Kazakhstan’s oil and gas sector is poised for significant growth, with plans to increase its annual production of oil and condensate to 96.2 million tons by 2025—a 9.7% rise from the previous year. The expansion of the Tengiz oil field, set to begin in the second quarter of 2025 with an investment of $533 million, is expected to contribute to this increase. Additional investments in projects like the Kalamkas and Kashagan fields, as well as the installation of a sixth gas injection compressor at Karachaganak, will further enhance production and operational efficiency.
However, achieving these ambitious targets requires more than just financial investment and advanced technology—it demands a skilled workforce capable of executing complex tasks. Kazakhstan needs to foster a new generation of hybrid leaders—professionals who combine operational expertise with strategic oversight and project management skills to drive growth in the sector.
The global oil and gas industry is undergoing a transformation, driven by energy and digital transitions, alongside evolving investor demands. To remain competitive and attract international partners, Kazakhstan must develop a workforce that aligns with its expanding infrastructure. This requires creating an environment that promotes continuous learning and encourages collaboration across disciplines—key traits of hybrid talent. In a rapidly changing global market, Kazakhstan’s ability to produce well-rounded professionals will become a strategic advantage.
Drawing from my personal experience transitioning from drilling engineering to project management, I have witnessed the value of hybrid talent firsthand. Working on large-scale projects across the entire oil and gas value chain, I have observed that team members with technical expertise and field experience make far more meaningful and effective contributions than those without such backgrounds.
Experienced project leaders, through hands-on practice, develop a deep understanding of operations, which allows them to identify project risks and constraints. These leaders foster teamwork, aligning project execution with broader strategic goals. Their expertise and adaptability help turn high-level objectives into tangible results, and this shift not only broadens their perspectives on the lifecycle of energy projects but also prepares them for the multifaceted challenges ahead.
Engineers often work in high-pressure environments, honing their skills to make urgent, critical decisions under time constraints. These same skills are essential for effective project management. Unfortunately, many local companies in Kazakhstan lack the frameworks to develop hybrid talent in the same way as global energy giants like Shell, BP, and Chevron. These multinational companies invest in structured development programs, cross-functional rotations, and leadership training. In contrast, most Kazakhstani companies still maintain rigid career paths that separate roles, hindering technical professionals from acquiring strategic management skills and multidisciplinary knowledge. To succeed in developing complex energy projects and to remain globally competitive, Kazakhstan must close this talent gap.
Project managers overseeing Kazakhstan’s integrated energy value chain need to master both the technical processes behind operations and the strategic logic that drives decision-making. The most effective way to improve project execution, reduce cost overruns, and meet Kazakhstan’s energy ambitions is to promote experienced engineers to leadership roles in project management.
Developing these hybrid capabilities requires a collaborative effort from employers and the broader industry. Initiatives such as transition projects, training programs (including Project Management Professional certification), cross-functional exchanges, and mentorship can help prepare professionals for leadership roles. Organizations that invest in these strategies will see improved project outcomes, especially when managing complex energy initiatives.
Talent development must be approached in diverse ways, encouraging young professionals and mid-career experts to broaden their skill sets and take on new challenges. By retaining core specialization while expanding their capabilities, professionals will become more resilient, efficient, and better equipped to navigate future industry demands.
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