JPMorgan - KASE

JPMorgan - KASE JPMorgan - KASE

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efinery. The Shymkent refinery had a rated crude oil throughput capacity of approximately 140,000 BOPD as of September 30, 2002, and operated at an average of approximately 51% of its capacity during the nine months ended September 30, 2002. In 2001, approximately 43% of our crude oil production was sold by our Upstream operations to our Downstream operations for refining at the Shymkent refinery and refined product trading. Š Trading. In 2001, approximately 50% of our crude oil production was exported from our refinery at Shymkent, which currently serves as our crude oil distribution hub. The principal buyers of our crude oil include Naftex, Eurasia, TotalFinaElf, BP, Vitol, Sintez and Shell. Competitive Strengths We believe that we enjoy the following principal competitive strengths: Integrated operations. We are an integrated oil company in Kazakhstan with exploration, development, production, refining and marketing capabilities. We believe that these capabilities result in: Š a greater ability to maximize profit from our crude oil production in response to market demand by adjusting the balance between exports and domestic sales in Kazakhstan; Š a greater ability to enhance the quality of our products and the efficiency of our operations; and Š an enhanced perception of us by domestic and foreign customers as a large and dependable supplier. Optimal field characteristics. The favourable characteristics of our producing properties enable us to develop our fields and produce and refine our crude oil at relatively low costs. Our fields generally have productive zones at relatively shallow depths ranging from 2,500 to 6,000 feet. Our reservoirs have high porosity and high levels of permeability. Our reserves produce light, sweet crude at 37° to 44° API gravity with a sulphur content of less than 0.4%. Pipeline and transportation connection between our oil fields and our refinery with sufficient capacity. Our Central Processing Facility, or CPF, gathers production from our principal producing fields and delivers export specification oil to the Shymkent refinery via 28-inch and 20-inch lateral pipelines that connect to the West Siberia-Central Asia Pipeline, or the Central Pipeline, all of which pipelines are operated by KazTransOil CJSC, which is controlled by the Kazakhstani government. We believe there is substantial unutilized capacity in the pipelines. We are refurbishing the Central Processing Facility and other production facilities to increase total fluid handling capacity from 190,000 BFPD to over 280,000 BFPD. This combination of facilities and pipelines allows for production growth and the development of additional reserves without the need for new transportation infrastructure. In addition, the QAM pipeline, due to be commissioned in the third quarter of 2003, will provide an alternative transportation route directly to one of the rail networks we use for exporting oil. See “Business and Properties — Downstream Operations — Transportation” for further details. Excess refining capacity. The Shymkent refinery, which began operating in 1987, had a rated crude oil throughput capacity of approximately 140,000 BOPD as of September 30, 2002, and operated at an average of approximately 51% of its capacity during the nine months ended September 30, 2002. This gives us significant flexibility in our choice between trading crude oil or refined products as we increase our production activities and develop new reserves. We expect that the refinery’s significant excess capacity will enable us to meet all of our medium- and longterm refining needs. Market leadership in a major market. The Shymkent refinery is the only refinery located in the southern region of Kazakhstan, which is the most densely populated area of Kazakhstan. We 2

have a network of sales, storage and distribution outlets in the principal centers of the region to market our refined products. We have achieved a leading market position in the Kazakhstani domestic market, which positions us well to capitalize on growth and any other improvements in the Kazakhstani economy. Western technology and management techniques. We have applied Western technology and management techniques to modernize our operational infrastructure in Kazakhstan and maximize its efficiency. We are using Western seismic and other exploration techniques to explore our properties in the South Turgai Basin. The Shymkent refinery is being upgraded and, with the refinery’s significant excess capacity, we expect it will be able to meet all of our refining needs so that we may implement our medium- and long-term marketing plan. Business Strategy By capitalizing on our competitive strengths, we aim to be the leading integrated oil and gas company in Central Asia. The primary elements of our strategy are to: Explore undeveloped properties. We continue our exploration of undeveloped property covering approximately 414,000 acres, for which we hold exploration licenses. Beginning in January 2002 our exploration program has been primarily focused on accessing deeper stratigraphic prospects. Capitalize on our development opportunities. As of January 1, 2002, our estimated proved undeveloped reserves were 104.8 MMbbls. We intend to bring these proved undeveloped reserves into production in a timely, efficient and profitable manner. Increase our oil transportation alternatives in order to reduce transportation costs and increase our export opportunities. In the nine months ended September 30, 2002, we sold approximately 52% of our crude production into export markets. Transportation to export markets remains our single largest cost of operations. Our transportation costs include costs associated with: Š trucking crude oil from the QAM fields to the Central Processing Facility; Š shipping crude oil from our Central Processing Facility to the Shymkent refinery; Š railway transportation from the refinery to export destinations; and Š transportation of crude oil by our Kazgermunai joint venture to its export customers. As many of the modes of transportation for our crude oil and refined products are controlled by government entities and other third parties and few alternative modes currently exist, we are seeking ways in which to diversify our transportation options in order to increase competition and thereby lower our costs. Additional transportation options to export markets would provide transportation capacity for increased exports. In this regard, we have undertaken various initiatives, including: Š constructing the QAM pipeline linking the QAM fields and our other fields to the railroad terminal at Dzhusaly; Š opening a number of new export routes, such as Turkmenbashi — Batumi, Atyrau — Samara, and Odessa; Š optimizing the use of existing export routes, such as Aktau — Batumi; Š continuing to transition crude oil exports to non-FCA sales (as to which title to crude oil passes outside Kazakhstan), which represented 46% of our crude oil sales during the three months ended September 30, 2002 and which allow us to monitor the associated transportation costs and will lead to increased operating margins; Š pursuing opportunities to improve our logistical infrastructure by upgrading our loading and storage facilities and securing access to a railcar fleet to lower the cost of and ensure the availability of rail transportation; and Š creating a specialized transportation and trading team, for both our Upstream and Downstream operations. 3

