UNDERSTANDING GENDER IN AGRICULTURAL VALUE CHAINS:
THE CASES OF GRAPES/RAISINS, ALMONDS AND SAFFRON IN
AFGHANISTAN
Agriculture and Rural Development Unit
Sustainable Development Department
South Asia Region
The World Bank
May 2011
Report No. 62323-AF
CURRENCY EQUIVALENTS
(Exchange rate effective as of July 2010)
Currency unit = Afghani (Af)
US$ 1.00 = 46.2 Af
FISCAL YEAR
March 21 – March 20
UNITS OF MEASURE
1 jerib
1 ser
0.4942 acres or 2,000 square
meters
7 kilograms
ABBREVIATIONS AND ACRONYMS
AAIDO
ACCI
Af
AFSA
AMIP
ANDS
ANSA
APPRO
APTTA
AREDP
ASAP
ASMED
AWBC
AWBF
b
CDC
CSO
DACAAR
ECO
EPA
EPAA
EU
FAO
FGD
FOD
g
GTZ
ha
HLP
ISO
KAIIFC
Kg
Afghanistan Almond Industry Development Organization
Afghanistan Chamber of Commerce and Industries
Afghani (currency)
Afghanistan Farm Service Alliance
Agriculture Market Infrastructure Project
Afghanistan National Development Strategy
Afghanistan National Standardization Authority
Afghan Public Policy Research Organization
Afghanistan - Pakistan Transit Trade Agreement
Afghanistan Rural Enterprise Development Program
Accelerating Sustainable Agriculture Program
Afghanistan Small and Medium Enterprise Development
Afghan Women's Business Council
Afghan Women's Business Federation
Billion
Community Development Council
Central Statistics Organization (Afghanistan)
Danish Committee for Aid to Afghan Refugees
Economic Cooperation Organization
Afghanistan Raisins, Fruits and Vegetables Export Promotion Agency
Export Promotion Agency of Afghanistan
European Union
Food and Agriculture Organization of the United Nations
Focus group discussion
Farmer Organization Development
Gram
Deutsche Gesellschaft für Technische Zusammenarbeit
Hectare
Horticulture and Livestock Project
Information Organization for Standardization
Khulm Agriculture Islamic Investment Finance and Cooperative
Kilogram
i
M
MAIL
MBDFA
MEDA
MFI
MOC
MOWA
MRRD
NGO
NSDP
NSP
PRT
PTA
Rs
SAARC
SAFTA
SDO
t
TTGG
UAE
UK
UN
USAID
USA
VF
WOCCU
WTO
yr
Million
Ministry of Agriculture, Irrigation, and Livestock
Mazar Sharif Balkh Dry Fruits Processing Association
Mennonite Economic Development Associates
Microfinance institution
Ministry of Commerce
Ministry of Women's Affairs
Ministry of Rural Rehabilitation and Development
Nongovernmental organization
National Skills Development Program
National Solidarity Program
Provincial Reconstruction Team
Preferential Trade Agreement
Rupees
South Asia Association of Regional Countries
South Asia Free Trade Agreement
Sanayee Development Organization
Metric ton
Through the Garden Gate Project
United Arab Emirates
United Kingdom
United Nations
United States Agency for International Development
United States of America
Village facilitator
World Council of Credit Unions
World Trade Organization
Year
Vice President: Isabel Guerrero
Country Director: Nicholas J. Krafft
Sector Director: John Henry Stein
Sector Manager: Simeon Ehui
Project Team Leaders: Jennifer Solotaroff, Mio Takada
ii
Table of Contents
Acknowledgements .................................................................................................................. vii
Executive Summary ................................................................................................................ viii
Chapter 1: Understanding Gender in Afghanistan’s Agricultural Value Chains: Context,
Methodology, and Case Studies .................................................................................................1
1.1 The Context..........................................................................................................................1
1.2 Study Objectives ..................................................................................................................2
1.3 Methodology ........................................................................................................................2
1.4 Selecting Value Chains for the Case Studies .......................................................................4
1.5 Organization of this Policy Note..........................................................................................7
Chapter 2: Afghanistan’s Expanding Export Markets and Women’s Potential to
Participate ....................................................................................................................................9
2.1 Exports and Export Partners in Regional and International Markets ..................................9
2.2 Gender Dimensions in the Agricultural Sector ..................................................................12
2.3 Conclusion: Toward a More Nuanced Understanding of Gender in Agricultural Value
Chains ................................................................................................................................14
Chapter 3: Women’s Constraints and Opportunities in the Grape/Raisin, Almond, and
Saffron Value Chains................................................................................................................15
3.1 Women’s Roles in the Grape/Raisin, Almond and Saffron Value Chains ........................15
3.2 Constraints and Opportunities for Women Producers .......................................................23
Chapter 4: Policy Recommendations ......................................................................................31
4.1 Promoting Opportunities For Women Producers ...............................................................31
4.2 Conclusion: Developing Value Chains That Work for Rural Women ..............................33
References ..................................................................................................................................35
ANNEXES
Annex 1:
Grape and Raisin Value Chain
Annex 2:
Almond Value Chain
iii
Annex 3:
Annex 4:
Annex 5:
Annex 6:
TABLES
Table 1.1:
Table 1.2:
Table 1.3:
Table 2.1:
Table 2.2:
Table 2.3:
Table 3.1:
Table A1.1:
Table A1.2:
Table A1.3:
Table A1.4:
Table A1.5:
Table A1.6:
Table A1.7:
Table A1.8:
Table A2.1:
Table A2.2:
Table A2.3:
Table A2.4:
Table A2.5:
Table A3.1:
Table A3.2:
Table A3.3:
Saffron Value Chain
Meetings with Key Value Chain Participants
Interview Data
Stakeholder Workshop
List of key export products with women’s involvement in value chains
Value chain selection
Export of raisins and almonds by Afghanistan
Afghanistan’s exports by country, 2004–09
Afghanistan’s participation in multilateral trade and trade-related organizations
Preferential tariffs on Afghan raisins, almonds, and grapes by the Government of
India
HLP farmers’ sals and income from grapes, raisins, and almonds
World’s top 10 fresh grape exporters and Afghanistan, 2006–09
World’s top 10 fresh grape importers, 2006–09
World’s top 10 raisin exporters, 2006–09
Major importers of Afghan raisins, 2006–09
World’s top 10 raisin importers, 2006–09
Differences in fresh grape yields, sales volumes, and income among HLP producer
households
Differences in raisin yields, sales volumes, and income among HLP producer
households
Prices and costs along the value chain for fresh grapes and raisins
World’s top 11 almond exporters, 2006–09
Major importers of Afghan almonds, 2006–09
World’s top 10 almond importers, 2006–09
Differences in almond yields, sales volumes, and income among HLP producer
households
Prices and costs along the value chain for almonds
World’s top saffron exporters, 2006–09
World’s top 10 saffron importers, 2006–09
Prices of imported and domestically produced saffron, Afghanistan, 2010
FIGURES
Figure 2.1: Afghanistan’s exports in 2008
Figure 3.1: Raisin subsector map
Figure 3.2: Red raisin value chain
Figure 3.3: High-quality, in-shell almond value chain
Figure 3.4: Constraints tree: Raisins
Figure 3.5: Gender constraints in the raisin subsector
Figure A1.1: Fresh grape subsector map
Figure A1.2: Raisin subsector map
Figure A1.3: Trade values: Fresh grapes (in-season and off-season)
Figure A1.4: Trade values: Red raisins
Figure A1.5: Trade values: Green raisins
iv
Figure A1.6: Trade values: Golden raisins
Figure A1.7: Constraints tree: Fresh grapes
Figure A1.8: Constraints tree: Raisins
Figure A1.9: Gender constraints in the fresh grape subsector
Figure A1.10: Gender constraints in the raisin subsector
Figure A2.1: Almond subsector map
Figure A2.2: Value chain: High-quality, in-shell almonds
Figure A2.3: Value chain: Medium-quality, shelled and in-shell almonds
Figure A2.4: Value chain: Low-quality, shelled and in-shell almonds
Figure A2.5: Constraints tree: Almonds
Figure A2.6: Gender constraints in the almond subsector
Figure A3.1: Saffron subsector map
Figure A3.2: Value chain: Saffron
Figure A3.3: Constraints tree: Saffron
Figure A3.4: Gender constraints in the saffron subsector
BOXES
Box 2.1:
Box 3.1:
Box 3.2:
Box 3.3:
Box 3.4:
Box 3.5:
Box 3.6:
Afghan women’s land ownership
The Kabul Women Farm Store
Providing extension services to women: The HLP experience
Two saffron producer associations for Afghan women
The Afghan Pride Association: A women-owned processing company
Through the Garden Gate: A project mobilizes women in the vegetable value chain
Developing the saffron value chain with women producers
MAP
Map 1.1: Main production areas and trade routes in Afghanistan for grapes/raisins, almonds, and
saffron
v
ACKNOWLEDGEMENTS
This report was prepared by a team led by Jennifer Solotaroff and Mio Takada, with the core
team comprising Miki Terasawa, Cornelia Staritz, and Najla Sabri. The report was developed
under the overall guidance of Simeon Ehui, Sector Manager, Agriculture and Rural Development
Department, South Asia (SASDA), and Maria Correia, Sector Manager, Social Development
Department, South Asia (SASDS). Venkat Ramachandran, Wahida Obaidy, and Wazhma Khalili
provided administrative assistance.
The major contribution to this report was made by the Mennonite Economic Development
Associates (MEDA), with a team of consultants led by Ann Gordon with the participation of
Catherine Sobrevega, Deepa Swaminathan, Zainab Wahidi, Mohibullah Mohmand, Simrat
Mand, and Parinaz Hissami. The MEDA team undertook extensive field and desk research and
data analysis for two value chains (grapes/raisins and almonds). MEDA also carried out desk
research and data analysis on the saffron value chain, building on the field research conducted by
the Afghan Public Policy Research Organization (APPRO). Miki Terasawa converted MEDA’s
field report into the policy document contained in these pages.
The team wishes to thank the peer reviewers, Stephen Jaffee, Asta Olesen, and Riikka Rajalahti
for helpful comments and guidance; and counterparts in the Ministry of Agriculture, Irrigation,
and Livestock (MAIL) and the Horticulture and Livestock Project (HLP) team for their valuable
assistance. The team also extends its thanks to the women; entrepreneurs; service providers;
producer and/or trade organizations; the Ministries of Rural Rehabilitation and Development
(MRRD), Public Works (MPW), Women’s Affairs (MOWA), and Commerce (MOC);
nongovernmental organizations, in particular Roots of Peace and the Danish Committee for Aid
to Afghan Refugees (DACAAR); and donors in Afghanistan who provided valuable input to the
study through interviews and the stakeholder workshop.
The study was made possible through assistance from the Multi-Donor Trust Fund for Trade and
Development, and its dissemination is supported by a Gender Action Plan Just-in-Time grant.
The team wishes to take this opportunity to express its appreciation for the supporting donors.
vi
EXECUTIVE SUMMARY
1.
Afghanistan has comparative and competitive strengths in agriculture, which accounts for
approximately half of its gross domestic product. An estimated 54 percent of Afghanistan’s
agricultural workforce is female, and women are especially prominent in horticulture. More than
half of Afghanistan’s official exports—not including informal or illicit trade—are fresh or
processed horticultural crops, especially fresh grapes and raisins (approximately 40 percent of
Afghanistan’s horticultural exports) and almonds (20 percent). Exports of saffron, although still
very small, have the potential to become quite significant, and women are heavily involved in
growing and processing this extremely high-value crop.
2.
Recognizing women’s predominance in agricultural production, harvesting, and
processing, the National Agriculture Development Framework of the Ministry of Agriculture,
Irrigation, and Livestock (MAIL) stipulates that gender mainstreaming must form an important
cross-cutting element of its work in economic regeneration, agricultural production, and natural
resource management (MAIL 2009). This study supports gender mainstreaming in horticulture
by developing a better understanding of constraints and opportunities shaping women’s
prospects for moving up the value chains for grapes/raisins, almonds, and saffron. The study
maps the placement and roles of women and men in the value chains of these key horticultural
exports. It identifies constraints and opportunities influencing the value chains in general and
women’s roles in particular. The analysis combines a vertical perspective (focusing on sectoral
dynamics and commercial actors) with a horizontal perspective (focusing on institutions and
structures in the Afghan context). The study involved extensive field research in Kabul, Parwan,
Balkh, and Herat Provinces.
3.
Women are generally concentrated at the lower levels of the grape/raisin, almond, and
saffron value chains, where they perform irrigation, weeding, harvesting, and minimal
processing, such as drying and packing raisins and almonds, at the household level. Men, on the
other hand, link households with the market to obtain input supply and sell the products, in
addition to their substantial engagement in production. Most of these activities also involve
heavy lifting, such as carrying 50 plus kilogram bags to the local market. Men also serve as the
actors in the upper levels of the value chains, including middlemen or village-level traders and
processors, wholesalers, retailers, or exporters. This division of labor is largely a reflection of
social and cultural norms, which do not allow women to interact with men, travel by themselves,
or own land. These factors severely curtail women’s access to resources and services, including
credit, training, extension, inputs, and trading and marketing networks. Women do not have
collateral to apply for credit or opportunities to participate in extension training because selection
for these opportunities is often based on land ownership. Moreover, there are few or no women
service providers in extension, credit, input supply, or marketing. Despite the key roles women
play in harvesting and post-harvest processing, there is little or no training on quality control,
including hygiene, sanitation, and higher-value varieties.
4.
Because men and women perform different functions, the difference in their wages is not
comparable. Rural women perform harvesting and post-harvest processing of raisins, almonds,
and saffron as a part of household chores; thus, their work goes unpaid. In the case of saffron,
however, some women (most likely from women producer associations) are hired by small- or
vii
large-scale farmers at Af 200-300 per day, because these activities are highly labor intensive as
well as time bound. A similar wage (Af 100-200 per day, or Af 100 per 50-kilogram processed)
is paid to women in urban or peri-urban areas, who are hired by processors or wholesalers to
clean, sort, grade, and package raisins or almonds for national, regional, and international
markets. Post-harvest processing is among the lowest paid work, in which men—who have other
opportunities—would not be interested. For example, male laborers, who are hired by exporters
to harvest, pack, and load crates of fresh grapes, are paid Af 400 per day.
5.
The case studies show that in developing value chains that work for women, it is vital for
women producers to (i) remain in charge of harvesting and post-harvest processing and (ii) be
provided with women-to-women service delivery. These conditions can be achieved by (a)
providing training on quality control in harvesting and post-harvest handling, including hygiene,
sanitation, sorting, and grading; (b) mobilizing women producer associations; (c) developing a
pool of women para-professionals at the village level, who would work in critical areas such as
input supply, extension, quality control, credit, and trade/market linkages; (d) facilitating
women’s access to credit by developing MFI linkages; (e) facilitating women’s access to
medium and high-end export markets by providing certification and supporting research on
high-end market preferences; (f) using information technology in service provision. In support of
women’s movement up in the grape/raisin, almond, and saffron value chains, this study offers
the following policy recommendations:
6.
Develop value chain action plans that would enhance women’s participation. MAIL
should develop value chain action plans for key horticulture export products, including
grapes/raisins, almonds, and saffron. These plans should be developed in consultation with all
stakeholders, such as women producers, other key value chain actors, the private sector, relevant
ministries and agencies, NGOs, and donors. Developing and implementing the plans would
require honest brokers, such as NGOs already active in promoting the value chains. These
brokers should also monitor impacts on household dynamics as well as increases in household
income.
7.
In supporting the action plans, MAIL also should develop a marketing strategy for each
product to access key regional and international markets. The strategy would help identify
quality standards and certification requirements, which need to be addressed by extension
packages. This would have to be developed in consultation with export support agencies, such as
the Export Promotion Agency of Afghanistan (EPAA) and the Afghanistan Chamber of
Commerce and Industries (ACCI), and the private sector.
8.
Support mobilization of women’s producer groups and their aggregation with
men’s groups at the cluster or district level. In forming producer groups, the Community
Development Councils (CDCs) developed by the National Solidarity Program (NSP) should be
the entry point and provide a governance mechanism by ensuring transparency and
accountability in the selection and management of producer groups. The human capacity and
knowledge of CDC members (in subproject management, accounting, and procurement capacity,
for example) could support producer groups in undertaking select group activities.
viii
9.
Female and male producer groups should be aggregated at the cluster or district level,
which would enable producers to reach economy of scale to attract regional or international
buyers. Global experiences indicate that by encouraging women to stay in charge of harvesting
and post-harvest processing, there could be opportunities for the cluster organizations to market
their products with those international buyers, who are willing to pay premium for womenmanaged value addition or businesses.
10.
Improve rural outreach by developing a pool of women para-professionals. MAIL
could support creating a pool of women para-professionals at the producer or cluster/district
level by training women high school graduates. In addition to providing extension services, these
para-professionals could develop entry points for service delivery, such as by (i) mobilizing
group formation and accounting support for savings and credit and/or (ii) developing linkages
with MFIs and markets. Following good practices identified in livelihood development projects
elsewhere in South Asia, these para-professionals could be contracted by NGOs or eventually
work for producer groups and associations for a fee per business case. The latter would shift
quality control from NGOs to producers themselves, thus ensuring sustainability.
11.
Develop a certified training program for women extension service providers. MAIL
should develop a systematic extension training program in collaboration with the Ministries of
Education and Higher Education. The program would provide women extension workers with
current knowledge, in particular of harvesting, post-harvest handling, quality control, and market
information. Another program should also be developed for women para-professionals, who
would require less technical but more pedagogical training on the value chains. These programs
would also offer regular opportunities for re-training to update their skills. The National Skills
Development Program (NSDP) could support development of a certification program and
identify training providers. The Faculties of Agriculture in Kabul, Balkh, and Herat Universities
could potentially expand their curricula to deliver the program for extension workers and paraprofessionals. It is recommended that MAIL support these universities to strengthen research and
development of grapes/raisins, almonds, and saffron value chains.
12.
Improve rural road infrastructure to enable access by women service providers.
Poor public infrastructure, particularly for rural connectivity, is one of the major constraints on
the ability of women service providers, including extension workers and village-level traders or
sales agents, to reach women producers. The World Bank-financed National Emergency Rural
Access Project has been upgrading tertiary roads to improve access to and from rural areas. Even
so, more investments are necessary to upgrade farm roads, and MAIL and key ministries should
continue investigating alternatives. In building access roads, the hub approach is recommended.
A good practice is also to carefully consult the value chain actors—in particular, processors—on
the appropriate locations for raw material/processed product acquisition. This may further guide
infrastructure investment to the economically most appropriate locations.
13.
Provide value chain innovation grants for women. A grant facility could be set up to
specifically support women’s producer groups, female service providers in a cluster
organization, or women-managed processing companies, in innovation and entrepreneurship to
promote the value chains of key horticulture export products for Afghanistan. This incentive
could finance women’s producer groups in accessing value addition tools and infrastructure,
ix
scholarships for women service providers, women-to-women exchanges through exposure visits,
women’s participation in regional or international exhibitions, or marketing extension. MAIL
could manage the grant facility in collaboration with other key ministries as a gender
mainstreaming effort. In approving grants, MAIL and the ministries must ensure the
implementation and sustainability of these activities. Their support should include training on
extension and/or entrepreneurism and helping provide market linkages. Because the availability
of grants would be limited, MAIL should also seek opportunities to collaborate with other
projects for financing, including the Afghanistan Rural Enterprise Development Project
(AREDP) implemented by the Ministry of Rural Rehabilitation and Development (MRRD).
14.
Use information technology (IT) to enhance women’s involvement in value chains.
MAIL, trade associations, NGOs, and other key ministries are encouraged to integrate women
more directly into market systems.1 The service delivery model could be built around the use of
IT, such as a mobile accessible interactive extension or market information systems that are
accessible by women producers, para-professionals, service providers, and buyers (wholesalers,
processors, and exporters). Marketing databases being developed by ACCI, etc. could eventually
be expanded to include data that is pertinent to women’s other home-based economic
development initiatives, such as embroidery or other non-farm products.
1
Howe (2010).
x
CHAPTER 1
UNDERSTANDING GENDER IN AFGHANISTAN’S AGRICULTURAL VALUE
CHAINS: CONTEXT, METHODOLOGY, AND CASE STUDIES
1.1
The Context
1.
Agriculture accounts for approximately half of Afghanistan’s gross domestic product,
and the country has comparative and competitive strengths in horticultural and livestock
production. Orchard fruits (fresh and dried) are key exports, whereas poultry products (both eggs
and meat) could substitute for imports, which amount to US$ 78.2 million per annum. Until the
late 1970s, Afghanistan supplied 20 percent of the raisins on the global market, held a dominant
position in pistachio and dried fruit production, and produced livestock and wool products for
regional markets. Since the late 1970s, intermittent conflict and periodic drought have provoked
the flight of capital, displaced farming communities, caused the neglect of irrigation channels,
diminished technical and market support, and ultimately eroded market share. Agriculturally
productive land was lost and productive capacity weakened.
2.
Throughout South Asia, women produce 70–80 percent of food crops (Samson 2006).
They raise chickens and collect eggs, water and weed crops, clean and dry fruits and vegetables,
and process and package agricultural produce or products. Women form an estimated 54 percent
of Afghanistan’s agricultural workforce (NRVA 2007/08, ICON-INSTITUTE. 2008). Women’s
domestic chores encompass most harvesting and post-harvest processing, but women rarely
market or trade in the finished agricultural products. As a result, men remain the main financial
beneficiaries of the process. Two key factors contribute to these divisions of labor: gender bias,
based on deeply ingrained cultural and societal norms (Byravan 2008), and the highly informal
agricultural economy.
3.
Gender equality is one of the most important themes of the Afghanistan National
Development Strategy (ANDS) 2008–2013. Through this strategy, the Government of
Afghanistan commits to fostering measurable improvements in women’s economic opportunities
and access to and control over productive assets and income. The National Agriculture
Development Framework 2009, developed by the Ministry of Agriculture, Irrigation, and
Livestock (MAIL), identifies gender mainstreaming as an important cross-cutting element in
economic regeneration, agricultural production, and natural resource management (MAIL 2009).
4.
Mainstreaming women in agricultural production requires a systemic understanding of
the organization of production, based on local geography, institutions, gender norms, and other
local factors.2 Any forms of economic organization introduced in Afghanistan to increase the
gender balance in agricultural production must be cognizant of, and resonate with, centuries-old
structures of economic organization and gender roles. At the same time, gender mainstreaming
interventions must challenge some of the existing social and economic institutions to pursue
progressive economic and social change.
5.
Recognizing the centrality of agriculture to national reconstruction and to economic
growth based on regional as well as international trade, donors and aid agencies have undertaken
2
Blake and Hanson (2005), cited in Byravan (2008).
1
a number of global value chain studies; identified national, regional, and international markets;
and provided revenue assessments at each point of the value chains.3 None of these studies has
explicitly and comprehensively analyzed the gender dimension of value chains, however. To
enable gender equality in the way that ANDS aspires to do—that is, by facilitating women’s
access to and control over assets and income—will require truly comprehensive value chain
research, in which a gender perspective permits the exploration of constraints and opportunities
for women’s participation in various segments of value chains.
1.2
Study Objectives
6.
This study seeks to: (i) understand the constraints and opportunities affecting women’s
capacity to take significant control over the value chains of key export products in Afghanistan
and (ii) provide MAIL with policy recommendations to strengthen its gender mainstreaming
strategy in the World Bank-supported Horticulture and Livestock Project (HLP). The study’s
unique contribution is to develop and apply an integrated approach to understanding gender in
value chains. The key questions addressed in the study include:




1.3
Which activities do women and men perform, and thus which roles/positions do women
and men have in the specific value chains analyzed? Why do women have these
particular roles/positions as opposed to those held by men?
How can the value-added activities fulfilled by women increase? How can women
upgrade to new activities with higher value-added? What opportunities do men and
women have to access markets and undertake higher-value activities? What are the
specific opportunities for women to do so? At what point(s) in the value chains do
women have the potential to gain financially and/or assume more responsibilities in
making decisions related to production and/or marketing?
What constraints prevent women and men from accessing markets at the local, national,
regional, and, if appropriate, international levels? What constrains their ability to move
up to higher value-added activities in the value chains under study? Which specific
constraints apply to women? Are there policy constraints on women’s roles in these value
chains, in addition to cultural and social constraints?
How can Afghan producers, specifically Afghan women, increase their household
income? How could women improve their position in the value chain? Within the value
chains analyzed, what key steps and potential interventions could improve women’s
position?
Methodology
7.
The study incorporates a gender dimension in the global value chain approach. The value
chain approach maps and analyzes each step of the production and distribution process (for
example, input supply, production, harvest, post-harvest processing, marketing, and trade),
supporting services such as retailing, storage, and transport, and the position and role of different
actors (McVay and Snelgrove 2007). The analysis is extended by mapping the specific positions
and roles of women and men in value chains and identifying their specific constraints and
3
Millns, J. 2007. ―Value chains for Agricultural Products in Afghanistan.‖
2
opportunities (Rubin et al. 2009). This ―gendered value chain approach‖ needs to incorporate an
institutional perspective that takes account of the context in which each value chain is embedded.
8.
To understand the constraints on women’s participation and capture of higher valueadded in value chains and identify their opportunities, the analysis combines a vertical
perspective (focusing on sectoral dynamics and commercial actors) with a horizontal perspective
(focusing on institutions and structures in the specific context of Afghanistan). In this way, the
study integrates findings related to women’s improved positions in value chains with those
pertaining more broadly to gender and economic development to provide insights into vertical
constraints on women in value chains (particularly on women’s access to markets and various
services) and horizontal constraints (such as gender dynamics in the household and community
and the institutional context in Afghanistan, including norms, rules, and values as well as the
specific situation of a post-conflict country) (Mayoux and Mackie 2009).
9.
The qualitative analysis relied on more than 75 semi-structured interviews with
commercial and institutional actors and women’s focus group discussions in Kabul, Parwan,
Balkh, and Herat Provinces. Overall, the sample of commercial and institutional actors, including
women producers, was fairly representative:



Commercial actors included input suppliers, processors, service providers, middlemen,
traders, wholesalers, retailers, exporters, and, where possible, importers, buyers, and
middlemen operating in regional and international export markets. For each value chain
studied, commercial actors were carefully mapped and selected for interviewing to ensure
fair representation from varying sizes and networks among the actors.
Institutional actors were composed of government and line ministries at the national,
provincial, and district levels, such as MAIL, the Ministry of Rural Rehabilitation and
Development (MRRD), the Ministry of Commerce, and the Ministry of Women’s Affairs
(MOWA); nongovernmental organizations (NGOs), aid agencies, and donors providing
support to women producers in the value chains; and private organizations supporting
business development, such as the Afghanistan Chamber of Commerce and Industries
(ACCI), Export Promotion Agency of Afghanistan (EPAA), Afghanistan Raisins, Fruits,
and Vegetables Export Promotion Agency (EPA), Afghanistan Almond Industry
Development Organization (AAIDO), and the United States Agency for International
Development (USAID)-financed Afghanistan Small and Medium Enterprise
Development Project (ASMED). Almost all of these institutional actors were
interviewed.
Women focus groups. Discussions with women’s focus groups involved female
producers, women’s producer groups or associations, and other groups of women, such as
the Community Development Councils (CDCs) formed through the World Bank-financed
National Solidarity Project (NSP), savings and credit groups, and women’s business
associations. Women from both small- and large-farmer households were interviewed,
including female heads of households who participate in women producer associations.
10.
For the vertical dimension of the analysis, the study obtained information and data on a
range of issues, largely through interviews with the commercial actors listed earlier:
3






Demand at local, national (Kabul and other major urban centers), regional, and
international markets and market access (specifically, tariff and nontariff barriers in
regional and international markets).
Standards and certification necessary to enter or to improve positions in regional and
international markets.
Costs, productivity, and margins at all levels of the value chains.
Competitiveness issues, focusing on price and quality.
Enabling factors such as policy, the regulatory system, access to land and infrastructure
(for example, irrigation), and the business environment (especially administrative
procedures, licenses, and taxes).
Support services (such as marketing support, telecommunications, transport, and
logistics) and training institutions.
11.
For the horizontal dimension of the analysis, interviews with representatives of
government and ministries, associations, groups, cooperatives, agencies, councils, NGOs, and
donors helped capture the institutional context for the value chains. Talking with both women’s
and men’s producer and/or trade organizations was also a priority.
12.
The qualitative analysis mapped value chains and developed constraints trees to identify
the main steps in production and distribution, the key commercial and institutional actors along
the respective value chains, and their relationships. The gender perspective applied throughout
the mapping helped to identify the relative positions and roles of women and men along the
value chains. Aside from the commercial actors in each value chain—the input suppliers, service
providers, producers, traders, buyers, and retailers—the institutional actors who played a role in
the value chain were mapped at the local, provincial, and national levels. Value chain mapping
focused on the vertical dimensions described earlier to determine the key challenges facing
women and men producers as well as the challenges and opportunities of particular relevance for
women producers. The mapping also took the horizontal dimensions into account to understand
the institutional context and constraints for each value chain.
1.4
Selecting Value Chains for the Case Studies
13.
Several criteria were developed to select the agricultural value chains for the case studies:





