New UK Trade Commissioner sets out Central Asia priorities ahead of visit to Kazakhstan

You have recently taken up your role as Trade Commissioner. What key priorities are you setting for the development of trade and economic relations between the United Kingdom and the countries of Central Asia? What new approaches or initiatives do you plan to introduce, and which sectors, in your view, hold the greatest growth potential?

My priority is very simple: to grow UK-Central Asia trade as much as possible. At the moment, trade with Central Asian countries stands at almost £5 billion, and £2.7 billion of that is with Kazakhstan, which makes it by far our largest partner in Central Asia. There is clearly room to build on that.

Kazakhstan is a good illustration of what already works. The UK is a top 10 investor in the country. We’ve deliberately deepened cooperation in areas that really matter for prosperity in sectors such as critical minerals, nuclear energy, aerospace, and infrastructure.

We have also started to see stronger financial links. The Republic of Kazakhstan has raised around £1.5 billion through Eurobonds on the London Stock Exchange, and we are seeing steady growth in industrial partnerships alongside that.

There are some excellent, tangible examples of how this plays out. Air Astana recently signed its largest-ever fleet deal for up to 50 Airbus aircraft. Those planes include wings designed in Bristol and assembled in North Wales, which is a clear example of UK manufacturing embedded in global supply chains.

Education is another area of real partnerships. Universities such as Coventry University, Heriot‑Watt University, De Montfort University, and Cardiff University are all expanding in Kazakhstan, with new campuses and partnerships in cities like Almaty and Aktobe. My focus is on supporting businesses and institutions to expand in both directions in ways that create genuine economic value.

In February, the first meeting in the CA5+1 format took place in London. Is the United Kingdom considering further institutional development of this format, for example through regular regional business forums or a dedicated UK-Central Asia investment summit?

Absolutely. The CA5+UK meeting was an expansion of the UK-Kazakhstan Inter-Governmental Commission (IGC), which we are hoping to hold this year for the 12th time.

The CA5+UK brought together the Foreign Ministers of the five Central Asian countries with UK Foreign Secretary Yvette Cooper, and the focus was very practical: trade, investment, and regional connectivity.

That makes sense when you look at the geography. Around 85% of overland cargo between Europe and Asia moves through the region, and 13 major transit corridors pass through Kazakhstan. The question now is how to turn that strategic position into real commercial opportunity.

We see the CA5+UK very much as a platform for moving from dialogue to delivery. That means targeted business forums, investor engagement, and sector‑specific cooperation, rather than talking shops. Kazakhstan, as the region’s largest economy, sits right at the centre of that effort. The aim is to build a consistent pipeline of bankable projects, particularly in infrastructure, mining, and energy.

The UK’s Critical Minerals Strategy identifies Kazakhstan as a key long-term partner. How do you plan to develop cooperation in this area, particularly given the country’s significant resource potential (uranium, titanium, silicon, rhenium, etc.)?

Critical minerals underpin modern industry. From electric vehicles and wind turbines to aerospace and defence, securing resilient supply chains is essential. Kazakhstan really stands out here. Kazakhstan can supply 22 of the UK's 36 priority minerals.

Our cooperation is already moving at pace. One example is a UK SME‑led rhenium-recycling joint venture with Kazakh state enterprise Zhezkazganredmet, which now supplies Rolls‑Royce. Once fully operational, this project is expected to deliver about 25% of global rhenium supply.

Another strong example is Ferro‑Alloy Resources, which is developing a major vanadium project expected to account for around 10% of global demand. We are also seeing growing collaboration in technology development, supply‑chain security, and geoscience education.

These are not just mining projects. They are about building resilient global supply chains for strategic sectors. Under the UK’s updated Critical Minerals Strategy, we are playing a more active role in enabling long‑term offtake contracts, giving British industry stable access to the inputs it needs for the energy transition.

Kazakhstan and the United Kingdom have recently signed an updated Roadmap on Critical Minerals. Could you explain what practical changes it envisages? What mechanisms are in place to monitor, implement, and support the delivery of this roadmap?

The key difference is that this roadmap is focused squarely on implementation. It moves beyond policy statements to building a real pipeline of investable projects with clearly defined roles for governments and industry.

There is a strong emphasis on joint ventures, long‑term offtake agreements, and financing mechanisms that can support delivery on the ground. We are also working closely on technical cooperation, including in sustainable mining and processing.

Progress is monitored through regular bilateral engagement and detailed working‑level coordination with companies involved. The objective is straightforward: accelerate projects, unlock investment, and deliver measurable commercial outcomes.

Amid recent developments in the Middle East, interest is growing in alternative supply routes, including the Trans-Caspian International Transport Route, also known as the Middle Corridor. What practical role is the United Kingdom prepared to play in the development of this route? Does the UK also view it in the broader context of global supply chains, including energy resources?

Kazakhstan is absolutely central to the Middle Corridor. As supply chains shift globally, this route is becoming increasingly important.

Kazakhstan’s role is critical. As I mentioned earlier, about 85% of overland Europe-Asia cargo passes through the region, and the country sits at the heart of 13 major transit corridors. Combined with its mineral wealth and skilled workforce, that makes Kazakhstan a growing regional hub for critical minerals, energy, infrastructure, and financial services.

From a UK perspective, our role is to support the development of high quality, investable infrastructure. We bring expertise in project finance, structuring, regulatory standards, and advisory services, alongside tools such as export finance.

There is also a strong energy dimension. Kazakhstan has around 30 billion barrels of oil reserves, significant gas resources, and strong potential in renewables, including wind and solar. Looking ahead, green energy and hydrogen along the corridor offer additional opportunities where UK expertise can add value. This is both a strategic and a commercial priority for us.

The European Union has announced significant funding for the development of the Trans-Caspian International Transport Route. Is the United Kingdom considering comparable financial instruments or alternative mechanisms to support infrastructure projects in the region?

The UK focuses on mobilising private capital. UK Export Finance plays a key role in supporting infrastructure, energy, and industrial projects, and we work closely with institutions like the European Bank for Reconstruction and Development, which has a strong presence in Kazakhstan.

The emphasis is on making projects viable in a way that attracts long-term investment. That approach allows financing to scale and ensures sustainability, rather than depending on one‑off fundings.

Kazakhstan is actively developing its digital infrastructure, having digitised more than 90% of public services and positioning itself as a regional IT and AI hub. Which areas of cooperation in digital technologies and artificial intelligence do you see as most promising in UK-Kazakhstan relations? And do you consider the development of digital infrastructure (including data centres and cloud technologies) a strategic priority in the region?

Kazakhstan’s digital progress has been impressive. With over 90% of public services now online, the country is creating real collaboration opportunities for UK companies, particularly in artificial intelligence, fintech, cybersecurity, and data infrastructure.

This means there is growing demand for data centres, cloud services and digital systems that support economic growth and diversification. The UK brings strengths in innovation, regulation, and advanced technology ecosystems, and that aligns well with Kazakhstan’s ambitions.

Earlier, Qazinform News Agency reported that Kassym-Jomart Tokayev signed a law ratifying the Strategic Partnership and Cooperation Agreement between the Republic of Kazakhstan and the United Kingdom of Great Britain and Northern Ireland.