Atyrau Oil & Gas
Kazakhstan❜s Oil and Gas Sector in 2025: Between a Record and the Outlines of a New Strategy
#2 (158), April 2026 special issue
The past year was a period of quantitative growth for Kazakhstan’s oil and gas sector, alongside institutional shifts that, over the long term, may prove no less significant than the production metrics themselves.
Atyrau Region Leads Kazakhstan in Oil and Gas Production and Exports
#2 (158), April 2026 special issue
The foundation of Atyrau Region’s economy remains the extractive sector, first and foremost the oil and gas industry, which determines the region’s significant role in the country’s industrial and economic development.
How Chevron Is Reshaping Kazakhstan❜s Economic Landscape
#2 (158), April 2026 special issue
When the young Republic was still building the foundations of its economic system in the early 1990s, developing natural resources became more than a sectoral objective. It was a condition for the state’s survival. Oil and gas reserves in the subsoil existed more as potential than as a source of revenue. The country lacked the capital, the technology, and the managerial experience required to develop complex fields. It was at that moment that Chevron entered the Kazakhstani market, becoming one of the first major investors to back the country’s future.
How TCO is Shaping a Local Industrial Ecosystem
#2 (158), April 2026 special issue
By the end of 2025, the share of Kazakhstani content in the procurement of goods, works, and services by Tengizchevroil, LLP (TCO) reached 71%. Of this, the operator directed more than $1 bln to services alone, with the majority paid to Kazakhstani oilfield service companies. In other words, most TCO services are provided by Kazakhstani organizations. The goods segment also showed a clear shift: the share of locally produced goods rose to 15%, versus about 7% a year earlier.
A New Phase for Tengiz After the Launch of the Future Growth Project
#2 (158), April 2026 special issue
Chevron remains one of the largest foreign investors in Kazakhstan's oil and gas sector and a key participant in two of the country's largest energy projects, Tengiz and Karachaganak. In 2025, Chevron completed the Future Growth Project (FGP) at the Tengiz field to increase oil production. Analysts at Teniz Capital Investment Banking regularly track key sectors of Kazakhstan’s economy and publish industry reviews. Zhasulan Ospanov, an independent director at Teniz Capital Asset Management, told Petroleum what benefits Kazakhstan can expect from modernizing the field. Teniz Capital Asset Management is part of the Teniz Capital group.
Strengthening Local Expertise: How ILF Develops the Next Generation of Engineers in Kazakhstan
#2 (158), April 2026 special issue
In Kazakhstan’s energy sector, long term success depends not only on proven reserves and advanced technology, but above all on people - engineers who can think globally while applying strong local expertise. At ILF Consulting Engineers in Kazakhstan, the development of young professionals has become a strategic priority, closely aligned with the country’s ambitions to strengthen its engineering capacity and enhance global competitiveness.
Welding «Old» and «New»: How AVC Production Modernized Coke Drums at the Atyrau Oil Refinery
#2 (158), April 2026 special issue
A delayed coking unit (DCU) is a cornerstone of deep conversion at any refinery, with both technological and economic significance. The stability of its operation directly affects the yields of light petroleum products, the loading of downstream units, and overall refining margins.
Atyrau Region: The Paradox of Oil and Sustainability
#2 (152), April 2025
Atyrau Region is Kazakhstan’s oil capital. This is where the resources that fuel the national budget are extracted. However, the region finds itself in a paradox: colossal oil production revenues do not guarantee sustainable development. Instead, the region faces demographic imbalances, dependence on resource rents, and limited economic diversification.
Priority on Developing Local Producers and Sustainable Partnerships
#2 (152), April 2025
Tengizchevroil LLP (TCO) is one of the “three pillars” of Kazakhstan's oil and gas industry. It remains the country’s largest oil producer and the largest taxpayer in the national budget. Since its establishment in 1993, TCO has consistently contributed to the Republic of Kazakhstan by making direct financial payments totaling $201 billion. In 2024 alone, payments to Kazakhstan amounted to $11 billion.
So That Childre Are Healthy: Chevron Supports Fetal Medicine in Kazakhstan
#2 (152), April 2025
Chevron, one of the world’s leading integrated energy companies, operating in numerous countries worldwide, adheres to the "three pillars" approach in its sustainable development investments. This means that the company prioritizes three key areas for social investments in the regions where it operates: healthcare, education, and economic development. To achieve the goals set by this strategy, Chevron works closely with local partners. One of its trusted partners in Kazakhstan is the AYALA Charity Foundation.
Advantek Engineering: A Full Cycle from Control System Design to Customer Personnel Training
#2 (152), April 2025
Advantek is a dynamically developing company in Kazakhstan’s engineering services market. With extensive experience and deep expertise in industrial automation for the oil and gas industry, the company provides a full cycle of modern solutions, from the modernization and expansion of existing systems to the automation of new facilities of any complexity.
Exceptional Kashagan – Terms and Prospects
#2 (152), April 2025
The Kashagan oilfield, located offshore in the northern Caspian Sea, is one of Kazakhstan's most significant energy assets and a cornerstone of its oil production. It is the second-largest producer in Kazakhstan by volume but holds the largest reserves, accounting for almost half of the country's recoverable oil reserves.
The Unified Registry of Manufacturers to Replace CT-KZ and Industrial Certificates
#2 (152), April 2025
Kazakhstan is considering a new law establishing a unified registry of manufacturers. The law is set to take effect this year, and previously issued certificates will remain valid until January 1, 2026. In an exclusive interview with Kazinform, Mazhilis deputy and head of the working group on the bill, Mukash Iskandirov, commented on the upcoming changes in Kazakhstan’s local content policy following the law’s adoption.
The Future of KMG: Focusing on Exploration, Petrochemicals, and Sustainable Development
#2 (146), April 2024 special issue
The Atyrau and Mangystau regions are the key areas of operation for the national company KazMunayGas, which engages in oil extraction and processing and conducts maritime transportation from the port of Aktau. In an interview with the press service, KMG's Chairman of the Board, Magzum Mirzagaliyev, summarizes the company's achievements over the 22 years since its establishment and discusses the future development of the business: from exploration to petrochemicals and diversifying oil transportation routes.
Chevron Direct Investment Fund Ltd.: Investments into the Future of Kazakhstan
#2 (146), April 2024 special issue
At the beginning of the year Chevron Direct Investment Fund Ltd. (CDIF) has announced investment agreements into two Kazakhstani companies. After extensive work CDIF made direct equity investments in 2023 of up to $41MM (USD) into Top Cleaning Kazakhstan LLP (top.kz), a managed service marketplace for the business, and Orhun Med Ltd, a growing healthcare company in Kazakhstan.
Internal Trainers – An Effective Form of Professional Training. The Experience of CPC-K
#2 (146), April 2024 special issue
What associations come to mind when you hear the word "training"? A university department, a spacious training center auditorium, or a computer monitor with an online course? For most of us, it's associated with a traditional educational institution, but is such a form of training always the most effective? After all, once a course is completed, the instructor often cannot answer participants' questions, and the schedules of training centers don't always align with the busy timetables of employees.