The value chain was located in a relatively secure area with good physical access to
export corridors to neighboring countries and to provincial capitals or major urban
markets.
The higher levels of the value chain showed potential for a high level of women’s
involvement.
Products were currently exported or had high potential for regional and/or international
export.
Production was relatively sophisticated and complex.
Products were already promoted or would potentially be promoted by HLP.
14.
Desk reviews and consultations with World Bank gender and trade specialists helped to
identify nine products: grapes and raisins, almonds, apricots, saffron, pomegranates, pistachios,
4
embroidery, carpets, and poultry. Table 1.1 indicates key production areas and estimated trade
values per annum:
Table 1.1: List of key export products with women’s involvement in value chains
Product
Key production areas
Estimated trade values
Farm (horticulture and livestock)
Grapes and raisins Kabul, Parwan, Kapisa, and
US$ 116 million
Panjshir
(US$ 100.7 million dried, US$ 15.5 million fresh)
Almonds
Balkh, Samangan, and Kabul
US$ 50 million
Pistachios
Balkh, Herat, Logar, and Paktia
US$ 41 million
Apricots
Kabul, Balkh
US$ 16 million
(US$ 15.8 million dried, US$ 0.5 million fresh)
Pomegranates
Kandahar
US$ 15 million
Saffron
Herat
US$ 160,000
Poultry
Bamyan and other sites
No data on export; however, US$ 78.2 million
imported in 2007.
Non-farm
Carpets
Balkh, Herat, and other sites
US$ 150 million
Handicrafts,
Baghlan and other sites
US$ 29 million
including
embroidery
Source: Central Statistics Office 2008/09, except for saffron (UN comtrade) and poultry (MRRD 2007)
15.
The nine products were assessed in light of the criteria mentioned previously, and the
four with the highest scores were chosen for the case studies. Table 1.2 presents the weight
assigned to each criterion and the results of the selection process. Higher weights were assigned
to the first three criteria in the table. Security and access to production areas are not only a
prerequisite for extensive fieldwork, but are essential to any service providers and aid agencies
potentially involved in programs and assistance for the value chains. The other two heavily
weighted criteria are crucial with regard to the central focus of this study: women’s involvement
and export value chains.
Raisins/grapes
Almonds
Apricots
Saffron
Pomegranates
Pistachios
Embroidery
Carpets
Poultry
Located in relatively secure areas
to allow unimpeded fieldwork
and data collection
Potential for a high degree of
women’s involvement at the
higher levels of the value chain
Products already exported or have
high potential for export
Relatively high degree of
sophistication/complexity in the
organization of production
Good physical access to export
corridors to neighboring
Weight
Table 1.2: Value chain selection (score by key subsector: X = full credit; O = half credit; -- = no credit)
Criterion
2
X
X
X
X
--
--
X
X
X
2
X
X
O
X
O
O
X
--
X-
2
X
X
X
X
X
X
X
X
--
1
X
O
X
X
--
O
X
X
X
1
O
O
O
X
X
X
X
X
--
5
countries, such as Pakistan, Iran,
and Uzbekistan
Relatively good physical access
to provincial capitals or other
major urban centers
Product is preferably promoted or
potentially promoted by HLP
Score
1
X
X
X
X
X
X
X
X
X
1
X
X
X
--
X
--
--
--
X
10
9.5
9
8.5
9
6
5.5
9
7
7
Source: APPRO.
16.
The four highest-scoring subsectors were grapes/raisins, almonds, saffron, and
embroidery.4 Based on their considerable potential as export commodities in the regional market
and/or women’s substantial involvement in the value chains, grapes/raisins, almonds, and saffron
were ultimately selected for the case studies. According to UN Comtrade statistics5, Afghanistan
is the world seventh largest exporter of raisins and 11th largest exporter of of almonds. Below
table 1.3 summarizes Afghanistan’s position in the global trade between 2006 and 2009. The
major importers of these two products are neighboring countries in Central and South Asia,
including Russian Federation and India, both of which are key players in the global market.
Russian Federation is the fourth largest importer of raisins with the total trade value of US$ 260
million (details on the global market is available in the Annex 1). Likewise, India is the third
largest importer of almonds with the total trade value of US$ 838 million. India is also the largest
importer of in-shell almonds (60 percent), which Afghanistan has the fifth-largest share in export
(details on the global market is available in the Annex 2).6 Therefore, raisins and almonds have
high potential for export growth in the regional market.
Table 1.3: Export of raisins and almonds by Afghanistan
Product Trade Value
World Share
Key Importers and Trade Value (Share)
Raisins
US$ 150 million 3.4 percent
 Russian Federation: US$ 52 million (34.7 percent)
(7th largest exporter)
 Pakistan: US$ 51 million (34 percent)
 India: US$ 31 million (21 percent)
Almonds US$ 110
1.1 percent
 Pakistan: US$ 63.3 million (57.5 percent)
million, of
(11th largest exporter,
 India: US$ 42.6 million (38.8 percent)
which US$ 38
while 5th largest
million is inexporter of in-shell
shell
almonds)
Source: UN Comtrade
17.
On the other hand, Afghanistan exports small amounts of fresh grapes and saffron. The
data from the UN Comtrade indicate its export of fresh grapes amounted to US$ 22 million,
which is about 0.1 percent of the world exports. Afghanistan’s primary export partners were
Pakistan (83 percent) and India (17 percent). A promising market for fresh grapes is the Russian
4
Despite women’s significant involvement in embroidery, the potential for export growth was much greater for the
horticultural products. Nor was poultry considered for the final group of case studies, even though HLP had formed
13,000 poultry units operated by women as of September 2010, and 90 percent of the women involved continued to
engage in poultry production. Locally produced poultry has considerable potential to substitute for imports but is
less likely become a key export.
5
Data between 2006 and 2009.
6
About 35 percent of Afghanistan’s almond export is in-shell, with a trade value of US$ 38 million.
6
Federation, which is the fifth world largest importer with the trade value of US$ 1.7 billion
(details on the global market available in the Annex 1).
18.
Unlike grapes/raisins or almonds, saffron is a relatively new crop for Afghanistan. It was
brought by Afghans returning from Iran, where they had sought refuge during the conflicts of the
past decades. In 2008, Herat Province produced 1,500 kilograms of saffron, and is beginning to
export it formally to Spain, Italy, and the USA, and informally to Iran (details available in Annex
3). Saffron was selected for the case study because women have a substantial role in its value
chain in harvesting and post-harvest processing, and some of them are organized in producer
associations.
19.
For all of the case study commodities, map 1.1 depicts trade routes, major production
areas, and Afghanistan’s five market centers, which form the wholesale connections and hubs for
export outside the country. The study undertook extensive field research in key producing
provinces, including Kabul and Parwan (grapes and raisins), Balkh (almonds), and Herat
(saffron) Provinces.7 While Kandahar is also the major producer of the high value grape variety,
it was not considered for field research because of security and difficulty in access for the study
as well as any future potential projects.
1.5
Organization of this Policy Note
20.
This chapter has described the rationale for the study, the methodology, and the selection
of cases. Chapter 2 provides more detailed information on the importance of the horticultural
sector in Afghanistan’s economy and the main regional export partners for the case study
commodities. The chapter also examines factors affecting gender dimensions in Afghanistan’s
horticultural value chains and constraints to increasing women’s involvement. Chapter 3
discusses how women are occupied in the value chains of grapes/raisins, almonds, and saffron
and what roles they play. It also identifies the main constraints and opportunities for women in
moving up in these value chains. The final chapter provides policy recommendations related to
the issues that are particularly relevant for enhancing women’s roles in the three value chains.
The annexes contain detailed descriptions of three value chains and background documents (lists
of meetings, interview data, and recommendations from the stakeholder workshop).
7
These products could also provide alternative livelihoods for poppy farmers with improved production practices. It
is estimated that trellised grapes could earn nearly nine times more than poppies, whereas almonds, when the trees
of high-value varieties mature, could offer earnings nearly eight times higher than those from poppies (Kuhn 2009).
7
Map 1.1: Main production areas and trade routes in Afghanistan for grapes/raisins, almonds, and saffron
ISLAMIC REPUBLIC
OF IRAN
Source: Adapted from Altai Consulting 2004.
8
CHAPTER 2
AFGHANISTAN’S EXPANDING EXPORT MARKETS AND
WOMEN’S POTENTIAL TO PARTICIPATE
21.
Afghanistan’s formal exports have risen by almost 80 percent8 since 2004, following new
trade and transport agreements with neighboring countries. Women are heavily involved in
producing, harvesting, and processing some of Afghanistan’s key export commodities, including
fresh and dried fruits and nuts, yet given the prevailing gender roles in agriculture and in Afghan
society more generally, questions remain about women’s prospects for moving up the value
chains for these commodities. This chapter reviews recent trends in Afghanistan’s formal exports
against the background of gender roles in agriculture and constraints on women’s potential for
undertaking higher-value activities in agricultural value chains. The chapter highlights the social
and cultural norms limit women’s growing entrepreneurship, because these norms have
restrictions on women’s land ownership, mobility and rural access, and access to services.
2.1
Exports and Export Partners in Regional and International Markets
22.
Horticultural crops were a large component of Afghanistan’s formal exports in 2008/09,
which according to the CSO totaled US$ 545 million and consisted of dried fruits (45 percent),
carpets (27 percent), fresh fruit (8 percent), medicines and botanicals (4 percent), and skins (4
percent) (CSO 2008/09).9 United Nations (UN) Comtrade statistics, on the other hand, place the
total value of exports from Afghanistan at US$ 443 million; fruits and nuts account for the
largest share of Afghanistan’s exports (almost 34 percent) (figure 2.1).
23.
The nation’s key export partners are mostly within the region: Pakistan, India, Russia,
Iran, and UAE. In 2008/09, approximately 50 percent of Afghanistan’s official exports went to
Pakistan, followed by India (25 percent). Between 2004/05 and 2008/09, official exports to
Pakistan remained stable at around US$ 250–300 million, whereas exports to UAE, Russia,
India, and Iran increased significantly: by 1,800 percent for UAE, 825 percent for Russia, 580
percent with India, and almost 300 percent with Iran. Other export partners include Belgium,
Finland, Germany, the UK, USA, and Uzbekistan. Overall, official exports from Afghanistan
rose by about 80 percent in these five years (table 2.1). The picture presented by UN Comtrade
statistics is somewhat different; in 2008, Afghanistan’s largest export partner was India (26.2
percent), followed by the USA (17.1 percent), Pakistan (16.9 percent), and Nigeria (13.9
percent). These figures are indicative, however. Given the debilitated Afghan economy and poor
physical and trade infrastructure, most trade between Afghanistan and other countries, especially
Iran and Pakistan, is informal, occurring via small traders and exporters.
8
Source: CSO 2009.
These numbers do not reflect the region’s significant informal trade. Nor do they reflect trade in illicit commodities
such as opium, which accounts for approximately 60 percent of Afghanistan’s exports (AREDP, ―A Competitive
Afghanistan,‖ 2007). In 2000–01, unofficial exports to Pakistan and Iran were 10 times higher than the official
exports to these countries (World Bank 2004).
9
9
Figure 2.1: Afghanistan’s exports in 2008
Edible fruit and nuts
Iron and steel
Plastics and articles
22.5%
33.8%
Lac; gums, resins & other vegetable
Aircraft, spacecraft
2.9%
Edible vegetables and certain roots
3.8%
Oil seed, oleagi fruits
4.1%
Mineral fuels, oils
6.2%
4.6%
5.2%
5.4% 5.7%
Nuclear reactors, boilers
5.8%
Furskins and artificial fur
Rest
Source: UN Comtrade statistics.
Table 2.1: Afghanistan’s exports by country, 2004–09 (US$ m)
2004/05
2005/06
2006/07
258
298
265
Pakistan
20
23
79
India
4
13
29
Russia
1
13
4
UAE
4
3
5
Iran
18
34
34
Other
Total
305
384
416
2007/08
301
81
22
7
9
34
454
2008/09
264
136
37
19
18
71
545
Source: CSO, Afghanistan (http://www.cso.gov.af/economics/services/trade.html).
24.
Afghanistan is a member of several multilateral trade and trade-related organizations,
including the South Asia Association of Regional Countries (SAARC) and the Economic
Cooperation Organization (ECO) of Central Asian countries (table 2.2). Through SAARC,
Afghanistan participates in the South Asia Free Trade Agreement (SAFTA), which would
facilitate better access to Pakistan and India.10 ECO also has a Trade Agreement (ECOTA) and
the Transit and Transport Framework Agreement, which would also facilitate better access to
Pakistan, Iran, and Uzbekistan.
25.
Afghanistan has entered into at least three key bilateral trade agreements: (i) the
Afghanistan–Pakistan Transit Trade Agreement (APTTA) (October 2010); (ii) the Preferential
Trade Agreement (PTA) with India (2003);11 and (iii) a 2003 agreement with Iran related to the
Chabahar Port and Chabahar Free Trade Zone, which covers reciprocal measures for business
licenses issued to each nation’s traders and businesses and improvements in transit route security
(World Bank 2004). The PTA with India contributed significantly to the 580 percent increase in
exports to India between 2004/05 and 2008/09; Afghanistan was granted preferential tariffs for
10
11
See text at http://www.saarc-sec.org/userfiles/saftaagreement.pdf, accessed December 2010.
Text of agreement available at http://commerce.nic.in/india_afghan.htm, accessed December 2010.
10
38 commodities—largely horticultural products, several spices, and minerals—the duty on which
varies from 30 to 105 percent. The horticultural products include grapes, raisins, almonds, figs
(dried), pistachios, walnuts, plums and mulberries (dried), pine nuts, apricots (fresh and dried),
apricot nuts, cherries (dried), melons, apples, and pomegranates. All varieties of fresh grapes,
raisins (green, black, red, and golden), and almonds have a 50 percent margin of preference,
making India a very attractive market for Afghan produce (table 2.3). Accessing the Indian
market remains a core problem for Afghan traders, however, as air freight remains expensive.
Table 2.2: Afghanistan’s participation in multilateral trade and trade-related organizations
Organization
Region
Number of
Participating countries
member
countries
SAARC
South Asia
8
Afghanistan, Bangladesh, Bhutan, India,
Maldives, Nepal, Pakistan, Sri Lanka
ECO
Central Asia
10
Afghanistan, Azerbaijan, Iran, Kazakhstan,
Kyrgyz Republic, Pakistan, Tajikistan, Turkey,
Turkmenistan, Uzbekistan
UN Economic and Social
Asia and Pacific
52
Among commission members, Afghanistan’s key
Commission for Asia and
export partners are Iran, India, Pakistan, Russia,
the Pacific
and Uzbekistan
World Customs
Worldwide
174
Among organization members, Afghanistan’s key
Organization
export partners are Belgium, Finland, Germany,
Iran, India, Pakistan, Russia, UAE, UK, USA,
Uzbekistan
World Trade Organization
Worldwide
153
Afghanistan is an observer, as are Iran, Russia,
(WTO)
and Uzbekistan. The following key export
partners are WTO members: Belgium, Finland,
Germany, India, Pakistan, UAE, UK, USA
Source: World Customs Organization (http://publications.wcoomd.org/media/upload/Members_table_174_EN.pdf); World Trade
Organization (http://www.wto.org/english/thewto_e/whatis_e/tif_e/org6_e.htm); and World Bank 2004.
Table 2.3: Preferential tariffs on Afghan raisins, almonds, and grapes by the Government of India
Product
Duty
Margin of preference (%)
Raisins
Green raisins
105%
50
Black raisins
105%
50
Red raisins
105%
50
Golden raisins
105%
50
Almonds
Thin shelled
Rs 65/kg
50
Hard shelled
Rs 65/kg
50
Shelled
Rs 65/kg
50
Grapes, fresh, all types
40%
50
Source: South Asia Association of Regional Countries (http://www.saarc-sec.org/userfiles/saftaagreement.pdf).
26.
APTTA is expected to improve trade between Afghanistan and Pakistan and ease
Afghanistan’s overland access to India via Pakistan. Yet, Afghan traders often have to pay high
taxes to export their products to Pakistan because of the informal nature of trade. These taxes are
variable and often informally imposed. For example, in 2009, high informal taxes were imposed
on most agricultural products from Afghanistan, particularly on fresh produce such as grapes.
According to EPAA and several exporters and traders, such activities delayed customs clearance,
reduced the quality of the grapes, and resulted in high wastage and losses for traders and farmers.
11
2.2
Gender Dimensions in the Agricultural Sector
27.
Decades of conflict and instability in Afghanistan have constrained many aspects of
women’s lives (Abirafeh 2005). Socio-cultural norms and religious attitudes (including sharia)12
limit their involvement in the household, community, and economy. Aggressive quotas for
women’s representation in parliament13 have not directly translated to either increased decision
making for women in government positions or improved living standards for ordinary citizens.
Despite many interventions to address gender inequality, Afghanistan remains among the lowestranking nations in the UN Human Development Index and the Gender Development Index.
28.
Afghan women’s roles in agriculture are critical to their well-being, given the lack of
other income-generating opportunities that are geographically suitable (that is, within or near the
village) (Grace 2005). Rural women have few or no incentives to increase their productivity
within agriculture, however, because (a) their agricultural labor is typically unremunerated; and
(b) household responsibilities affect their time management.14 Moreover, socio-cultural norms
prohibit women from (i) interactions with persons outside the family; (ii) work outside the home
without a permission from a male family member (i.e., father, brother, or husband); and (iii)
travel outside the village. Although there are regional variations depending on the degree of
traditionalism in the communities, these norms have substantial impacts on women’s land
ownership, mobility and rural access, and access to services. In particular, they can severely limit
women’s access to inputs, extension services, and markets, as those who are service providers in
these areas tend to be male.
29.
(a) Land Ownership. The vast majority of Afghan women do not own land. Societal
factors dictate that women should not own property, especially land, although they can inherit
land as widows and as children of landowners. Despite national land inheritance laws giving
daughters and widows the right to claim land inheritance, many factors discourage such claims,
and women and men generally have little awareness of women’s property rights (Grace 2005)
(box 2.1). Women traditionally rely on their brothers to ―take care of them‖ and as a result are
often reluctant to pursue land inheritance claims that would reduce brothers’ share. Given social
norms dictating that it is a man’s responsibility to provide for a woman, many women believe
that men have a greater need for land than women do. Finally, women and men often share
deeply-rooted cultural beliefs that land is inappropriate for women to own (Grace 2005).
Box 2.1: Afghan women’s land ownership
The Afghanistan Constitution states that ―no law can be contrary to the beliefs and provisions of the sacred religion
of Islam.‖ Islamic law (sharia) therefore cannot be separated from the civil code. The implementation of sharia is
often left up to members of a community-based mechanism such as a jirga or shura. Some variation can thus be
expected in community-resolved land disputes and women’s land rights. Furthermore, women are often reluctant to
claim land in land disputes because of cultural factors dictating that men are responsible for being the breadwinners
Sharia is Islamic law extracted from the Qur’an and Sunna (sayings and deeds of the Prophet).
In the September 2010 election for the Lower House of Parliament, 68 of 249 seats (27.3 percent) were allocated
for women (UNAMA undated).
14
In addition to agriculture labor, women are also responsible for (i) other non-farm income-generating activities,
(ii) household tasks and child rearing, and (iii) community work, such as caring for the elderly.
12
13
12
and ensuring supporting income.
Inheritance law in Afghanistan derives from the Civil Code of 1978 and sharia, which dictates that daughters are
entitled to half of brothers’ share of land and widows are entitled to one-eighth (one-fourth if there are no children).
Although this law protects women’s rights, its inherently unequal division of land adversely affects women.
Widows in particular face a multitude of obstacles to land ownership. A widow must consider whether to remarry
and give up her children to her deceased husband’s family or to forego marriage and be unable to provide for her
children. Land ownership would allow greater choice within these constraints and potentially provide an opportunity
for widows to support their own families. Land ownership can have significant positive consequences for women,
including greater decision-making power within the household (as a result of control over the income gained from
the land), security for older women (who can use land as bargaining tool to obtain greater care from relatives), and
access to financial services (when institutions require title-based collateral).
Primary and secondary research for this study indicates that while Afghan women have the legal right to own land,
significant barriers to ownership remain in the form of cultural practices, poor awareness of land rights, corruption,
and illiteracy. Overcoming such barriers will involve long-term efforts and significant societal change. Although
specific recommendations are beyond the scope of this study, key findings indicate that national advocacy,
coordination, and awareness are needed among men and at several levels of government, including the Ministry of
Interior, Governors, municipalities, and MOWA for women’s land ownership to increase in any substantive way.
Source: Deschamps and Roe 2009.
30.
(b) Mobility and Rural Access. Rural women’s mobility outside the home or village is
also restricted by security concerns. Poor roads and the lack of transport services affect the entire
population’s mobility in general, but women are particularly affected by the need to adhere to
strict standards for socially acceptable behavior. Women may be prohibited from traveling
outside the village, required to have an escort, and unable to interact (including proximity
seating) with men outside the family.15 Limitations on traveling longer distances preclude rural
women from easily accessing other villages and cities, especially when walking is their only
consistent means of transportation (it is socially acceptable for women to walk on their own or
with others). Rural transport services usually include three-wheelers (auto-rickshaws), pickup
trucks, minibuses, and estate cars, which may be suitable for a family but not for women, who
would have to share space with men who are not from the family. Financial costs can be greater
for women entrepreneurs than for men if women must hire chaperones, cars, and drivers (it is
socially unacceptable for a woman to drive herself) (Boros 2008).
31.
These patterns of travel and transport constrain women’s participation in economic
activity, making it challenging for women to access financial services outside their immediate
neighborhoods and communities (dTS 2005). This in turn has significant repercussions on
women’s entrepreneurship and success in business. By limiting where women are permitted to
go to sell their wares, restrictions on mobility also influence the terms of sale for their products.
In a few instances, women have gained greater mobility with acceptable escorts and affordable,
suitable means of transport. There is also some acceptance of the strength-in-numbers approach,
and women travelling in groups may be an effective means of circumventing mobility problems.
15
Howe, J. 2010. Rural Access and Mobility in Afghanistan: A Gender-Sensitive Analysis.
13
32.
(c) Access to Services. Access to credit from financial institutions often depends on the
ability to demonstrate ownership of traditional forms of collateral property such as land,
machinery, and housing. Women, who generally lack title to land and other property, thus have
less opportunity to access financial services (dTS 2005). Moreover, social mobilization of
producers by aid agencies is often based on proof of land ownership or to ―head of household‖
rules that enable only one family member to register with an association (Rubin et al. 2009).
33.
More broadly, restrictions on mobility and interaction with men limit women’s access to
additional services or resources, including inputs, extension services, marketing, education, and
information (Mayoux and Mackie 2009). The lack of such access limits women to low-wage,
low-value employment in agricultural work and can render labor markets unresponsive or slow
to respond to demands for skilled women workers (Barrientos 2001). This implies less security
in employment for women and few prospects for promotion, which are likely to compound the
inter-generational transmission of poverty, particularly for girls and women (dTS 2005:2–3).
2.3
Conclusion: Toward a More Nuanced Understanding of Gender in Agricultural
Value Chains
34.
How and to what extent might women participate in Afghanistan’s expanding export
markets for agricultural commodities? This chapter has briefly reviewed Afghanistan’s
increasing opportunities to export horticulture products in regional markets and, in particular, to
India. At the same time, it has identified key constraints for women’s participation in the
horticulture sector. Social and cultural norms have a substantial impact on women’s (i) land
ownership, (ii) mobility and rural access, and (iii) access to services. These three broad
constraints constrain women from moving beyond production, basic processing, and extremely
limited marketing of export commodities. The next chapter presents a more detailed and nuanced
assessment of key constraints and opportunities for women to move up in the value chains for
particular commodities—grapes and raisins, almonds, and saffron.
14
CHAPTER 3
WOMEN’S CONSTRAINTS AND OPPORTUNITIES
IN THE GRAPE/RAISIN, ALMOND, AND SAFFRON VALUE CHAINS
35.
As discussed previously, raisins and almonds are exports of considerable importance for
Afghanistan. Women are mostly engaged in the early stages of value chains, playing a key role
in harvesting and post-harvest processing in the three value chains. Because social and cultural
norms do not allow women to interact with men or travel by themselves, it is men who link
households with markets, which includes obtaining input supplies and selling products at local
markets or to middlemen or village-level traders. Men are also heavily involved in production, in
particular the activities that require heavy lifting or reaching higher branches. This chapter
identifies key constraints and opportunities for women producers and processors in moving up in
the grape/raisin, almond, and saffron value chains by scrutinizing women’s roles at each step in
the production process. Detailed analyses by value chain are annexed: grapes/raisins in Annex 1,
almonds in Annex 2, and saffron in Annex 3.
3.1
Women’s Roles in the Grape/Raisin, Almond and Saffron Value Chains
36.
In Afghanistan, grapes are by far the largest crop grown. They are produced primarily in
the South, Southwest, and Center, although about 10 percent of production occurs in the North.
Grape varieties vary by region: the top three for domestic and export markets are Shongulkhani,
Kandahari, and Kishmishi. The two major types of raisins are produced out of these grapes: (i)
high-value shade-dried green raisins (keshmesh) and (ii) lower-value sun-dried black and red
raisins (aftabi). One kilogram of raisins requires about four to five kilograms of fresh grapes.
37.
Almonds are also one of the highest-value cash crops for Afghanistan, after grapes and
raisins. In 2008/09, its production was estimated at around 15,000 tons (MRRD 2007). The
major production areas are in the North, in Parwan (particularly Ghorband District), Balkh,
Kunduz, and Samangan Provinces. Balkh Province alone is thought to produce approximately
5,500 tons. The almonds are sold both in-shell and shelled (as kernels). Afghanistan produces
more than 60 widely recognized almond varieties16. The most popular types grown for high-end
domestic and export markets are the soft-shelled almonds, which are Satar Bai, Qahar Bai, Kilki
Arous, Qambari, Kaf Mal, and Khairu Din. These are sold in-shell.17
38.
Saffron, on the other hand, is a relatively new cash crop for Afghanistan. In 2009,
production was estimated at about 1,500 kilograms. Saffron is produced mostly in Herat
province18, in particular in Pashtoon Zarghoon and Ghoryan districts, and informally exported to
Iran. Unlike grapes, raisins, and almonds, which are regaining their shares in world export
markets, saffron production has yet to reach economies of scale. Although data on this emerging
and informal subsector are scarce and inconsistent, sufficient information is available to indicate
16
But a few are true varieties, which were the varieties developed, propagated, and released through a formal,
specialized breeding process.
17
Almonds are sold either unshelled or as shelled kernels, in a ratio of approximately two to one.
18
Limited quantities are produced in the eastern provinces (Maidan Wardak, Logar, Kunduz, and Parwan) on a pilot
basis.
15
saffron’s prospects as a lucrative alternative to opium poppies, and the crop has received a high
level of support from the government, donors, and NGOs.
39.
The key actors in these three value chains consist of (i) input suppliers, (ii) farmers, (iii)
middlemen and village-level traders, (iv) wholesalers, and (v) processors, retailers and exporters.
Often processors are companies and also export to regional and international markets. The
figures below describe interactions among the key actors in the raisin value chain (figure 3.1)
and trade value and value addition at each step of the raisin (figure 3.2) and almond (figure 3.3)
value chains.19 In the three value chains, women are usually found as (a) producers at their home
orchards in rural areas or (b) laborers for wholesalers or processing companies for raisins,
almonds, or saffron in urban or peri-urban areas. A few women are emerging in service
provision, such as extension workers, loan officers, village level traders/sales agents, or
processing center owners. In the saffron value chain, NGOs have provided producers with
substantial support in social mobilization, input supply, extension services, and marketing in
developing this relatively young industry.20 As a result, emerging producer associations,
including two women associations, play a key role at each stage of the value chain. Detailed
activities and interactions of women and value chain actors are discussed below.
Figure 3.1: Raisin subsector map
End
market
Domestic, low-income consumers
High-income consumers
Exports
Imports
Support
markets
Post-harvest
processing
Retailers
Wholesalers
Middlemen,
trading
Retailers
Exporters
Small and large wholesalers (mandvi)
Processing
centers
Packaging*,
further cleaning if
necessary**
Sorting, cleaning,
grading,
packaging
MFIs/
banks
Extension
support
Minimal or no
post – harvest
handling /
processing at this
stage
Middlemen/traders
Drying to raisins
Production
Small grape producers
Large grape producers
Women’s level of involvement:
HIGH
Inputs
Input suppliers (root stock,
fertilizers and other)
MEDIUM
LOW TO NONE
Source: MEDA.
19
The sector maps and value chain charts are available for all four products in the Annexes.
The major NGOs include DACAAR, SDO, and the National Committee for International Cooperation and
Sustainable Development.
20
16
Figure 3.2: Red raisin value chain
Figure 3.3: High-quality, in-shell almond value chain
120
800
100
700
600
80
60
40
20
500
Buying
cost/pric
e
Selling
price
-
400
300
200
100
Buying
cost/pric
e
-
Source: MEDA.
* These data for both raisins and almonds suggest that profit margins exist at a number of levels, especially for
farmers, although it is not clear whether farmers reported costs of all inputs required to bring a crop to maturity.
Most are smallholders, whose labor costs are borne within the household and not accounted for.
40.
Input suppliers. In general, farmers purchase inputs, such as fertilizer and pesticide,
from village-level traders, small private shopkeepers, or large-scale retailers21. Men usually buy
the inputs, given the general absence of women suppliers with whom rural women producers can
interact. Women in Kabul, however, have access to the Kabul Women Farm Store, a womenonly input supplier (box 3.1) that also provides some extension support.
41.
Inputs are generally purchased by cash, although shopkeepers may offer informal, shortterm credit. The retailers also maintain nurseries for seedling sales. While there are commercial
nurseries in Afghanistan, only a few provide high-quality saplings. Moreover, their marketing to
farmers is poorly organized.22 Because of limited access to appropriate extension services, the
retailers frequently receive inquiries on input use from farmers. Farmers commonly use a
standard fertilizer mix that cannot accommodate the specific needs of specific crops, while, for
example, almonds require a higher ratio of nitrogen and potassium to phosphorus than is found in
standard fertilizer blends.23
21
This includes Ag-Depots, which are input suppliers supported by USAID/Accelerating Sustainable Agriculture
Program (ASAP).
22
MAIL projects, such as HLP and the EU-supported Perennial Horticulture Development Project (PHDP), are
developing this subsector, for example by identifying high-quality varieties for introduction to Mother Stock
Nurseries, where they can be multiplied to provide foundation stocks. Commercial nurseries are being organized
into associations around Mother Stock Nurseries, which will provide bud wood and root stocks of the foundation
stock to the associations.
23
Future Harvest Consortium to Rebuild Agriculture in Afghanistan (2003:15).
17
Box 3.1: The Kabul Women Farm Store
The Kabul Women Farm Store is a women-only store for inputs such as seed, fertilizer, trellises, pruning tools,
agricultural machinery (for sale or rent) and extension services (provided through training and demonstration plots
and greenhouses). The store opened in April 2010 with financing from the Afghanistan Farm Service Alliance
(AFSA), a two-year project implemented by the Citizens Network for Foreign Affairs and supported by the United
States Agency for International Development. The store currently serves 125 women, mostly from Kabul, some of
whom are sales agents or marketing focal points of women’s producer groups. The women buy vegetable seed—the
product most in demand—and inputs for grape production. The store has supplied credit to some of its clients to be
repaid at harvest with no interest. The women sometimes bring dried fruits to the store, and the store helps them to
sell those to traders. In the near future, the store plans to market products from women at its showroom or to traders,
set up a referral service for processors, and provide packaging services. The store’s sustainability remains to be
tested, however. Marketing inputs to women remains a key challenge, given that most prospective clients cannot
travel to the store. The use of female agents at the village level may be an alternative strategy to sell inputs, and the
agents could potentially buy produce directly from women as well.
Source: MEDA.
42.
Farmers. Small-scale producers farm 2–5 jeribs (about 0.5–1.0 hectare) and cultivate
grapes or almonds along with a variety of other crops, such as vegetables and wheat 24. Largescale producers, on the other hand, farm 5–10 jeribs (1–2 hectares), and their production is more
intensive.25 According to HLP, the yield of small-scale producers was 2,644 kilograms per jerib
for fresh grapes in 2009, which was 15 percent less than the project average for fresh grapes. For
almonds, their yield was about 350 kilograms per jerib, which was only 3.4 percent less than that
of large-scale farmers.26 Despite HLP and other donor projects, the small-scale producers are not
always aware of recommended production practices, because of their limited access to (i)
extension services and (ii) credit. Unlike large-scale farmers, the small-scale farmers do not have
trellises in their grape orchards or tend to harvest almonds prematurely. These farmers, in
particular almond and saffron farmers, are usually in need of immediate cash. This is partly
because almond trees require five years of growth before bearing fruit and two additional years
to reach full maturity. Likewise, saffron is not profitable until the second or third year of
cultivation.
43.
On small-scale farms, women are involved in watering, weeding, pruning lower
branches, harvesting, and post-harvest processing. They have less access to extension services
than men, because such services are generally provided to men on the assumption that the
information will be shared with women within the household. The expected knowledge transfer
to women producers does not always occur, however. HLP provides direct extension support to
women’s producer groups, but there are not enough women extension workers. It has been
difficult to recruit and retain educated as well as mobile women workers (box 3.2).
24
This also includes pomegranates and alfalfa in almond orchards, as seen in the North.
These lands are mostly rain-fed, because most of these farmers, small- or large-scale, do not have access to
irrigation. For almond producers in particular, water management is an issue, because almond production requires
substantial access to water.
26
Figures are from the HLP Outcome Monitoring Survey 2009, drawn from a sample of 530 HLP-supported
households: 48.3 percent of the sample owned grape orchards, 65.4 percent of whom were small-scale farmers.
Likewise, 55 percent of the sample owned almond orchards, 70.3 percent of who were small-scale farmers.
25
18
Box 3.2: Providing extension services to women: The HLP experience
The Horticulture and Livestock Project (HLP) helps producers adopt improved practices to increase horticultural
and livestock productivity and production. The Ministry of Agriculture, Irrigation, and Livestock implements the
project in 11 focus districts in 11 provinces in northeastern and central Afghanistan. The project has mobilized 160
women’s and 225 men’s producer groups with a membership of approximately 4,000 women and 6,000 men
respectively.27 Mobilization usually involves both females and males in the same households to facilitate better
extension knowledge at the household level.
With the facilitation of Roots of Peace, these women’s producer groups receive horticultural extension services from
18 women extension workers. It has been a continuous challenge to employ and retain women extension workers.
Women extension workers need to come from the focus districts, have a high school diploma, and be able to
participate in extension training and refreshers provided by the project. These criteria are the same for male
extension workers but are more strictly applied for the selection of female extension workers, to ensure that women
workers feel more comfortable operating within their communities. Given the cultural context, this strategy seems to
facilitate their retention. Older women can generally move around the districts with fewer limitations than younger
women, but they are less likely to have completed high school. The project has hired fresh graduates from high
school and provided extension training and refresher courses. Women’s producer groups have benefitted from
extension advice on production delivered through these young women. Roots of Peace is reviewing extension
services to ensure that they are culturally acceptable to women producers and also meet their specific needs and
interests (which include information on improving post-harvest processing).
Source: HLP.
44.
Women play a key role in harvesting and post-harvest handling, in particular on smallscale farms. Below are detailed descriptions of activities per product. The labor is mostly homebased, and thus women are unpaid. In the case of saffron, however, women are hired by small- or
large-scale farmers at Af 200-300 per day (approximately US$ 4-6). In the fresh grape value
chain, male laborers in large-scale orchards are paid at Af 400 per day (approximately US$ 8).
Their work also includes lifting and loading.



