The Central Asian Institute for Environmental Research (CAIER) is the region’s leading independent body focused on high-level ecological and biodiversity research. In this interview, Founder Aselle Tasmagambetova explains how CAIER is advancing the environmental agenda in Kazakhstan through expertise, independence and scientific integrity – all grounded in international quality standards.
Q: How has CAIER’s vision, mission and development evolved since its founding in 2012, and what key milestones or decisions have shaped its growth?
Aselle Tasmagambetova, Founder: Seventeen years ago, while lecturing on environmental law at Al-Farabi University in Kazakhstan, my students and I founded the Central Asian Institute of Ecological and Environmental Research (CAIER). At that time, attitudes toward environmental issues were very different. Today, we are cautiously optimistic about the growth of social and environmental responsibility among both companies and investors, and we see strong prospects for impact investing in the environmental sector.
When we established the institute in 2012, we operated out of a single room and had only one piece of laboratory equipment. We built everything from scratch and took on even the smallest requests, sometimes from local residents asking for basic environmental measurements. Our motivation was simple: to improve the quality of life in our country.
Over 13 years, CAIER has grown from a small scientific organisation into one of Kazakhstan’s leading independent environmental research institutes, and, I believe, one of the strongest in Central Asia. Our institute now has a unique laboratory equipped with modern high-tech instrumentation. We have developed several patented technologies in water purification and in producing building materials from contaminated soils. Our building was constructed to meet environmental standards and has received LEED certification.
CAIER has consistently positioned itself as an organisation committed to the principles of sustainable development. For more than four years, we have been carrying out educational programmes on ESG implementation for Central Asian companies.
Our institute focuses on three main areas: industrial waste management, biodiversity and water resource management, and, introduced about five years ago, ESG and sustainability consulting.
In 2023, CAIER also joined the UN Global Compact Network, becoming one of the first companies in the region to do so.
Q: How would you like CAIER to be perceived and positioned internationally?
AT: When we began working in this field, public attitudes toward ecology in Kazakhstan were very different. Environmental issues were often viewed as secondary, something formal rather than fundamental. Building trust required years of consistent work, transparency and demonstrated competence.
Our reputation is rooted in independence, expertise and scientific integrity. From the very beginning, our institute was designed to operate as a neutral and credible organisation, free from political or corporate influence. Every dataset we produce is supported by traceable methodologies, certified laboratories and international quality standards. We are not simply an environmental institute; we are a team of professional scientists providing high-level environmental expertise.
Since 2014, we have been addressing the catastrophic environmental situation in the Caspian Sea, including the sharp decline in the seal population. I remember that when I first raised these concerns, they were not taken seriously. However, through persistent work, we succeeded in having the Caspian Sea added to the Red Data Book. Despite this progress, the environmental situation in the Caspian remains extremely serious.
Q: How does CAIER collaborate with national governmental institutions to align its research with national priorities?
AT: We seek to collaborate with the Ministry of Ecology and the Mayor of Aktau on issues related to the Caspian Sea. We are also working with the Akimat of Almaty on the city’s Water Master Plan, and we plan to continue developing this direction.
Our primary focus remains the creation of a robust scientific database. Maintaining independence is essential for us. We are not financed by any oil and gas company, and this is a deliberate choice. Conducting annual scientific expeditions to the Caspian Sea is extremely expensive, especially deploying teams on icebreakers, but independence is critical for ensuring objectivity in our assessments. The same principle applies to all our projects.
Q: Looking back over CAIER’s 13 years of work, what accomplishments or impacts are you most proud of?
AT: I believe the most important achievement is that we remain the leading independent environmental research institute in the region. We have earned a reputation for delivering the most objective assessments and research across a wide range of projects.
Our strength lies in combining fundamental science with applied science. We are not simply an academic institution producing reports; we develop practical solutions that industries can implement, scale and monetise. This is central to our mission. Our R&D laboratory operates under the principle of “from waste to value,” and we strongly believe that sustainability must be both environmentally and economically viable. Turning waste, such as oil-contaminated soils, wastewater or mining byproducts, into usable resources creates measurable impact.
Q: How does CAIER collaborate with international organisations, and what opportunities do you see for expanding partnerships, particularly with the UAE?
AT: We are very interested in working with leading global companies in the environmental sector. Water management has always been one of our strategic priorities. In Kazakhstan and Central Asia, water is both an environmental and a security issue. When the Akimat of Almaty decided to create the city’s Water Master Plan, they selected our institute and Mekorot, Israel’s national water company, as the main partners. This was a valuable opportunity for us to observe how world-class institutions manage efficiency, digital monitoring and integrated water systems.
