KazMunayGas

Account Strategy
KAM: Marat Mukhtar
KAM Email: marat.mukhtar@se.com
KAM Contact #: +7 701 784 59 72
Create Date: 15 DEC 23
Last Review
15 JAN 24
Date:
Reviewer Name: Aleksandr Korneev

Approver Name: Ronan Tregouet

Prepared by: Marat Mukhtar

Orders 2017 2018 2019 2020 2021 2022 2023 Target 2025
2024

M€ XX XX XX XX XX XX 8 10 XX

Confidential Property of Schneider Electric

Internal
 KMG’s strategic priorities and SE value prop
The bigger picture about customer
Strategic Priority Value Proposition
• KMG is the national operator of the oil and gas industry in
Kazakhstan. Development
110 companies (equity of 50% or more) incl. 56 cpy in Kazakhstan.
• Upstream:
Petrochemical Value Prop: Power and Process, digitization
9 operating assets (25% of oil and condensate and 15% of gas in sector (SP1) Value for the Customer: World class industrial technology supplier bringing capex
Kazakhstan) / Remaining through NCOC, KPO, TCO optimization and reliable solutions
• Refining Polyethylene,
4 refineries in Kazakhstan and 2 in Romania. In 2021, (18.9Mt of oil GSU, Butadiene SE Business Potential: +50 MEUR
processed, To be increased by 2031 the depth of oil refining at Existing examples of what we did: Dangote refinery in Nigeria, TotalEnergies Petrochemical
Kazakh refineries up to 89%. in France
• Transportation pipelines and marine
• Petrochemical Industry
1 polypropylene plan (KPI since 2022). In development polyethylene Modernization of Value Prop: Retrofit ABB installed base with SE equipments powered by digital services
and butadiene. existing Value for the Customer: Local service support reactivity and skills
• Exploration SE Business Potential: +5-7 MEUR
14 exploration projects (6 onshore and 8 offshore) and is carrying out infrastructure (SP2)
additional exploration at producing assets. Downstream
(Refining)

Adapting from Value Prop: Decarbonizing Operations through SE & AVEVA Energy Optimization
KZ Government Solutions
• VFD, Modicon for wellheads and compressors, Switchgears retrofit;
Number of employee: 47 437 commitment on Value for the Customer:
climate • Reduce Energy Cost
change(SP3) • Reduce Emissions
Sustainability, • Production of oil that meet EU standards for further realization
ESG SE Business ambition: +5 MEUR

Confidential Property of Schneider Electric | Page 2

Internal
Structure of the KMG
Group of Companies

Dedicated Account Plan

TCO
SE PA/EM IB
KPO Under development P1
Under development P2
NCOC
Property of Schneider Electric | Page 3
Internal
 KMG’s political landscape relationship strength
Stakeholder Level / Title Decision Role Position Status SE Owner Engagement Plan Strategic Initiative or Opportunity
Pavlodar Oil Chemistry Refinery (PNHZ)
Kuanysh Bishimov General Director Decision-maker Neutral Active M. Mukhtar LK-6U, KT-1
Director of New Projects and
Dyussenbek Kuzhekbaev Decision-maker Promoter Active M. Mukhtar LK-6U, KT-1
Capital Construction
A. Korneev/ M.
Daulet Omarov Head of Power Energy Dep. Decision-maker Promoter Active Mukhtar / A. In active contact LK-6U, KT-1, GPP
Raimkulov
Arman Shabanov Deputy General Director Decision-maker Promoter Active A. Kalganbayev In active contact LK-6U, KT-1, GPP
Atyrau Oil Refinery Plant (ANPZ)
M. Mukhtar / A.
Galymzhan Zhusanbayev General Director Decision-maker Neutral New Role Meeting to be scheduled ELOU AT-2, RP-33, AVT-3
Raimkulov
Oleg Lyzlov Deputy General Director Decision-maker Neutral Active M.Mukhtar Meeting to be scheduled ELOU AT-2, RP-33, AVT-3
A. Korneev/ M.
Kanatbek Orazbayev Head of Power Energy Dep. Decision-maker Promoter Active Mukhtar / A. In active contact ELOU AT-2, RP-33, AVT-3
Raimkulov
Petro Kazakhstan Operating Plant (PKOP)
A. Raimkulov / M.
Yerbolat Kozhabayev General Director Decision-maker Neutral Active Meeting to be scheduled APCMS
Mukhtar
A.
Bakhit Yeregenov Technical Director Decision-maker Promoter Active Meeting to be scheduled APCMS
Raimkulov/M.Mukhtar
Deputy of the Head of Power A.
Nursultan Syzdykov Influencer Promoter Active In active contact APCMS
Energy Dep. Raimkulov/M.Mukhtar
OzenMunayGas
Nurdaulet Kilybai General Director Decision-maker Neutral Active VFD, Instrumentation