Fresh grapes. Women harvest and pack grapes in 50-kilogram bags with minimum
sorting on small-scale farms. On large-scale farms, male laborers are hired by exporters
to harvest and pack fresh grapes in 10-kilogram cartons or 14-kilogram crates and load
those on vehicles.
Raisins. On small-scale farms, women produce black and red aftabi raisins, which are
usually produced from trimming waste, shattered berries, spillage, and left-over fruit at
the end of the harvest season. Women dry these grapes on any surface, usually bare
ground or the roof of a house, and collect them into 50-kilogram bags along with dirt,
stones, and other contaminants with varying weight by the harvest (Lister and Brown
2004).28 Because of these production processes, raisins are considered to be of lower
quality than keshmesh raisins.
Almonds. Women clean almonds (removing the outer hulls), sun-dry, and collect them in
large bags in the orchards with no sanitary or hygienic considerations. Although shelled
low- to medium-quality almonds fetch prices that are 60–70 percent higher throughout
the value chain, women do not shell the fruit. This is because shelling equipment is not
27
As of September 30, 2010.
The higher value green keshmesh raisins, on the other hand, are produced more intensively by drying green grapes
in simple, mud-brick structures with a lateral air flow.
28
19

available at the producer level; thus, women cannot shell almonds without cracking the
fruit.
Saffron. Unlike with raisins or almonds, saffron harvesting and post-harvest processing
are highly labor intensive and time-bound activities. The flowers must be picked at dawn,
and stigmas have to be detached from styles within 48 hours of harvesting. Women are
hired as wage laborers, especially if they or their husbands participate in a producer
association. The producer associations have their own processing units with electronic
driers.
45.
In the cases of fresh grapes, raisins, and almonds, the producers sell the bagged products
either to middlemen or village-level traders or at the local market. Marketing is usually
undertaken by men, because women do not interact with middlemen or village-level traders (who
are mostly men), travel to the market, or lift heavy bags. Men transport one or two bags to the
local market or sell those bags at home to middlemen or village-level traders, who visit their
village on an ad hoc basis. Table 3.1 (below) indicates the percent of grape or almond harvest
sold by HLP farmers, price, and average income. While HLP-supported producers of almonds
sold 80 percent of their harvest, those of grapes sold only about 50 percent of their harvest, both
fresh grapes and raisins combined. Farmers of grapes prefer to sell more fresh grapes—as much
as 80 percent of their total production—because fresh grapes sell for three to four times the price
of an equivalent weight of raisins29. They usually sell about 20 percent of their harvest fresh,
however, because poor rural access roads limit trades between the actors. It is estimated that
around 60-80 percent of the harvest is made into raisins.
Table 3.1: HLP farmers’ sales and income from grapes, raisins, and almonds
Percent of
Price per kilogram*
Average income from the
harvest sold
product – all project farmers
Fresh grapes
Raisins
Almonds
10-30
30-40
80
Af 7-58
Af 10-310
Af 35-500
Af 34,100 (about US$ 680)
Af 23,120 (about US$ 460)
Af 37,656 (about US$ 753)
Source: HLP Outcome Monitoring Survey 2009
*This reflects differences in varieties and some off-season marketing.
46.
In the case of saffron, the final product is substantially less voluminous compared to
raisins or almonds, and producer associations, including women’s associations, market packages
in Herat City and regional and international markets. Box 3.3 describes the experiences of two
women saffron producer associations. One, located in a district bordering Iran, is more amenable
to women’s education and work outside the home. The other is based in a district that is more
conservative with regards to women’s activities. These differing attitudes create differences in
opportunities for saffron financing and marketing.
29
Kemal-Ur-Rahim, K. 2007. ―Preparing the Commercial Agriculture Development Project, ADB TA No. 4696.‖
AFG Draft Phase 2 Report. Volume III, Horticulture Value Chains Report. Prepared by Landell Mills Development
Consultants Ltd. for the Asian Development Bank; figures have been verified by EPAA, Afghanistan Raisins, Fruits,
and Vegetables EPA, and processors/exporters in Kabul.
20
Box 3.3: Two saffron producer associations for Afghan women
Herat Province has two associations for women saffron producers with a combined membership of about 750. One
is located in Ghoryan District, which borders Iran and is relatively amenable to women’s education and on-farm
activities, most likely as a result of the migration to Iran that occurred over Afghanistan’s more than 20 years of
conflict. The other association is in Pashtun Zarghoon District, which is close to Herat District and relatively less
open than Ghoryan. These differences in openness create differing opportunities for women in education, financing,
and marketing. The Ghoryan association arranges for members to work as wage laborers for saffron farmers in the
district. It has given temporary membership to 25 widows, who cultivate land leased from a member. The widows
must eventually return the leased land but can keep the bulbs as they multiply. In the Pashtun Zarghoon association,
on the other hand, the members felt that decision-making was influenced by their husbands, who act as
intermediaries with both commercial and institutional actors. The association in Pashtun Zarghoon has been
cultivating saffron two years longer than the one in Ghoryan, which explains the differences in saffron production in
2009.
Membership
Establishment
Literacy
Access to
electricity
Land under
cultivation
Inputs
Pashtun Zarghoon
275 members, including one male
2006
Only three members, including the male,
are literate
No
Ghoryan
480 members, including two males
2008
Several members are educated up to high
school
Yes
3 jeribs (0.6 ha); land mostly owned by
women
2,600 kg bulbs provided by DACAAR,
distributed to 40 members
13 jeribs (26 ha) cultivated by permanent
members
5,100 kg bulbs provided by the
International Center for Agricultural
Research in the Dry Areas and Italian PRT
Sanayee Development Organization (SDO)
and USAID/ASMED trained all members in
harvesting and processing
3 kg in 2009
3 dryers
Exhibition in India and Afghanistan in
2009: US$ 13,500 (3 kg sold at US$ 4.5/g;
saffron in packages of one or a few grams);
participation supported by USAID/ASMED
Skills training
DACAAR trained 60 members in planting,
harvesting, and processing
Saffron produced
Processing unit
Marketing
6 kg in 2009
3 dryers and 1 generator
Almost 2.5 kg sold to a saffron trader at
US$ 2,800/kg in 2009
Exhibition in Herat in 2009: US$ 150 (50 g
sold at US$ 3/g; saffron packed in 1-g
package)
Exhibition in Kabul in 2008: US$ 300 (100
g sold at the same price, same packaging)
US$ 7,000 (2.5 kg sold at US$ 2,800/kg)
Sales
US$ 13,500 (3 kg sold at US$ 4,500/kg)
Source: MEDA, DACAAR
47.
Middlemen and village-level traders. In the raisin as well as almond value chains, many
middlemen or village-level traders purchase raisins and/or almonds directly from large- and
small-scale farmers. These intermediaries aggregate the products and sell them at around Af 60–
170 per kilogram for raisins and Af 120-250 per kilogram for almonds30 to small or large
wholesalers at the dried fruit and nut mandvi, which is a secondary wholesale market in urban or
peri-urban centers. They often have contract with processing companies or exporters, and there
are a few women village-level traders or sales agents who work for those companies. In the case
of almonds in particular, different varieties (such as sweet and bitter almonds) are mixed during
farm-to-farm collection because of the lack of market knowledge among these actors.
30
The price ranges by quality: Af 120-150 for low-quality almonds, and Af 200-250 for high-quality almonds.
21
48.
In the fresh grape value chain, the middlemen are usually involved in both trading and
wholesaling. Due to the short shelf-life of fresh grapes and the lack of cold chain infrastructure,
middlemen/wholesalers purchase directly from farmers and sell to small retailers or exporters or
to domestic, low-income consumers via their stalls in the fresh fruit mandvi. The sales price is
around Af 10–67 per kilogram. Women middlemen or village-level traders are even less likely
for fresh grapes, as women are less involved in post-harvest handling.
49.
Wholesalers. In the raisin and almond value chains, the key step in aggregation and value
addition, particularly for produce from smallholders and some large landholders, occurs at the
wholesale level. Wholesalers are located at the dried fruit and nut mandvi31, where both raisins
and almonds are cleaned, sorted, graded, and packaged for domestic and export markets. These
value-adding activities are usually outsourced to women in urban or peri-urban areas. They work
at their homes or in women-only secluded areas, most likely outside the mandvi, monitored by
female supervisors. For this work, women receive around Af 100-200 (approximately US$ 2-4)
per day. Retailers or exporters purchase the packaged raisins at around Af 80–190 per kilogram.
50.
Processing companies, exporters, and retailers. Most processing companies in the raisin
and almond value chains contract middlemen or village-level traders to collect large volumes
directly from farmers with their own vehicles. Some companies provide extension services and
equipment (for example, mats for drying) to ensure better quality. Sales prices vary according to
the quality of the produce on offer. For example, Shindokhani raisins from Kandahar sell at a
premium (Af 350 per kilogram) if they are cleaned by hand, one by one, or at Af 160 per
kilogram if they are cleaned less thoroughly. In the local market in Kabul, the latter level of
quality is more popular.
51.
The processing companies also depend on women in urban or peri-urban areas for
cleaning, sorting, grading, and/or packaging produce under the supervision of other women. The
wage for these women has been quoted at around US$ 80–140 per month, which is considered
too low for men (who have better employment opportunities). There are a few women-owned
and managed processing centers, including the Afghan Pride Association (APA). They not only
hire women at the processing center but also as village-level traders or sales agents, which
enables direct interaction with women producers (box 3.4).
31
Imported raisins from China and Iran or almonds from the United States are also sold at the mandvi for domestic
use.
22
Box 3.4: The Afghan Pride Association: A women-owned food processing company
In Kabul City, the Afghan Pride Association (APA), a processing center owned and operated by women, adds value
to dried fruits and nuts, including raisins and almonds. The APA has 200 women members, who work at the center
as processors or supervisors. In 2009, APA earned US$ 42,000 from sales made to hotels, through two exporter
unions, and at their two retail shops. The women supervisors also visit villages to purchase produce directly from
women producers. While APA is willing to pay a premium of 50–100 percent to producers for processed products
such as cleaned raisins or shelled, cleaned, and sorted almonds, most of the produce is processed and packaged at
the center. In completing orders, APA sometimes purchases produce from the wholesale market.
APA is setting up local collection and drying centers that could be equipped with solar dryers to produce raisins with
no dust and dirt; such dryers are being tested. The local centers would use their transport facilities to collect produce
from women producers. APA cooperates with women’s associations such as the Afghanistan Women’s Business
Council (AWBC), which has a grassroots network of women and could provide some assistance in marketing
produce at local and national markets.
Source: MEDA.
3.2
Constraints and Opportunities for Women Producers
52.
Rural women are heavily engaged in production, harvesting, and post-harvest handling in
the grape/raisin, almond, and saffron value chains by providing unpaid domestic labor in family
orchards and households. Women, in particular, play a key role in processing, including those in
urban or peri-urban centers, who are hired by wholesalers and processors in the raisin and
almond value chains as wage laborers. Their wage is approximately Af 100 to 200 per day,
which is less than half of what male laborers are paid for harvesting and processing fresh grapes.
53.
Constraints Specific to Women. The constraints tree (figure 3.4)32 highlights challenges
specific to women (in yellow) in producing and selling higher volumes to high-end domestic and
export markets in case of the raisin value chain. Figure 3.5 indicates constraints that specifically
limit women from moving up to other roles in the raisin value chains.33 Given the social and
cultural norms that limit rural women from interacting with men or traveling by themselves, the
central constraint for women producers is the lack of women-to-women service delivery at every
stage of the value chain, from production to marketing at the village and mandvi levels. This
affects quality at each stage in the chain, because it limits women’s access to extension services,
including harvesting and post-harvest handling, market (both information and physical access),
and credit. Details are described below:
32
A constraints tree shows causal relationships. The tree assists in setting priorities, because the problems that are
lower on the tree are critical to tackle first to address the more complicated issues at the top of the tree. Although
this study identifies all of the main challenges, its focus on gender means that not all of them are discussed at the
same level of detail. This is true for the constraints trees and related discussions for the other value chains analyzed
in this study.
33
The constraints tree and the gender constraints diagram are also available for fresh grapes, almonds, and saffron.
See relevant Annexes.
23
Figure 3.4: Constraints tree: Raisins
Low volumes of high-quality product for medium and high-end consumers and export markets
Poor production yields
Lack of
awareness of
modern
production
techniques
Pests
and
Disease
Limited extension and
training support (e.g.,
pest management,
trellising, new/improved
drying techniques (e.g.,
hanging, solar drying via
plastic sheeting,
potassium carbonate
dipping oil)
Lack of horizontal linkages
(no aggregation of produce)
Inadequate
access to
water
Lack of
access to
good-quality
inputs and
technologies
Few active,
well-functional
farmer groups
for marketing
Poor knowledge /
lack of training
support
Limited
lab
facilities
for QC,
testing
Poor quality control
Lack of
storage
facilities
Limited /
expensive
transportation
means
Lack of
timely
delivery of
produce to
markets
Lack of access to
market information
such as pricing and
consumer preferences
Lack of appropriate financing
services (MFI loans, financing
mechanisms)
Lack of market
linkages to farmers
Root
causes
Lack of
appropriate
financing
services (MFI
loans, financing
mechanisms)
Lack of local input
and technology
suppliers to rural
areas
Post-conflict /
security
War-ravaged
fruit orchards
Rural farmers do not
all have regular
access to
traders/middlemen
Socio-cultural
segregation of
women
Little / no
sorting or
grading
activities
Lack of appropriate financing
services (MFI loans,
financing mechanisms)
Source: MEDA.
Note: Constraints that significantly limit women’s involvement in higher levels of the value chain are highlighted in yellow.
24
Basic
packaging
with no
labeling for
differentiation
or brand
Lack of local
input and
technology
suppliers
Poor
knowledge /
lack of training
support
Weak infrastructure and
weak organization of
community for economic
development
Lack of access to formal regional
and global trade networks
Limited access
to registration
and certification
processes
Trade
associations
have weak
links to
markets
Lack of
market
linkages to
value chain
actors
Most farmers
dry raisins on
the ground
and sweep
the raisins in
to bags
Lack of
access to
mats/tarps for
drying
Lack of laws on
land ownership
rights, particularly
for women
Raisins
are
packed
with dust,
rocks and
dirt
Lack of trade infrastructure
Limited /
expensive
transportation
means
Innumeracy
and illiteracy
Lack of
enforcement
of trade rules
Competition
from imports
Figure 3.5: Gender constraints in the raisin subsector
Imports
Domestic Low Income
Market
High Income
Consumers
Support
Markets
Exports
Post Harvest/
Processing:
Exporters
Barriers/
Constraints
for Women
Retailers
Packaging,
further
cleaning if
necessary
MFIs/Banks
Sorting,
cleaning,
grading and
packaging
Extension
Support
Significant
barriers
Moderate
barriers
Mandvi Small and Large Wholesalers
Processing
Centers
Minor
barriers
Minimal or no
post harvest
handling/
processing at
this stage
Middlemen/Traders
Women’s Level of
Involvement:
High
Medium
Low to None
Small Grape Producers
Large Grape
Producers
Drying to
raisins
Input Suppliers
Source: Figures 3.4 and 3.5 are based on study data and adapted from Mayoux and Mackie (2009) and USAID
(2010).
Note: The shaded (pink) area illustrates the most promising value chain. The barrier icons highlight constraints for
women to move up the value chain. The color of the icon indicates the degree of the barrier: yellow = a minor
barrier, orange = a moderate barrier, and red = a significant barrier. Based on analysis of qualitative data, barriers
were determined to be not applicable (for example, if women were not involved in a given role, upgrading to the
next level was deemed irrelevant); minor (affecting women slightly more than men, typically as a result of sociocultural norms); moderate (affecting women in the value chain much more than men, although some women have
overcome the barriers); or significant (affecting women in the value chain much more than men, and no woman has
overcome the barrier to move up the value chain). Barriers are indicated only for the most promising value chain
(highlighted in pink) and for positions in which women are involved (as indicated by the green and purple shading
indicating women’s level of involvement).
25





Limited extension services. MAIL and donor-funded projects provide some extension
services, but these are mostly targeted to men, who own the land. Focus group
discussions found that women had to depend on whatever information the male family
member was willing or able to communicate. Many women expressed their interest in
receiving extension services directly. HLP’s experience indicates that the key challenge is
to hire and retain qualified women extension workers who are educated as well as
mobile.
Poor quality control and post-harvest handling. Even though extension services are
provided to women, they largely concern production, in particular increase in yields,
rather than quality control in harvesting and post-harvest handling. Although women
have some basic knowledge of cleanliness and quality standards, most are complacent
about achieving them. This is particularly true with raisin production, because it is of
secondary importance to fresh grapes for farmers. Women therefore have no added
incentive, time, or resources (such as mats for drying) to perform more sophisticated
processing. The women almond producers are also aware that shelled low- or mediumquality almonds fetch higher prices; however, they do not have tools to shell the almonds
without cracking them.
Limited or no market information. Women have little or no market information on price,
high value varieties, sanitation, or quality, unless it is provided through male family
members. This is because the key value chain actors, such as input suppliers and
middlemen/village-level traders are predominantly men, with whom few women are
allowed to interact. Most farmers are highly dependent on sales via middlemen or villagelevel traders; thus, men, too, have little idea about selling varieties, quality requirements,
or current prices for their produce in urban markets such as Kabul.
Poor market access. Most rural women have limited or no access to their local market,
because social and cultural norms do not allow women to travel by themselves or interact
with male shopkeepers. Women’s poor access to public transportation and need for male
escorts has a greater impact on saffron marketing by the women’s producer association in
the comparatively conservative Pashtun Zarghoon District than by the association in
Ghoryan District. Afghanistan’s physical infrastructure is still poor, moreover, and most
farmers have few means of transportation to their nearest market. Men usually carry one
or two bags (about 50 plus kilograms) of fresh grapes, raisins, or almonds to the nearest
market. Because of these difficulties in rural transportation, small-scale farmers are
forced to rely on sales to middlemen or village-level traders, who have their own
transport to travel to villages, depending on market demand. Farmers have infrequent
access to these traders and less bargaining power than if they could bring their produce
directly to the market.
Lack of appropriate financing services. In addition to the small number of women loan
officers, the loans provided by MFIs often require collateral. Men usually hold title to
land, leaving rural women with very limited or no access to agricultural financial
products without support from male family members. Moreover, despite emergence of
microfinance institutions (MFIs) and commercial banks in the urban centers, there are
few appropriate financing services that are compliant with sharia (which stipulates that
26
one must not charge interest on such transactions)34, that are accessible in the rural areas,
or that provide agriculture loans.35
54.
Opportunities for Women in the Three Value Chains. In enabling women producers
to move up the value chains of the key export products, the women-to-women service delivery
model needs to be developed from producer to wholesalers/processors/exporters. APA has
women sales agents, who act as input suppliers or traders. They buy raisins or almonds directly
from women producers, provide basic tools such as mats for drying, and enable quality control.
Likewise, the Mennonite Economic Development Associates (MEDA) has worked with women
producers to develop and own vegetable value chains by forming women’s producer groups,
providing extension services, developing women sales agents in value addition and marketing,
and linking women with MFIs (box 3.5).
Box 3.5: Through the Garden Gate: A project mobilizes women in the vegetable value chain
Through the Garden Gate (TTGG) assists more than 2,300 women in nine villages in Parwan Province to produce,
process, package, and market vegetables in villages and provincial centers. Since 2007, when the Mennonite
Economic Development Associates (MEDA) initiated the project, income from these activities has increased
significantly. Women report earning US$ 780 per year from this new livelihood. MEDA’s technical assistance
includes social mobilization, extension services, support for marketing and value-adding interventions, and linkages
with input suppliers and MFIs. In collaboration with Kabul University, community-based facilitators identified by
the Afghan Women’s Business Council form producer groups of 20–25 women each. The groups facilitate joint
savings and credit in addition to learning through the Farmer Field School approach. The group chooses one or two
entrepreneurial women, generally lead farmers, for additional training in productive and commercial skills,
including marketing, managing equipment or infrastructure to add value to their products, or additional business
activities (such as operating greenhouses, underground storage facilities, or drying equipment; or acting as sales
agents for a number of women farmers). To set up the value-adding infrastructure, MEDA has provided matching
grants to a few entrepreneurial women.
MEDA facilitates linkages with Women for Women, which provides individual and group (four to five women)
loans. Women who need credit for inputs form groups within the association to take group loans. They have a twoto three-month grace period prior to harvest to repay loans with no additional interest for this period. The
community-based village facilitators collect payments from women under commission from the MFI as loan agents.
Source: MEDA.
55.
At the producer level, women-to-women service delivery could be facilitated by
mobilizing women’s producer groups, providing extension services on post-harvest handling and
34
Or on interest-based deposit transactions; for more information, see Grais and Pellgrini (2006).
Afghanistan had no financial sector during nearly 20 years of conflict. Now that MFIs and a few commercial
banks offer a variety of loans to individuals, groups, and small and medium enterprises, the key challenges are to
comply with sharia and to improve the availability of financial services in rural areas. Processors, wholesalers, and
exporters usually trade in cash and provide informal, trust-based credit. These entrepreneurs, in addition to
expressing concern about financial services’ compliance with sharia, remarked during interviews on the
bureaucracy and complexity of the process for obtaining financing or credit. Various guarantees and forms of
collateral are required, and interest rates are usually as high as 15–20 percent. Difficult access to rural areas poses
other challenges: long-distance travel is taxing for clients, risks of theft and other forms of insecurity are high, and
reaching rural people is costly for MFIs. In addition, most rural households have no experience in managing credit
or savings, especially not with a financial institution.
35
27
quality control, developing women para-professionals36 to enable scale in rural outreach,
facilitating women’s access to credit by making MFI linkages, and using information technology
in marketing. The details are provided below:




Mobilize women producer associations. Women’s producer groups or associations are
being formed by through DACAAR, MEDA, HLP, and other donor-funded projects.
Women’s producer groups are the key entry point for women-to-women service delivery
of: (i) extension services, including harvesting and post-harvest handling, by women
extension workers; (ii) credit (provided by women loan officer/agents); and (iii) inputs
and market linkages (through women village-level traders or agents). Women’s producer
groups, with some financing, could also undertake or invest in collective activities, such
as setting up a collection point for raisins and almonds. Such a center would provide a
secluded yet accessible area for women producers to sort, grade, and package fresh
grapes to facilitate women-to-women learning in quality control.
Provide extension services on post-harvest handling and quality control. It is important
that women producers are trained in post-harvest handling and quality control, including
sanitation and hygiene, techniques such as drying (using mats, dryers, or other
technology such as solar dryers), sorting, and grading. Women are also involved in
harvesting and packing fresh grapes in small-scale farms. Skills that women could learn
and apply at the household level include appropriate handling, sorting, grading, storing
(for example, under tents), and packaging (for example, in crates) to reduce damage
during transport.
Develop women para-professionals to enable rural service outreach. Because rural
access in remote rural villages is poor and there are a limited number and availability of
women extension workers, the development of women para-professionals in these
villages would facilitate women producers’ access to extension services. HLP is
supporting women farmer trainers in their producer groups, while DACAAR has trained
women supervisors in producer associations to provide advice on post-harvest
processing. Their skills and capacities could be further built to undertake paraprofessional functions.
Facilitate women’s access to credit through MFI linkages. Producer groups allow
women to create the collateral they need to access credit. About 40 percent of HLPsupported women’s producer groups have set up savings boxes with an average savings
of approximately Af 8,000 (approximately US$ 160) per group. Fourteen women’s
groups in two northern provinces took loans amounting to Af 1.14 million
(approximately US$ 22,800) from MFIs.37 MFIs and the financial sector in general should
36
Para-professionals are trained, often at the vocational level, to assist professionals in specific areas of education,
agriculture, science, law, or health, among other fields. They are not educated or licensed at the highest-qualified
professional level, but they can perform tasks requiring significant knowledge in the field and may even function
independently of direct professional supervision. Some para-professional occupations require special testing or
certification in the field, whereas others require only a certain level of education.
37
Ariana Financial Services is one of the few MFIs that provides agricultural loans to women and are interested in
supporting post-harvest activities. The World Council of Credit Unions (WOCCU) is the apex organization of the
international credit union system and promotes the development of credit unions in Afghanistan. Unlike banks and
microfinance institutions, credit unions are formed and owned by their members. Only owner-members have access
to the savings and loan services provided by each credit union.
28

encourage women’s access to finance as well as create products and services targeted to
women’s productive and value-adding activities in agriculture. Efforts to provide loans
for women to improve their value-adding and other activities at the processor level must
be designed to accommodate women’s level of business experience. 38 Increasing the
presence of female loan officers also would help women better access key financial
services, which in turn would help them improve their methods and productivity.
Use information technology in marketing. Women in the value chains studied here
rarely engage in marketing. Experiences in neighboring countries suggest that farmers
can use information and communications technology, such as mobile phones and text
messages, to stay informed about market prices, extension support, the availability of
inputs, and other subjects useful to them. While in many societies the use of machines,
trade, and transport fall in the male domain, IT is not yet gendered, and thus it could be
used by women producers and service providers without challenging social norms.
56.
Some of these recommendations were piloted with the two women’s saffron producer
associations in Herat Province. DACAAR supported the implementation of the following
activities: (a) a saffron value chain development forum, (b) provision of small grants to enhance
post-harvest handling, (c) development of a manual on quality control and cost recovery, (d)
development of women supervisors to provide extension advices. Box 3.6 provides details on
this initiative.
Box 3.6: Developing the saffron value chain with women producers
A pilot project to develop Afghanistan’s saffron value chain implemented some of the recommendations from this
study to help women producers move up the value chain. With facilitation from the Danish Committee for Aid to
Afghan Refugees (DACAAR), the pilot organized a saffron value chain development forum, which drew key
stakeholders in the saffron subsector in Herat Province. Participants included women producers as well as
representatives of provincial government, aid agencies, and the private sector. They discussed: (i) the possibility of
giving women high-school graduates roles as community extension workers or para-professionals; (ii) facilitating
quality control and women-to-women learning by visual aids; (iii) strengthening research and development at the
University of Herat, including the development of a curriculum on saffron; and (iv) developing the subsector by
using the forum to share knowledge across key stakeholders.
With a grant of US$ 3,400 per association, the women purchased dryers, small packages for marketing, and plastic
gloves and other consumables to ensure hygienic and sanitary processing. DACAAR developed visual aids for postharvest processing and an operation manual. They trained 250 women in quality control and two women supervisors
to provide extension advices. The associations also introduced user fees for the dryer and packages.
As a result, 22 kilograms of saffron were produced by two women’s associations, doubling the 2009 crop. The sales
price increased by 50 percent in one group and by 108 percent in the other. The price is expected to further increase
because women will market off-season in mid-2011. The associations had fee income of Af 108,700 (approximately
US$ 2,100) and plan to purchase another dryer. While women supervisors facilitated quality control, one supervisor
could effectively work with 20-30 producers.
Source: DACAAR.
38
Women generally have about 7-8 years of business experience, whereas men tend to have about 30 years. Women
on the ACCI board indicated that MFIs should develop a flexible package for building women’s small and medium
enterprises, with a grace period of 5-6 months and repayment periods longer than 6-12 months.
29
57.
At the wholesaler/processor level, some women are emerging as middlemen, village
traders, and processors in the raisin, almond, and saffron value chains. APA is establishing an
emerging model for women-to-women service delivery.


