My long-term vision is to establish a large-scale manufacturing company in Kazakhstan that produces recyclable disposable products for hotels, restaurants, universities, conference centers, hospitals, airlines, and other service industries. Today, a significant portion of these products—including plastic cups, food containers, disposable cutlery, hotel slippers, hygiene kits, packaging materials, masks, and gloves—is imported from abroad, particularly from China. The COVID-19 pandemic demonstrated how dependent many countries, including Kazakhstan, are on imported essential products. During periods of high demand, masks, gloves, and other disposable items became difficult to access because production was concentrated in a limited number of countries. This experience highlighted the importance of developing domestic manufacturing capacity and becoming more self-sufficient. My goal is to create a modern production facility that can supply high-quality products not only to Kazakhstan but also to international markets. Universities, including KIMEP, regularly host conferences, forums, business competitions, and networking events where disposable cups, plates, food containers, and hospitality products are used. Hotels, restaurants, airlines, hospitals, and event organizers require these products every day. Instead of relying primarily on imports, Kazakhstan can become a producer and exporter of these goods. A key feature of the project is the use of recyclable plastic materials. Products such as cups, containers, spoons, forks, and knives can be collected after use and recycled into new products. This approach is already widely used in many countries and helps reduce waste while maintaining affordability and efficiency. The company will also invest in modern recycling technologies to support a circular economy and encourage responsible consumption. Beyond manufacturing, the project aims to create jobs, support small and medium-sized businesses through local supply chains, attract investment, and strengthen Kazakhstan’s position in international trade. My vision is to transform Kazakhstan from a consumer of imported disposable products into a competitive global supplier serving customers across Europe, Asia, the Middle East, and other regions. Expected Impact • Reduce dependence on imported disposable products. • Strengthen Kazakhstan’s manufacturing sector. • Create new jobs and economic opportunities. • Increase non-resource exports. • Promote plastic recycling and responsible waste management. • Position Kazakhstan as a competitive producer in global markets. Also through my research, I found that disposable products represent a consistent and significant operational cost for hotels, restaurants, catering companies, and event venues. 1. Average spending in hotels and restaurants * Medium hotels (3–4 stars) spend approximately 1.5 – 5 million KZT per month on disposable and hygiene products (cups, packaging, slippers, toiletries, cleaning items). * Large hotels and international chains can spend up to 10 – 25 million KZT per month, depending on occupancy and event frequency. * Restaurants and café chains typically spend around 300,000 – 2 million KZT per month. 2. Share of disposable products in total operational costs * Disposable and packaging products represent approximately: * 3% – 7% of total operating costs in hotels * 5% – 10% of supply costs in restaurants and catering services Although this percentage seems small, it is a recurring and unavoidable expense, meaning it directly affects long-term profitability. 3. Purchase frequency * Hotels and restaurants purchase disposable supplies weekly or monthly, depending on their size. * Large hotel chains and event venues often place bulk orders 2–4 times per month. * During conferences, seasonal tourism peaks, and large events, consumption can increase by 20% – 40%. 4. Market structure and import dependence * Around 70% – 85% of disposable hospitality products in Kazakhstan are imported, mainly from China. * This creates higher costs due to logistics, currency exchange rates, and supply chain delays. 5. Economic opportunity Because this is a recurring and high-volume market, even a small local production company can capture a stable share of demand. Replacing imports with local production could reduce costs for businesses by 10% – 25%, depending on product type and scale.