Nurzhan Abdirakhmanov Deputy of GD Decision-maker Neutral Active VFD, Instrumentation

A. Korneev / Z.
Gaidar Kanaliyev Head of Technology Influencer Promoter Active VFD, Instrumentation, MV, LV
Naizabekov
A. Korneev / Z.
Nurlan Baltayev Head of Engineering Dep Influencer Promoter VFD, Instrumentation
Naizabekov
Mangystaumunaygas
Murat Mustafayev General Director Decision-maker Neutral Active VFD, Instrumentation
Arman Kammatov Deputy of GD in commercial Influencer Neutral Active VFD, Instrumentation
Zhasan Dyusembayev Senior Specialist of PA Influencer Promoter Active Z. Naizabekov VFD, Instrumentation
Nurbergen Imangaziyev Head of Power Energy Dep. Influencer Promoter Active Z. Naizabekov VFD, Instrumentation
KazTransOil (KTO)
Head of Power Energy Dep. Of
Daniyar Musagaliyev Decision-maker Promoter Active A. Korneev MV, LV, VFD
all KTO
Head of Power Energy Dep.
Roman Nedomolvniy Decision-maker Promoter Active A. Korneev MV, LV, VFD
Confidential Property of Schneider Electric(Atyrau)
| Page 4
Internal
 KMG’s Ecosystem and SE Coverage
Company Position SE Owner Engagement Plan Strategic Initiative or Opportunity
OEMs
Process Automation LLP Promoter A. Lepikhin In active phase Diaphragm seals for PT's
EPCs
AVC Group Promoter M. Mukhtar In active phase ANPZ, PNHZ, PKOP
EPC Group Neutral A. Korneev In active phase PNHZ
Channels
A&G Services Promoter Z. Naizabekov In active phase MMG, OMG
West Oil&Gas Services Promoter Z. Naizabekov In active phase Karazhanbasmunay, Munaitas, OMG
Silumin Vostok Promoter A. Korneev In active phase PNHZ
DIM Story Promoter A. Korneev In active phase PNHZ
Design Institutes
EON Energo Promoter V. Pak In active phase ANPZ, PNHZ
KING Promoter V. Pak In active phase ANPZ
KazNIPImunaygas Promoter A. Zhunussova In active phase Kendirli, MMG, OMG
Panel Builders
PF Electroservice Promoter A. Raimkulov In active phase PNHZ
Infraenergo Neutral A. Korneev In active phase PNHZ

Confidential Property of Schneider Electric | Page 5

Internal
 Marat Mukhtar’s extended team

On Board % Time Incentive

Name Organisation Country / Division Comments / Gaps / Issues
Y/N Committed Y/D/N
KAMs
Aleksandr Korneev DE KZ Y 100 Y
Solution Architects
Yunus Gurses PwS TR N 0 N Regional Solution Architect
Generalist sales
Alikhan Nigmashev KMGA KZ Y 15 Y Instrumentation
Specialised sales
PwS, Opp Leader for Petrochemical Elephant
Alisher Raimkulov PwS KZ Y 20 N
projects
Rauan Nussipkhozhin FS KZ Y 5 Y
Zein Naizabekov IA KZ Y 70 Y PLC
Zhiger Saurambayev IA KZ Y 50 Y VFD
Natalya Volkova IA KZ Y ? Y AVEVA
Ilyas Tazhdavletov KMGA KZ Y 100 Y PA (downstream)
Project Management
Zhandos Torebekov KMGA KZ Y 30 N
Sergey Gribov PwS KZ N 0 N
Legal / Pricing / Marketing
Kanat Kaliyev PwS KZ N 0 N Support on pricing in the case of required

