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| Reference ID | Created | Released | Classification | Origin |
|---|---|---|---|---|
| 09ASTANA2157 | 2009-12-15 10:28 | 2011-08-30 01:44 | UNCLASSIFIED//FOR OFFICIAL USE ONLY | Embassy Astana |
VZCZCXRO6434 PP RUEHIK DE RUEHTA #2157/01 3491028 ZNR UUUUU ZZH P 151028Z DEC 09 FM AMEMBASSY ASTANA TO RUEHC/SECSTATE WASHDC PRIORITY 7000 INFO RUCNCIS/CIS COLLECTIVE 2248 RUCNCLS/ALL SOUTH AND CENTRAL ASIA COLLECTIVE RUEHZL/EUROPEAN POLITICAL COLLECTIVE RUEHBJ/AMEMBASSY BEIJING 1611 RUEHKO/AMEMBASSY TOKYO 2312 RUEHUL/AMEMBASSY SEOUL 1246 RHMFISS/DEPT OF ENERGY WASHINGTON DC RUCPDOC/DEPT OF COMMERCE WASHINGTON DC RUEATRS/DEPT OF TREASURY WASHINGTON DC RUEAIIA/CIA WASHDC RHEFAAA/DIA WASHDC RHEHNSC/NSC WASHDC 1806 RUEKJCS/SECDEF WASHDC 1656 RUEKJCS/JOINT STAFF WASHDC RHMFIUU/CDR USCENTCOM MACDILL AFB FL RUEHAST/AMCONSUL ALMATY 2096
UNCLAS SECTION 01 OF 04 ASTANA 002157 SENSITIVE SIPDIS STATE FOR SCA/CEN, EEB/ESC, S/P, R/PPR STATE PLEASE PASS TO USTDA E.O. 12958: N/A TAGS: PGOV PREL ECON EINV SOCI KCOR KISM KWMN KZ SUBJECT: KAZAKHSTAN: SCA ASSISTANT SECRETARY BLAKE HOSTS MUSLIM ENTREPRENEURSHIP ROUNDTABLE REF: (A) STATE 112495 (B) ASTANA 2099 ASTANA 00002157 001.3 OF 004 ¶1. (U) Sensitive but unclassified. Not for public Internet. ¶2. (SBU) SUMMARY: Assistant Secretary for South and Central Asian Affairs Robert Blake chaired a roundtable discussion of Kazakhstan's business environment with 14 of the country's leading Muslim entrepreneurs in Almaty. The December 14 event kicked off Embassy Kazakhstan's outreach program to promote the 2010 Presidential Entrepreneurship Summit in Washington, D.C. (ref A). Although the entrepreneurs come from diverse backgrounds and followed different paths to individual success, they all have one thing in common: despite difficulties, they made it. They achieved success, and are determined to invest their capital, energy, and ingenuity to make Kazakhstan a better place for business. In an open and spirited discussion, they agreed that Kazakhstan must reduce the dominance of large holding companies, do more to encourage small- and medium-sized enterprises, improve professional training programs, and reduce corruption. END SUMMARY. BUSINESS LEADERS WITH DIVERSE BACKGROUNDS ¶3. (SBU) Even though they are all successful business leaders, and all ethnic Kazakhs, the entrepreneurs who participated in the December 14 roundtable were a very mixed group. Nine men and four women, ranging in age from their early thirties to their late fifties, gathered to talk about their personal path to success, and to offer suggestions to improve the business environment in Kazakhstan. Some were educated in the Soviet Union, others at Harvard Business School; some run a sole proprietorship, others oversee sprawling conglomerates; some are fluent in several foreign languages, others speak only Russian and Kazakh; some travel to London for board meetings, others have never left Kazakhstan. Nevertheless, this diverse group of entrepreneurs and community leaders share a remarkable record of success, and a fierce desire to make Kazakhstan a better place for doing business. ¶4. (SBU) The group included several entrepreneurs nominated by Embassy Kazakhstan to attend the Presidential Entrepreneurship Summit (ref B), including: -- Nurlan Kapparov, a 39-year old multi-millionaire who started in the oil business and now runs a successful international corporation with interests in the energy, tourism, and construction sectors; -- Yergali Begimbetov, 37, a former intern with Nationwide insurance who now operates the leading private insurance company in Kazakhstan; -- Gafur Ikhsan, 39, chairman of a freight forwarding and transportation services company; -- Yerzhan Mandiyev, 37, president of Asia Auto, which assembles Niva, Skoda, and General Motors vehicles; -- Gulsum Akhtamberdieva, a board member of Kazakhstan's Business Women Association and general director of CARANA Corporation Central Asia for 12 years, who established her own management consulting company in 2005. -- Azat Peruashev, 42, who was not nominated to attend the Presidential Summit, is nevertheless a leading advocate for entrepreneurs in Kazakhstan. He is Chairman of the Atameken National Union of Entrepreneurs, an umbrella organization of more than 120 business associations in Kazakhstan, and former leader of the Civic Party of Kazakhstan. (NOTE: It is widely rumored that President Nazarbayev endorsed Peruashev for his current position in exchange for Peruashev's pledge to cease his political activities, which he has done. On December 15, "Vox Populi," a Kazakhstani business journal, reported that earlier this year, Peruashev asked ASTANA 00002157 002.3 OF 004 then-Deputy Prime Minister Serik Akhmetov to require all small- and medium-sized enterprises (SMEs) to register with Atameken. The article claimed that Peruashev has the support of the tax authorities to require every SME registered in Kazakhstan to pay dues of 1,296 tenge (approximately $8.60) to Atameken for every employee of the enterprise, which would raise $4-8 million for Atameken's activities. END NOTE). THE ROLE OF GOVERNMENT IN BUSINESS ¶5. (SBU) Peruashev was thoughtful, candid, and provocative throughout