechanisms
for joint decision-making.
This agreement involves thecreation
of favorable condit ions to increase
sustainability of theCustoms Union member
countries economies to external shocks. So,
every year we will negotiate a number of
scenarios each time for a three year period
to develop forecasts of socio-economic
development, and hence thenational
budgets. This will include oil prices,
pace of global economic growth, national
currencies exchange rates to thedollar and
euro, and so on.
In
106
l 2011# 6 l
Kazakhstan
It
COMPETITIVENESS
Life buoy of
Macroeconomics
In 2011, Kazakhstan has managed to retain its 72nd position in the
global competitiveness ranking by the World Economic Forum, having
overcome a protracted series of annual falls. With this, the improved
macroeconomic indicators of our country have leveled its deteriorated
position in technological readiness and financial market development.
On this background, the lag in innovations of our republic is becoming
of a more and more alarming scale.
In
108
l 2011# 6 l
Kazakhstan
Macroeconomic
competitiveness
In
2 011 w e h a v e r e t a in e d o u r
72 n d p o s i t io n in t h e G l o b a l
Competitiveness Index (GCI), under which
the WEF ranks the countries. Moreover, on
the seven point scale we even went up by
0.1 score from 4.1 to 4.2.
As it is seen from Table 2, this was due
to improvement of Kazakhstan's position
in Basic requirements subindex, where
Kazakhstan moved up from 69 th to 62nd.
Here, the continued reinstatement of
position by the Macroeconomic environment
aggregate indicator played a key role,
where Kazakhstan has won back 8 more
places rising to 18 th. Along with that, we
are three places down in the Institutions
indicator, now ranking 94th and one place
down in Infrastructure (82nd). With this,
Kazakhstans ranking in Healthcare and
primary education, which is also part of the
said subindex under review, has remained
unaltered (85th position).
In
Kazakhstan 2011# 6
109
COMPETITIVENESS
Table 1. Global Competitiveness Index selective rankings (GCI) 20112012, 2010-2011 and 20092010
Country/Economy
GCI, 2011
2012 rank
GCI, 2010
2011 rank
GCI, 2009
2010 rank
GCI, 2011
2012 score
(1-7)
1
2
3
4
5
8
9
10
12
16
20
24
26
33
34
44
55
59
64
66
71
72
73
82
88
92
93
96
105
126
142
1
3
2
7
4
9
6
12
10
14
16
22
27
33
35
47
57
61
70
63
65
72
75
89
93
98
94
99
116
121
139
1
3
4
6
2
5
8
13
9
14
15
19
29
35
39
53
51
61
68
63
50
67
73
82
90
97
120
122
123
131
5.74
5.63
5.61
5.47
5.43
5.40
5.40
5.39
5.33
5.18
5.11
5.02
4.90
4.62
4.62
4.41
4.31
4.28
4.24
4.21
4.19
4.18
4.16
4.00
3.95
3.89
3.89
3.86
3.77
3.45
2.87
Switzerland
Singapore
Sweden
Finland
United States
Denmark
Japan
United Kingdom
Canada
Norway
Australia
Korea, Republic
China
Estonia
Kuwait
Lithuania
Azerbaijan
Turkey
Latvia
Russian Federation
Jordan
Kazakhstan
Morocco
Ukraine
Georgia
Armenia
Moldova
Mongolia
Tajikistan
Kyrgyz Republic
Chad
(Top 5 leading countries and post-soviet countries are highlighted in different colours).
Source: Comparative table was composed on the basis of the last WEF Report on Global Competitiveness Index 20092010, 20102011, 20112012 and Subindexes data.
Rank/142
46
Advantages
6th pillar: Goods market efficiency
6.04 Extent and effect of taxation
50
31
36
34
49
40
33
46
38
41
31
39
16
34
12
12
16
18
1
21
*hard data
110
Rank/142
l 2011# 6 l
Kazakhstan
18
19
None
None
47
None
None
Score (17)
20112012
72
4.2
Basic requirements
1. Institutions
2. Infrastructure
3. Macroeconomic environment
4. Health and primary education
62
94
82
18
85
4.6
3.5
3.7
5.9
5.5
Efficiency enhancers
5. Higher education and training
6. Goods market efficiency
7. Labor market efficiency
8. Financial market development
9. Technological readiness
10. Market size
76
65
87
21
121
87
55
4.0
4.2
4.1
4.9
3.3
3.4
4.2
114
109
116
3.0
3.4
2.7
Rank /142
111
107
102
111
117
111
113
116
125
107
104
120
131
112
117
4.04 Tuberculosis
incidence/100,000 pop.*
102
103
91
113
101
100
90
124
112
105
109
129
117
101
6.03 Effectiveness
of anti-monopoly policy.