Confidential Property of Schneider Electric | Page 6

Internal
 Understanding of KMG digital transformation roadmap
0 - Digital Transformation
Strategy
KMG digital transformation
vision
• Triggers for Digital
• Building single digital platform
with full cycle (exploration,
transportation, refining) for
monitoring, control, analysis,
storage, collection and
processing of data
• Current Digital maturity: medium
• Selected areas to implement
digital transformation and
expected benefits: Spiral, Digital
twin in Refineries, OTS, Material
balance, RTO
• Key implementation choices
(consulting, make or buy …):
Consulting, buy
Arrange a meeting with CDO
• Expected M€ benefits from
transformation 3MEUR
Confidential Property of Schneider Electric | Page 7
1 - Digital Transformation Management
- Does Chief Digital Officer exist, if yes name Yes, Baurzhan Kasenov
- How advanced is creation of Digital Transformation office KMG has one single dispatching and
analytical center only for some of assets (exploration)
- Digital Transformation office’s reach throughout the Company Only some of assets in exploration
- How embedded Digital is into Business entities Digital roadmap is ready, but only for 7
exploration assets. Most assets are not covered
2 – Digital Capabilities Development
- Where customer is at in terms of connection of assets to hub Some data collects in dispatching and
analytical center
- Where customer is at in terms of data aggregation Dispatching and analytical center collects data in
single platform
- Where customer is at in terms of big data and cloud capability KMG uses BigData platform by
leveraging AI
- By themselves or with external partner By themselves
3 - Digital Use Cases Implementation and where SE & Aveva fit
- DT1: Roadmap of uses cases, with priority ranking and approximate timeline Not yet defined
- DT2: Noticeable operational excellence improvements 7 modules out of 17 were applied
- DT3: Predictive maintenance & safety improvements CDO is not convinced
- DT4: Advanced examples with simulation & AR/VR OTS was lost in refineries (Honeywell)
- Where we fit in all of this
Internal
KMG Digital Initiatives
Win To be explored
Spiral – Refineries Predictive Analytics
- Atyrau - CDO not convinced
- Pavlodar Asset Strategy Optimization
- Shymkent - TBC
- Headquarters : Overall Supply Chain overview of the 3 refineries Engineering 4.0
 Execution: KMGA - TBC
Digital Twin – AVEVA Net has been installed in 2020 Real-Time Optimization (Now that Supply Chain is installed)
- Atyrau - TBC
- Pavlodar CDO has asked suppliers to focus on Upstream (Subsurface & Surface
AVEVA selling direct facilities)
)
Lost
Advance Process Control in refinery lost to Honeywell (2023)
- Atyrau refinery
- Shymkent refinery
- Note: Pavlodar not part of the scope
OTS in refinery
- Shymkent (2023)
- Atyrau (Honeywell in 2021)
- Pavlodar (Honeywell)

On-going
Material balance (AVEVA Production Accounting) in refinery
- All refineries. Tender on going. Competitors:
o Honeywell
o Yokogawa
o Alcor (AVEVA partner)
o KMGA
Mobile Operator Round
- Atyrau (Tender cancelled)

Confidential Property of Schneider Electric

Internal
 Understanding of KMG sustainability roadmap
Customer’ actions What customer is doing on this topic What SE play could be
Sustainability Strategy Where SE can bring and who is leading action and who would be leading
value
KMG sustainability vision
• Commitment to decrease Carbon footprint till 15%
by 2031 year (part of Carbon Disclosure Project); The main strategic areas of the Group’s energy • Implementation of
• Corporate yearly sustainability report in place. saving and energy efficiency development are management programs aimed
modernization of process equipment, introduction at optimizing pumping
of energy-saving technologies, optimization of equipment with the VFD;
Who leading the charge & how consumption and development of own generation • Introduction of automated fuel
• CEO’s involvement: Yes sources. and energy accounting and
• CSO: Chris Walton management systems;
• Organizational reach: Local
• Creation of energy
SUS1: Affordable and clean management services
Main recent awards / actions energy
supporting evidence of engagement
• KMG maintains leadership in the environmental Take urgent action to combat climate change and Implementation of renewable
transparency rating according to the World Wildlife its impacts. Integrate climate change measures energy projects of at least 300
Fund; into national policies, strategies, planning MW. Ambitions:
• The Action Plan for implementation of the Low- 1) 1GW of wind power together
Carbon Development Program for the period 2022- with TotalEnergies;
2031 has been developed and approved; 2) 120 MW hybrid power plant
• Savings 426,421 kWh of electricity.
SUS2: Climate action together with Eni
Build resilient infrastructure, promote inclusive and • Optimization of energy
sustainable industrialization and foster innovation management and creation of
energy management services;
SUS3: Industry, Innovation • Energy accounting and
and Infrastructure management systems

