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Dual-Skilled Workers Essential for Kazakhstan's Oil and Gas Industry's Future

Future of Kazakhstan's Oil and Gas Industry Depends on Skilled Cross-Industry Experts

Oil and Gas Sector in Kazakhstan Relies on Skilled Combination of Professional Disciplines for...
Oil and Gas Sector in Kazakhstan Relies on Skilled Combination of Professional Disciplines for Future Success

Dual-Skilled Workers Essential for Kazakhstan's Oil and Gas Industry's Future

Kazakhstan's oil and gas sector presents a significant scope for expansion, with ambitious plans to boost annual production to 96.2 million tons by 2025, a 9.7% increase from the previous year. This growth is driven by the upcoming launch of the Tengiz field expansion in the second quarter of 2025, with an investment of $533 million, as well as ongoing projects such as the development of the Kalamkas-Sea and Khazar fields, and the sixth gas reinjection compressor installation at Karachaganak.

However, the drive for growth goes beyond capital and technology. As Nursultan Sitmagambetov, deputy director of the Project Management Department at Rompetrol KMGI in Constanta, Romania, emphasizes, a new generation of hybrid leaders who can link operational execution with strategic oversight and project management acumen is essential. These professionals are the key to achieving the sector's ambitious goals.

The global oil and gas industry is undergoing fundamental changes due to energy transition objectives, digital transformation, and evolving investor requirements. To stay competitive and attract international partners, Kazakhstan needs to develop a workforce that aligns with its evolving infrastructure. The organization must foster an environment that encourages continuous learning and multidisciplinary teamwork, as these are key characteristics of hybrid professionals.

Sitmagambetov personally experienced the value of hybrid professionals, transitioning from drilling engineering to project management work. His role supports large-scale projects throughout the oil and gas value chain. He observes that team members with technical expertise and field experience contribute more effectively and meaningfully to projects than those without such experience.

Field-experienced project leaders, according to Sitmagambetov, develop a deeper operational understanding through real-world experience. They can quickly identify project risks, operational constraints, and build teamwork that links execution to strategic vision. These leaders use their expertise to transform strategic goals into practical execution through flexible methods.

Local companies in Kazakhstan, however, still lack equivalent frameworks for developing comprehensive professionals. Major international energy firms like Shell, BP, and Chevron invest in structured development programs, cross-functional rotations, and leadership training. The current career paths in most Kazakhstan companies isolate different roles, preventing technical staff from developing strategic management competencies and learning about multiple disciplines.

To bridge this talent development gap, Kazakhstan needs to train experienced engineers for project leadership roles. This strategy could enhance project execution, reduce overruns, and meet Kazakhstan's ambitious energy goals.

Developing hybrid competencies requires specific support from employers and the broader industry. Transitional programs, training initiatives including Project Management Professional (PMP) certification, cross-functional job exchanges, and mentoring programs can all help prepare employees for leadership positions. Organizations that invest in such development strategies achieve better project outcomes.

Young professionals and mid-career experts should be encouraged to expand their fields of expertise and evolve new capabilities. The value of primary specialization should remain intact while broadening competencies to make professionals more effective, resilient, and future-ready.

References:[1] International energy firms' structured development programs: https://www.shell.com/energy-and-innovation/about-shell/careers/development.html[2] Kazakhstan government support for foreign investment: https://www.invest.gov.kz/investment-climate/[3] Kazakhstan's economic development priorities: https://www.invest.gov.kz/wp-content/uploads/2016/11/Priority-FVEP-3rd-Edition.pdf[4] Hiring Senior HSE Engineer for EPC projects in Kazakhstan: https://www.linkedin.com/jobs/senior-hse-engineer-epc-projects-in-kazakhstan-jobs[5] Compliance with international standards like ISO 14001 and ISO 45001: https://www.iso.org/iso-14001-environmental-management.html, https://www.iso.org/iso-45001-occupational-health-and-safety.html

  1. To meet its ambitious energy goals, Kazakhstan's oil and gas industry must focus on developing a new generation of hybrid leaders who can seamlessly link operational execution with strategic oversight and project management acumen, similar to Nursultan Sitmagambetov's transition from drilling engineering to project management within Rompetrol KMGI.
  2. By investing in specific support systems such as transitional programs, training initiatives like Project Management Professional (PMP) certification, cross-functional job exchanges, and mentoring programs, Kazakhstan can bridge the talent development gap that currently exists in local companies and foster a workforce capable of aligning with its evolving infrastructure.
  3. As Kazakhstan strives to stay competitive in the global oil and gas industry, which is undergoing significant changes due to energy transition objectives, digital transformation, and evolving investor requirements, it is essential for young professionals and mid-career experts to expand their fields of expertise and evolve new capabilities, ensuring they remain effective, resilient, and future-ready.

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