121
121
112
12.04 University-industry
collaboration in R&D
119
102
106
*hard data
Kazakhstan 2011# 6
111
COMPETITIVENESS
performing loans, cannot provide adequate
access to the borrowings for businesses
(Ease of access to loans) (120 th). So, on this
background, Kazakhstan finally secured
a place for its economy as commoditybased one (-17 to 129 th). The progress of
development of the processing industries
vividly demonstrate such indicators, as the
number of Local supplier quantity (-11 to
124th) and Degree of Customer Orientation
(-8 to 117th). As a result, we observed a
high level of dependence on imports (116th
position).
Speaking of the indicators that showed
the most decline, here we should mention
Quality of the educational system (-19
to 112 th position), Favoritism in decisions
of Government officials (-19 to 100 th
position), Intellectual property protection
(-18 to 116th), as well as the ability of
companies adopt new technologies (Firmlevel technology absorption) (-18 to 113th).
112
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Kazakhstan
Kazakhstan Vs Russia
In
Competitiveness
In
114
l 2011# 6 l
Kazakhstan
Government Efficiency
10
14
Business Efficiency
14
15
24
26
25
31
33
39
Infrastructure
36
39
41
42
41
46
47
51
Education
55
Health and
Environment
Scientific
Infrastructure
Tech. Infrastructure
Basic Infrastructure
Management
Practices
Finance
Labor Market
Productivity &
Efficiency
Social Framework
Business Legislation
Institutional
Framework
Fiscal Policy
Public Finance
Prices
Employment
International
Investment
International Trade
Domestic Economy
55
2011
%
2011
rank
2010
rank
Country
2011
%
2011
rank
2010
rank
Hong Kong
100.000
Iceland
70.821
31
30
USA
100.000
India
70.649
32
31
Singapore
98.557
Estonia
68.264
33
34
Sweden
94.063
Poland
66.860
34
32
Switzerland
92.588
Spain
66.675
35
36
Taiwan
92.011
Kazakhstan
66.152
36
33
Canada
90.782
Indonesia
64.610
37
35
Qatar
90.219
15
Mexico
64.025
38
47
Australia
89.259
Turkey
63.787
39
48
Germany
87.824
10
16
Portugal
63.785
40
37
Luxembourg
86.475
11
11
Philippines
63.291
41
39
Denmark
86.418
12
13
Italy
62.748
42
40
Norway
86.313
13
Peru
62.651
43
41
Netherlands
85.707
14
12
Brazil
61.043
44
38
Finland
84.380
15
19
Lithuania
60.211
45
43
Malaysia
84.120
16
10
Colombia
59.744
46
45
Israel
81.629
17
17
Hungary
58.918
47
42
Austria
81.619
18
14
Slovak Republic
58.593
48
49
China mainland
81.100
19
18
Russia
58.376
49
51
United Kingdom
80.278
20
22
Romania
57.497
50
54
New Zealand
79.799
21
20
Slovenia
56.880
51
52
Korea
78.499
22
23
South Africa
56.856
52
44
Belgium
77.599
23
25
Jordan
55.184
53
50
Ireland
77.101
24
21
Argentina
54.671
54
55
Chile
76.827
25
28
Bulgaria
53.562
55
53
Japan
75.214
26
27
Greece
51.882
56
46
Thailand
74.886
27
26
Ukraine
51.454
57
57
UAE
73.188
28
Croatia
49.402
58
56
Venezuela
35.249
59
58
France
71.394
29
24
Czech Republic
70.990
30
29
Kazakhstan 2011# 6
115
Competitiveness
of 2.0 makes the governments go back to
the question of national priorities.