the roundtable discussion. He started by commenting on governments' increased, direct involvement in business around the world as a result of the global economic crisis. While not denying that governments have had valid reasons for various interventions, he nevertheless said that these actions raise serious questions about government's role in the economy. "What are the limits of government ownership and direction?," he asked rhetorically. "What is the proper balance between the government and the private sector?" ¶6. (SBU) Some participants, such as Rashid Gaissin, managing partner of the GRATA law firm, asserted private business must learn to live without government support or intervention. He said he received no government assistance, or external credit, when he started his law firm, and encouraged others to be similarly independent. ¶7. (SBU) Others, however, said the government could play a useful role by promoting business education and developing technical specialists. Kapparov also noted that the government could stimulate economic growth and diversification by focusing on five or six competitive industries, such as tourism or education. "If it did this," he said, "the government could improve performance and competitiveness. But it must focus on implementation, and follow through." THE RISE OF MEGA HOLDING COMPANIES ¶8. (SBU) Kapparov criticized the proliferation of 10-15 "mega holding companies" that consolidate and control the manufacture and distribution of goods and services in Kazakhstan. He said that these companies, such as National Welfare Fund Samruk-Kazyna, betray an "old Soviet habit" of command and control that crowds out private initiative and does not allow SMEs to grow and develop. Kapparov termed the mega holding companies "abnormal and unmanageable," and called for the de-monopolization of these "unmanageable, bureaucratic giants." He referred specifically to Samruk-Kazyna, which owns national oil company KazMunaiGas (KMG), which is in itself a holding company with dozens of subsidiaries. He highlighted Kazakhstani laws, which require a parent company to procure services first from its daughter companies, which encourages corruption, increases inefficiency, and prevents private-sector competition for new orders. "This cannot be an effective way to run a business," he said. "This monster (Samruk-Kazyna) is the main obstacle to private sector development in Kazakhstan." ENTREPRENEURS DEMAND GREATER TRANSPARENCY ¶9. (SBU) Kapparov also deplored the lack of transparency in Kazakhstan, particularly in the banking sector. During the boom years, he asserted the ready availability of easy money. A borrower did not need collateral, a business plan, audited financial statements, or any other reasonable justification for the loan. As a result, according to Kapparov, banks became overexposed, businesses failed to deliver, and markets panicked and closed. Ever the entrepreneur, Kapparov now highlighted opportunity where others feel dread. He believes that the crisis has created the right conditions for necessary reforms in the banking sector. Through the U.S.-Kazakhstani Public Private Economic Partnership Initiative (PPEPI) and other means, he is advocating for stricter regulations ASTANA 00002157 003.3 OF 004 to require borrowers to have at least a three-year history and commit at least 30% of their own capital before they receive credit for new ventures. Kapparov believes these regulations will improve transparency and ensure the investment of capital in business operations, rather than speculative projects. ¶10. (SBU) Peruashev concurred, and argued that SMEs simply cannot compete with large companies for state contracts under current public procurement procedures. "The big businesses work closely with the government," he said. "They have all the connections and information, and just dominate public procurement. It's not at all transparent." ¶11. (SBU) Begimbetov made the surprising claim that Kazakhstani businesses, in their dealings with each other, are no more transparent and no less corrupt than the government. He alleged that business leaders take short cuts and invest in "the person who knows which door to enter" in order to win a contract, rather than using earnings to improve product quality. THE EDUCATION IMPERATIVE ¶12. (SBU) Eldar Abdrazakov, founder and chairman of investment company Centras Capital, called the lack of management experience and expertise the number one constraint to business development in Kazakhstan. He noted Kazakhstan's continued transition to a full and open market economy. Abdrazakov asserted the country simply has not had enough time to develop competent managers. ¶13. (SBU) According to Peruashev, thousands of new graduates with degrees in economics, finance, and business enter the market every year, "but no one hires them, because they still lack the skills that companies need." He said Kazakhstan produces graduates like "sheets of paper" in order to meet a quota or burn through a budget, but they do not enter the market ready to compete for work. Mandiyev agreed, noting that 50% of the assembly-line workers at his plant in East Kazakhstan have college degrees, but were unprepared for managerial work in the