We see many areas of synergy with UAE-based companies and investors who have achieved impressive results in desalination, clean energy and circular-economy projects. Together, we can develop joint R&D, advance water reuse, build small-scale sustainable infrastructure, create green industrial clusters for clean technologies and waste-to-value solutions, and strengthen regional cooperation and climate resilience through investment and knowledge exchange.
Q: What new areas of innovation or priority research directions are you currently pursuing?
AT: This year, we launched the Central Asian Advisory Board on Environmental and Sustainable Development, which brings together representatives from Kazakhstan, Uzbekistan, Kyrgyzstan, Turkmenistan and Tajikistan. We have already held two board meetings, and the board’s current priority is the development of a regional Water Master Plan.
Central Asia is connected by transboundary rivers and faces a shared challenge of severe water scarcity. The region is far from seas and oceans, and its water security depends almost entirely on these transboundary river systems. Our vision is to create a coordinated regional master plan to address current and future water challenges.
Q: Are there any additional environmental protection projects you would highlight as key priorities in this context?
AT: We try to stay focused. There are many important issues and many interesting projects, but prioritisation is essential. We concentrate on three main directions, and we have achieved strong results in each of them. This year, we launched the Central Asian Advisory Board to elevate and prioritise environmental challenges in the region, identify solutions and technologies, and create a roadmap for addressing these issues.
In our work on the Caspian Seal project, maintaining neutrality and independence has been critical. At the same time, we collaborate closely with leading scientific institutions such as King Abdullah University of Science and Technology in Saudi Arabia. Each year, we receive research grants from institutions such as California State University and the Rufford Foundation. These partnerships help fund our research expeditions, which are costly to conduct.
Our current research has the potential to shed new light on what is happening with the Caspian seal population and the future of the sea. The seal is a key indicator species: if the Caspian seal population is healthy, the Caspian Sea is healthy. This is why our work on the Caspian remains one of our top priorities.
Q: Why is now the right moment for international investors to engage with Kazakhstan’s rapidly diversifying, sustainability-focused economy?
AT: The ties between Kazakhstan and the UAE are historically strong. We share a similar market DNA, diversification, long-term value creation and stability. Both economies were built on natural resources, but today both are moving decisively into new sectors.
Kazakhstan is now experiencing steady economic growth and entering a new phase of green industrial transformation. For UAE-based investors, this presents significant opportunity. Kazakhstan offers rich natural resources, strong talent and political stability, an essential foundation for long-term investment. The country is opening new sectors, including green mining, clean manufacturing, waste management, water security and sustainable infrastructure. The government has introduced supportive regulations for green finance, renewable energy and sustainable construction. This new transition agenda positions Kazakhstan as a regional leader and an attractive destination for investment.
I also encourage UAE investors to consider establishing companies within the Astana International Financial Centre (AIFC). The AIFC operates under an independent legal framework and provides a transparent, investor-friendly environment. This is an aspect of Kazakhstan that is not widely known internationally, yet it is a major strength.
Q: How have your diverse roles shaped your leadership style and perspective as a Kazakh businesswoman?
AT: I oversee several projects, and although they belong to different sectors, they are united by a single idea: bringing meaningful, long-term improvements to the development of our country. The Saby Charitable Foundation is one of the oldest charitable foundations in Kazakhstan. We also run an education project, the private Shoqan Walikhanov School, as well as a cosmetics manufacturing plant we launched two years ago, and, of course, our institute.
Kazakhstan is a young nation, and I feel a deep responsibility to contribute to its next stage of growth. Every initiative I have launched is designed to create impact, not image. In many ways, all of these projects are forms of impact investment, where returns are measured not only financially but also through progress, education and the development of a more sustainable mindset.
Philanthropy taught me empathy and long-term vision. Education taught me how to shape values and future leaders. Business taught me discipline, innovation and resilience. Together, these experiences formed a leadership philosophy rooted in systemic responsibility, the ability to think beyond one company or one sector and to focus on building a strong, holistic ecosystem.
For me, sustainability begins with people: their awareness, skills and courage to act. When values and competence align, true transformation becomes possible.
Our school naturally evolved into a green school, where sustainability is part of the culture. This new generation does not need to be pushed toward environmental responsibility. They are born with it and ready to drive change.