Confidential Property of Schneider Electric | Page 9

Internal
 L2/L3 KMG roadmap
Expected Growth
Unleashing L2/L3 business L2 – Edge Control 2025 (Recurring revenue > Y/N)
(please include actions in the operational plan)

m€ % 2026 2027

Target XX
Automatic dispatch control system for power supply – Atyrau Oil Refinery Plant 1 m€ > Y 33 X m€ > Y X m€ > Y
1. What are customer’s key initiatives & linked to Automated Power Supply control and Monitoring System – PKOP 2 m€ > Y 67 X m€ > Y X m€ > Y
L2/L3 (please include the initiative’s details in
your operational plan)
L21: Modernization of existing plant, deployment of
DCS and SCADA in ANPZ, PNHZ

L22: Expansion of the existing EMS – APSCMS in

PKOP

L31: Material balance and Mobile Operator round as

an ongoing projects
L32: Predictive analytics, Asset Strategy Total 3 100
Optimization, RTO

2. What is the Value Proposition and how SE can

become the trusted partner to drive this
transformation
Expected Growth
High experience of working with customer with the deep
knowledge of all pain points. Focus on Upstream L3 - Digital 2024-2025 (Recurring revenue > Y/N)
(Subsurface and Surface facilities).

3. Customer’s decision makers & influencers for L2/L3 m€ % 2026 2027

business (include engagement plan details in the
operational plan page) -
Central Processing Facility (AVEVA) – MangystauMunayGas 0.6 37.5 X m€ > Y X m€ > Y

Top competitors and SE Positioning

Material Balance (AVEVA Production Accounting) 1 62.5
L2 L3
Yokogawa Aspentech

Honeywell Honeywell

Siemens Microsoft
Schneider
Confidential Property of Schneider Electric | Page 10 Total 1.6 100
Internal
 Ambition for KMG & Growth Initiatives
Projects in Pipeline Ambition LoBs Closing Date Competitor

Strategic Intent APSCMS+LV, MV panels in

3M€
PwS+D
31.12.2024 ABB
PKOP E 22

Pipeline
Expansion of ELOU AT-2 TP-2 in
0.7M€ PwS 30.06.2024 ABB
ANPZ
Our strategic intent is business
development in a new strategic RP-33 in ANPZ
0.6M€ PwS 31.08.2024 ABB
account for SE KZ, promote our 10

Ambition
solution in EM, IA. Also support GPP in PNHZ
the customer in decarbonization 1.8 M€ PwS 31.03.2025 ABB, Siemens
initiatives Values in M€
___ VFD in PNHZ
0.5 M€ IA 31.12.2024 Danfoss, ABB
2023 Orders: 8M€
Top 3 Growth Initiatives
2024 Ambition: 10M€
(GRI1) Growth Initiative #1 – Development downstream business and expansion our installed base Sales in 2024-2027
• MRO business (replacement competitors); Ambition: 15 M€
• Become main partner in modernization initiative of all Refinery plants;
• Development PA business (DCS, ESD, etc.)

(GRI2) Growth Initiative #2 – Pursuit Greenfield projects Sales in 2025-2028

• Petrochemical – GSU, Silleno (Polyethylene, Butadiene); Ambition: 50 M€
• Oil&Gas Production – Kalamkas-Khazar Project (offshore)

(GRI3) Growth Initiative #3 – Decarbonization initiative Sales in 2025-2029

Implementation of renewable energy projects: Ambition: 10 M€
1) 1GW of wind power together with TotalEnergies;
2) 120 MW hybrid power plant together with Eni

Confidential Property of Schneider Electric | Page 11

Internal
Operational Plan
Opportunity
Actions/ Supporting Comments
Initiative Actions / Workstreams Supporting team Timing Generated from the Status
Workstreams & Points of Attention
Actions
Support WoodKSS, KPSP with
the FEED for GSU project by A.Raimkulov, V.Pak,
Quantified Value Proposition leveraging our experience Q3/24 l
K.Kopalygin
• MV
with KSU project in TCOu LV
SP1: Development •
• TR
Petrochemical sector Including VFD in AVL of TCO • ECS
to make sure that we have a K.Kopalygin, • Drives
Increase share of wallet chance to expand portfolio Z.Saurambayev
Q3/24 l
we can offer to customerO

• MV
SP2: Modernization of Expansion our installed base • LV
the existing Increase share of wallet by prescription and pitching A.Korneev, M.Mukhtar Q1/24 • TR l
infrastructure customer with our solutionu • ECS
• Drives

GI3: Decarbonization Keep pursuing strategic

M.Koteneva, • MV l
initiative Strategic partnership projects, like Mirniy project 24-26
A.Nikiforov • LV
(TotalEnergies) u