efinery. The Shymkent refinery had a rated crude oil throughput capacity of<br />

approximately 140,000 BOPD as of September 30, 2002, and operated at an average of<br />

approximately 51% of its capacity during the nine months ended September 30, 2002. In<br />

2001, approximately 43% of our crude oil production was sold by our Upstream operations<br />

to our Downstream operations for refining at the Shymkent refinery and refined product<br />

trading.<br />

Š Trading. In 2001, approximately 50% of our crude oil production was exported from our<br />

refinery at Shymkent, which currently serves as our crude oil distribution hub. The principal<br />

buyers of our crude oil include Naftex, Eurasia, TotalFinaElf, BP, Vitol, Sintez and Shell.<br />

Competitive Strengths<br />

We believe that we enjoy the following principal competitive strengths:<br />

Integrated operations. We are an integrated oil company in Kazakhstan with exploration,<br />

development, production, refining and marketing capabilities. We believe that these capabilities<br />

result in:<br />

Š a greater ability to maximize profit from our crude oil production in response to market<br />

demand by adjusting the balance between exports and domestic sales in Kazakhstan;<br />

Š a greater ability to enhance the quality of our products and the efficiency of our<br />

operations; and<br />

Š an enhanced perception of us by domestic and foreign customers as a large and<br />

dependable supplier.<br />

Optimal field characteristics. The favourable characteristics of our producing properties enable us<br />

to develop our fields and produce and refine our crude oil at relatively low costs. Our fields<br />

generally have productive zones at relatively shallow depths ranging from 2,500 to 6,000 feet.<br />

Our reservoirs have high porosity and high levels of permeability. Our reserves produce light,<br />

sweet crude at 37° to 44° API gravity with a sulphur content of less than 0.4%.<br />

Pipeline and transportation connection between our oil fields and our refinery with sufficient<br />

capacity. Our Central Processing Facility, or CPF, gathers production from our principal producing<br />

fields and delivers export specification oil to the Shymkent refinery via 28-inch and 20-inch lateral<br />

pipelines that connect to the West Siberia-Central Asia Pipeline, or the Central Pipeline, all of<br />

which pipelines are operated by KazTransOil CJSC, which is controlled by the Kazakhstani<br />

government. We believe there is substantial unutilized capacity in the pipelines. We are<br />

refurbishing the Central Processing Facility and other production facilities to increase total fluid<br />

handling capacity from 190,000 BFPD to over 280,000 BFPD. This combination of facilities and<br />

pipelines allows for production growth and the development of additional reserves without the<br />

need for new transportation infrastructure. In addition, the QAM pipeline, due to be<br />

commissioned in the third quarter of 2003, will provide an alternative transportation route<br />

directly to one of the rail networks we use for exporting oil. See “Business and Properties —<br />

Downstream Operations — Transportation” for further details.<br />

Excess refining capacity. The Shymkent refinery, which began operating in 1987, had a rated<br />

crude oil throughput capacity of approximately 140,000 BOPD as of September 30, 2002, and<br />

operated at an average of approximately 51% of its capacity during the nine months ended<br />

September 30, 2002. This gives us significant flexibility in our choice between trading crude oil or<br />

refined products as we increase our production activities and develop new reserves. We expect<br />

that the refinery’s significant excess capacity will enable us to meet all of our medium- and longterm<br />

refining needs.<br />

Market leadership in a major market. The Shymkent refinery is the only refinery located in the<br />

southern region of Kazakhstan, which is the most densely populated area of Kazakhstan. We<br />

2

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