Today, Kazakhstan aims to create a competitive and attractive tourism industry that will drive economic growth and strengthen the country’s international image. Chairman of the Board of “Kazakh Tourism” JSC, Kairat Sadvakassov, spoke with our correspondent about the key directions for the industry’s development in Kazakhstan.

"The Ability to Present Yourself"

– Kairat Serikovich, in 2001, you began your career in the hospitality industry at the InterContinental Hotel. How did this experience shape you, and what lessons did you take away for your career?

– InterContinental was my first serious employer in the field. Working at the front office directly with guests, including foreign visitors, taught me how to find common ground and resolve conflicts. This skill helps me today as I constantly engage with international partners and foreign media in my current role.

It is very important to know how to present yourself. Within our industry, we have many stakeholders, often with polar opposite views on tourism development. Here, you need to find common ground, take the lead, and show initiative. I believe working in a hotel is a great training ground for those who wish to further their careers in tourism, tour operations, or even destination development at the regional or national level.

– After many years in the business, how do you maintain your energy levels and stay attuned to the latest trends? Do you have personal routines or habits that help you stay focused and balanced?

– A healthy sleep routine is crucial. When I speak at universities, I often say, "If you have the chance to rest instead of going to another nightclub, take it—it's important." Though, as a student, I didn’t always follow this advice due to full-time work and a packed schedule.

Sports also play a big role in staying energized. Another important factor is the ability to travel—for instance, going hiking in nature or traveling abroad. In our work, being well-versed in different environments is essential. I use any opportunity to spend time in nature. For those close to public service, schedules are often unpredictable, so any change of scenery helps recharge, broaden horizons, and even fill knowledge gaps.

The tourism industry changes rapidly due to trends, technologies, and global factors like geopolitical shifts, natural disasters, or pandemics. It’s important to travel, engage with colleagues, and interact with tourists to better understand the market.

"Avoiding Stagnation"

– What role has your team played in your success? How do you approach selecting people and creating an environment for their growth?

– Back when Kazakh Tourism was established in 2017, during the formation phase when we were structuring and organizing operations, I managed to assemble a core group of people. Some of them were colleagues from my previous work in the hotel business. Together, we overcame the initial challenges of building the company. For example, there were times when we went 3–4 months without salaries due to budget delays.

These are the people who endured the pandemic and contributed significantly to tourism development in the country. I brought them together, likely due to trust, professional credibility, or friendly relations. First and foremost, these are individuals who are genuinely passionate about tourism and willing to work for the idea of transforming this vital industry. Today, this core group remains an integral part of Kazakh Tourism and continues to contribute to the country’s development.

– You currently lead one of the country’s largest companies. What are the key tasks you face as a leader?

– We are at a stage where transformation is essential. We understand that we have completed certain phases of our formation. We’ve tested different organizational structures and explored niches where we add value.

I believe society’s expectations of us are now quite high—perhaps even excessively so in some areas. There are also significant tasks set by the country’s leadership. Considering all of this, it is crucial to transform the company to prevent stagnation in the industry’s growth.

If we still want to secure a strong position on the global tourism map, the company will need more resources, authority, and funding to compete adequately, at least within the region.

"What Have We Overlooked?"

– Today, the tourism industry in our country is actively developing. In your opinion, what areas of tourism could become Kazakhstan’s signature attractions in the future?

– The focus has always been and continues to be on ecotourism. It’s a somewhat overused term and, for some, has become a cliché. Many use it as a buzzword, but if we delve into its definition and look at the trends, there’s a general misunderstanding of what ecotourism truly is. Ecotourism is not just about spending time in nature or engaging in activities that don’t harm the environment. It’s also about leaving a place better than it was before your visit. Ecotourism carries an educational mission.

Of course, natural resources are essential for this, and we have them. However, what we lack is a deeper focus on sustainability. Sustainability is currently a significant global trend. While this concept is transitioning from a trend to mainstream worldwide, we need to adapt our legislation, provide training, and shift public consciousness toward sustainable consumption in tourism.

For instance, frameworks like ESG (Environmental, Social, Governance) and PPP (People, Planet, Profit) are well-known. If we build our business and government regulations around sustainability, we can achieve true ecotourism.

Frankly, what we’ve overlooked in recent years and must now prioritize includes, first of all, agritourism. While many consider it part of ecotourism, I view it as a distinct and substantial sector. Another area, which could become our new hallmark, is the Baikonur Cosmodrome and space-related tourism. This could involve stargazing, learning about the history of space exploration, and even suborbital space flights.