3.5
Market access through women sales agents. The roles of middlemen, village-level
traders, and input suppliers are usually connected. Although very few women occupy the
role of middleman/trader, many participants in the study stated that there was an
opportunity for greater representation of women in this role. Female supervisors at
processing centers or mandvi already play a significant role in controlling the quality of
raisins, almonds, and saffron. They could also train rural women producers to attain
acceptable quality levels.
Development of women-owned processing centers. In urban and peri-urban centers
women are highly involved in processing. Investment at this level could have a
significant impact on women’s positions within the value chain. Such investments should
be accompanied by business training for women in operating and managing such centers.
Conclusion: Enabling Women-to-Women Service Delivery
58.
Women play a key role in harvesting and post-harvest handling in the value chains of
grapes/raisins, almonds, and saffron. Rural women dry and/or pack fruits in family orchards or
homes but are not well aware of quality control—and in particular, of hygiene and sanitation.
Although they have some idea of value addition, they do not have the appropriate equipment,
such as mats or tools to shell the fruits. There are few or no women at higher levels of the value
chain, except for urban wage laborers, who are employed by processing centers or wholesalers at
Af 100-200 per day (or Af 100 per 50-kilogram of processing). The key constraint for women
producers is the set of social and cultural norms that do not allow women to interact with men,
travel by themselves, or own land. This limits women producers’ access to various services, such
as extension services, market information, marketing, and credit.
59.
It is, therefore, critical to enable women-to-women service delivery, which would support
rural women in accessing various services, such as extension services, quality control, marketing,
and credit. Women producers could be mobilized to form producer groups, which would be an
entry point for women service providers, including extension workers, village-level traders or
sales agents, and loan officers. Quality control in post-harvest handling needs to be enhanced by
extension workers or sales agents. To ensure outreach in rural communities, programs should
develop women para-professionals at the group or village level, and these women could then
facilitate service links.
30
CHAPTER 4
POLICY RECOMMENDATIONS
60.
Women play a key role in harvesting and post-harvest processing in the value chains of
grapes/raisins, almonds, and saffron. The key constraints for women producers in moving up in
these value chains are the social and cultural norms that do not allow women to interact with
men, travel by themselves, or own land. It therefore is critical that rural women producers can
take advantage of women-to-women service delivery and, in particular, extension services on
quality control. Post-harvest processing is the lowest-paid work (unpaid or around Af 200 per
day) and does not attract men, who have better opportunities (such as Af 400 per day in
harvesting, packing, and loading fresh grapes). Women need to remain in charge of this step in
the value chains, however, because it facilitates their participation in higher value chain steps as
middlemen/village-level traders or sales agents, and possibly processors, retailers, or exporters.
4.1
PROMOTING OPPORTUNITIES FOR WOMEN PRODUCERS
61.
The following policy recommendations support women’s improved positions in key
horticulture value chains:
62.
Develop value chain action plans that would enhance women’s participation. MAIL
should develop value chain action plans for key horticulture export products, including
grapes/raisins, almonds, and saffron. These plans should be developed in consultation with all
stakeholders, such as women producers, other key value chain actors, private sector, relevant
ministries and agencies, NGOs, and donors. Honest brokers would be required in developing and
implementing the plans, such as NGOs active in the value chains. These brokers should also
monitor the impact on household dynamics as well as the increase in household income.
63.
In supporting the action plans, MAIL should also develop a marketing strategy for each
product to access key regional and international markets. The strategy would help identify
quality standards and certification requirements39, which need to be addressed by extension
packages. This would have to be developed in consultation with export support agencies, such as
EPAA and ACCI, and the private sector.
64.
Support mobilization of women’s producer groups and their aggregation with male
groups at the cluster or district level. In forming producer groups, the CDCs developed by
NSP should serve as the entry point and provide a governance mechanism by ensuring
transparency and accountability in the selection and management of producer groups. The human
capacity and knowledge of CDC members (in subproject management, accounting, and
procurement capacity, for example) could support producer groups in undertaking certain group
activities.
39
Afghanistan has 17 certification laboratories; however, none is functioning at present, including the laboratory for
saffron in Herat. DACAAR renovated that laboratory and trained three persons in saffron certification, but it
remains to be active following DACAAR’s support. MAIL must maintain this facility and retain the trained
individuals. Certification should be issued in collaboration with ANSA, which the Ministry of Commerce has newly
established and which belongs to the International Organization for Standardization.
31
65.
Aggregating female and male producer groups at the cluster or district level would not
only enable economies of scale that will attract buyers and traders but also facilitate extension
outreach for women, whose male members of households participate in male groups (in case of
the saffron value chain, for example). Global experiences suggest that by encouraging women to
stay in charge of harvesting and post-harvest processing, there are opportunities for the cluster
organizations to market their products to international buyers, who are willing to pay a premium
for women-managed value addition or businesses (in Ghana, women’s producer groups of
mangos are linked to such international buyers).
66.
Improve rural outreach by developing a pool of women para-professionals. MAIL
could support creating a pool of women para-professionals at the producer or cluster/district
level by training women high school graduates as well as building on existing capacities of
women already working in the value chains, such as women farmer trainers or supervisors. In
addition to providing extension services, these para-professionals could serve as entry points for
service delivery, such as through (i) facilitating group formation and accounting support for
savings and credit and/or (ii) developing linkages with MFIs and markets. Following good
practices identified in livelihood development projects elsewhere in South Asia, these paraprofessionals could be contracted by NGOs or eventually work for producer groups and
associations for fee per business case. The latter would shift quality control from NGOs to
producers themselves, thus ensuring sustainability.
67.
Develop a certified training program for women extension service providers. MAIL
should develop a systematic extension training program in collaboration with the Ministries of
Education and Higher Education. The program would provide women extension workers with
current knowledge, in particular of harvesting, post-harvest handling, quality control, and market
information. Another program should also be developed for women para-professionals, who
would require less technical but more pedagogical training on the value chains. These programs
would also offer regular opportunities for re-training to update the skills of para-professionals.
The NSDP could support development of a certification program and identify training providers.
The Faculties of Agriculture in Kabul, Balkh, and Herat Universities could potentially expand
their curricula to deliver the program to extension workers and para-professionals. It is
recommended that MAIL support these universities to strengthen research and development of
grapes/raisins, almonds, and saffron value chains.
68.
Improve rural road infrastructure to enable access by women service providers.
Poor public infrastructure, particularly for rural connectivity, is one of the major constraints on
the ability of women service providers, including extension workers and village-level traders or
sales agents, to reach women producers. The World Bank-financed National Emergency Rural
Access Project has been upgrading tertiary roads to improve access to and from rural areas. Even
so, more investments are necessary to upgrade farm roads, and MAIL and key ministries should
continue investigating alternatives. In building access roads, the hub approach40 is recommended.
40
The hub approach analyzes origin and destination patterns, volumes of traffic along spokes, means of transport
available, and quality of infrastructure to identify and upgrade key access routes so that products can enter formal
regional and global trade networks. Such a concept is used when populations are widely dispersed, there are lowvolume economic activities, and distances between households and service provision points are considerable—all
conditions that prevail in rural Afghanistan. (Howe 2010)
32
A good practice is also to carefully consult the value chain actors—in particular, processors—on
the appropriate locations for raw material/processed product acquisition. This may further guide
infrastructure investment to the economically most appropriate locations.
69.
Provide value chain innovation grants for women. A grant facility could be set up to
specifically support women’s producer groups, female service providers in a cluster
organization, or women managed processing companies, in innovation and entrepreneurship to
promote the value chains of key horticulture export products for Afghanistan. This incentive
could finance women’s producer groups in accessing value addition tools and infrastructure,
scholarships for women service providers, women-to-women exchanges through exposure visits,
women’s participation in regional or international exhibitions, or marketing extension, which
was successfully implemented in Bangladesh with Muslim women producers.41 MAIL could
manage the grant facility in collaboration with other key ministries as a gender mainstreaming
effort. In approving grants, MAIL and the ministries must ensure the implementation and
sustainability of these grant-funded activities, particularly those in which women are provided
with training on extension or entrepreneurism, or with links to markets. Because the availability
of grants would be limited, MAIL should also seek opportunities to collaborate with other
projects for financing, including MRRD’s Afghanistan Rural Enterprise Development Project
(AREDP).42
70.
Use information technology (IT) to enhance women’s involvement in value chains.
Trade associations, NGOs, MAIL, and other key ministries are encouraged to integrate women
more directly into market systems.43 The service delivery model could be built around the use of
IT, such as a mobile accessible interactive extension or market information system, which is
accessible by women producers, para-professionals, service providers, and buyers (wholesalers,
processors, and exporters). Marketing databases being developed by ACCI, etc. could eventually
be expanded to include data that is pertinent to women’s other home-based economic
development initiatives, such as embroidery or other non-farm products.
4.2
Conclusion: Developing Value Chains That Work for Rural Women
71.
The approach taken in this study has made it possible to identify the key constraints
preventing Afghan women from moving up in the value chains for grapes/raisins, almonds, and
saffron—all promising exports for Afghanistan—and identify corresponding recommendations.
The main constraints on women are social and cultural norms, which affect their access to
various services, including extension, credit, and marketing. As women improve their positions
in value chains, it is critical that they remain in charge of harvesting and post-harvest processing
and that quality control is ensured. This would require enabling women-to-women service
delivery by: (i) mobilizing women’s producer groups; (ii) providing extension services on quality
control in harvesting and post-harvest handling; (iii) developing a pool of women para41
The marketing extension helped women directly interview wholesalers, processors, retailers or exporters to
understand the market of the products which they produce. They developed and implemented an action plan with a
small grant. As a result, there was an average 30 percent increase in household income, and two or three different
enterprises developed sequentially per village.
42
AREDP establishes Village Savings and Loan Associations by federating small savings groups. The project
matches the savings held by the village associations up to a ceiling of US$ 10,000.
43
Howe (2010).
33
professionals to facilitate easier access to services at the village or cluster level; (iv) enhancing
women’s access to credit by MFI linkages; and (v) using IT for service delivery.
72.
In supporting women’s movement up in value chains of grapes/raisins, almonds, and
saffron, this study recommends that MAIL consider taking the following actions in collaboration
with other key ministries and agencies: (a) developing value chain action plans and marketing
strategies for each value chain, with an emphasis on women’s central involvement in harvesting
and post-harvest processing; (b) supporting mobilization of women’s producer groups and their
aggregation with male producer groups at cluster or district level to enable extension outreach for
women; (c) improving rural outreach by developing a pool of women para-professionals, who
could enhance quality control in harvesting and post-harvest handling; (d) developing a certified
training program for women extension workers as well as para-professionals; (e) improving rural
road infrastructure to enable access by women service providers; (f) providing value chain
innovation grants for women to facilitate women-to-women exchanges; and (g) using
information technology to enhance women’s participation in value chain, in particular, their
more direct integration into the market system.
34
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Samson, A.E.S. 2006. ―Gender and Science, Technology, and Innovation.‖ Ottawa: International Development
Research Centre (IDRC). http://idl-bnc.idrc.ca/dspace/bitstream/10625/28272/1/124738.pdf. Accessed December
2010.
UNAMA (United Nations Assistance Mission in Afghanistan). Undated. ―Afghanistan Parliamentary Elections: 18
September 2010.‖ http://unama.unmissions.org/Default.aspx?tabid=4481. Accessed December 2010.
USAID (United States Agency for International Development). 2010. Promoting Gender Equitable Opportunities in
Agricultural Value Chains. Washington, DC: USAID.
USAID, CNFA, and PDBA (United States Agency for International Development, Citizens Network for Foreign
Affairs (CNFA), and Projectul de Desvoltare a Businessului Agricol). 2008. ―The Russian Market for Table
Grapes.‖
ftp://ftp.moldova.cnfa.org/REPORTS/Introduction%20of%20TMCS%20Russian%20Market%20for%20Table%20
Grapes%20%28Magenta%29%20En.pdf. Accessed December 2010.
USDA FAS (United States Department of Agriculture Foreign Agricultural Service). 2003. World Almond Situation
and
Outlook.
http://www.fas.usda.gov/htp/Hort_Circular/2003/12-23-03%20Web%20Art.%20Update/1203%20Almonds.pdf. Accessed December 2010.
__________.
2005. ―Grapes: Situation and Outlook.‖ http://www.fas.usda.gov/htp/Hort_Circular/2005/0405/Table%20Grape%20Situation%20and%20Outlook%202005.pdf. Accessed December 2010.
__________.
2008. ―Raisins: 2008/09 Forecast Overview.‖ http://www.fas.usda.gov/htp/2008_Raisins.pdf, accessed
December 2010.__________. 2005. ―World Horticultural Trade and US Export Opportunities.‖
http://www.fas.usda.gov/htp/2008_Raisins.pdf. Accessed June 2010.
World Bank. 2004. ―Trade and Regional Cooperation between Afghanistan and its Neighbors.‖ Report No. 26769.
Washington, DC: World Bank.
Wyeth, P., and N. Malik. 2007. ―A Strategy for Promoting Afghan Saffron Exports.‖ Aleppo: International Center
for Agricultural Research in the Dry Areas (ICARDA) and Washington State University.
http://www.icarda.org/RALFweb/FinalReports/G_Marketing_Afghan_Saffron_Strategy_RALF02-02.pdf. Accessed
December 2010.
36
Annex 1
Grape and Raisin Value Chain
1.
As discussed previously, grapes and raisins are exports of considerable importance for
Afghanistan. Rural women engage in grape and raisin production, harvesting, and post-harvest
handling in family orchards and homes. Processing and export companies in the raisin value
chain employ women in urban and peri-urban areas to wash, clean, sort, grade, and package
raisins for high-end domestic and export markets. Men mostly occupy the value chain positions
of input suppliers, middlemen or village-level traders, wholesalers, processing and export
companies, retailers, and exporters, yet some women are becoming sales agents, village traders,
and owners of processing centers. This chapter identifies key constraints and opportunities for
women producers and processors in moving up in the two value chains by scrutinizing key value
chain actors and their value addition. The analysis relies on interviews and data from the 2009
HLP outcome survey, which make it possible to estimate the amounts of fresh grapes produced,
sold, and dried to produce raisins. This information was critical in understanding losses at the
producer level and putting the pricing information into context.
A1.1 Global Trends in Production, Consumption, and Exports of Fresh Grapes and
Raisins
2.
Fresh Grapes. China, followed by Turkey and Italy, leads the world in grape production,
specifically for fresh consumption, and these three countries are also the main consumers of
fresh grapes.44 Grapes are also widely grown in other parts of the world, including the USA,
Argentina, Chile, France, Spain, Iran, and Australia, but most of their production is processed
into other products such as raisins, wine, and juice for domestic and international markets.
Approximately 15 percent of fresh grape production is traded in the global marketplace.45
3.
Between 2006 and 2009, the main exporters of fresh grapes were Chile, the USA, and
Italy, whose trade values total about 50 percent of the value of all grape exports worldwide. At
the same time, Brazil (the eighth-largest exporter at 2.9 percent of global exports), China (1.7
percent), India (1.4 percent), and Egypt (0.8 percent) are becoming increasingly important in the
global market. From 2003 to 2007, fresh grape export volumes for China grew on average by 40
percent (table 3.1). Over the same four years, Afghanistan’s fresh grape exports amounted to
about 0.1 percent of world exports, valued at US$ 22 million. Afghanistan’s primary export
partners were Pakistan (83 percent) and India (17 percent), although a small quantity of Afghan
production (a total value of US$ 8,800) was exported to Turkmenistan.46
4.
The largest importer of fresh grapes is the USA, followed by the Netherlands and the UK.
Although the USA is a major grape exporter, it imports off-season produce from South America,
Russia, Canada, and a few EU countries that are also large importers (table 3.2).47
44
USDA FAS (2005).
USAID, CNFA, and PDBA (2008).
46
UN Comtrade.
47
USAID, CNFA, and PDBA (2008).
45
37
5.
Raisins. The USA and Turkey are the largest raisin producers in the world. Over time,
these two countries have tended to account for 80 percent of global raisin production.48 Iran,
China, and Chile are also relatively large producers.
6.
According to 2008/09 data, Afghanistan produced approximately 2.3 percent of global
production on a dry-weight basis, representing a steady (albeit slow) increase from 2004/05,
when Afghanistan produced 1.8 percent of world production.
Table A1.1: World’s top 10 fresh grape exporters and Afghanistan, 2006–09
Exporter
Trade
%
value
(US$ m)
Chile
4,451
22.4
0.1%
18.6%
USA
2,914
14.7
22.4%
Italy
2,753
13.8
2.7%
Netherlands
1,919
9.6
2.7%
South Africa
1,240
6.2
2.9%
Spain
669
3.4
14.7%
2.9%
Greece
577
2.9
Brazil
570
2.9
3.4%
Turkey
540
2.7
13.8%
6.2%
9.6%
530
2.7
Afghanistan
22
0.1
Other
3,698
18.6
Total
19,883
100
Chile
USA
Italy
Netherlands
South Africa
Spain
Greece
Brazil
Turkey
Source: UN Comtrade statistics.
Table A1.2: World’s top 10 fresh grape importers, 2006–09
Importer
Trade
value
(US$ m)
%
USA
4,608
19.3
Netherlands
2,474
10.4
25.8%
United Kingdom
2,405
10.1
Germany
2,367
9.9
Russian Federation
1,729
7.2
2.1%
Canada
1,389
5.8
2.8%
France
854
3.6
China
Belgium
Poland
Other
Total
724
658
507
6,151
23,864
3.0
2.8
2.1
25.8
100
USA
19.3%
United Kingdom
10.4%
10.1%
3.0%
3.6%
5.8%
Netherlands
7.2% 9.9%
Germany
Russian Federation
Canada
France
China
Source: UN Comtrade statistics.
7.
Between 2006 and 2009, Turkey became the largest exporter of raisins in the world,
followed by the USA. Afghanistan became the seventh-largest exporter, supplying 3.4 percent of
the global market; the total value of this trade is estimated at US$ 150 million (table 3.3). The
48
FAS 2009, cited by AgMRC (the Agricultural Marketing Resource Center at Iowa State University) at
http://www.agmrc.org/commodities__products/fruits/raisin_profile.cfm, accessed December 2010.
38
key export partners for Afghan raisins are Russia and Pakistan, followed by India and, to a lesser
extent, Turkmenistan, Iran, and the USA. Small amounts (around 0.4–0.2 percent, valued at US$
600,000–300,000) are exported to Ukraine, UAE, Saudi Arabia, the Netherlands, and Iraq.
Exports of less than 0.1 percent (US$ 130,000) go to Poland, the UK, Germany, Uzbekistan,
Canada, Latvia, Greece, Slovakia, Denmark, and Australia (table 3.4). The world’s largest
importer of raisins is the UK, followed by Germany and the Netherlands (table 3.5).
Afghanistan’s raisin exports to the Netherlands are valued at US$ 300,000, whereas its exports to
the UK and Germany are around US$ 10,000 for each country. The EU consumes more than half
of worldwide raisin exports,49 and Turkey is currently the largest exporter to the EU. The value
of Afghan raisins exported to the EU market is US$ 789,000 or about 0.5 percent of the total
value of raisins exported from Afghanistan.
Table A1.3: World’s top 10 raisin exporters, 2006–09
Exporter
Trade
%
value
1.9%
(US$ m)
Turkey
1,363
31.2
2.9%
3.1%
USA
1,024
23.4
Chile
426
9.7
3.4%
South Africa
196
4.5
4.1%
Greece
191
4.4
China
179
4.1
4.4%
Afghanistan
150
3.4
Argentina
135
3.1
4.5%
Iran
127
2.9
Netherlands
82
1.9
Other
499
11.4
Total
4,374
100
Turkey
USA
11.4%
Chile
South Africa
31.2%
Greece
China
Afghanistan
Argentina
9.7%
23.4%
Iran
Netherlands
Other
Source: UN Comtrade statistics.
Table A1.4: Major importers of Afghan raisins, 2006–09
Importers
Trade
%
3.1%
1.0%
value
3.6%
(US$ m)
Russian Federation
Pakistan
India
Turkmenistan
Turkey
Iran
USA
Other
Total
52.0
50.8
31.1
5.3
4.6
1.6
1.5
2.8
34.7
34.0
20.8
3.6
3.1
1.0
1.0
1.8
149.8
100
1.0%
1.8%
Russian Federation
Pakistan
34.7%
20.8%
India
Turkmenistan
Turkey
Iran
34.0%
USA
Other
Source: UN Comtrade statistics.
49
USDA FAS (United States Department of Agriculture Foreign Agricultural Service). 2008. ―Raisins: 2008/09
Forecast Overview.‖ http://www.fas.usda.gov/htp/2008_Raisins.pdf, accessed December 2010.
39
Table A1.5: World’s top 10 raisin importers, 2006–09
Trade
value
Importer
(US$ m)
%
United Kingdom
787
17.1
17.1%
Germany
498
10.8
Netherlands
327
7.1
35.8%
Russian Federation
260
5.6
10.8%
Canada
244
5.3
Japan
237
5.1
7.1%
France
179
3.9
Australia
147
3.2
3.0%
Italy
141
3.1
5.6%
USA
140
3.0
3.1%
5.3%
Other
1,649
35.8
3.2% 3.9% 5.1%
Total
4,609
100
United Kingdom
Germany
Netherlands
Russian
Federation
Canada
Japan
France
Source: UN Comtrade statistics.
A1.2
Value Chain for Fresh Grapes and Raisins
8.
Production Process. The many grape species grown throughout the world are classified
into four major types: table or fresh grapes, raisins, sweet juice grapes (processed into juice, jam,
and preserves), and wine grapes. Grapes grow in a wide variety of climates and soils. Highly
fertile, well-irrigated soils produce the best quality and yields of table and raisin grapes. Grapes
are usually grown on trellises and in long, narrow rows spaced about 3–5 meters apart. If not
pruned methodically, grape vines become tangled masses of shoots that begin to decline in yield
and quality. For table grapes, the time of harvest is determined mostly by appearance, including
the color and size of the berries. Raisin grapes are usually harvested once they have ripened fully
on the vine.
9.
Grapes are by far the largest crop grown in Afghanistan. They are produced primarily in
the South, Southwest, and Center, although about 10 percent of production occurs in the North.
Grape varieties vary by region: the top three for domestic and export markets are Shongulkhani,
Kandahari, and Kishmishi. The grapes grown in Afghanistan, especially those produced by
smallholders with less than 5 jeribs (approximately one hectare), are infrequently trellised, and
farmers are not always aware of other recommended production practices such as pruning.
10.
The two major types of raisins grown in Afghanistan are shade-dried green raisins
(keshmesh) and sun-dried black and red raisins (aftabi). One kilogram of raisins requires about
four to five kilograms of fresh grapes. Green raisins are mostly hung up to dry in simple, mudbrick structures with a lateral air flow. Black and red aftabi raisins, on the other hand, are usually
produced from trimming waste, shattered berries, spillage, and left-over fruit at the end of the
harvest season. These grapes are dried on any surface, usually bare ground or the roof of a house,
and are often collected into bags along with dirt, stones, and other contaminants. For this reason,
aftabi raisins are considered lower quality and require washing, cleaning, and sorting before
being sold in retail and export markets (Lister and Brown 2004). Because fresh grapes sell for
40
three to four times the price of an equivalent weight of raisins,50 farmers prefer to sell more fresh
grapes, as much as 80 percent of their total production. Although Afghanistan is the world’s
seventh-largest exporter of raisins and potential for further export growth is high, raisin
production appears to be of secondary importance to farmers.
11.
Gender Roles. Women’s extensive involvement in producing grapes and raisins
encompasses watering, weeding, pruning lower branches, harvesting from family orchards, and
post-harvest processing at home, including basic sorting and packing and drying grapes. Minimal
or no cleaning or sorting is undertaken at the household level. At the wholesaler/processor level
in urban or peri-urban centers, women wage labors undertake these activities and package the
raisins. Men are specifically involved in activities that require heavy lifting, such as carrying
harvested grapes to the home or storage area, and travelling or interacting with input suppliers,
middlemen, or village-level traders, who are mostly men—although some women now trade at
the village level, and a few processors and larger scale traders have emerged.
12.
Key Actors in the Grape and Raisin Value Chains. For fresh grapes and raisins, the
key actors consist of input suppliers, farmers, middlemen and village-level traders, wholesalers,
and processing companies, retailers, and exporters. Their interactions are described in figures 3.1
(fresh grapes) and 3.2 (raisins), and their activities are detailed in the sections that follow.
Figure A1.1: Fresh grape subsector map
End
market
Domestic, low-income consumers
High-income consumers
Exports
Exporters
Retailers
Retailers
Post-harvest
processing:
Support
markets
Packaging,
further
cleaning if
necessary
Packaging,
further
cleaning if
necessary
MFIs/
banks
Extension
support
W holesalers,
middlemen,
trading
Production
Middlemen / traders / wholesalers
Small grape producers
Large grape producers
Sorting,
cleaning,
grading
Cleaning
Women’s level of involvement:
HIGH
Inputs
Input suppliers (root stock,
fertilizers and other)
MEDIUM
LOW TO NONE
Source: MEDA.
50
Kemal-Ur-Rahim, K. 2007. ―Preparing the Commercial Agriculture Development Project, ADB TA No. 4696.‖
AFG Draft Phase 2 Report. Volume III, Horticulture Value Chains Report. Prepared by Landell Mills Development
Consultants Ltd. for the Asian Development Bank; figures have been verified by EPAA, Afghanistan Raisins, Fruits,
and Vegetables EPA, and processors/exporters in Kabul.
41
Figure A1.2: Raisin subsector map
End
market
Domestic, low-income consumers
High-income consumers
Exports
Imports
Support
markets
Post-harvest
processing
Retailers
Wholesalers
Middlemen,
trading
Retailers
Exporters
Small and large wholesalers (mandvi)
Processing
centers
Packaging*,
further cleaning if
necessary**
Sorting, cleaning,
grading,
packaging
MFIs/
banks
Extension
support
Minimal or no
post – harvest
handling /
processing at this
stage
Middlemen/traders
Drying to raisins
Production
Small grape producers
Large grape producers
Women’s level of involvement:
HIGH
Inputs
Input suppliers (root stock,
fertilizers and other)
MEDIUM
LOW TO NONE
Source: MEDA.
13.
Input suppliers. Small- and large-scale retailers or village-level traders sell inputs such
as fertilizer and pesticide to farmers. Retailers also maintain nurseries for seedling sales. Inputs
are generally purchased by cash, as credit is not usually available. Men usually buy inputs, given
the general absence of women suppliers with whom rural women producers can interact. Women
in Kabul, however, have access to the Kabul Women Farm Store, a women-only input supplier
(box 3.1 in the main report) that also provides some extension support.
14.
Farmers. Small-scale grape producers farm 2–5 jeribs (about 0.5–1.0 hectare) and
cultivate grapes along with a variety of other crops, such as vegetables and wheat. Large-scale
producers farm 5–10 jeribs (1–2 hectares), and their production is more intensive. Production is
mostly rainfed, as most farmers do not have access to irrigation. On small farms, women usually
pack grapes or raisins in sacks of about 50 kilograms per sack, although the weight varies by the
harvest, and men either transport one or two sacks to the nearest market or sell them to
middlemen or village traders. Large landholders often have contracts with processors or
exporters, who bring their own laborers to the orchard to harvest and pack grapes for export.
15.
The average yield of fresh grapes among producing households participating in the HLP
was approximately 3,100 kilograms per jerib in 2009. However, among producers with holdings
under 2–3 jeribs (about 65 percent of the grape-producing households that are the project’s
beneficiaries), yields of fresh grapes were 15 percent lower than the overall average. Farmers
42
large and small face difficulties in accessing the market, given that about 57 percent of
beneficiary farmers sold fresh grapes (on average 2,000 kilograms per household at about Af 18
per kilogram). Small landholders sold about 20 percent less than the overall average among
project beneficiaries. The price at which farmers sold fresh grapes to middlemen or village-level
traders ranged from Af 7 to Af 58 per kilogram, including off-season sales (which range from Af
30 to Af 50 per kilogram) (table 3.6). Household income from fresh grapes was Af 34,100 on
average (approximately US$ 680), with smaller landholders earning about 20 percent less (Af
27,000 or approximately US$ 540). 51
Table A1.6: Differences in fresh grape yields, sales volumes, and income among HLP producer households
Variable
All HLP producer
HLP smallholders
Difference
households
(2 jeribs or less)
Yield (kg/jerib)
3,122
2,644
478 (15.3%)
Volume sold
2,047
1,568
479 (23.4%)
(kg/household)
Income from fresh grapes
34,103
26,960
7,143 (20.9%)
(Af/household)
(about US$ 680)
(about US$ 540)
(about US$ 140)
Source: HLP Outcome Monitoring Survey 2009.
16.
Raisins, with the exception of high-quality types such as sun-dried keshmesh raisins, are
produced to reduce wastage of fresh grapes, because they can be stored at homes until
middlemen or village traders visit. Only about 30 percent of HLP-supported households
produced raisins, however, drying an estimated 60 percent of their grape production. In 2009,
these households produced on average about 1,100 kilograms of raisins per household, with
smallholders producing significantly less (43 percent) than larger landholders (table 3.7). About
65 percent of HLP households producing raisins sold 640 kilograms per household on average at
Af 38 per kilogram (the price range extended from Af 10 to Af 310 per kilogram). For the
smallholders alone, average sales were 430 kilograms per household at Af 36 per kilogram (with
a range of Af 10–130 per kilogram). The average household income from raisins was Af 23,120
(approximately US$ 460), but smallholders earned 35 percent less.
17.
HLP as well as other MAIL and donor projects provide technical assistance to grape
farmers, including trellising and extension services. Such assistance focuses on men, however,
because the number of extension workers, especially women extension workers, is limited. It is
assumed that the information will be shared with women within the household, but the expected
knowledge transfer does not always occur. During focus group interviews, women said that they
wanted direct access to extension services. HLP provides direct extension support to women’s
producer groups, but it has been difficult to retain women extension workers (box 3.2 in the main
report).
51
Figures are from the HLP Outcome Monitoring Survey 2009, drawn from a sample of 530 HLP-supported
households, 48.3 percent of which owned grape orchards.
43
Table A1.7: Differences in raisin yields, sales volumes, and income among HLP producer households
Variable
All HLP producer
HLP smallholders
Difference
households
(2 jeribs or less)
Raisins produced
1,102
632
470 (42.6%)
(kg/household)
Volume sold
639
432
207 (32.4%)
(kg/household)
Income from raisins
23,120
Af 14,985
8,135 (35.2%)
(Af/household)
(about US$ 462)
(about US$ 300)
(about US$ 163)
Source: HLP Outcome Monitoring Survey 2009.
18.
Middlemen and village-level traders. In the fresh grape value chain, the middlemen are
usually involved in both trading and wholesaling. Due to the lack of cold chain infrastructure and
the short shelf-life of fresh grapes, middlemen/wholesalers purchase directly from farmers and
sell to small retailers or exporters or to domestic, low-income consumers via their stalls in the
fresh fruit mandvi, which is a secondary wholesale market in urban or peri-urban centers. The
sales price is around Af 10–67 per kilogram. Few or no women are middlemen/village-level
traders.
19.
In the raisin value chain, on the other hand, many small middlemen or village-level
traders purchase raisins directly from large- and small-scale farmers. These intermediaries
aggregate the raisins and sell them at around Af 60–170 per kilogram to small or large
wholesalers at the dried fruit and nut mandvi located in or near urban centers.
20.
Wholesalers. In the raisin value chain, the key step in aggregation and value addition,
particularly for produce from smallholders and some large landholders, occurs at the wholesale
level. Wholesalers are located at the dried fruit and nut mandvi, where raisins are cleaned, sorted,
graded, and packaged for domestic and export markets. These value-adding activities are usually
outsourced to women at their homes or conducted in women-only secluded areas, most likely
outside the mandvi, monitored by female supervisors. For this work, women receive around Af
100 (approximately US$ 2) per 50-kilogram bag. Imported raisins from China and Iran are also
sold at the mandvi for domestic, low-income consumers. Retailers or exporters purchase the
packaged raisins at around Af 80–190 per kilogram.
21.
Processing companies, exporters, and retailers. About 140 exporters are registered with
the Afghanistan Raisins, Fruits, and Vegetables EPA, including approximately 50 companies
dealing in fresh fruits and vegetables and 20 companies processing dried fruits and nuts. Fresh
fruits and vegetables include grapes, apples, pomegranates, apricots, melons, and potatoes, which
are supplied to domestic and export markets such as Pakistan, India, and UAE. These companies
also import off-season fruits and vegetables from Pakistan, Iran, and China. The scarcity of cold
storage facilities in Afghanistan causes some fresh produce to be exported for storage in Pakistan
and imported to Afghanistan in the off-season. The 50 companies have an estimated trading
capacity of approximately 1,000–1,400 tons per day. In processing fresh grapes, these companies
generally contract with large landholders and, as mentioned, bring male laborers to harvest,
grade, sort, and pack the produce at the orchards for export in cartons or crates holding 10–14kilograms. The men receive Af 400 per day for such labor. Although women harvest grapes from
family orchards, the companies do not hire women as the work involves heavy lifting and
packing. These companies have no refrigerated trucks or other cold storage facilities.
44
22.
Most processing companies handling dried fruits and nuts process raisins, almonds, and
other dried fruits and nuts such as apricots, cherries, walnuts, and pistachios. They sell packaged
products to retailers and exporters or export the produce themselves. Raisins and almonds are
among their highest revenue-earners. A few companies trade in fresh and dried fruits (for
example, only fresh grapes and raisins) by working throughout the value chain, including
production in their own orchards of some 10,000 trees. There are separate unions for fresh fruit
and dried fruit/nut processors and exporters, and most of those interviewed pay membership fees.
Some obtain pricing information and explore export linkages within the union, while others
indicate that there is no benefit from doing so. Sales prices vary according to the quality of the
produce on offer. For example, Shindokhani raisins from Kandahar sell at a premium (Af 350
per kilogram) if they are cleaned by hand, one by one, and at Af 160 per kilogram if they cleaned
less thoroughly. In the local market in Kabul, the latter level of quality is more popular. Dried
fruit is consumed mostly in winter, in particular during religious festivities. The supply of raisins
is lowest in June at the end of the season, and sales are low in summer.
23.
Technology such as mobile phones has eased the communication of market information
to and among farmers, including information on quality and market demands. Most large-scale
farmers who sell fresh grapes or raisins to the large processing companies own mobile phones.
Some companies are likely to have equipment to dry as well as to clean, sort, and/or package
raisins, but this equipment is also likely to be old or in disrepair, as its quality is low and there is
no manufacturer support or guarantee in maintenance and repair. The capacity of processing
companies varies. For example, in 2009, one company in Kabul exported 15–20 tons of raisins
and almonds, about 40 percent of all packaged products. The company has six marketing
researchers on staff. A factory in Kabul can process up to 10,000 tons of raisins and exported
1,000 tons of fresh grapes to Pakistan in 2009. The main market for these companies is high-end
domestic consumers or export markets such as those in Pakistan, India, Russia, UAE, and
Germany.
24.
Most processing companies in the raisin value chain contract middlemen or village
traders to collect large volumes of raisins directly from farmers with their own vehicles. They
supplement this produce with purchases from the mandvi. Some companies provide extension
services and equipment (for example, mats for drying) to ensure that better-quality raisins are
produced. Although cultural constraints prevent women from driving a vehicle, a few women
traders and sales agents operate at the village level for the Afghan Pride Association (APA), a
women-owned processing company in Kabul (box 3.4 in the main report).
25.
Like the wholesalers, most companies that process raisins depend on women for cleaning,
sorting, grading, and/or packaging produce under the supervision of other women. The wage for
these women in urban or peri-urban areas has been quoted at around US$ 80–140 per month,
which is considered too low for men (who have better employment opportunities).
26.
Value Added by Value Chain Actors. Table 3.8 summarizes pricing information for
fresh grapes and raisins, which was obtained from a variety of sources, including the Kabul
Mandvi and retailers. The data constitute a very small sample and are thus only indicative. The
table includes seasonal average prices (June–July 2010) for the top three varieties of each
45
commodity for both domestic and export markets: Shongulkhani, Kandahari, and Kishmishi
fresh grapes and red, green, and golden raisins. The figures in table 3.8 were verified by industry
leaders, and similar profit trends have been reported previously (see Altai Consulting 2004).
Figures 3.3–3.6 depict costs and sales at each step of the value chains for fresh grapes (in- and
off-season) and the three types of raisins.
Table A1.8: Prices and costs along the value chains for fresh grapes and raisins (Af/kg)
Production facts:
 Average cost by area: Af 35,000/ha or Af 7,000/ jerib (HLP data)
 Average harvest: 1,300–2,480 kg/jerib (HLP 2009 outcome survey)
 Average production cost: Af 3/kg
 1 kg of raisins requires 4–5 kg fresh grapes
Fresh grapes
Raisins
Kandahari
Kishmishi
Shongulkhani
Red
Green
Golden
(off
(in season)
(in season)
(Shamali) (Ghazni) (Kandahar)
season)
Producer
Costs
3–5
2–3
3–4
20–30
30–40
50–60
Sell
30–50
6–10
10–15
40–50
50–70
120–150
Middlemen/traders (buy grapes from producers)
Buy
30–50
6–10
10–15
40–50
50–70
120–150
Sell
55–67
10–15
15–18
60–70
75–90
150–170
Large wholesalers (mandvi) (buy grapes from middlemen/traders)
Buy
55–67
10–15
Sell
70–74
15–20
Exporters (buy grapes from large wholesalers)
Buy
70–74
15–20
Sell
100–140
20–25
Retailers (buy grapes from large wholesalers)
Buy
70–74
15–20
Sell
100–140
40–50
Cost of cleaning raisins = Af 100 per 50 kg or Af 2/kg
15–18
18–22
70–80
80–90
75–90
90–100
150–170
170–190
18–22
25–30
80–90
100–120
100–110
120–140
170–180
200–250
18–22
20–30
80–90
90–120
100–110
110–140
170–180
180–220
Source: Prices taken from value chain actors and validated with Afghan Raisins, Fruits, and Vegetables EPA, August 2010.
Note: Cheap raisins are also imported from China and Iran but are very low quality. Production costs for China and Iran were
indicated as ―NA‖ since this information was not available. US$1 = Af 44; 1 jerib = 0.49 acres or 2,000 m2 (approx); 1 ser = 7
kg.
46
Imports
NA
NA
NA
NA
130–150
150–170
150–170
170–200
Figure A1.3: Trade values: Fresh grapes (in season and off season)
250
200
150
Buying
cost/price
(inseason)
100
50
-
Source: MEDA.
Note: Since two varieties of in-season fresh grapes are included, the
midpoint price between the two ranges is shown. The difference between the
buying/cost price and the selling price reflects the income earned at each
level of the value chain.
Figure A1.4: Trade values: Red raisins
120
Figure A1.5: Trade values: Green raisins
100
200
80
60
40
Figure A1.6: Trade values: Golden raisins
250
150
Buying…
Selling…
100
20
50
-
-
Source: MEDA.
Source: MEDA.
Source: MEDA.
47
Buying…
Selling…
27.
The data suggest that profit margins exist at a number of levels, especially for farmers,
although it is not clear whether farmers reported costs of all inputs required to bring a crop to
maturity. Most are smallholders, whose labor costs are borne within the household and not
accounted for. Moreover, as in HLP beneficiary households, farmers sell only about 40–50
percent of their produce because of poor market access. Fresh grapes clearly bring higher prices
in the off-season, when prices can rise as high as Af 100 per kilogram at the retail level, while
they are half or less during the production season. This information indicates the great
opportunity and potential for increased income if off-season grape production and access to cold
storage facilities and markets are improved.
A1.3
Overall Constraints in the Fresh Grape/Raisin Value Chains
28.
In the fresh grape and raisin value chains, the key constraint for producers is poor market
access, resulting from poor roads and the lack of transport. Most producers have no choice but to
depend on middlemen and village-level traders, who also have inadequate access to villages.
Fresh grapes are affected more than raisins, given their short shelf life and the virtual absence of
cold storage facilities throughout the value chain. As seen among HLP beneficiary households,
half or less of fresh grape production is sold. To reduce their losses, farmers produce raisins, but
this activity is of secondary importance. The key constraints in the raisin value chain are thus the
lack of market information and poor quality control (particularly sanitation at the producer level).
The constraints trees shown in figures 3.7 and 3.852 highlight challenges that Afghan value chain
actors face in producing and selling higher volumes of fresh grapes and raisins to high-end
domestic and export markets. Challenges specific to women are highlighted in yellow.
29.
Limited Access to Markets from Rural Areas. Afghanistan’s poor physical
infrastructure is slowly improving, but most farmers, middlemen, and village traders have few
means of transporting produce to the nearest market. Fresh grapes and raisins are hefty loads.
Several women indicated during focus group discussions that their husbands can usually carry a
maximum of 1–2 bags (approximately 50–100 kilograms) of fresh grapes to the nearest market.
Most rural families are forced to rely on sales to middlemen or traders who use their own
transport to travel to villages, depending on market demand. Farmers have infrequent access to
these traders and less bargaining power than if they could bring their produce directly to the
market.
52
A constraints tree shows causal relationships. The tree assists in setting priorities, because the problems that are
lower on the tree are critical to tackle first to address the more complicated issues at the top of the tree. Although
this study identifies all of the main challenges, its focus on gender means that not all of them are discussed at the
same level of detail. This is true for the constraints trees and related discussions for the other value chains analyzed
in this study.
48
Figure A1.7: Constraints tree: Fresh grapes
Low volumes of high-quality product for medium and high-end consumers and export markets
Poor production yields
Lack of
awareness of
modern
production
techniques
Pests and
diseases
Limited
extension
support (pest
management,
trellising and
other)
Inadequate
access to
water
Lack of access to
good-quality inputs
and technologies
Lack of
appropriate
financing
services (MFI
loans, financing
mechanisms)
Lack of horizontal linkages
(no aggregation of produce)
Few
active, well
functional
farmer
groups for
marketing
Lack of
knowledge /
training
support
Lack of local input
and technology
suppliers to rural
areas
Produce is not
stored under
appropriate
temperatures
Lack of
access to cold
storage
technologies
Lack of
appropriate
financing to
purchase local or
imported
technologies
Lack of
timely
delivery of
produce to
markets
Farmers not
growing
varieties
based on
consumer
preferences
Limited /
expensive
transportation
means
Lack of local
technology
suppliers
Post-conflict /
security
War-ravaged
fruit orchards
Socio-cultural
segregation of
women
Little
sorting, high
quality
grapes are
only at the
top of box
Lack of
access to
market
information
such as
pricing and
consumer
preferences
Lack of
knowledge
/ training
support
Lack of market
linkages to farmers
Rural farmers do not
all have regular
access to
traders/middlemen
Root
causes
Lack of access to formal
regional and global trade
networks
Poor quality control
Weak infrastructure and
weak organization of
community for economic
development
Lack of access to
appropriate
financing to
purchase imported
technologies
Lack of laws on
land ownership
rights, particularly
for women
Trade
associations
have weak
links to
markets
Lack of trade
infrastructure
Lack of
market
linkages
to value
chain
actors
Packaging
and
labeling
equipment
not
available
locally
Afghan traders sell in bulk to export
markets (e.g., Pakistan) that sort and
package produce; Afghan traders/
farmers remain unaware of this valueadding practice
Source: MEDA.
Note: Constraints that significantly limit women’s involvement in higher levels of the value chain are highlighted in yellow.
49
Basic,
wooden
packagin
g that
destroys
grapes
Limited/expensive
transportation
means
Limited
access to
registration
and
certification
processes
Innumeracy
and illiteracy
Lack of
enforcement
of trade
rules
Competition
from imports
Figure A1.8: Constraints tree: Raisins
Low volumes of high-quality product for medium and high-end consumers and export markets
Poor production yields
Lack of
awareness of
modern
production
techniques
Pests
and
Disease
Limited extension and
training support (e.g.,
pest management,
trellising, new/improved
drying techniques (e.g.,
hanging, solar drying via
plastic sheeting,
potassium carbonate
dipping oil)
Lack of horizontal linkages
(no aggregation of produce)
Inadequate
access to
water
Lack of
access to
good-quality
inputs and
technologies
Few active,
well-functional
farmer groups
for marketing
Poor knowledge /
lack of training
support
Limited
lab
facilities
for QC,
testing
Poor quality control
Lack of
storage
facilities
Limited /
expensive
transportation
means
Lack of
timely
delivery of
produce to
markets
Lack of access to
market information
such as pricing and
consumer preferences
Lack of appropriate financing
services (MFI loans, financing
mechanisms)
Lack of market
linkages to farmers
Root
causes
Lack of
appropriate
financing
services (MFI
loans, financing
mechanisms)
Lack of local input
and technology
suppliers to rural
areas
Post-conflict /
security
War-ravaged
fruit orchards
Rural farmers do not
all have regular
access to
traders/middlemen
Socio-cultural
segregation of
women
Little / no
sorting or
grading
activities
Lack of appropriate financing
services (MFI loans,
financing mechanisms)
Source: MEDA.
Note: Constraints that significantly limit women’s involvement in higher levels of the value chain are highlighted in yellow.
50
Basic
packaging
with no
labeling for
differentiation
or brand
Lack of local
input and
technology
suppliers
Poor
knowledge /
lack of training
support
Weak infrastructure and
weak organization of
community for economic
development
Lack of access to formal regional
and global trade networks
Limited access
to registration
and certification
processes
Trade
associations
have weak
links to
markets
Lack of
market
linkages to
value chain
actors
Most farmers
dry raisins on
the ground
and sweep
the raisins in
to bags
Lack of
access to
mats/tarps for
drying
Lack of laws on
land ownership
rights, particularly
for women
Raisins
are
packed
with dust,
rocks and
dirt
Lack of trade infrastructure
Limited /
expensive
transportation
means
Innumeracy
and illiteracy
Lack of
enforcement
of trade rules
Competition
from imports
30.
Lack of Cold Storage for Fresh Grapes. Fresh grapes, like many fresh fruits, are fragile
and have a short shelf-life unless they are stored at optimal, cool temperatures. Throughout the
value chain, there is minimal or no access to cold storage facilities such as underground storage,
cold chain transportation, or cold storage facilities at the wholesaler/exporter level. Underground
storage in households or villages would enable farmers to sell the currently large, unsold share of
the fresh grape harvest (50–60 percent), possibly even during the off-season.
31.
Limited Market Information among Producers. Since most farmers are highly
dependent on sales via middlemen or village-level traders, these intermediaries are often
farmers’ only link to market information such as prices, quality levels, and other standards.
Many of the farmers interviewed had little idea about current prices for their produce in urban
areas such as Kabul, and they recognized that traders had an advantage in price setting. Although
farmers had basic knowledge of cleanliness and quality standards, most were complacent about
achieving them, because they had no added incentive, time, or resources (such as mats for drying
raisins) to perform more sophisticated processing.
32.
Poor Quality Control and Post-harvest Handling. The overall lack of sanitation or
quality considerations in raisin production, particularly among smallholders, is the result of
insufficient understanding and training. A few farmers, mostly larger landholders, obtain drying
mats through village traders on commission or from agents of processing companies. In the fresh
grape value chain, smallholders’ poor sorting and packing do not meet standards for exportquality grapes. Little equipment is available for processors to produce juices or jams, but such
technologies would open markets for farmers to sell their lower-grade grapes.
33.
Limited Extension Advice. MAIL and donor-funded projects provide some extension
services, largely to farmers, and largely concerning production rather than harvesting and postharvest handling. Most farmers interviewed had no access to any kind of extension service or
training related to production, harvesting, or post-harvest handling. A few women farmers
described how their husbands received one-time training from a government institution or NGO,
along with manuals and training materials, but the rest of the family was unable to benefit fully
from those services because they had to depend on whatever information the male family
member was willing or able to communicate. Women farmers expressed particular enthusiasm
for the possibility of more female extension workers.
34.
Few Appropriate Financing Services. Afghanistan had no financial sector during nearly
20 years of conflict. Now that microfinance institutions (MFIs) and a few commercial banks
offer a variety of loans to individuals, groups, and small and medium enterprises, the key
challenges are to comply with sharia (which stipulates that one must not charge interest on such
transactions)53 and to improve the availability of financial services in rural areas. Processors,
wholesalers, and exporters usually trade in cash and provide informal, trust-based credit. These
entrepreneurs, in addition to expressing concern about financial services’ compliance with
sharia, remarked during interviews on the bureaucracy and complexity of the process for
obtaining financing or credit. Various guarantees and forms of collateral are required, and
interest rates are usually as high as 15–20 percent. Difficult access to rural areas poses other
challenges: Long-distance travel is taxing for clients, risks of theft and other forms of insecurity
53
Or on interest-based deposit transactions; for more information, see Grais and Pellgrini (2006).
51
are high, and reaching rural people is costly for MFIs. In addition, most rural households have no
experience in managing credit or savings, especially not with a financial institution.
35.
Lack of Formal Export Support. Trade associations, including export unions, have only
weak links to high-end international markets for raisins, such as the EU (particularly the UK,
Germany, and Netherlands), Canada, and Japan. Increased exports to Russia—the world’s
fourth-largest importer of raisins and one of the two largest importers of Afghan raisins54—
should be explored. Organizations such as EPAA and ACCI work closely with the government
to improve the registration of traders and new exporters and facilitate access to lucrative
international markets. ACCI has 35,000 business members (exporters, wholesalers, service
providers, and importers), and its services include issuing Certificates of Origin to facilitate
exports, lobbying the government to resolve common issues such as those related to export taxes,
conflict resolution among members, and the need to support business development (to find land,
set up factories, and so on). This kind of support is available only in Kabul. Some countries that
import grapes and raisins, especially the higher-end markets, require product certification in
addition to certification of origin. The EPA offers only limited laboratory and quality control
services. To increase grape and raisin exports, Afghanistan must address issues of product
certification and standardization in the medium to long term.
A1.4
Constraints and Opportunities for Women in the Fresh Grape/Raisin Value Chain
36.
To recapitulate, rural women participate in the fresh grape and raisin value chains by
providing unpaid domestic labor in family orchards and households for production (weeding,
watering, some pruning on lower branches, collecting pruned leaves off the ground), harvesting,
and some post-harvest processing (in which women dry fresh grapes, sort them minimally, if at
all, for sale, and pack them in sacks in storage areas). Women in urban or peri-urban centers
work for wholesalers and processors in the raisin value chain as wage laborers, washing,
cleaning, sorting, and packaging raisins for domestic and export markets, within and outside of
the mandvi or processing centers. This is the key difference between the fresh grape and raisin
value chains: Women are not hired as wage laborers by processors or exporters of fresh grapes to
harvest, sort, grade, and package, because these activities expose women to nonfamily orchards
and involve lifting and loading heavy, 10-kilogram cartons and 14-kilogram crates. Technology
that could reduce this burden, such as forklifts, is unavailable.
37.
Men play a key role in linking the household to the market. This role includes purchasing
inputs, selling fresh grapes or raisins to middlemen or village-level traders, or traveling to the
local market to sell the produce themselves.
38.
Constraints Specific to Women. Given social and cultural norms limiting women’s
interaction with men, the central constraint on women’s capacity to move up the fresh
grape/raisin value chain is the lack of women-to-women service delivery at every stage of the
value chain, from production to marketing at the village and mandvi levels. The lack of womento-women services affects quality at each stage in the chain because women have no access to
extension services, knowledge, and know-how to improve the quality of grapes or raisins. Other
constraints that directly affect women’s further involvement in the value chain include:
54
Russia and Pakistan each import about 35 percent of the traded value of Afghan raisins.
52