company. ¶14. (SBU) Kapparov responded that Kazakhstan, compared to the rest of Central Asia, has competent managers, but "not compared to Russia." He also asserted that, unfortunately, "you don't need to be competent to be successful in Kazakhstan. You just need to know someone at a mega holding company." ¶15. (SBU) Ikhsan stressed the urgent need to improve general business education among Kazakhstani youth while also training Kazakhstani specialists in specific sectors. "It all comes down to building human capacity," he said. Ikhsan explained that Kazakhstani entrepreneurs are still learning how to do business. He alleged that Kazakhstani entrepreneurs practice "business primitivism," which relies on resourcefulness, improvisation, and creativity, rather than strategic planning, financial analysis, and business management. This may have worked during the early days after the collapse of the Soviet Union, he said, but it cannot continue. As a result, Kazakhstani goods and services cannot compete on the world market, because they lack the quality demanded by consumers. Ikhsan acknowledged the changing situation -- Kazakhstani consumers now have greater expectations for high-quality goods and services, and local companies are rising to the challenge. "We can only control the quality of our product," he said. "Everything else -- output, profit, market share -- is up to the consumer." Ikhsan added that the Customs Union with Russia and Belarus will be very helpful to local companies. "It might change the entire business landscape in Kazakhstan," he speculated. BUILDING A NEW BUSINESS CULTURE ¶16. (SBU) Begimbetov criticized owners and senior managers who are less interested in growing their businesses than in personal rewards and pay-backs. "This is a waste," he declared. "A waste of the ASTANA 00002157 004.3 OF 004 skills, energy, and creativity of a company's employees." He partially attributed this behavior to a dysfunctional incentive structure that does not reward entrepreneurs who understand the cost of capital, take calculated risks, invest wisely to improve quality, and follow a strategic plan to build a business. Peruashev agreed. "Our laws are fine," he said, "but we have no business culture in Kazakhstan" that could help to define rules of behavior between a business owner and his customers. WOMEN TAKE A DIFFERENT TACK ¶17. (SBU) Akhtamberdieva highlighted the different -- and more difficult -- experience of women entrepreneurs. In the Soviet Union, she said, "we had a pre-programmed life. We could get an education, even pursue a doctorate, but we were not expected to be ambitious, or to pursue our own goals or dreams. We were expected to go into teaching, take care of the home, and settle in to a happy family life." She asserted that women drew upon their survival skills and developed into successful entrepreneurs during the difficult economic times following the collapse of the Soviet Union. "We would do whatever it took," she said, "to make sure our children did not go hungry. We would make things to sell at the market, or buy, sell, and trade things, whatever it took." Many men, she claimed, were not as resourceful and simply gave up. "WHAT CAN YOU DO TO IMPROVE?" ¶18. (SBU) As the roundtable concluded, Assistant Secretary Blake asked the participants what they would tell President Nazarbayev if they had an opportunity to make recommendations to improve the business climate in Kazakhstan. Several entrepreneurs immediately turned to Peruashev and said, "This is exactly what he does! This is the only association with that kind of access and influence." ¶19. (SBU) Peruashev happily admitted that Atameken is "trying to fight, to work, and to improve" the climate for private business. He said the business association works mainly by reviewing and commenting on draft legislation, and by advocating for fair and equal treatment of individual businesses caught in conflict with the state. He claimed that the authorities dropped criminal charges against two individuals in a recent case due to Atameken's intervention. While Atameken does not look for trouble, he highlighted, it will not back down from a fight. "It takes a lot of nerve, and a lot of determination," he argued, "but sometimes we have to yell at the government to get their attention." ¶20. (SBU) COMMENT: The participants at this roundtable are among the most successful, well-connected, and wealthy individuals in Kazakhstan. Their self-made success owes as much to their pluck and courage as it does to luck and good fortune. Although they have achieved their own personal goals, they continue to seek new challenges. This remarkable group of business and community pioneers is eager to invest their valuable time and renewable energy in the pursuit of their next ambitious project, the common enterprise of building a better business environment in Kazakhstan. All of them strongly endorse the goals of the Presidential Entrepreneurship Summit, and all asserted their desire to participate in future roundtables to stress the importance of entrepreneurship to create jobs and expand economic opportunity in Kazakhstan. END SUMMARY. ¶21. (U) Assistant Secretary Blake has cleared this cable. HOAGLAND
Wikileaks
Wikileaks: Kazakhstan 