"Let’s Discuss Agritourism in More Detail"

– Please tell us more about agritourism.

– In some countries, organizations, including quasi-governmental entities, are actively involved in developing agritourism. For instance, in Italy, this market is worth approximately $1.4 billion. Rapid growth is also evident in many parts of Europe and even China.

In Kazakhstan, we currently have around 200,000 farms, but legal restrictions still hinder agritourism development. For example, agricultural land cannot be used for other purposes. We are working to change this legislation to allow farmers to build non-capital structures on their land, in addition to administrative facilities. We’re not talking about large five-star hotels but rather glamping sites, campgrounds, and small cottages.

This trend is significant and has the potential to move into the mainstream and gain traction. Considering our vast territories and landscapes, where over 30% of the population still lives in rural areas, agritourism could be one solution to address the serious demographic outflow from villages.

"If You’re Going to Be, Be the First"

– You also mentioned Baikonur. What is astrotourism, and what are its advantages?

– The history of Baikonur and space exploration is inseparable from Kazakhstan, and I believe it has great potential for both domestic and international tourism. We’ve seen news stories about foreigners who lost their lives trying to reach the site as “stalkers.” Others are arrested for taking unauthorized photos. There’s a natural, organic interest in this place of power—truly a sacred location.

Currently, territories previously leased by Russia are being transferred to Kazakhstan’s “Baiterek” space program. This includes the former Zenit launch site. Negotiations are underway to transfer the Gagarin Launch Complex to Kazakhstan, where we, together with Kazcosmos, plan to develop the site for tourism purposes.

Additionally, we aim to gain access to the Museum of Cosmonautics, Gagarin’s house, Korolev’s house, and the hangar housing the Buran shuttle prototypes. This would allow visitors to physically and metaphorically touch history. It’s a significant piece of heritage where we can create modern storytelling and host various events.

You may have heard of “Yuri’s Night,” an international celebration where the space community gathers in different parts of the world. We want to host similar events here. We’re even considering organizing events like “Burning Man” on this vast territory, as Baikonur is almost twice the size of Moscow. The area is ideal for marathons, festivals, and other activities.

In terms of branding, Baikonur has not been actively promoted. Sooner or later, this territory will fully return to Kazakhstan, and I believe we need to take bold steps toward branding and development now. Perhaps we can begin this process as early as this year.

"Transformation Is Necessary"

– What changes in state policy could further support the development of tourism and business in Kazakhstan?

– We’ve come a long way. The creation of the national tourism company was a significant breakthrough. For the first time in the history of independent Kazakhstan, state support measures were introduced. Today, there are incentives for both citizens (e.g., the "Kids Go Free" program to promote domestic travel) and investors, such as a 10% rebate for building hotels or theme parks and a 25% rebate for purchasing buses, tourist-class vehicles, ski equipment, and more.

However, the process of “transformation” needs to start now. Bold steps must be taken, even if some seem counter-market.

For example, there was a time when Air Astana was considered both a flagship and a monopoly. The same applies to telecommunications with KazakhTelecom, which the state developed into a strong market player. Once demand grew, liberalization followed, and the industry diversified. The same approach could be applied to other sectors.

In tourism, we’ve never had such an “anchor” to drive overall development forward.

"On the Path to Sustainable Development"

– What is your company’s role in this?

– We want to position Kazakh Tourism as an operator in certain niches where regular businesses might not venture.

For example, in the development of Baikonur, as a strategic object, it’s not entirely appropriate to let private businesses operate freely. The national company Kazakh Tourism could ensure state interests are preserved.

Astrotourism isn’t just about the Baikonur Cosmodrome. It includes the Tian Shan Observatory, the Assy Plateau Observatory, and many other strategic sites in Kazakhstan.

Even military tourism thrives in countries like Poland and Belarus, where people pay to ride decommissioned tanks or shoot firearms. We’ve started discussions with the Ministry of Defense to develop this direction and are ready to continue the dialogue.

Similarly, hunting tourism involves strategic sites that require state presence and protection of interests.

What are the key functions of tourism?

— We are a social state, as the president once again emphasized in his interview with the newspaper Ana tili. Tourism undoubtedly carries social functions and also plays a role in solving many social issues.