• Material balance
(AVEVA Production
Explore more information
Accounting) l
• Mobile Operator
about their digital roadmap
Round
and their DAC and ABAI • Marat Mukhtar,
Arrange a meeting with Strategic partnership • Predictive
information system. Kirill Rumyantsev, Q1/24
CDO of KMG Analytics
Discuss about our initiatives Ronan Tregouet
• Asset strategy
we’ve been through and
optimization
what we can explore more
• Engineering 4.0
• Real-Time
Optimization

Confidential Property of Schneider Electric

Internal
Internal
 Polyethylene Project (Silleno)
Status - FEED Raw - ethane 1,6 mln tons/year Vaue: $ 7,6 Billion

Stakeholders: Capacity - 1 250 thousand ton/year

40% 30% 30%
Polyethylene project «Silleno» LLP
 Kazakhstan – 13 %
Ethane
Ethylene
OFF-TAKE:  CIS – 8 %
Steam cracking  EU – 24 %
Polymerization
1,6 mln t/y (pyrolisis)
 South-East Asia – 30 %
GSC  Turkey – 25%

Product: Licensors:
HDPE
HDPE FILM, IM/RAFIA, SBM (Zn)
1,25 Pyrolisis Polymerization
mln t/y
Polyethylene BIMODAL HDPE
PE100, PE100 Black, HDPE FILM BIMODAL

Атырау
LLDPE
LLDPE, LBM (Cr), SBM (Cr), IBC
ТCO

2022-2024 2024-2027 2027 – 2028

Design Construction Launch

Internal
14
 Design contracting chart of Silleno
EPC
(Not yet nominated)

Local Fabricator
(Not yet nominated)
Silleno LLP
(operator of the project)

SEKZ

Licensor Offtaker Land and benefits

provider

Sinopec SIBUR KMG Petrochem

(Owner of the project) (Owner of the project) (KMG)
(Owner of the project)

Linde Gas Tecnimont Technicas

(FEED for (FEED for Reunidas
Ethylene) Polyethylene) (FEED for
Ethylene)

Confidential Property of Schneider Electric |

 Butadiene Project
Status - FEED

Raw - Mixture of Butanes 380 thousand T/year Аstana

Project value- $ 888 millions Saran

Stakeholders Аtyrau Tyre plant

- 75% 25% ТШО

OFF-TAKE -
Production - SBS - 38 thousand. t/y SBR 45 thousand t/y МTBE 40 thousand. t/y TBE 130 thousand t/y Butadien 66 thousand
t/y

Licensors:
DEHYDROGENATION Rubber production

38 45
тыс.тн/г тыс.тн/г

2022-2023 2023 – 2024 2025

Design Construction Start-up
Internal
16
 Design contracting chart of Butadiene

EPC
(Not yet nominated)

Local Fabricator
Butadiene LLP (Not yet nominated)
(operator of the project)

SEKZ

Land and benefits

Offtaker provider

Tatneft KMG Petrochem

(Owner of the project) (KMG)
(Owner of the project)

Confidential Property of Schneider Electric |

 General information about
KALAMKAS-KHAZAR OPERATING «Kalamkas-Khazar Operating
LLP»
Lukoil Oil Company
50% 50%

The National Oil and Gas

Lukoil Oil Company is a Russian Company and includes
corporation, specializing in the Oil & Gas «Kalamkas-
Subsidiaries in:
and other segments. Khazar • Exploration and Production
Operating O&G
LLP» • Transportation O&G
• Processing O&G

Financing 50% - 50% in accordance with

participation shares
PAM for ICSS (Imp $6M
stage)
PAM for service $4 per year (for ICSS)
 General information about «Kalamkas-Khazar Operating
LLP»

FINANCING Project Execution plan

Project cost 6,7 bln. USD (50/50 %)
Potential Participation of Development Bank
of Kazakhstan JSC in terms of financing 1st phase starts 2025
currencies / Searching for financing
investments aboard 2nd phase starts 2028

Confidential Property of Schneider Electric

Internal
 Kalamkas-Sea and Khazar
Technical Case

Confidential Property of Schneider Electric

Internal
 Design contracting chart of Kalamkas-Khazar

EPC
(Not yet nominated)

Local Fabricator
Kalamkas-Khazar Operating (Not yet nominated)

LLP
(operator of the project)
SEKZ

Land and benefits

Offtaker provider

LukOil KMG
(Owner of the project) (Owner of the project)

Confidential Property of Schneider Electric |