Kazakhstans positions
Economic Performance
2011
44
43
35
Domestic Economy
38
39
International Trade
55
39
International Investment
27
26
Employment
23
14
Prices
49
47
Strengths
1.4.08
Youth unemployment
1.2.24
1.3.06
1.3.02
1.3.13
Weaknesses
1.2.12
56
1.5.01
54
1.2.23
52
1.2.13
51
1.3.03
49
Government Efficiency
2009
2010
2011
21
20
21
Public Finance
16
14
Fiscal Policy
12
10
Institutional Framework
39
41
Business Legislation
26
33
Social Framework
24
24
Sub-Factor Rankings:
Strengths
2.1.04
Government vs Business
2.5.05
2.2.12
2.2.01
2.2.11
116
2010
Sub-Factor Rankings:
In
2009
l 2011# 6 l
Kazakhstan
Weaknesses
2.3.03
54
2.3.07
52
2.4.06
52
2.3.04
51
2.4.19
51
Business Efficiency
2009
2010
2011
34
29
36
39
46
Labor Market
15
Finance
42
51
Management Practices
23
31
18
25
Sub-Factor Rankings:
Strengths
3.2.15
3.2.01
12
3.5.05
15
3.5.02
15
3.2.21
17
Weaknesses
3.3.04
Investment risk
55
3.2.20
52
3.3.01
51
3.1.01
50
3.1.04
50
Infrastructure
2009
2010
2011
44
39
46
Sub-Factor Rankings:
Basic Infrastructure
33
36
Tech. Infrastructure
40
42
Scientific Infrastructure
44
55
52
55
Education
40
41
Strengths
4.1.24
4.4.23
4.2.03
4.2.11
4.2.22
Weaknesses
4.4.12
Energy intensity
58
4.4.05
57
4.4.11
57
4.2.10
Internet users
56
4.2.09
56
Kazakhstan 2011# 6
117
l 2011# 6 l
Kazakhstan
Oil alignment
Kazakhstan 2011# 6
119
forum
120
l 2011# 6 l
Kazakhstan
Thetotal number of
exploration contracts currently
inthe Ministry of Oil and Gass
registr y is61. Of course,
there are some geological
risks. Dry wells of theTubK ar agan and Kur manga z y
sites are theev idence to
this. Nevertheless, you see,
we certainly have grounds to
expect a substantial increase
inthe reser ves and, as a
result, increased production
of hydrocarbons, theOil and
Gas Minister emphasized.
Speaking of thesystem of
transportation of extracted
hydrocarbons, he noted
that atthe current moment
al l r ou t e s ar e cov er e d ,
inpr inciple. Theexisting
expor t pipeline system
consist s of theAt yrau
Samara oil pipeline which goes
as transit through Russia to
themarkets of Eastern Europe,
theCPC pipeline with access
to theBlack Sea ports, and
theAtyrau Kenkiyak and
Kumkol Atasu Alashankou
oil pipelines , direc ted to
China. There isalso a route
through thepor t of Aktau
to Makhachkala and Baku
with access to theBlack Sea,
while theBaku Tbilisi
Ceyhan pipeline has access
to theMediterranean Sea.
There isa possibility to carry
Kazakhstans oil via Baku to
Iranian Nekka, from where
through swap operations theoil
can be carried to thePersian
Gulf. With thecommissioning of
thesecond phase of Kashagan
itis planned to launch a
new logistics route, known
as theKazakhstan-Caspian
Transportation System.
Concerning theprospects of
further expansion of export
capacity, here thefocus will be
eanwhile, international
forums, such as KAZENERGY,
are not just a good occasion to
tell about our own achievements,
but, above all, an opportunity
to learn what foreign partners
are expecting from us. Here,
themat ter concerns, f irst
of all , theEuropean Union,
which prov ides more than
half of thetotal foreign direct
investments and isthe largest,
united investor inKazakhstan.
Two-thirds of these investments
were made inthe energy and
mining sectors of thedomestic
economy.
T h e E u r o p e a n U n i o n s
vision of prospects of further
cooperation was presented
by European Commissioner
for Energy Gnther Oettinger.
According to him, theEU isthe
largest unified regional energy
market inthe world, which with
time will cover thenetwork of
energy supplies from Eurasia
inthe east, theArctic inthe
north, Sahara inthe south and
theAtlantic Ocean inthe west.