Limited access to transport. Most women have no access to public transportation without
a male escort.55
Limited or no market information. Women-to-women interactions are limited
throughout the value chain. The positions of input suppliers, middlemen/traders, and
processors are predominantly occupied by men, with whom few women are allowed to
interact. As a result, women have little or no extension or market information, unless it is
provided through male family members.
Little extension support for post-harvest processing. Extension advice on post-harvest
handling is lacking, in particular advice on rural women’s tasks related to quality control:
proper sanitation, sorting, grading, and packing. Extension focuses mostly on grape
production and offers little support for post-harvest processing, particularly of raisins.
Lack of appropriate financing services. In addition to the small number of women loan
officers, the loans provided by MFIs often require collateral. Men usually hold title to
land, leaving rural women with very limited or no access to agricultural financial
products without support from male family members.
39.
Figures 3.9 and 3.10 highlight the constraints that specifically limit women from moving
up to other roles in the fresh grape and raisin value chains. The constraints vary with respect to
the different positions in the value chains, as discussed below.



Producer (small or large scale) to middleman and village trader: Moderate barrier.
Despite cultural and societal barriers to upgrading from producer to middleman/trader,
several women work as village-level traders and sales agents in Kabul and Parwan
Provinces, where they buy raisins directly from other women. Some processors indicate
that this model would be more acceptable in the North (for example, Balkh Province),
where society is relatively more open to women performing such roles.
Middleman/trader to wholesaler/processor: Significant barrier. Although a number of
women work for small- and large-scale wholesalers or processors in the raisin value
chain, they are by and large involved as laborers (washing, sorting, grading, and
packaging) rather than owners, except for the APA.
Wholesaler/processor to retailer/exporter: Significant barrier. Generally, women and
men alike find it difficult to transition to a role in exporting. Socio-cultural norms mean
that women face significant additional barriers. Few women have made this transition
successfully, but several women are making the attempt, albeit with difficulty.
55
There are some exceptions in urban and peri-urban areas and other relatively open communities, including Kabul,
Balkh, and Herat Provinces.
53
Figure A1.9: Gender constraints in the fresh grape subsector
Figure A1.10: Gender constraints in the raisin subsector
Imports
Imports
Domestic Low Income
Consumers
High Income
Consumers
Exports
Exporters
Post Harvest/
Processing:
Domestic Low Income
Market
Support
Markets
Exporters
Barriers/
Constraints
for Women
Retailers
Barriers/
Constraints for
Women
Moderate
barriers
Mandvi Small and Large Wholesalers
Processing
Centers
Minor
barriers
Sorting,
Cleaning,
Grading
Middlemen/Traders/Mandvi Wholesalers
Moderate
barriers
Retailers
Women’s Level of
Involvement:
Cleaning
Large Grape Producers
High
Medium
Low to None
Women’s Level of
Involvement:
High
Medium
Low to None
MFIs/Banks
Sorting,
cleaning,
grading and
packaging
Extension
Support
Minimal or no
post harvest
handling/
processing at
this stage
Middlemen/Traders
Minor barriers
Small Grape Producers
Packaging,
further
cleaning if
necessary
Significant
barriers
MFIs/Banks
Extension
Support
Significant
barriers
Support
Markets
Exports
Post Harvest/
Processing:
Packaging,
further
cleaning if
necessary
Packaging,
further
cleaning if
necessary
High Income
Consumers
Input Suppliers (nurseries,
fertilizers etc.)
Small Grape Producers
Large Grape
Producers
Drying to
raisins
Input Suppliers
Source: Figures 3.9 and 3.10 are based on study data and adapted from Mayoux and Mackie (2009) and USAID (2010).
Note: The shaded (pink) area illustrates the most promising value chain. The barrier icons highlight constraints for women to move up the value chain. The color of the icon indicates the degree of the
barrier. Yellow = a minor barrier, orange = a moderate barrier, and red = a significant barrier. Based on analysis of qualitative data, barriers were determined to be not applicable (for example, if women
were not involved in a given role, upgrading to the next level was deemed irrelevant); minor (affecting women slightly more than men, typically as a result of socio-cultural norms); moderate (affecting
women in the value chain much more than men, although some women have overcome the barriers); or significant (affecting women in the value chain much more than men, and no woman has
overcome the barrier to move up the value chain). Barriers are indicated only for the most promising value chain (highlighted in pink) and for positions in which women are involved (as indicated by the
green and purple shading indicating women’s level of involvement).
54
40.
Opportunities for Women in the Fresh Grape and Raisin Value Chains. At the
producer level, it is critical to facilitate women-to-women service delivery at every stage in the
value chain. For example, a pool of women para-professionals56 could provide services such as
input supply, extension advice, credit, or market linkages. The social mobilization of producer
associations for women would broaden access to services by reducing transaction costs.
Investments in women-owned and -operated processing centers at the village or cluster level
would enhance the quality of produce through women-to-women learning.




Women community extension workers. The development of female extension workers
would facilitate women’s access to extension services, skills, and knowledge, thereby
improving overall production, harvesting, and post-harvest handling of fresh grapes and
raisins. Skills that women could learn and apply at the household level for fresh grapes
include appropriate handling, sorting, grading, storing (for example, under tents), and
packaging (for example, in crates) to reduce damage during transport.
Post-harvest handling and quality control. As rural women dominate post-harvest
handling and processing of raisins, information on quality control and markets is critical
to their work and likely to interest them. Skills training could include drying (using mats
or other technology such as solar dryers), sorting, and grading techniques.
Access to credit through women agents. In focus group interviews, women farmers were
especially interested in accessing credit, but the limited supply and social barriers
(including barriers to interaction and mobility) make access a challenge. A few MFIs
provide agricultural loans to women and are interested in supporting post-harvest
activities such as drying raisins and packaging, such as the World Council of Credit
Unions (WOCCU) and Ariana Financial Services. Through the increased presence of
female officers, women would increase their access to key financial services, which in
turn would help them improve their methods and productivity.
Mobilization of women producer associations. Women producer associations are being
formed through MAIL and donor-funded projects. As of September 2010, the HLP had
formed about 80 groups of about 2,000 female producers in nine districts of nine northern
and central provinces. Approximately 85 percent of these groups managed savings boxes
of about Af 8,000 per group (US$ 160). Groups could use these funds as collateral for
members. Women’s producer groups and associations could also undertake or invest in
collective activities, such as setting up a collection point for raisins and directly
contacting women intermediaries to purchase them, or developing a women-owned and managed processing center at the village or cluster level to process fresh grapes as well as
raisins. Such a center would provide a secluded yet accessible area for women producers
to sort, grade, and package fresh grapes. Investments in technology such as forklifts
would be essential.
56
Para-professionals are trained, often at the vocational level, to assist professionals in specific areas of education,
agriculture, science, law, or health, among other fields. They are not educated or licensed at the highest-qualified
professional level, but they can perform tasks requiring significant knowledge in the field and may even function
independently of direct professional supervision. Some para-professional occupations require special testing or
certification in the field, whereas others require only a certain level of education.
55
41.
At the wholesaler/processor level, some women are emerging as middlemen, village
traders, and processors in the raisin value chain. APA is establishing an emerging model for
women-to-women service delivery.


