Development Strategy
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About Company
Development Strategy
The Corporate Development Strategy through 2030 was revised in 2021 to reflect current energy industry developments and concerns. The primary tenets and objectives of the Strategy are still applicable in spite of modifications in the external environment. The main priority of the company is to maximize shareholder value and ensure optimal return on invested capital within the priority areas of activity.
Strategy priorities
- Maximizing value for the shareholder
- Upstream – company’s development basis
- Implementation of benefits of the strategic controller role
- Focused allocation of resources during expansion
- Diversification with account of competencies and synergy
The Upstream segment is the backbone of the company’s development.
A niche development approach is still relevant and completely justified. Concurrently, the asset portfolio is being diversified, with a greater emphasis on the growth of the segment’s gas component.
The company uses a cluster approach when working on new projects, which enables it to concentrate resources on entering new projects in particular geographic areas and achieving the best economic result. When working on existing assets, the focus is on ongoing improvement of operating efficiency.
Alternative energy is a new topic that the company has been focusing on for the past few years and is included in the Corporate Strategy. Due to the active development of competencies, the implementation of projects in the alternative energy sector follows a clear business logic: reducing the carbon footprint, using one’s own competencies, and collaborating with the current business come first, followed by diversifying the business portfolio with renewable energy assets.
The key priority of JSC Shaimerden service segment is support and synergy with the main type of business.
The segment continues to develop the necessary competencies and provides support to the company when entering new regions, and also actively participates in the implementation of technological development programs to improve business efficiency.
The company is undergoing the necessary organizational changes in tandem with the development of key areas and priorities in the main business segments. These changes include the creation of unified business systems, the development of the operating model, the continuation of the asset management model through the establishment of regional business units in line with the cluster approach, and efforts to improve the efficiency of business processes and decision-making speed.