All of this creates enormous
business oppor tunities and
a great common interes t
to suppor t and cultivate a
favorable investment climate,
as well as to ensure a stable
and predictable energy supply
base. Today, theEU imports
more than 80% of oil and 60%
of gas. Moreover, production of
their own fossil fuels inEurope
isreducing. However, despite
thecurrent economic recession,
and regardless of to what extent
theEU countries will turn out
to be successful inpromoting
therenewable energy
development, their dependence
onimports will be increasing
inthe coming decades.
Mr. Oettinger noted that
energy cooperation of theEU
with Kazakhstan isbased ona
solid foundation. However,
inhis opinion, much more
can be done inthis direction.
Kazakhstan 2011# 6
121
forum
isexpected to grow f rom
thecurrent 40.5 billion m 3
to 92.2 billion m 3. However,
onthe other hand, production
of marketable gas, according
t o t hepr e dic t ions f rom
theOil and Gas Ministry, will
increase during this period
just slightly from 26 billion m3
to 28.6 billion m3.
Sauat Mynbayev explained
that thereason for this isthat
our gas ismostly associated
petroleum gas. This means that
for thecomplete extraction
of liquids, thegreater part of
this gas isinjected back into
thereservoir. We should not
forget that during theyears
of Kazakhstans independence,
theinternal gas consumption
has doubled. Moreover, this
figure could rise inthe near
future. Onthis background,
theassurances of Mr. Mynbayev
that incase of changes inthe
commercial terms of selling
of gas, or theintroduction of
technological innovat ions,
allowing giving up thegas
injection method, theoutput
of gas will easily increase,
hardly seem to be consolation
f or t heWe s t , e sp e c ial ly
consider ing that last
year theTur kmenis t an
Uzbekistan Kazakhstan
C h in a g a s p ip e l in e w a s
commissioned into operation.
Problems and
prospects
In
122
l 2011# 6 l
Kazakhstan
We Always Strive
for Excellence
How Kazakhstans market is
prospective today for BASF
and what industries are
placed stake on?
ince almost 20 years we
are active in Central Asia
and in Kazakhstan. We started
with a Representative Office
and later on we founded BASF
Central Asia LLP, a 100%
group company of BASF
T h e C h em ic al C omp an y.
That shows our commitment
especially towards Kazakhstan
and in turn it tells you that
we see steadily growth of
the local market and of
the diversif ication of the
industr ies. Cur rently our
main focus is on construction,
agricultural, mining and gas
treatment industries.
It
We
We
www.basf-cc.kz
www.basf.ru
Abzal Kusainov, President of thePark of Nuclear Technologies JSC answers our questions.
Abzal Tursynbaevich, ithas been two years
since your last interview to our magazine.
What progress has been achieved inthe
development of thenuclear technologies
park infrastructure during this period?
uring this period thetechnopark
underwent considerable changes.
First of all, a great deal of work was
done to create infrastructure and to
commercialize scientific developments. So,
in2010, we accomplished theconstruction
of a complex of buildings, intended for
administrative and production purposes.
This complex passed through state
inspection and consists of a business
center, business incubator, laboratory,
industrial premises, offices, and exhibition
and conference halls.
Equipped w ith a moder n dat a
communication and telecommunication
network, thecomplex offers premises for
rent and provides related services. We
provide services indevelopment and support
of business, such as business planning,
marketing research, searching for funding
sources, etc., as well as commercialization
of scientif ic developments, legal and
consulting services, setting up of scienceintensive productions, and information and
124
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Kazakhstan
In
To
In
www.pnt.kz
Kazakhstan 2011# 6
125
Contribution,
worthy of a leader
l 2011# 6 l
Kazakhstan
Kazakhstan 2011# 6
127
leaders
128
l 2011# 6 l
Kazakhstan
The algorithm
of efficiency
In thenew economic conditions, theKazakhstani top managers started more often
resorting to assistance of independent consultants to increase theefficiency of
their businesses. Along with that, thelocal consulting companies announce their
readiness to compete with their well-known Western counterparts, since thefirst of
thetwo mentioned isnot inferior to themethodology and experience of thelatter.