A1.5
Market access through women middlemen, village traders, and input suppliers. The
roles of middlemen, traders, and input suppliers are usually connected. For example, the
linkages formed by middlemen and traders allow them to act as input suppliers and
distributors as well. Although very few women occupy the role of middleman/trader,
many participants in the study stated that there was an opportunity for greater
representation of women in this role. Female supervisors at the APA processing center
play a significant role in controlling the quality of raisins and could potentially train
women producers to attain acceptable quality levels by using mats or solar dryers.
Development of women-owned processing centers. In urban and peri-urban centers
women are highly involved in processing. Investment at this level could make a
significant impact on women’s positions within the value chain. Such investments would
require business training for women in operating and managing such centers.
Conclusion: Building on Export Strengths
42.
Fresh grapes and raisins are Afghanistan’s export strengths. Raisins seem particularly
promising, because Afghanistan is already the world’s seventh-largest exporter of this product
and is forging links with high-end international markets such as the EU and USA. Exports of
fresh grapes also have potential to expand, but the short shelf-life of grapes mostly limits exports
to Pakistan and India. Women grow, harvest, and process grapes and raisins on the farm and in
more urban settings. Men serve as the links to markets and other services and occupy most
positions further along the value chains, with a few exceptions, such as APA.
43.
The key constraints in the fresh grape value chain are (i) the lack of cold chain facilities
throughout the value chain and (ii) the limited access to market afforded by poor roads and
transport. Farmers sell only about 40–50 percent of their produce, as they have only infrequent
access to markets through itinerant middlemen and village-level traders.
44.
In the raisin value chain, the key constraints are (i) the lack of market information among
producers, including information on raisins as a key export, and (ii) limited quality control in
post-harvest handling, particularly sanitation, at the producer level. Farmers prefer to sell grapes
because of the larger volumes involved. They regard raisin production as a secondary activity;
only about 30 percent of farmers dry grapes.
45.
The opportunities for women to move up in the value chains of these two key export
commodities are to (i) develop a pool of women para-professionals to give other women access
to extension services (especially advice on post-harvest handling), inputs, credit, and markets
and (ii) form women’s producer groups or associations to facilitate women-to-women service
delivery. These groups would foster the establishment of women-managed and -operated
processing centers at the village or cluster level to process fresh grapes and raisins and meet
higher quality standards.
56
Annex 2
Almond Value Chain
1.
Afghanistan produced an estimated 15,000 tons of almonds in 2008/09. Approximately
80 percent of this production is exported to two key partners in the region (Pakistan and India),
while the remainder is consumed domestically, amid growing demand. Afghanistan is the
world’s eleventh-largest exporter of shelled almonds and fifth-largest exporter of in-shell
almonds. Rural women dominate almond production, harvesting, and processing, including
hulling, sun-drying, and packing. Employed as wage laborers for wholesalers, processing
companies, and exporters in urban and peri-urban areas, women also clean, sort, grade, and
package almonds for the domestic retail and export markets. Although men dominate the value
chain roles of input supplier, middleman, village-level trader, wholesaler, processing or
exporting company, and retailer/exporter, some women are becoming sales agents, village-level
traders, and owners of centers for processing dried fruits and nuts. By scrutinizing key value
chain actors and their value-adding activities, this chapter identifies the key constraints and
opportunities for women producers and processors to move up the almond value chain. Like the
previous assessment of the grape/raisin value chain, this assessment relies on interviews and data
from the 2009 HLP outcome survey to estimate almond production and sales volumes,
understand losses at the producer level, and put pricing information into context.
A2.1
Global Trends in Almond Production, Consumption, and Exports
2.
According to the Food and Agriculture Organization (FAO), the world’s top six almond
producers are the USA (40 percent of world production), Spain (16 percent), Syria (8 percent),
Italy (6 percent), Iran (5 percent), and Morocco (4 percent). Greece, India, and Turkey are
emerging as large producers (USDA FAS 2003).
3.
The USA is by far the world’s largest exporter of almonds (accounting for 70 percent of
exports), followed by Spain (about 10 percent) (table 4.1). Small exporters include Australia,
China, some EU countries (Germany, Italy, Belgium, and the Netherlands), Chile, and UAE.
According to UN Comtrade statistics, Afghanistan ranks eleventh in exports of shelled almonds,
with a trade value of US$ 110 million. It is the fifth-largest exporter of in-shell almonds, with a
trade value of US$ 38 million.
4.
Afghanistan’s key export partners for almonds are mostly neighboring countries (table
4.2). Pakistan imports almost 60 percent of Afghanistan’s almonds, whereas India imports nearly
40 percent. They are followed by small importers in the Middle East, including Iran, UAE,
Turkey, Iraq, and Saudi Arabia. The key export partners for in-shell almonds are also Pakistan
(accounting for 76 percent of the trade value) and India (24 percent), according to UN Comtrade
statistics.
57
Table A2.1: World’s top 11 almond exporters, 2006–09
Exporter
Trade
%
value
(US$ m)
USA
7,218
70.1
Spain
963
9.3
Australia
276
2.6
China
237
2.3
Germany
191
1.9
Italy
183
1.8
Belgium
164
1.6
Netherlands
160
1.6
Chile
130
1.3
United Arab Emirates
113
1.1
Afghanistan
110
1.1
Other
561
5.4
Total
10,301
100
Source: UN Comtrade database.
Table A2.2: Major importers of Afghan almonds, 2006–09
Importer
Trade
%
1.6% 1.1% 0.5%0.3% 0.0% 0.0% 0.0% 0.0%
value
(US$)
Pakistan
63.3 m
57.7
India
42.6 m
38.8
Iran
1.7 m
1.6
38.8%
United Arab Emirates
1.2 m
1.1
Turkey
0.5 m
0.5
57.7%
Iraq
0.3 m
0.3
Saudi Arabia
10,000
0.0
United Kingdom
3,062
0.0
Germany
2,300
0.0
Canada
1,204
0.0
Total
110 m
100
Pakistan
India
Iran
United Arab
Emirates
Turkey
Source: UN Comtrade database.
5.
Germany imports the largest share of almonds (accounting for 15.4 percent of imports),
followed by Spain (almost 10 percent) and India (8.7 percent) (UN Comtrade statistics). The EU
accounts for approximately 45 percent of global almond imports, while Asia and the Middle East
combined import about 44 percent of the trade value (Derco Foods 2009). UN Comtrade
statistics indicate that India is the world’s single-largest importer of in-shell almonds (60
percent); its import partners are the USA (82.1 percent), Australia (14.0 percent), Afghanistan
(2.6 percent), and Pakistan (0.8 percent). Indian consumers consider Afghan almond varieties to
be of higher quality.
58
Table A2.3: World’s top 10 almond importers, 2006–09
Importer
Trade
%
value
(US$ m)
Germany
1,475
15.4
15.4%
Spain
934
9.7
31.9%
India
838
8.7
9.7%
France
621
6.5
Italy
599
6.2
8.7%
Japan
526
5.5
China
498
5.2
Canada
381
4.0
3.0%
Netherlands
365
3.8
3.8%
6.5%
United Kingdom
292
3.0
4.0%
5.2% 5.5% 6.2%
Other
3,057
31.9
Total
9,585
100
Germany
Spain
India
France
Italy
Japan
China
Canada
Source: UN Comtrade database.
A2.2
Almond Value Chain
6.
Production Process. Almonds are native to Afghanistan and have been commercially
exported for decades. They are sold in-shell as well as shelled (as kernels). Almonds are highly
nutritious, highly caloric, and rich in calcium, phosphorus, and potassium. For Afghanistan,
almonds are one of the highest-value cash crops after grapes and raisins. MRRD estimates
production was around 15,000 tons in 2008/09 (MRRD 2007).
7.
The major production locations are in the North, in Parwan (particularly Ghorband
District), Balkh, Kunduz, and Samangan Provinces. Balkh Province alone is thought to produce
approximately 5,500 tons. In these areas, the almond season stretches from July until the end of
September. Almond trees require five years of growth before bearing fruit and two additional
years to reach full maturity. Smallholders usually intercrop almonds with other crops in the
family orchards. Afghanistan produces more than 60 widely recognized almond varieties, but
few are true varieties (that is, varieties developed, propagated, and released through a formal,
specialized breeding process). The most popular types grown for high-end domestic and export
markets are the soft-shelled almonds, Satar Bai, Qahar Bai, Kilki Arous, Qambari, Kaf Mal, and
Khairu Din, which are sold unshelled (almonds are sold either unshelled or as shelled kernels, in
a ratio of approximately two to one). In the domestic market, almonds are used to make nakul
(sugared almonds), a popular snack (MRRD 2007).
8.
Role of Women. As noted, women are extensively involved in the early stages of the
almond value chain. They water and weed in the orchards, harvest the almonds, clean them
(removing the outer hull), dry them, and pack them in large sacks in the orchards. These
producers do very little or no sorting or grading. Companies in or near urban areas hire women to
sort, grade, and package almonds for domestic and export markets. Almonds are traded by
companies that process dried fruits and nuts, including a few women-owned companies (such as
APA) that hire female sales agents and village traders to purchase almonds directly from women
producers.
59
9.
Key Actors in the Almond Value Chain. The key actors include input suppliers,
farmers, middlemen and village-level traders, wholesalers and processors, and retailers and
exporters. Their interactions are described in figure A2.1.
Figure A2.1: Almond subsector map
End
market
Domestic/local Market
Imports
Exports
Support
markets
Post-harvest
processing
(takes place at
two levels)
Retailers
Packaging,
some shelling
and sorting
Retailers
MFIs/
banks
W holesalers
Middlemen/
trading
Production
Inputs
Shelling,
cleaning, and
sorting
Wholesalers/processors/exporters
Extension
support
Village traders, agents,
farmers groups/associations
Small producers
Medium producers
Large producers
Input suppliers (saplings, fertilizers and other)
Women’s level of involvement:
HIGH
MEDIUM
LOW to NONE
Source: MEDA.
10.
Input suppliers. Private shopkeepers, Ag-Depots,57 and farm stores sell inputs, including
fertilizer and pesticide. Cash payment is expected for goods and services, although shopkeepers
may offer some informal, short-term credit. Access to appropriate extension services is limited.
Farmers commonly use a standard fertilizer mix that cannot accommodate the specific needs of
specific crops. Almonds, for example, require a higher ratio of nitrogen and potassium to
phosphorus than is found in standard fertilizer blends.58 Retailers frequently receive inquiries on
input use from farmers, despite extension support provided by MAIL projects and aid agencies.
There are few or no women input suppliers.
11.
Commercial nurseries operate in Afghanistan, but only a few provide high-quality
saplings, and their marketing to farmers is poorly organized. MAIL projects, such as HLP and
the EU-supported Perennial Horticulture Development Project (PHDP), are developing this
subsector, for example by identifying high-quality varieties for introduction to Mother Stock
Nurseries, where they can be multiplied to provide foundation stocks. Commercial nurseries are
being organized into associations around Mother Stock Nurseries, which will provide bud wood
and root stocks of the foundation stock to the associations.
57
58
Input suppliers supported by USAID/Accelerating Sustainable Agriculture Program (ASAP).
Future Harvest Consortium to Rebuild Agriculture in Afghanistan (2003:15).
60
12.
Producers. Most almond producers own about 2 jeribs of land, on which they produce
almonds along with a variety of other crops (such as pomegranates, alfalfa, 59 wheat, or
vegetables). The small harvest from these farms is sold to the local fresh (open) market or to
village-level traders. Almond production requires substantial access to water, and the water
management has been an issue among farmers. Some almonds are harvested prematurely
because farmers lack extension advice about the best time to begin harvesting. Most almonds are
sold at harvest; farmers need the cash, and few storage facilities are suitable to maintain quality.
Sales largely take place in cash, although credit is available from the village-level traders on an
informal basis. Some medium- and large-scale farmers produce almonds more extensively as a
cash crop. They are likely to have adequate cash and liquidity in the short term and can store
almonds for several months after the harvest for off-season trade. Larger-scale farmers usually
have direct links to the wholesale market and exporters.
13.
According to HLP, the average almond yield obtained in project-supported households
was about 350 kilograms per jerib. Yields differed only slightly between all HLP farmers and
smallholders (those with less than 2–3 jeribs), who constitute about 70 percent of HLP almond
farmers. Only 55 percent of HLP almond farmers produced almonds in 2009, as some orchards
were newly established by the project; the corresponding figure for smallholders was 40 percent.
In contrast to grape producers, who managed to sell just about half of their crop, HLP almond
farmers sold as much as 80 percent of their harvest, although smallholders sold 25 percent less of
their production than all HLP farmers combined. Sales prices ranged from Af 35 to Af 500 per
kilogram. This wide gap results from quality differences. The sale price of low-quality almonds
is estimated at around Af 80–100 (approximately US$ 1.50–2.00) per kilogram, whereas highquality almonds bring around Af 180–200 (about US$ 3.50–4.00) per kilogram (table A2.4).
Household income for all HLP farmers and for HLP smallholders also differed, by 27 percent.60
Table A2.4: Differences in almond yields, sales volumes, and income among HLP producer households
All HLP producer
HLP smallholders
Difference
households
(2 jeribs or less)
Almond yield (kg/jerib)
354
342
12 (3.4%)
Sales (kg/household)
214
161
53 (24.8%)
Income from almonds (Af/household)
37,656
27,528
10,128 (26.9%)
(about US$ 753)
(about US$ 551)
(about US$ 203)
Source: HLP Outcome Monitoring Survey 2009.
14.
Women perform many production and processing tasks on the farm but do not shell
almonds, although shelled almonds fetch prices that are 60–70 percent higher throughout the
value chain (table A2.5). Producers lack equipment to shell almonds without cracking them. HLP
supports extension services for women’s producer groups, yet women’s opportunities for training
or extension advice are limited. Men market the crop. Some travel to the local market to sell
small quantities of almonds themselves, but most sell their produce to village-level traders.
59
Alfalfa is an excellent livestock forage crop. Harvested three times a season, it is high in protein and replenishes
soil nutrients.
60
Based on data from the HLP Outcome Monitoring Survey, 2009. The sample consisted of 530 HLP-supported
households, 55 percent of which own almond orchards.
61
15.
Middlemen and traders. Local or village-level traders buy almonds directly from
farmers, sometimes in advance of the harvest (farmers are paid a discounted advance and can
sometimes wait a year before completion of payment). The traders are farmers’ sole link to the
market, and traders set the prices, which vary depending on the season, quality of produce, and
variety of almond. This minimal contact with the market leaves farmers with little bargaining
power or knowledge of pricing, quality, or consumer preferences. Nor do farmers know if or
when traders are likely to come, because they travel to villages on a random basis, depending on
market needs. Sometimes part of the harvest is lost if traders do not come to the village.
16.
Some aggregation occurs at this level, before almonds are sold to secondary wholesale
traders for export or to wholesale fruit and nut markets (mandvi) in urban centers. Varieties
(including sweet and bitter almonds) are mixed during farm-to-farm collection, and sometimes
stones are added to increase the weight. Traders and middlemen typically have low capacity for
cleaning, sorting, and packing. The price at which middlemen and village traders sell to
wholesalers at the mandvi is estimated at Af 120–150 (approximately US$ 2.50–3.00) per
kilogram for low-quality almonds and Af 200–250 (about US$ 4.00–5.00) per kilogram for highquality almonds (table A2.5). Few or no women work as middlemen or village-level traders.
Women cannot lift the large bags (35–105 kilograms) into which almonds are packed for
transport.
17.
Wholesalers. As noted, wholesalers source almonds from middlemen and village-level
traders through the mandvi, where almonds imported from the USA are also sold. Processing at
this level includes shelling, sorting, grading, and packaging. Sorting is one of the key activities
occurring at the wholesale level and above, owing to the significant mixing of varieties by
farmers, middlemen, and village traders. Among small wholesalers, processing is an informal
service provided by women family members. Quality control is limited and inconsistent, and no
attention is paid to hygiene.
18.
Processing companies, exporters, and/retailers. Almond-processing companies, like
companies processing grapes and raisins, usually export to Pakistan and/or India and/or sell
produce at their own retail shops in urban centers. These companies either contract directly with
owners of large farms, hire their own agents to buy almonds from producers, or contract villagelevel traders to buy from farmers. The companies employ women to sort, grade, and package
almonds (at about Af 2 per kilogram), but women do not seem to shell almonds (one processing
company specifically indicated that women do not shell almonds). One reason that this potential
value-adding step is not taken may be that equipment for shelling is unavailable or inadequate,
and high-quality, soft-shelled almonds are exported in-shell to prevent damage that would reduce
their value. Processing companies and exporters have made some trial shipments to the UK,
Germany, and Canada, but Afghan almonds have yet to reach the high HACCP standards and
certification required for exporting to these markets.
19.
About five private Dried Fruits Associations of processors and traders operate in key
export provinces, including Kabul, Kunduz, Balkh, Kandahar, and Jalalabad. The Mazar Sharif
Balkh Dry Fruits Processing Association (MBDFA), for example, trades almonds (which
account for half of their sales), raisins (20 percent of sales), and other products.61 Exports
61
The remaining 30 percent of sales come from pistachios, walnuts, sesame seeds, cumin, other spices, and herbs.
62
account for 70 percent of their sales. The association, which has been registered with MAIL
since 2009, has more than 150 active wholesalers (all men) who own shops in the Mazar
Mandvi. The association has a working relationship with transportation companies, which
facilitate exports and assure delivery of products to Pakistan. Some associations participate in
AAIDO, formed with support from HLP and MAIL to improve marketable production and
returns to almond farmers. AAIDO encompasses eight producer associations, four associations
of traders and exporters, and six nursery associations, including two associations of women
producers in Daykundi and Balkh Provinces.
20.
Value Added at Each Stage in the Chain. Table 4.5 provides a snapshot of possible
margins along the value chain, based on data collected from value-chain players in Kabul and
Mazar. Figures 4.2–4.4 depict costs and sales at each stage of the value chains for (i) highquality, unshelled almonds; (ii) medium-quality, shelled and unshelled almonds; and (iii) lowquality, shelled and unshelled almonds.62 Because this information is drawn from a very small
sample, it is only broadly indicative of actual costs and prices; the limited scope of the study
precluded obtaining average general costs and sales prices. It is not clear that farmers reported all
of the input costs of bringing a crop to maturity. Even so, AAIDO verified the data, which was
similar to information collected in a 2007 study of the almond subsector (MRRD 2007).
Table A2.5: Prices and costs along the value chain for almonds
Production and processing facts:
 Average cost by area: Af 40,000/ha or Af 8,000/jerib (HLP data)
 Average harvest by area: 1,400 kg/ha or 280 kg/jerib
 Average production cost: Af 29/kg (for high-quality almonds)
 High-quality varieties include Satar Bai, Bela Bai, and Qambari (sold in-shell for export)
 Medium-quality varieties include Qahar Bai, Khairodini, and Adbul Wahidi (some production exported inshell and some sold domestically without shells)
 Low-quality varieties are hard-shelled and not destined for export
 Shelling done by large wholesalers
High quality
Medium quality
Low quality
with shells
With shells
Unshelled
With shells
Unshelled
Producers
Cost
29
25
20
Selling price
180–200
120–150
80–100
Village traders, agents, farmer groups, associations
Buying price
180–200
120–150
100–120
Selling price
200–250
150–180
120–150
Large wholesalers
Buying price
200–250
150–180
150–180
120–150
120–150
Selling price
300–550
180–200
300–360
150–180
200–250
Exporters
Buying price
300–550
180–200
300–360
150–180
200–250
Selling price
600–800
250–450
400–600
180–200
250–300
Retailers
Buying price
300–550
180–200
300–360
150–180
200–250
Selling price
600–700
250–400
400–600
200–250
250–350
Source: Prices taken from the interviews with value chain actors and verified with AAIDO, July 2010.
Note: Amounts are per kilogram; prices in US$ (US$ 1 = Af 44); 1 jerib = 0.49 acres or 2,000 m2 (approximately); 1 ser = 7 kg.
62
Values are based on pricing information obtained for almonds (in and off season) and reflect the midpoint of each
price range in the pricing chart.
63
Figure A2.2: Value chain: High-quality, in-shell almonds
Source: MEDA.
Note: Values are based on pricing information obtained for almonds (in season and off season)
and reflect the midpoint of each price range in the figure.
Figure A2.3: Value chain: Medium-quality, shelled and in-shell almonds
900
800
700
Unshelled
600
Almonds
500
Buying
400
cost/price
Unshelled
300
Almonds
200
Selling price
100
-
Source: MEDA.
Note: Values are based on pricing information obtained for almonds (in season and
off season) and reflect the midpoint of each price range in the figure.
Figure A2.4: Value chain: Low-quality, shelled and in-shell almonds
600
500
400
Unshelled
Almonds
Buying
cost/price
300
200
100
-
Source: MEDA.
Note: Values are based on pricing information obtained for almonds (in season and
off season) and reflect the midpoint of each price range in the figure.
64
A2.3
Overall Constraints in the Almond Value Chain
21.
The almond value chain presents three key constraints: (i) limited access to high-quality
inputs and supplies; (ii) overall lack of access to extension services; and (iii) lack of market
information at the lower levels in the chain, specifically among producers, middlemen, and
village traders. The constraints tree (figure 4.5) highlights some of the other main challenges that
Afghan value chain actors face in producing and selling higher volumes of almonds to high-end
domestic and export markets. Women-specific challenges are highlighted in yellow.
22.
Limited Access to Quality Inputs and Supplies. The overall lack of access to inputs of
good quality, including saplings and appropriate fertilizer mixes, affects yields. Despite the
development of Mother Stock Nurseries, Ag-Depots, and other input supply stores, input
supplies remain limited, and outreach to farmers is difficult because of poor transport facilities in
rural areas.
23.
No Access to Extension Services. HLP and other projects seek to provide extension
services to almond producers, but focus group interviews in Balkh Province indicated that
outreach was still limited. The lack of extension advice affects yields because farmers do not
always know the best alternatives for managing almond production, such as which specific
fertilizer mix to apply or how to avoid premature harvesting, which reduces the quality of the
almonds.
24.
Lack of Market Information at Lower Value Chain Levels. Producers, middlemen,
and village-level traders do not have access to market information and are unaware of the quality
premiums on particular almond varieties. As a result, middlemen and traders mix the varieties
they collect from village to village. The produce must subsequently be sorted and graded by
wholesalers.
25.
Limited and Expensive Access to Markets from Rural Areas. As in the grape and
raisin value chains, most farmers, middlemen, and village traders have few means to transport
produce to the nearest market. Almonds are generally packed in sacks, which men bring to the
nearest market or sell to middlemen or village traders. Men belonging to almond producer
associations sometimes share transport costs and sell their produce together in the nearest
market.
26.
Poor Quality Control and Post-harvest Handling. Throughout the value chain, shelled
almonds are priced 60–70 percent higher than unshelled almonds, except for the highest-quality
soft-shelled almonds. Producers are aware that shelled almonds fetch a higher price, yet
producers, middlemen, village traders, and even most wholesalers at the mandvi lack appropriate
equipment for shelling. Moreover, as in the raisin value chain, producers’ awareness of sanitation
and quality issues is low, especially when sun-dried, in-shell almonds are collected in bags.
Facilities capable of preserving produce at cooler temperatures and higher levels of humidity
throughout the value chain are unavailable.
65
Figure A2.5: Constraints tree: Almonds
Low volumes of high-quality product for medium and high-end consumers and export markets
Poor production yields
Lack of
awareness
of modern
production
techniques
Pests and
diseases
Premature
harvesting
Lack access to
good-quality
inputs
Poor quality control
and consistency
Lack of business
management capacity
Lack of
access to
appropriate
financial
services for
farmers and
traders
Lack of
relevant
knowledge
Traders provide
all value added
services
Lack of
business
management
training for
small
enterprises
Lack of storage
facilities
Lack of access to formal
regional and global trade
network
Lack of access to market
information for producers
and small-scale processors
Poor knowledge of
market research by
farmers
Lack of market
linkages for value
chain actors
Poor quality of
processing
techniques
Lack of mechanized
processing facilities
Trade
Associations
have weak
market links
Poor
transportation
means
Lack of
consumer-friendly
packaging
Effects
Limited
availability of
extension
services
Lack of knowledge
and technical skills
on packaging
Poor processing knowledge and
technical skills
Causes
Lack of trade
infrastructure
Lack of
enforcement
of trade rules
Limited
access to
registration
and
certification
processes
Lack of access to
inputs
Root causes
Post-conflict
and Security
War-ravaged
nut orchards
Lack of laws
on land
ownership
rights,
particularly for
women
Segregation
of women
Weak
infrastructure
Weak
organization
of community
for economic
development
Source: MEDA.
Note: Constraints that significantly limit women’s involvement in higher levels of the value chain are highlighted in yellow.
66
Innumeracy
and illiteracy
Competition
from imports
and
international
market
27.
Lack of Appropriate Financing Services. Inputs that could improve processing
capacity and skills are lacking, including processing and packaging equipment, partly because
farmers and traders cannot access appropriate financial services. MFIs provide services in urban
and provincial centers and beyond, yet farmers and processors generally perceive loans, in
particular the charging of interest, to be un-Islamic. Yet producers could benefit greatly from
loans, given that almond saplings take five years to start producing nuts and an additional two
years to reach full maturity.
28.
Lack of Formal Export Support. Trade associations, including AAIDO, have
developed weak links to high-end international markets, such as EU countries (particularly
Germany and Spain), Japan, and China. Prospects for exporting more in-shell almonds to India
should also be explored. India is the second largest importer of Afghan almonds, but the trade
with Afghanistan accounts for only 2.6 percent of India’s trade values for in-shell almonds. The
physical infrastructure to support trade is lacking, from transport facilities to access roads for
urban centers or even the local market. The regulatory infrastructure is also weak: Trade rules are
not enforced, and it is difficult for producers and processors to become registered or certified. As
mentioned in the grape/raisin case, EPAA and ACCI have started providing formal support to
facilitate exports to lucrative international markets, including the issuance of certificates of
origin.
A2.4
Constraints and Opportunities for Women in the Almond Value Chain
29.
Women’s role in village trade has been very small, but the number of women village
traders or sales agents is increasing. A few women are involved at the wholesale, processing, and
export stage of the value chain. For example, APA sold approximately 350 kilograms of almonds
to members of the dried fruit and nut union in 2009; all of this produce was sourced from women
(see box 3.3). As noted, men in the almond value chain, like their counterparts in the grape/raisin
chain, act as the key link between the household and market, purchasing inputs, selling almonds
to middlemen and village-level traders, or traveling to the local market to sell produce.
30.
Constraints Specific to Women. The key constraint, as in the grape/raisin value chain,
appears to be the lack of women-to-women service delivery at every stage of the value chain,
from the field to the wholesale market. The lack of extension advice for women to improve the
quality of produce affects quality control at every stage in the value chain. Key limitations on
women’s involvement, especially at higher stages of the value chain, resemble those discussed in
the previous chapter and include:



Limited access to transport. Women generally have no access to public transportation
without a male escort, but major almond-growing areas in the North, such as Balkh
Province, are relatively open. In these places, women could possibly travel to the market,
most likely in groups.
Limited or no market information. Women-to-women interactions are limited
throughout the value chain. Because men tend to occupy the positions of input suppliers,
middlemen, traders, and processors, few women are allowed to interact with them and
must rely on the men in their families for extension and market information.
Little extension support for post-harvest processing. Little or no extension advice on
post-harvest handling is available in rural areas, in particular information on aspects of
67


quality control in which women are substantially involved, such as sanitation, sorting,
grading, and packing.
Access to shelling equipment. Women producers, who are intensively involved in postharvest handling, as well as women wage laborers in wholesale markets or processing
centers, do not shell almonds because they lack equipment.
Lack of appropriate financing services. MFIs have few women loan officers and often
provide loans that require collateral. Without support from the men in the family, who
usually hold the title to land, rural women have very limited or no access to agricultural
financial products.
31.
Figure 4.6 identifies constraints specific to women in moving up the almond value chain.
The barriers vary with respect to the different positions in the chain, as discussed later, but they
resemble those found in the grape/ raisin value chain: a moderate barrier exists in moving from
producer to middleman/trader, whereas significant barriers exist in moving from
middleman/trader to wholesaler/processor or from wholesaler/processor to retailer/exporter.
Figure A2.6: Gender constraints in the almond subsector
Imports
Domestic/Local Market
Exports
Post Harvest/
Processing (takes
place at two
levels)
Support Markets
Packaging, some
shelling and
sorting
Retailers
MFIs/Banks
Shelling, cleaning
and sorting
Wholesalers/Processors/Exporters
Extension
Support
Barriers/
Constraints for
Women
Significant
barriers
Village Traders/Agents/
Farmers Groups/Associations
Moderate
barriers
Minor barriers
Small Farmers/Producers
Medium
Producers
Large Farm
Owners
Women’s Level of
Involvement:
High
Medium
Low to None
Input Suppliers (nurseries, fertilizers, etc.)
Source: Adapted from Mayoux and Mackie (2009) and USAID (2010)
Note: The shaded (pink) area illustrates the most promising value chain. Barrier icons highlight constraints for women to move up the value
chain, icon color indicating the degree of the barrier: Yellow = a minor barrier, orange = a moderate barrier, and red = a significant barrier. Based
on analysis of qualitative data, barriers were determined to be not applicable (for example, if women were not involved in a given role, upgrading
to the next level was deemed irrelevant); minor (affecting women slightly more than men, typically as a result of socio-cultural norms); moderate
(affecting women much more than men, although some women have overcome the barriers); or significant (affecting women much more than
men, and no woman has overcome the barrier to move up the value chain). Barriers are indicated only for the most promising value chain
(highlighted in pink) and for positions in which women are involved (with green and purple shading indicating women’s level of involvement).
68
32.
Opportunities for Women in the Almond Value Chain. It is critical to facilitate
women-to-women service delivery at every stage of the value chain by developing a pool of
women para-professionals to supply inputs; offer extension advice in production, post-harvest
handling, and quality control; and improve women’s access to credit and/or market linkages.
Women-to-women service delivery would also improve through the social mobilization of
women producer associations, which would facilitate greater access to services by reducing
transaction costs. Finally, investments in women-owned and -operated processing centers at the
village or cluster level, supplied with technology for shelling almonds, would enhance the
quality of produce, foster women-to-women learning, and increase producers’ incomes.