For example, tourism contributes to regional equalization. With the proper development, regulation, and stimulation of tourism, we can distribute and balance incomes across the entire country. Additionally, it creates jobs, which are always in demand. With all due respect to artificial intelligence and other technologies, tourism is a labor-intensive industry where people are always needed to create experiences, smile, and provide genuine emotions.

Tourism also serves an ideological function. We should not underestimate tourism as a tool for fostering patriotism. For instance, there used to be subjects like local history. It is very important for our children to see places like the Bozjyra tract, the mausoleums in Turkestan, or Katon-Karagai. We had a project called Living Lessons, where children from Pavlodar were brought to Turkestan, or children from Turkestan were brought to Astana, where physics lessons were held in the pavilions of Nur Alem. This way, we nurture future domestic tourists and instill a love for the homeland, in line with the Taza Kazakhstan program.

Do you have a vision for how Kazakhstan can attract more foreign investments in tourism? What steps could improve the investment climate?

— Before attracting foreign investments in this sector, I would first look inside the country. For example, in Almaty, there is an unprecedented boom, and it can even be difficult to book hotels a month in advance. The demand is quite high. However, not all regions have even one branded hotel. Take Shymkent, for instance—a city in the most densely populated part of Kazakhstan along the Turkestan arc. More hotels are needed, and local investors should respond to this demand first.

When we reach a critical mass of serious development, foreign investors will start paying attention. However, they are deterred by the fact that we are absent from the global map. We don’t invest enough in marketing for the world to recognize us as a popular destination. There are many gaps we haven't filled. For example, international news outlets like CNN or BBC rarely cover us, unlike Azerbaijan. Our 360-degree marketing communication is weak, and this impacts our investment appeal.

Regarding investment incentives, we’ve made some amendments to the Entrepreneurial Code, but the process is ongoing, and there are still many issues to address.

Tourism is inevitably tied to ecology. What measures is your company taking to minimize negative impacts and promote sustainable tourism in Kazakhstan?

— We are currently in the process of proposing amendments to the Tourism Law. This specialized law outlines our strategies and commitment to sustainable tourism, yet it lacks a regulatory framework. With international agreements, our obligations are increasing. Among the 17 Sustainable Development Goals, we are primarily associated with the eighth goal—jobs and equal opportunities. However, tourism can contribute to at least five goals, including those related to water and natural resource usage.

For example, state support measures, such as preferential loans or tax relief, could be granted to hotels or tour companies that adopt sustainability practices, such as eliminating plastic or switching to renewable energy. We need to recognize these market players.

We are currently working on justifying this need, and we will submit this initiative to the Ministry of Tourism and Sports to revise our tourism law and enhance it from the perspective of sustainable development. This is not just a passing trend—it is a serious obligation, and we must adapt accordingly. We are moving toward this goal step by step.

Looking Ahead: Tomorrow's Perspective

— How do you see the future of Kazakhstan's tourism industry and Kazakh Tourism in 10 years?

— I envision Kazakh Tourism as an operator for specific niche tourism sectors and as the country's brand manager. With a clear understanding of what a tourism brand is, it can help countries attract investments and create a positive national image.

I would like us to also serve as the country's "media window." Today, we assist foreign companies in producing documentaries—from Chinese national television to Greek TV shows or French studios. When they come to us, they see a single point of contact. Using this opportunity, along with our efforts to promote our country abroad, I want us to become a unified brand manager that governs this agenda in Kazakhstan.

Currently, our messages to the international audience are often fragmented, and people unfamiliar with our region might form the wrong impression about traveling in our country.

Furthermore, I hope we become an expert center for workforce development in partnership with the World Tourism Organization or certain universities. Today, I can confidently say that Kazakh Tourism has some of the best destination management experts in the country. This year, we made our first attempt by training representatives from six regions, and a second training session is planned for February.

Your Background and Ambitions

— You have a rich and diverse background. Was there a moment when you felt you had achieved your goals?

— When asked this question, I often joke that, as a graduate of one of the first Tourism classes at the Eurasian National University, I’ve reached my peak. But as a graduate of New York University, I feel there is still much ahead, and there’s plenty left to achieve. Studying abroad opened my eyes to many possibilities and showed new directions to pursue.

I’ve been applying all this knowledge, and I believe that both within Kazakh Tourism and beyond, there is still room for growth. I’ve reached some interim goals and closed certain chapters. However, I believe there’s still much room to grow because tourism in our country is far from perfect. Achieving significant changes will require years of continued effort.

Madimit Chulembaev, Astana