Thus, inthe relatively short period of operation of theKazakhstan-based branch of
theRussian company A DAN DZO, both domestic businesses and governmental agencies
were given a good chance to make certain theprofessionalism and effectiveness
of theRussian companys team. According to theHead of theA DAN DZO Alexander
Portnov, theknowledge of specifics and mental similarity help our consultants not
only to make recommendations, but introduce them into industrial practice as well.
Alexander Sergeyevich, consulting
isquite a specific kind of business. What
thing pushed you to set up this business?
his idea came to my mind when I worked
as a technologist atSheremetyevoCargo, JSC , one of thel argest air
terminals inRussia where I was engaged
inoptimization of business. This involved
handling techniques, cargo movement, and
resources management. Exactly atthat
time I acquired an understanding that
130
l 2011# 6 l
Kazakhstan
We
In
Kazakhstan 2011# 6
131
consultant
complexities we transferred that company
incontrol to theother team.
Onour initiative and with our active
assistance, there was set up a department
to develop a produc t dist r ibut ion
system a team of office consultants,
formed from theKazakhmys staf fers
and trained by our coaches. Today, this
department continues operating infull
compliance with theprinciples we laid.
Owing to this, Kazakhmys will continue
to remain atthe peak of technologies
inthe use of thecorporations internal
resources.
While working inRussia and Kazakhstan,
have you faced thespecifics of thelocal
market?
is v er y in t er e s t ing t o wor k
inKazakhstan. Onthe one hand,
unlike Russia with its huge territory,
everything here inKazakhstan ismore
compact and tangible. Itis quite clear
how we should act to benefit a particular
enterprise. Onthe other hand, there isvery
flexible and dynamic leadership here, which
iscommitted to efficiency and isinterested
intransformation. InRussia, business isalso
relatively progressive, but less nimble. There
we often faced a shifting of responsibility,
while inKazakhstan managers are open
to experiments; decisions are made and
implemented quickly. This concerns not only
thetop management, but linear workers
as well.
Moreover, here inKazakhstan for
thefirst time we faced thepractice of
engaging our consultants indeveloping
state-run programs. Inparticular, onthe
init iat ive of Kazakhmys Corporat ion
Chairman of theBoard Eduard Ogai and
under theauspices of theNur Otan
party, our company took an active part
indevelopment of theindividual program of
small and medium businesses development
inthe field production with theassistance
of thebackbone companies. Today,
Kazakhstans government isexamining
thepossibility to include this program
ina number of state programs under
implementation.
Itshould be noted that our approach
inmethodology did not differ from a project
of logistics audit of a large company a
slight difference was that we just applied
all this to theentire country. I should
mention also that inthe course of analysis
of thecurrent situation with theprograms
It
132
l 2011# 6 l
Kazakhstan
We
www.adandzo.com
For Borusan Makina Kazakhstan that offers machinery and equipment of theworld
famous brand Caterpillar inthe local market, theyear 2011 has truly turned out to
be a breakthrough year, since thecompany launched into operation a Components
Rebuild Centre inKaraganda. This project isunique, as itis thelargest investments
theBorusan Group has ever made inthe economy of Kazakhstan, and this project
has no analogues inthe CIS countries. So, Ozgur Gunaydin, General Director of
theBorusan Makina Kazakhstan LLP FE, agrees to share these and other plans of
thecompany for thefuture with our magazine.
Borusan Makina Kazakhstan
is part of the Borusan
Group, which is now one of
the fastest growing holding
companies in Turkey. What
is Borusans business on a
global scale today?
ounded in 1944, Borusan is
among the top ten leading
companies in Turkey. Today,
the holding company employs
more than 6,000 people, and
has a long and successful
history of operation in the
134
l 2011# 6 l
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In
Kazakhstan 2011# 6
135
It
136
l 2011# 6 l
Kazakhstan
www.borusanmakina.kz
A lot of businesses was set up inKazakhstan twenty years ago inthe wake of
economic reforms. Many of them were not able to cope with thedifficulties of
thetransition period, so they closed. Those who survived turned into competitive
and social-oriented companies, and our country can be proud of them. Among these
companies isthe flagship of theAkmola regions economy Kokshetauminvody
JSC, which isbeing run for already 20 years by Askar Kaznaviyevich Aliyev.
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.: (727) 27 28333, 27 27444
E-mail: info@naptour.kz
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