Women community extension workers. Female extension workers would facilitate
women’s access to extension services, skills, and knowledge, thereby improving their
overall production, harvesting, and post-harvest handling capacity.
Post-harvest handling and quality control. In the almond value chain, it is essential that
women receive extension information on post-harvest handling and knowledge related to
marketing their produce more successfully, particularly knowledge of high-quality
varieties, sanitation (such as the use of mats in drying almonds), sorting, and grading.
Access to credit through women agents. Women farmers have shown interest in
accessing credit, particularly to buy saplings and shelling equipment. The limited supply
of agricultural loans (especially loans with an extended grace period to account for the
long lags in almond production) and social barriers (including limits on interaction and
mobility) make access to credit a challenge. Through additional financial services and the
increased presence of female officers, women could upgrade their methods and improve
their productivity.
Mobilization of women producer associations. Women producer associations are being
formed through MAIL and donor projects. Aside from offering a platform for extension
services in post-harvest handling, women’s producer groups/associations have
opportunities to undertake collective activities such as setting up collection points with
low-tech primary storage facilities to enable off-season trade.
33.
At the wholesaler/processor level, some opportunities for women are emerging as
middlemen, traders, and processors (APA, which processes and sells almonds to members of the
dried fruit and nut exporters union, is a good example).


Market access through women middlemen/village traders and input suppliers. Very
few women occupy these roles, but there is an opportunity for their numbers to increase.
Middlemen and village-level traders (women and men alike) would benefit from training
in the different varieties of almonds, their market value, and the importance of separating
rather than mixing varieties. Women center supervisors at APA play a significant role in
quality control and could potentially train women producers in improved sorting and
grading practices.
Development of women-owned processing centers. Women in urban centers are
predominantly involved in cleaning and sorting almonds for wholesalers and processors.
The investment in women-owned and -managed processing centers could affect women’s
positions within the value chain significantly.
69
A2.5 Conclusion: Adding Value to Almonds to Benefit Women and the Value Chain
34.
Afghanistan is a significant exporter of almonds and has considerable potential to
increase its exports, especially to India. Some Afghan processing companies and exporters have
made trial shipments to the EU, another large importer of almonds, but quality improvements are
needed to meet the HACCP standards that apply in this lucrative market.
35.
At the producer level, extension services are becoming available but are not yet
widespread, and farmers remain largely unaware of important management issues such as the
correct mix of fertilizer to apply and the need to avoid premature harvesting. Farmers as well as
middlemen and traders would benefit from important market information, such as the quality and
price differences in varieties, which would discourage them from mixing varieties during villageto-village collections. (At the wholesale level, a key means of adding value is to sort sweet and
bitter almonds.) Another constraint specific to the almond value chain is the lack of appropriate
agricultural credit packages. Almond producers need forms of credit adapted to sharia and the
long agricultural cycle.
117. Given women’s strong roles as producers and processors in the early stages of the value
chain, opportunities to improve productivity and quality control in the almond value chain (and
for women to move up within the chain) seem to depend greatly on improving women-to-women
service delivery. One alternative would be to develop a pool of women para-professionals to
provide high-quality inputs and supplies, offer extension advice and market information, act as
traders and sales agents, and deliver financial services. Social mobilization of women producer
associations would open other avenues for women to move up in the value chain, not only by
facilitating women-to-women service delivery but by enabling group activities such as travel to
markets and purchases of shelling equipment.
70
Annex 3
Saffron Value Chain
1.
Unlike grapes, raisins, and almonds, which are regaining their shares in world export
markets, saffron is relatively a new crop for Afghanistan and is mostly informally traded with
Iran. Production has yet to reach economies of scale, but if this hurdle can be overcome, saffron
clearly has potential as a high-value regional and international export. Although data on this
emerging and informal subsector are scarce and inconsistent, sufficient information is available
to indicate saffron’s prospects as a lucrative alternative to opium poppies, and the crop has
received a high level of support from the government, donors, and NGOs.
2.
Women’s involvement in saffron production largely occurs in harvesting (in which
flowers are collected) and post-harvest processing (in which the stigmas are separated from the
flowers and dried). Prospects for women to advance along the supply chain could improve with
the development of women producer associations along the lines of two associations that are
emerging with support from NGOs. These associations undertake collective activities such as the
management of processing units with electric dryers and the pilot marketing of saffron in India.
A3.1
Global Trends in Saffron Production, Consumption, and Exports
3.
Saffron is an expensive commodity, highly valued for the vibrant color, aroma, and flavor
it imparts to food. World saffron production is estimated at around 200 tons per year. The largest
producer is Iran, followed by Spain. Iranian production has grown at a fast pace in the last 10 or
so years, while Spain’s is in decline. According to UN Comtrade statistics, the total export value
of saffron is US$ 377 million, almost 80 percent of which is earned by Spain and Iran. Other
exporters include Switzerland, France, Netherlands, the USA, UAE, and Japan (table 5.1).
Table A3.1: World’s top saffron exporters, 2006–09
Exporter
Trade value (US$ m)
Spain
209
Iran
86
Other
82
Total
377
%
55.4
22.9
21.8
Source: UN Comtrade database.
4.
Spain is the world’s largest importer of saffron, followed by Italy and the USA (table
A3.2). Virtually all (95 percent) of Spain’s imports are sourced from Iran. In the past 20 years,
area planted to saffron in Iran grew by an average of 25 percent per year but fell considerably in
Spain.63 Spain increased it saffron exports by 150 percent between 2006 and 2009, however, by
increasing its imports from Iran by 250 percent.64 The shift from Spain to Iran as the world’s
largest saffron producer seems to have been accompanied by a tenfold increase in the
international market price: According to a US retailer, saffron was traded at around US$ 300 per
kilogram in 1999 but was trading at approximately US$ 3,000 per kilogram by 2009.
63
64
According to the Danish Committee for Aid to Afghan Refugees (DACAAR)
UN Comtrade statistics. See also Wyeth and Malik (2007).
71
Table A3.2: World’s top 10 saffron importers, 2006–09
Importer
Trade
%
value
(US$
m)
17.1%
Spain
175
29.9
2.8%
Italy
91
15.6
USA
43
7.3
3.5%
France
33
5.7
3.6%
Sweden
33
5.6
Switzerland
28
4.8
4.1%
Argentina
24
4.1
United Arab Emirates
21
3.6
4.8%
Japan
20
3.5
7.3%
5.6%
United Kingdom
16
2.8
5.7%
Other
100
17.1
Total
$584
Spain
Italy
29.9%
USA
France
15.6%
Sweden
Switzerland
Source: UN Comtrade database.
5.
Afghanistan is yet to emerge as a key saffron exporter, producing only about 1,500
kilograms in 2009. According to UN Comtrade statistics, Afghanistan exported saffron valued at
US$ 160,000 between 2006 and 2008 to partners including Spain (81 percent of exports), Italy
(15 percent), India (2 percent), and the USA (2 percent)—figures that do not include the informal
exports to Iran.
A3.2
Saffron Value Chain
6.
Production Process. Saffron is produced mostly in Herat Province, bordering Iran,
especially in Pashtoon Zarghoon and Ghoryan Districts. Limited quantities are produced in the
eastern provinces (Maidan Wardak, Logar, Kunduz, and Parwan) on a pilot basis. Saffron is the
dried red stigma of the saffron crocus (Crocus sativus), which grows from a bulb (corm). Saffron
is highly labor intensive to produce because of the effort involved in harvesting and processing.
Flowers must be handpicked early in the morning as soon as they open. The stigmas are carefully
separated from the blossoms, one by one, and then dried and packed to maintain their aroma.
Saffron cultivation started in early 2000 in Afghanistan, when returnees from Iran brought the
bulbs to Herat. Saffron does not compete for labor with other crops, such as cotton, rice, and
wheat, because bulbs are planted in March/April and flowers harvested and processed in
October/November. Saffron production has grown by 25 times from 2004 (60 kilograms) to 2009
(1,500 kilograms). According to the Danish Committee for Aid to Afghan Refugees (DACAAR),
about 200 kilograms of saffron are sold locally in Herat City, with the remainder entering formal
or informal trade channels through exporters in Herat.
Role of Women. Rural women are involved in growing but most especially in harvesting
and processing saffron. Women producers process saffron at the village level (they are more
likely to do so if they or their husbands participate in a producer association), and women in
Herat City also work as wage laborers at saffron processing centers owned by exporters. At least
two saffron producer associations for women operate in Herat Province, providing women with
bulbs, processing units with dryers, and collective marketing services.
7.
72
Key Actors in the Saffron Value Chain. The key actors are input suppliers (including
bulb and input traders), farmers, middlemen and village-level traders, wholesalers, processing
companies, exporters, and retailers. NGOs have provided substantial support in input supply,
social mobilization, extension services, and marketing for this relatively young industry, 65 in
which the emerging producer associations play a key role at each stage of the value chain. At
least seven such associations participate, with about 1,500 farmers; these include the two
women-only associations, with their 750 members. Figure A3.1 maps the interactions among
value chain actors.
8.
Figure A3.1: Saffron subsector map
End Market
Domestic consumers
Informal export
Domestic retailers
Informal exporters
Imports
Support
Markets
Post-harvest
Post-harvest /
processing
Processing:
(takes place at
various levels)
Retailers
Packaging
Packaging**
Extension
Drying
Drying of
stigmas
Stigmas
(mostly
(mostly
electric),
electric)**,
sorting,
Sorting**,
packaging
Packaging**
Flower traders
Wholesalers /
traders
Saffron
associations
Saffron traders
(stigmas)
(saffron dyes)
MFIs
banks
Small producers
Producers
Bulb and
input
traders
Large producers
NGOs, donor
agencies,
agricultural
ministries
Traders
Separating
Separating
stigmafrom
from
stigma
flower
petals
flower for
for
saffron
saffron
product
orordye
product***
product
(some
dye product***
solar
drying)
(respectively);
solar drying***
Women’s level of involvement:
HIGH
MEDIUM
LOW to NONE
Input
suppliers
Afghan bulb
producers
Iranian bulb
producers
Other input
suppliers
Source: MEDA.
9.
Input suppliers. The main input for saffron cultivation is the bulbs, which are mostly
imported informally from Iran by Afghan saffron traders and sold at around US$ 3–4 per
kilogram in Herat. Bulbs are also available from local farmers between the fourth and seventh
year of cultivation at US$ 4–5 per kilogram. Bulbs produced in Afghanistan are of higher quality
because they are fresher, better adapted to local conditions,66 and less likely to have been
damaged during transport. The bulbs are sold to farmers, other saffron traders, NGOs, the
65
The major NGOs include DACAAR, SDO, HELP, and the National Committee for International Cooperation and
Sustainable Development.
66
Limited quantities of bulbs imported from the Netherlands a few years ago were unsuitable for the harsher Herat
climate.
73
Provincial Reconstruction Team (PRT),67 and the Directorate of Agriculture. The agencies
distribute bulbs to farmers for free or as seed capital to be circulated among farmers. Farmers
receive around 10,000 bulbs (or 100 kilograms) per jerib,68 and most farmers also receive
extension advice.69 If farmers purchase bulbs in the market, their investment in the first year for
bulbs alone is around US$ 1,500 per jerib (US$ 7,500 per hectare), if the appropriate planting
density is followed. Other inputs required are fertilizer, fungicide, water, and labor.70 The yearly
investment in these inputs is estimated at around US$ 90 per jerib (US$ 450 per hectare). There
are no women input suppliers.
10.
Producers. Smallholders usually cultivate saffron on less than 1.5–2.0 jeribs alongside
other crops such as vegetables or fruit. Larger-scale saffron farmers produce saffron more
intensively on up to 5 jeribs. The bulbs produce flowers up to four to seven years after planting
and multiply about 10 times in the ground. Half of the multiplied bulbs can be replanted or sold.
11.
Women undertake planting, weeding, and harvesting where land is visually protected,
and they are also responsible for post-harvest processing. Districts in Herat vary in their levels of
sensitivity to women working outside the home. Of the two saffron-producing districts in Herat,
Ghoryan is relatively more open to women working on farms than Pashtoon Zarghoon, because
returnees’ attitudes became less conservative during their sojourn in Iran. Women are heavily
involved in harvesting saffron from family farms. The plants bloom daily for three weeks
starting in October, and each flower lives for only 48 hours. To enhance the quality of the final
product, the flowers must be picked at dawn as the petals open. In about three hours in the early
morning, a person can collect 3–5 kilograms of flowers. Post-harvest processing then involves
removing the stigmas and drying them at home or at processing units operated by producer
associations. Some 150,000 blossoms, with three stigmas per flower (450,000 stigmas), are
required to make one kilogram of saffron. Small and large landholders hire wage laborers for
harvesting and post-harvest processing at around Af 200–300 per day (US$ 4–6). In homes
without access to electric dryers, women dry stigmas in the open air or over warm charcoal,
techniques that produce the lowest-quality saffron.
12.
At the processing units, women (either members of women’s associations or women
relatives of men who participate in producer associations) remove the stigmas and dry them with
electric dryers owned by the association. Dryers are used by members as well as nonmembers in
the villages. Dryers, which are available in Herat City, cost around US$ 500 per unit71 and have
the capacity to dry one kilogram of saffron in 30 minutes. Aside from being a more hygienic way
to dry saffron than leaving it in the open air, dryers significantly improve the final product’s
flavor (by 33 percent) and color (42 percent).72
67
The Italian PRT provided bulbs to one of the women’s producer associations.
Or 50,000 bulbs (500 kilograms) per hectare.
69
The ideal planting density is 500–1,000 kilograms of bulbs per jerib (2,500–to 5,000 kilograms per hectare),
according to DACAAR’s saffron production manual (DACAAR undated).
70
Before planting bulbs in March/April, farmers apply animal manure at a rate of approximately 4–6 tons per jerib
(20–30 tons per hectare). Bulbs may be treated with fungicide prior to planting (about 300–500 grams of fungicide
for every 100 kilograms of bulbs). After planting, bulbs require only a single irrigation of 30–40 cubic meters of
water per jerib (150–200 cubic meters per hectare), provided through communal irrigation (DACAAR undated).
71
Quoted by DACAAR in a procurement plan for the women saffron value chain development pilot.
72
Though not its aroma, which is around 20 percent higher if saffron is dried in the open air (DACAAR undated).
74
68
13.
Saffron requires immediate processing after stigmas are separated, and multiple dryers
are required; for example, three dryers are shared by 120 women in an association to produce 6
kilograms of saffron harvested from 3 jeribs (0.6 hectares). Producer associations sell the
processed saffron to traders and wholesalers at around Af 1,700–2,000 per kilogram, and the
associations are also emerging as exporters in their own right through participation in trade fairs.
Saffron is packaged in small containers of 1–5 grams, which are available in local markets at
approximately US$ 0.50 per container.
14.
Box 3.3 (in the main report) describes the experiences of two producer associations for
women. One, located in a district bordering Iran, is more amenable to women’s education and
work outside the home. The other is based in a district that is relatively more conservative about
women’s activities. These differing attitudes create differences in opportunities for saffron
financing and marketing.
15.
Middlemen and traders. Middlemen and traders either buy flowers prior to processing or
purchase saffron (dried stigmas) from farmers. Flowers are sold to traders at around US$ 24 per
kilogram and then sold to the processing companies and exporters for processing. Saffron is also
sold to processing companies and exporters, wholesalers, and/or retailers at around Af 2,000–
3,000 per kilogram. There are few or no women middlemen/traders.
16.
Processing companies, wholesalers, and exporters. At least eight saffron processing
companies and exporters operate in Herat.73 At processing centers in Herat City, women work as
wage laborers to remove stigmas from flowers, dry stigmas, and package saffron for export.
Some traders sell the flowers without stigmas to Iran to produce dyes. Processors and
associations in Herat City sell packaged saffron at US$ 3,500–5,000 per kilogram to export
markets such as Iran, Spain and Italy. DACAAR explains that the high sales price results from
the improved handling, cleanliness, and packaging at the processor/association level, but it may
be that the supply of Afghan saffron is still limited.
17.
Retailers. Saffron is not commonly used in Afghan food. Retailers sell saffron in the
Herat City market at around US$ 4,000–7,000 per kilogram (table 5.3). In Kabul, Afghan saffron
is not commonly available, however, since most retailers and the Kabul Mandvi prefer to sell
Iranian or Indian saffron, which is cheaper and imported in 100-gram packets. At US$ 1,500 per
kilogram of packaged saffron, Indian saffron is significantly cheaper (half the price) of
unpackaged Afghan saffron. Iranian saffron is of higher quality than Indian saffron but sells at
less than half the price of Afghan unpackaged saffron (US$ 3,000 per kilogram). While the
reasons for these price differences are unclear, they may be related to the cost structure, quality,
and lower productivity of Afghan saffron production.
18.
Value Added at Each Stage of the Chain. Table 5.3 contains pricing information for
saffron produced in Herat and imported for sale in the Kabul Mandvi. These prices are only
indicative; they are a snapshot in time that provides a general overview of the margins that each
value chain actor is earning as well as the potential income that could be gained by upgrading
within the value chain. Information on prices of Herat saffron was gathered from DACAAR in
73
They are Khorshid Saffron, Afghan Zafaran, Afghan Red Gold, Hamidzay International, and Faizi’s Saffron
Processing and Production. Additionally, AREDP (supported by the World Bank and implemented by MRRD) is
developing three small and medium enterprises.
75
July 2010. As noted, the large difference in prices of Herat saffron and the saffron imported from
Iran and India could not fully be explained. The information in the table thus merely indicates
that value chain actors have opportunities to earn higher incomes if they can improve postharvest handling and processing, including wider use of electric dryers and packaging. Figure
A3.2 illustrates costs and sales at each stage of the saffron value chain.
Table A3.3: Prices of imported and domestically produced saffron, Afghanistan, 2010
Saffron production facts:
Average cost/kg: US$ 245 (APPRO)a
Average yearly yield: 2 kg dried saffron/jerib (APPRO)
Saffron produced
Saffron imported from
Saffron imported from
domestically,
Iran
India
Herat
(packaged)
(packaged)
Producers
Cost
245
Selling price
1,700–2000
Local middlemen and traders
Buying price
1,700–2,000
Selling price
2,000–3,000
Processors and associations (packaged)b
Buying price
2,000–3,000
Selling price
3,500–5,000
Retailers
Buying price
3,500–5,000
2,000
1,200
Selling price
4,000–7,000
3,000
1,500
Exporters
Buying price
3,500–5,000
Selling price
6,000–15,000
Source: Prices checked and verified by M. Hashim Aslami, Natural Resource Management Specialist, DACAAR, July 2010.
Note: Amounts are per kilogram; prices in US$ (US$ 1 = Af 44); 1 jerib = approximately 0.49 acres (2,000 m2); 1 ser = 7 kg.
a APPRO is the Afghan Public Policy Research Organization.
b DACAAR (undated) reported that in 2008 1 kg of saffron sold at US$ 2,800 at the producer level, at US$ 3,000–5,000 in the
local (Herat) markets, and at US$ 6,000–8,000 for export to the EU and USA.
Figure A3.2: Value chain: Saffron
$12,000
$10,000
$8,000
Buying cost/price
$6,000
Selling price
$4,000
$2,000
$0
Pro
du
rs
ce
Lo
idd
lm
ca
en
lem
c
Pro
or
ess
s
le
tai
Re
rs
p
Ex
Source: MEDA.
76
ort
er s
A3.3
Overall Constraints in the Saffron Value Chain
19.
The Afghan saffron industry is small but growing rapidly, with substantial inputs from
NGOs and donor agencies, including in-kind input supply, social mobilization, extension
services, and support for post-harvest handling and marketing. A key difference between the
saffron value chain and the others under study is that saffron can be transported in a small can or
tin, unlike fresh grapes, raisins, and almonds, which make a large load to sell in a nearby market.
As a result, the key constraints in the saffron value chain differ slightly from those in the other
value chains: Transport is less of an issue than limited access to high-quality inputs, particularly
bulbs, and the lack of formal export support, including certification to facilitate access to highend international markets. The constraints tree (figure A3.3) highlights some of the other
challenges that Afghan value chain actors face in producing and selling higher volumes of
saffron in the export market. Women-specific challenges are highlighted in yellow.
20.
Limited Access to High-quality Inputs and Supplies. As in the other value chains
studied, high-quality inputs for saffron production are hard to obtain, especially bulbs adapted to
Afghan growing conditions. The rising price of bulbs is another issue; prices rose by 25 percent
between 2007 and 2009. The price increases seem to be driven by increasing interest and demand
from farmers and distributing agencies. Local farmers sell bulbs of better quality at a price 25–30
percent higher than the price of bulbs from Iran, and the increasing demand does not seem to be
met locally. The absence of regulation and quality control for bulbs smuggled from Iran means
that farmers who purchase those bulbs may be unaware of their quality and putting their initial
investment at risk.
21.
Lack of Appropriate Financing Services. At the current price for bulbs, the initial
investment in saffron cultivation, if farmers adopt the ideal planting density, is substantial at an
estimated US$ 1,500 per jerib. Farmers would, thus, be bound to a large loan to start producing
saffron, with interest accumulating at 25 percent per year, while saffron would not be profitable
until the second or third year of cultivation. A few MFIs are piloting agricultural loans in
Afghanistan, introducing two- and three-month grace periods to permit farmers to repay loans at
harvest time, but saffron takes eight months from planting to maturity, harvesting, and
processing, and an additional year to become profitable. A saffron-specific loan would have to be
developed to allow farmers to repay the loan in smaller installments after the first harvest (8
months after taking the loan) and in a larger installment after the second harvest (20 months after
taking the loan). A saffron loan package would also have to comply with sharia. Producers’
access to microfinance is also an issue, because saffron-growing districts such as Pashtoon
Zarghoon and Ghoryan are not considered safe for MFIs to function.
22.
Access to Extension Services. As saffron is a relatively new crop for Afghanistan,
farmers need extension services, including information on assessing the quality of bulbs and
other specific skills such as bed preparation, row spacing, the timing of irrigation, and the correct
composition and quantity of fertilizer to apply. Not all NGOs or aid agencies provide such
services to farmers when they distribute bulbs. Extension workers with specific training in
saffron production are lacking.
77
Figure A3.3: Constraints tree: Saffron
Low volumes of high-quality product for export markets
Poor production yields
Lack of
awareness of
modern
production
techniques
Lack of access to
good-quality inputs,
such as bulbs, and
technologies
Limited availability
of extension and
training support
Lack of local input
and technology
suppliers to rural
areas
Root
causes
Lack of horizontal linkages
(no aggregation of produce)
Post-conflict /
security
Few active,
well-functional
farmer groups
for marketing
Limited
lab
facilities
for
quality
control,
testing
and
research
Poor knowledge /
lack of training
support
Lack of
appropriate
financing
services (MFI
loans, financing
mechanisms) to
purchase, e.g.,
electronic
dryers and
packaging
machineries
War-ravaged
farms
Poor quality control
Limited
delivery to
markets
Limited /
expensive
transportation
means
Little
sorting or
grading
activities
Lack of access to formal regional
and global trade networks
Farmers sun-dry
the saffron
instead of electric
drying
Lack of access to
market information
such as pricing and
consumer preferences
Basic packaging
with no labeling
for differentiation
or brand
Lack of market
linkages to farmers
Rural farmers do not
all have regular
access to
traders/middlemen
Weak infrastructure and
weak organization of
community for economic
development
Lack of trade infrastructure
Limited access
to registration
and certification
processes
Lack of laws on
land ownership
rights, particularly
for women
Source: MEDA.
Note: Constraints that significantly limit women’s involvement in higher levels of the value chain are highlighted in yellow.
78
Lack of
market
linkages to
value chain
actors
Lack of local
input and
technology
suppliers
Lack of appropriate financing services
(MFI loans, financing mechanisms) to
purchase e.g. electric dryers, packaging
machinery
Lack of appropriate financing
services (MFI loans, financing
mechanisms)
Segregation of
women
Trade
associations
have weak
links to
markets
Limited /
expensive
transportation
means
Innumeracy
and illiteracy
Lack of
enforcement
of trade rules
Competition
from imports
23.
Poor Quality Control and Post-harvest Handling. Producers as well as processing and
exporting companies undertake post-harvest activities, which include separating stigmas from
flowers, drying the stigmas, and packing saffron. Farmers are not always aware that stigmas
must be detached from styles or dried by electric dryers for higher quality.74 Nor is there wide
awareness that saffron must be stored in a tightly sealed jar or tin to maintain its flavor and
aroma and permit the product to be sold in the off-season.
24.
Limited and Expensive Access to Markets from Rural Areas. Although saffron is
easier to transport than grapes, raisins, and almonds, most farmers, middlemen, and village-level
traders still have few means of transporting it to the nearest market.
25.
Lack of Formal Export Support. Overall, actors in the value chain lack information on
the saffron market, including market dynamics and the pricing structure for saffron. Traders from
Iran, Pakistan, UAE, Europe, and the USA have displayed interest in Afghan saffron, and as
prices have soared in the last 10 years, they are likely to seek alternatives to Spain or Iran (for
example, one US trader indicated interest in sourcing Greek and Moroccan saffron). Because
Afghanistan would be a new point of origin for saffron entering the US market, product
certification would be required.
26.
Lack of Certification. None of Afghanistan’s 17 certification laboratories can function
properly owing to their poor facilities, equipment, and other infrastructure. Women’s
associations emphasized that they could not prove the quality of their saffron to traders and
suggested that certification would help them negotiate better prices. DACAAR established a
laboratory in Herat and trained technicians to measure and certify moisture content, flavor,
aroma, and intensity of color following grading standards used in Iran. The laboratory was
handed over to MAIL but no longer functions because it has not received budgetary resources.
27.
Production Yet to Reach Economies of Scale for Exports. Although processing
companies and exporters are establishing linkages with markets in Europe and the USA,
production must reach economies of scale before Afghan saffron can be established as a quality
brand. Between 2004 and 2009, saffron area increased substantially from 16 hectares to 310
hectares, and yields also rose from 3.8 kilograms per hectare to 4.8 kilograms per hectare.
DACAAR expects that once Afghan saffron production reaches 5,000 kilograms per year (it was
estimated at 1,500 kilograms in 2009), Afghanistan will attract buyers from high-end
international markets.
28.
Weak Research System. The International Center for Agricultural Research in the Dry
Areas and Washington State University undertook limited research on saffron production and
marketing in 2007 (Wyeth and Malik 2007), but more systematic research and development are
required to provide sound extension advice on saffron’s requirements in the climatic and other
conditions of Herat. The Agriculture Faculty at University of Herat and the Directorate of
74
Laboratory analysis indicates that this process improves flavor by almost 50 percent, aroma by about 40 percent,
and color by more than 70 percent. Flavor and color exceed the ISO Grade I standard if the product is processed
without styles (DACAAR undated).
79
Agriculture in Herat have research facilities to potentially further this agenda, but there is no
higher-level agricultural research institute in Afghanistan.
A3.4
Constraints and Opportunities for Women in the Saffron Value Chain
29.
Like their counterparts in the value chains for grapes, raisins, and almonds, women in the
saffron value chain are closely engaged in production and processing, both in rural and more
urban settings, but few or no women input suppliers or processing centers and traders operate in
the private sector. Women’s producer associations support women throughout the value chain,
however, by distributing bulbs, offering extension training, supporting post-harvest processing
with electric dryers, packaging saffron, and marketing saffron through international fairs.
30.
Constraints Specific to Women. In the grape, raisin, and almond value chains, the key
constraint on women’s movement up the value chains is the lack of women-to-women service
delivery. In the saffron value chain, women producer associations have provided a platform for
women-to-women learning, and one association is moving up in the value chain to pilot sales in
the Indian market. However, a major constraint observed by women in the associations is that
they do not own land and are given only a small plot to cultivate. The key constraints, including
broad subsector constraints that limit women’s further involvement in the value chain, are
summarized below.





