Odd Instefjord General Director, Statoil North Caspian as

1. Reflection on the Norwegian Experience within the Oil and Gas sectorGrata Law Firm Seminar Almaty, 23 April 2010 Odd Instefjord General Director, Statoil North Caspian as

2. Norway is admired for its management of petroleum resources because: • It conquered the challenges of the North Sea. • It avoided the OIL CURSE. • It created growth in non oil sectors. • It formed robust national oil companies side by side with international oil companies. • It formed world class Norwegian offshore industry. • It nearly doubled oil recovery from 25 to 45%.

3. National organization of the petroleum sector

4. Petroleum Policy – Main Principles The right to sub sea petroleum deposits is vested in the State The petroleum deposits shall be administered for the benefit of the Norwegian society as a whole Due regard for the environment and high HSE standards Effective government take Goal: Maximize value creation: legal / licensing system resource management R&D and industrial development State participation and Tax system

5. So how could Norway succeed ? • Richness in Hydro power which allowed Norwegian to develop their oil resources at a moderate pace. • Norway was also highly developed before the oil age: • Highly efficient system of governance • Social democratic culture enhancing collective effort. • Homogeneous society. Solidarity. Cohesion…etc. • Well developed institutions. • High level education and R&D competence and capacity. • …….etc

6. Industry Development- based on our capabilities and competitive strengths A good starting point: Developed and diversified economy Significant maritime nation Relatively high level of education Political consensus

7. The important majors • Transferred skills and competence • Created necessary competition • In joint teams with Norwegian companies • Statoil given a central role • Participation in training courses • Operatorship to learn the business

8. Government Leadership from the start.. Work and value creation to be carried out in Norway! • Preference for local content • - on a competitive basis • Make international oil companies • maximize local benefits • Build local competence • Ownership less important • Avoid creating unsustainable • jobs • Avoid cost pressure

9. Control and monitoring • Monitoring of contracting and procurement practices • Mandatory announced tender-schedules • Mandatory lists of invited companies • Ensure qualified Norwegian companies on bidders list • Stimulate Joint Ventures • Encourage R&D Operators Suppliers R&D Transparency - Predictability - Stability

10. SALIENT FEATURES OF THE NORWEGIAN APPROACH? • National steering of the direction and pace of petroleum operations. • Good governance (Govt. Petroleum Administration). • Constructive competition among the oil companies. • Variety among the licensees to master challenges and enhance efficiency. • Direct participation by national companies alongside IOCs. • Encouraging the local content in deliveries to petroleum operations. • Maintaining balance between national and international oil companies. • Co-operation between the authorities and the oil companies. • Focus on high oil recovery. • Focus on Health, Safety and Environmental protection. • Technical innovation to cope with petroleum operations in rough seas. • Source: Petroteam

11. Summing up the Norwegian Experience • Coherence – local content part of overall policy • Local content policies aimed at… • Increasing value added > not deter investments • Balancing industry and government needs • Building on existing capabilities • Encouraging JVs with international players • Local content policies should be temporary

12. Thank you Reflections on the Norwegian Experience within the Oil and Gas sector Odd Instefjord General Director www.statoil.com

13. Back-up

14. Why is this organization successful ? Separation of the commercial interests of government from its administrative tasks has proved essential for : • Dedicated, unbiased and professional monitoring. • Equal and fair treatment of the various stakeholders. • Effective co-operation between national and international oil companies. • Transparency in promoting national objectives while upholding commercial interests. • Effective co-operation between Government and companies.

15. WHAT WERE THE OBJECTIVES OF NATIONAL PARTICIPATION ? • Enhance national control. • Increase the national share of the petroleum profit (revenue). • Maximise the national share of funds spent on oil operations. • Stimulate industrial activity on the basis of petroleum, thus securing employment and industrial development. • Stimulate the development of general know-how in Norway

16. In the period from 1965 to early 70s Norway had a well developed technical basis from the start. Local content grew largely through co-operation with reputable international firms. Government encouraged use of local deliveries if competitive. In 1969 the principle was included in licence documents. In 1972 the principle was included in Royal Decree of 8t Dec. Norway declared its target of 70% local content in deliveries to petroleum operations. PREPARATIONS FOR ENHANCING THE LOCAL CONTENT

17. 1978: Government required oil companies to spend 50% of R & D budget on field development in Norway. Oil companies were satisfied with both the quality and the price of Norwegian research work. Many "Good-will Agreements" were then voluntarily signed between oil companies and Norwegian institutions. The objective of 70% local content was partly achieved. STEPS TO ENCOURAGE THE DEVELOPMENT OF TECHNOLOGY

18. From the 80s the status can be summarized as follows: Within a decade Norway had managed to create a vibrant national offshore industry. The policy of slow licensing had given the local industry time to catch up with international levels and to even take the lead in some fields of offshore construction and installation. By 2006 Norwegian export of offshore goods and services formed 3% of the total GNP and 20% of the total Norwegian exports. DEVELOPMENT OF THE LOCAL CONTENT