Small plots. As described in Chapter 2, women rarely own land. Women saffron
producers generally receive small plots to plant the bulbs provided by agencies. As
saffron requires an initial investment of US$ 1,200 per jerib on bulbs and is not profitable
until the second or third year of cultivation, starting small reduces risks for families. In
accelerating production to reach economies of scale, however, women will need access to
larger plots.
Lack of appropriate financing services. The two producing districts are not served by
MFIs. Even if such institutions begin to operate, they have few women loan officers and
require collateral for loans—a requirement that most women cannot meet, given that men
usually hold title to land. Women saffron producers will have very limited or no access to
agricultural financial products without support from male family members.
Access to high-quality inputs. Few or no women supply inputs, making the lack of
access to high-quality inputs a significant issue for women producers. The women’s
association in Pashtoon Zaghoon has been cultivating saffron since 2006 and may have
some bulbs to sell to other women. Even so, there may not be enough, considering that
they farm a smaller area than the men.
Poor quality control and post-harvest handling. Women are substantially involved in
harvesting and post-harvest handling, yet not all women are aware of quality control
practices, especially women who do not participate in producer associations.
Limited access to transport. Women’s poor access to public transportation and need for
male escorts has a greater impact on saffron marketing by the women producer
association in Pashtun Zarghoon District, which is more conservative than the association
in Ghoryan.
80

Lack of formal export support. As women’s associations pilot efforts to market saffron
internationally, formal export support, such as certification facilities, will further their
access to high-end international markets.
31.
Figure A2.4 presents constraints specific to women in moving up in the saffron value
chain. Constraints vary with respect to the different positions in the chain, as discussed below. A
moderate barrier exists in moving from producer to association or processor, whereas a
significant barrier exists in moving from producer to middleman/trader or from
association/processor to exporter.
Figure A2.4: Gender constraints in the saffron subsector
Imports
Domestic Consumers
Export
Domestic Retailers
Post-Harvest/ Support Markets
Processing
(takes place
at various
levels)
Exporters
Packaging
Barriers/
Constraints for
Women
Saffron
Associations
Saffron Traders
(Stigmas)
Flower Traders
(saffron dyes)
Drying of
Stigmas
(mostly
electric),
Sorting,
Packaging
Significant
barriers
Moderate
barriers
Minor barriers
Women’s Level of
Involvement:
High
Medium
Low to None
Small Producers
Large Producers
NGOs, Donor
Agencies,
Agricultural
Ministries
Separating
stigma from
flower petals
for saffron
product or
dye product
(some solar
drying)
Extension
MFIs/
Banks
Traders
Afghan Bulb
Producers
Iranian Bulb
Producers
Other Input
Suppliers
Source: Adapted from Mayoux and Mackie (2009) and USAID (2010).
Note: The shaded (pink) area illustrates the most promising value chain. The barrier icons highlight constraints for women to move up the value
chain. The color of the icon indicates the degree of the barrier. Yellow = a minor barrier, orange = a moderate barrier, and red = a significant
barrier. Based on analysis of qualitative data, barriers were determined to be not applicable (for example, if women were not involved in a given
role, upgrading to the next level was deemed irrelevant); minor (affecting women slightly more than men, typically as a result of socio-cultural
norms); moderate (affecting women in the value chain much more than men, although some women have overcome the barriers); or significant
(affecting women in the value chain much more than men, and no woman has overcome the barrier to move up the value chain). Barriers are
indicated only for the most promising value chain (highlighted in pink) and for positions in which women are involved (with the green and purple
shading indicating women’s level of involvement).
32.
Opportunities for Women in the Saffron Value Chain. As the roles of saffron
producer associations for women demonstrate, it is important to scale up social mobilization to
reach more women producers. The development of a pool of women para-professionals could
facilitate social mobilization, input supply, extension services (for production, harvesting, and
81
post-harvest handling), access to credit, and market linkages. Investing in electric dryers for
women-owned and -operated processing centers at the village or cluster level would enhance the
quality of produce through women-to-women learning and would increase producers’ incomes.
DACAAR is piloting the key recommendations from this study through a project to develop the
saffron value chain with women producers (box 3.6 in the main report).





5.5
Women para-professionals. Women para-professionals operating as social mobilizers,
input suppliers, loan agents, extension advisors (in production, harvesting, and postharvesting issues), middleman, traders, and sales agents, would being about overall
improvements in production, harvesting, and post-harvest handling by women producers.
Mobilization of women producer associations. Women producer associations have
provided proven support in input distribution, production, training (in harvesting, postharvest handling, and quality control), and marketing. They could also invest in storage
facilities to enable off-season trade in saffron. In addressing key constraints such as the
lack of high-quality bulbs, the associations could establish a bulb bank and introduce a
fee to use the bank or dryers and sustain the associations.
Access to credit through women agents. Women farmers have shown interest in
obtaining credit, but the limited supply of agricultural loans designed specifically to
accommodate the growing season, along with social barriers (such as limits on interaction
and mobility), make access to credit a challenge. Through additional financial services
and the increased presence of female officers, women would be able to gain key financial
services, upgrade their methods, and improve their productivity.
Producer associations for women and men aggregated at the cluster or district level.
Experiences in South Asia with rural livelihoods development projects financed by the
World Bank indicate that economies of scale in production or asset creation are attained
by aggregating producers at the cluster level. Women living in households with men who
participate in saffron producer associations are also substantially involved in production,
harvesting, and post-harvest processing; the cluster organization would provide a
platform for extension to reach these women through women-to-women learning. The
cluster as a whole would work throughout the saffron value chain with assistance from
NGOs and para-professionals. The increased production of high-quality saffron would
attract traders, including international buyers.
Development of women-owned processing centers. Women in urban centers are
predominantly involved in post-harvest processing as wage labors. The investment in
women-owned and -managed processing centers can significantly influence women’s
positions within the value chain. By the same token, processing units owned and
managed by men’s saffron producer associations could be managed by women.
Conclusion: Inclusive Strategies to Reach Economies of Scale in the Saffron Value
Chain
33.
Saffron has considerable potential to emerge as a key export commodity for Afghanistan
with substantial support from NGOs and donor agencies. The two associations formed for
women producers in Herat Province have demonstrated their effectiveness as channels for NGOs
and donors to reach women in need of inputs, extension services, and marketing. Women in one
of the associations (based in a relatively less conservative district) are already moving up the
82
value chain to pilot sales in India. To reinforce these achievements and reach other women
producers, it is critical to develop women para-professionals who can facilitate women-towomen service provision, acting as social mobilizers, input suppliers, extension workers, village
traders, sales agents, and loan agents. The social mobilization of women producer associations is
also critical, because it will help to scale up women-to-women service delivery and help
producers attain the economies of scale that are vital to reach lucrative export markets. It is also
important to aggregate women’s and men’s producer associations at the cluster or district level to
facilitate women-to-women learning and engage women in households where men already
participate in saffron producer associations.
83
Annex 4
Meetings with Key Value Chain Participants
Note: MEDA interviews in pink; World Bank interviews in gray, APPRO interviews in white (saffron study).
Value chain player
identified/position
Focus group discussions
(FGDs) and key informant
interviews (associations)
Women farmers
CDC Head
FGD: Village facilitators –
Female (Parwan)
FGD: Female grape farmers
FGD: Male grape farmers
FGD: Male grape farmers
FGD: Male almond farmers
FGD: Female almond
farmers
Zaitoon
Ambros Dotzer, Head
Kristin Harms, Horticulture
Specialist
Gary Credo, Melvin Montes,
Vic Magallanes
Jawid Hamidzada
FGD: Lana Mo, Parinaz
Hissami, Zainab Wahidi,
Mahbooba Waizi, Mari
M. Hashim Aslami, Natural
Resource Management
Specialist
Melissa Albach, Global
Development Alliance
Manager
Dr. Arif Qaraeen, Director
Ms. Daria Musiienko, Grants
Adviser
Mr. M. Shah Rauf, Program
Industry
Producers
Organization
Date of meeting
Conducted by
Feb 2010
APPRO
May 15, 2010
May 15, 2010
May 16,2010
MEDA
MEDA
MEDA
Producers
Producers
Producers
Producers
Producers
Saffron Associations: Ghoryan Women
Saffron Association and Pashtoon
Zarghoon Women Saffron Association
Desabz Area, Kabul
Desabz Area, Kabul
Through the Garden Gate Project
(TTGG), various parts of Parwan
TTGG, Qakaran Village, Parwan
Qakaran Village, Parwan
Dashto Opyan Village, Parwan
Khulm District, Mazar
Khulm District, Mazar
May 20, 2010
May 31, 2010
May 31, 2010
June 17, 2010
June 17, 2010
MEDA
MEDA
MEDA
MEDA
MEDA
NGO
NGO
MEDA
HLP
May 23, 2010
June 9, 2010
MEDA
MEDA
NGO
WOCCU, Mazar Office
June 17, 2010
MEDA
NGO
May 26, 2010
and Aug 1, 2010
July 18, 2010
MEDA
NGO
Afghanistan Almond Industry
Development Organization
Various
NGO
DACAAR
July 28, 2010
MEDA
NGO
Mercy Corps
June 24, 2010
MEDA
NGO
NGO
DACAAR
DACAAR
Feb 2010
Feb 2010
WB
WB
NGO
DACAAR
Feb 2010
WB
Producers
Producers
Producers
84
MEDA
Other comments*
Value chain player
identified/position
Manager, Rural
Development
Ms. Sachitra Chitrakar,
Monitoring and Evaluation
Advisor
Mr. Abdul Aziz Naderi,
Program Manager
Ms. Catherine Sobrevega,
Country Manager
Baagey Khazana,
Industry
Organization
Date of meeting
Conducted by
NGO
DACAAR
Feb 2010
WB
NGO
SDO
Feb 2010
WB
NGO
MEDA Afghanistan
Feb 2010
WB
NGO
Feb 2010
WB
Sep 2009
APPRO
M. Hashim Aslami, Natural
Resource Manager
Abdul Razik Kayhaani
Mir Aqa Jamshidi,
agricultural worker
Bashir Nusrat, Agricultural
Engineer
Eng. Wahid Afzali, ADA
Officer
Eng. Ramin Nazarian,
Trainer
NGO
Women’s Vocational Training Center,
SEWA
DACAAR
NGO
NGO
DACAAR
CRS
Sep 2009
Sep 2009
APPRO
APPRO
NGO
SDO
Oct 2009
APPRO
NGO
CRS
Jan 2010
APPRO
NGO
DADS training services
Dec 2009
APPRO
Ms. Ghizaal Haress, Deputy
Executive Director
Mr. Ahmad Javaid Zeerak,
Head of Program
Mr. Ahmad Jawaid, Chief
Executive Officer.
Ministries
AREDP, MRRD
Feb 2010
WB
Ministries
AREDP, MRRD
Feb 2010
WB
Ministries
EPAA
Feb 2010
WB
Ms. Anila Aftab, Gender
Advisor
Mr. Morwais Niazi, General
Manager
Ms. Nabila Musleh, Gender
Mainstreaming Consultant
Ms. Cristy Ututalum,
Advisor
Bashir Ahmad Ahmadi,
Manager Research and
Ministries
MAIL
Feb 2010
WB
Ministries
Plant Quarantine Division, MAIL
Feb 2010
WB
Ministries
HLP, MAIL
Feb 2010
WB
Ministries
Ministry of Counter Narcotics
Feb 2010
WB
Ministries
MAIL, Herat
Sep 2009
APPRO
85
Other comments*
Value chain player
identified/position
Extension Department
Khamosh, Documentation
Officer
Khalil Amad Yarmand,
Executive Deputy Director
Nabi Jan, Admin Officer
Jailan Khan, Manager,
Exports Department
Tamim Kakar, Herat General
Manager
Anjuma Naemi, Director of
Economic Empowerment
Hadayatullah Hashimi
Project Director, AMIP
Industry
Organization
Date of meeting
Conducted by
Ministries
EPAA
Dec 2009
APPRO
Ministries
Heart Chamber of Commerce
Dec 2009
APPRO
Ministries
Ministries
AISA
ACCI – Herat
Jan 2010
Jan 2010
APPRO
APPRO
Ministries
ACCI – Herat
2010
APPRO
Ministries
MOWA
May 18, 2010
MEDA
Ministries
June 1, 2010
MEDA
June 15, 2010
MEDA
Kateb Shams
Director – Balkh Province
Abdul Rahim Nasry – NSDP
National Program
Coordinator
Engr. Mohd Omar Noori –
Sector Head and Curriculum
Development, Agriculture
Amina Wahab Zada
Ministries
Agriculture Market Infrastructure
Project (AMIL), ADB-funded
MAIL
MAIL
Ministries
NSDP
August 3, 2010
MEDA
Ministries
Attorney / Educator / Lawyer
August 3, 2010
MEDA
Ms. Mahbooba Waizi,
Regional and Country
Director
Mr. Atiqullah Nusrat, Chief
Operating Officer
Ms. Hossai Andar, Member
of Board
Private sector
AWBC
Feb 2010
WB
Private sector
ACCI
Feb 2010
WB
Private sector
Feb 2010
WB
Abdul Ghafar Ahmadzai,
General Manager
Qudratalla Rahmati, General
Manager
Najbulla Samim, Managing
Director
Maryam Sadat, Trade
Private sector
ACCI (also Board Member & Deputy
Chairman, Afghanistan Producers &
Exporters Association - APEA)
Afghan Safaran
September 2009
APPRO
Private sector
Afghan Red Gold
September 2009
APPRO
Private sector
MADRAC
Dec 2009
APPRO
Private sector
Afghan Women’s Business Federation
Dec 2009
APPRO
86
Other comments*
Value chain player
identified/position
Development, Manager
Maryam Sadat, Owner
Mirzaman Popal, Director of
Industries and Export
Abdul Hameed Khamosh,
Documentation Officer and
Andalib Mushtani, Project
Coordination / Reporting
Officer
S.A. Mustafa Hasheemi,
President of Admin
Dried Fruit/Nut Store
Dried Fruit/Nut Store and
Bakery
Arghawan Dawar, Office
Assistant and Roya Wasll,
Sales Manager
Mr. Al Haj Zabiulla Ehsan
Industry
Organization
Date of meeting
Conducted by
Other comments*
Private sector
Private sector
Afghan Pride Association
ACCI
May 15, 2010
May 17, 2010
MEDA
MEDA
Private sector
EPAA
May 16, 2010
MEDA
Private sector
May 18, 2010
and Aug 2, 2010
May 17, 2010
May 17, 2010
MEDA
Private sector
Private sector
Afghanistan Raisin, Fruit and
Vegetable, Export Promotion Agency
Retailer # 1 (Shar-e-Naw)
Retailer # 2 (Shar-e-Naw)
Private sector
Kabul Women Farm Store
May 18, 2010
MEDA
Private sector
Tak Dana, Dry and Fresh Fruit
Processing Company
DFC Foods
May 19, 2010
MEDA
Exporter
May 19, 2010
MEDA
Processor
National Organization for Women
(NOW)
Tobassom
May 20, 2010
MEDA
May 22, 2010
MEDA
Hadji Painda Mohammad and Sons
Company
Wholesaler (Dried Fruits)
Kabul Mandvi
Wholesaler (Dried Fruits)
Kabul Mandvi
Hadji Ebrahim Company
Wholesaler/Retailer/Processor
Trader/Processor/Exporter (Fresh
Fruits)- Kabul Mandvi
June 8, 2010
MEDA
June 7, 2010
MEDA
June 7, 2010
MEDA
June 7, 2010
MEDA
June 14, 2010
MEDA
Private sector
Kabul Mandvi
June 14, 2010
MEDA
Private sector
Kabul Mandvi
June 14, 2010
MEDA
Abdul Malik ―Mohmand‖,
President and CEO
Saleha Zareen, Vice
President
Mohammed Sheriff,
Chairman
Hadji Gull Ahmad, Head
Private sector
Mohamad Hashim
Private sector
Hadji Gula Jan
Private sector
Haji Badruddin and Hadji
Mohamand Yousef
Hadji Amir Jan, Head,
Nejabat Haiday Ltd., Fresh
Fruits Commission Agent
Jawad Aziz Zada Fresh Fruit
Company
Aaji Painda Mohammad
Atekal Company, Kabul
Private sector
Private sector
Private sector
Private sector
Private sector
87
MEDA
MEDA
Exporter/Wholesaler
(dried fruits and nuts)
Value chain player
identified/position
Ahmad Jawid
Head
Industry
Private sector
Organization
Date of meeting
Conducted by
Mazar-Balkh Dried Fruits Processing
Association –
Wholesaler/Processor/Exporter
Trader/Wholesaler/Processor
Nursery Owner
June 15, 2010
MEDA
June 16, 2010
June 16, 2010
MEDA
MEDA
MEDA
Engr. Hadji Naser
Abdul Ghani Sharap
Director, Baba-i-Degan Seed
Company
Ziauddidd
Private sector
Private sector
Private sector
Retailer, Gulbuddin Market,
Mazar
June 16, 2010
Mr. Crisitiano Congiu, Law
Enforcement Expert
Fazi Rabi, Business
Development Specialist
Habib Himat, Natural
Resource Manager
Donors
Embassy of Italy
Feb 2010
Donors
USAID/ASMED
Oct 2010
APPRO
Donors
FAO Herat
Dec 2009
APPRO
Mr. Dale Lampe, Director
Operations
Ms. Meagan Andrews,
Managing Director
Ms. Storai Sadat, Executive
Director
Dawood Ahmadi, Deputy
Branch Manager
Fazlul Huque, Country
Director
Ben Botha, CEO
Afghanistan
Tariq Khan Baluch, CEO
Afghanistan
Ghulam Ahmad Shams
Manager
Microfinance
Microfinance Investment Support
Facility for Afghanistan
Parwaz
Feb 2010
WB
Feb 2010
WB
Feb 2010
WB
Microfinance
Ariana Financial Services Joint Stock
Company
The First Micro Finance Bank
Oct 2009
APPRO
Microfinance
BRAC
Jan 2010
APPRO
Microfinance
FMFB
Jan 2010
APPRO
Microfinance
FINCA Afghanistan
Jan 2010
APPRO
Microfinance
Khulm Agriculture Islamic Investment
Finance and Cooperative (KAIIFC),
Mazar
June 17, 2010
MEDA
Abdul Rahim Omid, Dean
Education
Faculty of Ag, Heart University
Feb 2010
APPRO
Microfinance
Microfinance
88
Other comments*
Annex 5
Interview Data
Note: Research for the saffron value chain was performed by APPRO and unavailable for inclusion in this annex.
Input suppliers
Research questions
Products, end markets, and customers
- What type of products do you sell to grape/raisin and
almond farmers?
- What kind of fertilizers do you sell? Are you satisfied
with the quality?
- Do customers ever ask for specific kinds of fertilizer or
other inputs that you do not stock?
- Do you sell other types of agricultural products?
- How do you decide what to stock?
- What is your customer profile? Do you sell to women?
- Who is your competition?
Information from Kabul Women Farm Service Centre (KFWS),
Kabul
- Under the Afghanistan Farm Service Alliances (AFSA, a CNFA
project); private business owned by an Afghan man. They don’t
know if the owner will continue the business once the CNFA
subsidy is finished. Right now staff salaries are paid through the
AFSA project.
- Established in 2009, officially opened in April 2010.
- Store for women; sells inputs such as seed, fertilizer, irrigation,
agricultural machinery, (sold and rented).
- Grapes: sells trellises, pruning tools; farmers often ask for grape
input supplies.
-No one thus far has asked for almond inputs.
- Stock is based on customers’ needs.
- Women’s groups come from Kabul to purchase goods, but not
from too far away.
- Have 5 women employees.
*Services:
- Agricultural training according to needs (free): have one
agronomist that provides extension, will travel to farms to provide
training; 2 trainings have been conducted thus far in Kabul and
Parwan (vegetables, pesticide use).
- Consulting – solutions to problems.
- Also have demonstration plots/greenhouses.
Inputs
- Where do you get your stock?
- Where do you obtain your fertilizers?
- Are you satisfied with these suppliers?
- Are they produced locally or imported?
- Are you a farmer/processor/trader yourself?
- Think that they have no competition because there are no other
women-only input retailers.
- Will sometimes purchase small amounts of dried fruits from
women which they bring in to the center.
- Center will then sell the product in the showroom or take the
product to the market (future plans).
- Have about 125 women customers, some customers are
representatives of a group and will purchase for other women in
their village (sales-agent type of role). Some are leaders of 25member women’s groups.
- Purchase from wholesalers such as Helal, have contract which
includes transportation costs, pay cash/sometimes credit.
- Have a packaging machine and will soon start to repackage inputs
into smaller amounts based on demand.
89
Information from Baba-i-Dehgan Seed Company, Mazar
- They sell tree cuttings to grape and almond farmers. They don’t
sell any other inputs but give training to farmers on what fertilizers
to use and how to use them.
- They have a nursery of 50 jeribs (10 hectares) in Chintar District
of Mazar. They started the business 17 years ago with only 1 jerib.
They belong to the Nursery Association with 45 members.
- Depends on the order of farmers or projects. They sell directly to
farmers and also to projects in need of seedlings to give to farmers.
- Recently obtained orders from:
HLP: 200,000 grape seedlings.
HLP: 20,000 apricot seedlings.
HLP: 15,000 pomegranate seedlings.
IDEA NEW: 33,000 almond seedlings.
- For big contracts, agencies pay 75% and farmers have 25%
counterpart payment.
- They have 3 types of customers: agencies/organization,
middlemen, and farmers.
- They get the stocks from farmers. They asked farmers to produce
cuttings according to specifications and will buy at Af 5/seedling.
Will take care of the cuttings for a year and then sell them at Af 50
each.
- For almonds, just needs seed and grows out seedlings for 2 years
before they are sold.
Research questions
Technologies and techniques
- Do you provide technical information and instruction to
your customers?
- If so, where do you get this information?
- Are you part of a program or project that supports you
with free or subsidized supplies for you to sell? What
supplies? How does this work? Who is involved?
Distribution, pricing, and seasonality
- How do you market your products?
- Where are your shops located – rural and/or urban
areas?
- How do you determine pricing?
- What are some of the prices for some of your
equipment?
- How do you deal with product quality? Seasonal
issues?
- How do you transport products? Do sell directly to
farmers? Do you sell to women farmers?
Financing
- What types and how accessible is financing (formal,
informal, MFI, banking system) for your business?
- Do you buy supplies on credit or offer credit to your
customers, and what are the terms?
- How much does credit cost?
- Do you use other noncash forms of financing, such as
sale or return, bartering, in exchange for labor, and so
on?
- Where do you go to save money?
Cooperation level
-Are there any supplier associations that you source
from?
- What do they do, and how are they structured? Do you
buy from any women’s associations?
- Are there any input supplier associations that you are a
part of?
Constraints and opportunities
- What constraints and opportunities do you see in the
raisin and almond value chains?
- Do you have problems meeting customers’ requests?
- Have you noticed any trends or changes in farmers’
requests?
- What are the major problems for the growth of your
business?
- Do you see growth in existing markets? In new
markets?
Information from Kabul Women Farm Service Centre (KFWS),
Kabul
- Provide machinery rental services (for example, tractors).
- Planning to provide women with a packaging service for dried
fruits.
- They also have greenhouse in the store for demonstration.
Information from Baba-i-Dehgan Seed Company, Mazar
- Yes, they provide technical information and instructions to
customers. Information comes from their own knowledge and from
trainings attended. (Mr.Sharaf is an agriculture graduate and an
agriculturist by profession.)
- HLP and USAID financed Incentives Driving Economic
Alternatives in North, East and West (IDEA-NEW) are buying
cuttings from them, but they are not supported or subsidized. They
give cuttings on credit at times and are paid after 2-3 months.
- Have ads and brochures.
- Only one shop in Kabul, exploring possibility of opening shop in
other safe provinces.
- Purchase their inputs at a fixed price; 10-15% profit margins
added.
- Have high sales in spring/summer (for example, sold 700 kg of
seed/month).
- Has a contract with a MAIL cooperative.
- Before used to advertise their products and many farmers
requested them. Now they no longer advertise because farmers
know them already. They are dependent on the needs of the
market. If they want to introduce new varieties of seeds, they need
to get certification from PHDP.
- Microfinance – women can buy seed on loan, pay back after
harvest.
- No interest.
- Need guarantee from well-known organizations, NGOs, AFSA,
MAIL, and so on.
- 20 women have loans thus far.
- They did not apply for any loan but they usually give credit to
farmers or projects. They also provide advance payments to
farmers who will supply them with cuttings. They also pay agents of
middlemen in advance. However, most of the time, they do
business in cash.
- Planning to provide a referral service to connect fruit farmers to
juicer (for example).
- Will build contracts and relationships based on needs.
- Belong to an association of 7 Farmer Service Centers (all part of
AFSA); determine needs of each center and provide training as
necessary.
- The company is a member of the Association of Nursery Growers,
where they have 45 active members. They have a board of
directors and operate just like a local NGO. They pay a
membership fee of Af 300/yr. Also belong to Improved Seeds
Association, paying an annual fee of US$ 750/yr for information on
improved seed and new technologies.
Challenges:
- Need more shops in other provinces.
- Marketing.
- Transportation constraints for women travelling from far to
purchase from their shop.
- Most in demand: Vegetable seed.
Constraints:
- Lack of access to modern machinery, unlike neighboring
countries that all automate production.
- Lack of technical skill in transferring seed during winter so they
will not incur too many losses.
- Lack of storage for their tree seedlings.
Opportunities:
-Afghanistan weather is suitable for fruit production.
- Cheap labor.
- Availability of professionals who can help in the business.
- Farmers’ willingness to learn new technologies.
- Quality of fresh and dried fruits is best, compared to other
90
Research questions
Information from Kabul Women Farm Service Centre (KFWS),
Kabul
Information from Baba-i-Dehgan Seed Company, Mazar
countries.
Gender
- How many women are involved in input supply
businesses?
- Is there potential for women to be input suppliers,
traders, retailers? What are the main barriers and
opportunities?
- Women are already involved in production/processing; that is the
area with the most potential.
- Women cannot be traders/retailers/exporters due to culture.
No-one among nursery growers is female.
Right now, women weed, but recently a group of women wanted to
know about grafting so they could also be connected with his
business.
Producers – Key Informant Interviews
Research questions
Products, end markets, and customers
Do you grow grapes, raisins, or almonds for sale?
How long have you been growing almonds or grapes or
drying grapes?
How did you begin growing grapes/almonds? Did anyone
or any organization assist you in this activity?
What type of almonds/grapes/raisins do you produce?
Do you know what type of grapes/raisins/almonds are
most in demand in the market?
What are your other sources of income?
Who do you sell your grapes/raisins/almonds to?
Does anyone assist you in selling? If yes, who?
Do traders bring their own labor to harvest or do they buy
grapes already harvested?
Do traders travel to your village to purchase products?
How many traders come to your village? Are there
women traders?
Do the farmers organize themselves for transport to bring
products to market?
Do you travel to the market to sell your products? If so,
does anyone accompany you? Who?
Do you have transportation to travel to market? What is
the cost?
Do you sell to the same customer, or do you look for new
customers as well?
Inputs
How much land do you have for farming?
On what size area do you grow your grapes/almonds?
Who owns this land? Is the ownership under your
father/husband?
If you are a widow, who owns the land that you farm?
How many ser of grapes, raisins, or almonds do you
Woman producer
Desabz – Kabul
- Widow farmer.
- Grows grapes, produces raisins.
- Sells to middleman who will bring her fertilizer in exchange for
raisins. For 7 kg of fertilizer she has to provide him with 1 kg of
raisins. Usually compares fertilizer price with the prices of raisins on
the market, and then takes equivalent in raisins.
- The middleman is a man and her relative, so she deals directly
with him.
- There are several middlemen in the village.
- Land used to belong to her husband, now it is hers.
- Has 1 jerib with 200 grapevines.
91
CDC Head
Desabz – Kabul
- Works with 52 CDCs in this area and is head of this group.
- 52 villages = more than 98,000 families.
- 80% of the farmers produce grapes, some produce wheat also.
- Approximately 20% sold as fresh grapes, remainder converted to
raisins.
- Traders come in to the village; some have links to markets in
Moscow.
- Pricing info – all depends on the middlemen and what they offer.
- Most farmers use traditional method of drying grapes on the floor,
which produces low-quality raisins and farmers earn low profits.
- The trader that has links to Moscow has also brought in medicine,
which decreases the drying time for raisins and produces good
results.
- He was asking us if we knew of any methods using sulfur for
improving the color and drying raisins instead of using the mixture
Research questions
produce on one jerib of land (on average)?
Which inputs do you use (seed, fertilizer, irrigation
equipment, drying equipment, packaging)?
Where do you obtain your inputs?
Are the suppliers located close to your village or in the
nearest town?
If the suppliers are in town, do you travel there on your
own or are you accompanied? By whom?
Do the suppliers travel to your village? Who interacts with
the supplier and purchases inputs in your family (you or
the men or both)?
How do you pay for these inputs? Do the suppliers
provide credit?
Do you receive training when you purchase inputs?
Family structure and income sources
How many people live in your home?
How many are men? How many are women?
How many members are involved in farming? How many
are involved in grape/almond farming?
What are the sources of income in your home?
Technologies and techniques
Have you ever received training in growing almonds or
growing/drying grapes? If yes, from whom? Did you pay
for the course? How long was the training?
Describe your method for harvesting grapes / almonds.
Do you perform any processing of fresh grapes, such as
cleaning?
How do you store your fresh grapes prior to selling?
Describe method for drying grapes.
Do you clean your raisins prior to selling? Do you remove
stems or perform any other processing?
Do you package your raisins?
Describe your method for processing almonds. Do you
break the shells? How do you store prior to selling?
Which activities are handled by the women and which are
handled by the men?
Would you be willing to try other methods for drying
grapes?
Do you have any storage facilities?
Do you have enough water? Do you use any irrigation? If
so, using what equipment?
Distribution, pricing, and seasonality
Who in your family sets the price of the almonds or
grapes/raisins? Is more than one person involved? If so
how is the decision taken?
Are you aware of market prices? If so, how do you get
this information?
Does the demand for almonds and grapes/raisins vary, or
is it constant throughout the year?
Do the prices vary? What price do the traders offer you?
Woman producer
Desabz – Kabul
- Has 2 daughters, 7 grandchildren, and 1 adopted son
- Dries grapes on roof with no mat
- Sells excess raisins to middleman.
- 1 boojee (sack) for Af 14,000.
- The middleman then sells to the mandvi.
- She recently harvested 7 boojees, and her net profit was only Af
5,000.
- Does not clean raisins, and the middleman has never asked for
raisins.
- More profitable to make raisins than sell fresh grapes.
- If she needs quick cash, then she will try to sell fresh grapes.
92
CDC Head
Desabz – Kabul
that the trader recommends.
Research questions
Woman producer
Desabz – Kabul
CDC Head
Desabz – Kabul
Do you obtain better prices at the farm gate or in town?
What earns higher profit, table grapes or raisins?
Do you ever save any of your income? If so, what do you
use your savings for?
Financing and government assistance
How do you pay for inputs/technologies and other items
required for grape farming, raisin production, or almond
production?
What types of financing are available and how accessible
is financing (formal, informal, microfinance loans, and so
on)?
Have you ever taken a loan? If so, who controls the loan
(who decides what it’s used for and repayment) in your
family?
Do your buyers ever offer you, or the men, credit? What
are the terms?
Does the government provide any training or extension?
If so, is it accessible to both women and men?
Cooperation level
Do you belong to a grape/almond group or organization?
If so, how do they assist/help you? Do they provide
training? Do you pay a membership fee?
If no, do you think joining an association would have any
benefits?
What is the association, what is its mandate, and so on?
Does the association have collection or processing
services?
Do you find it beneficial to be part of this group?
Is the association open to both men and women? What is
the spread (approximately)?
How else do the farmers cooperate?
Constraints and opportunities
What are the main barriers and opportunities in growing
almonds or grapes/raisins?
Do men and women face similar problems in production?
If not, why do you think that is?
How do you think these problems could be solved?
Do you think you could sell more products to your current
customers? If so, how?
Do your customers provide you with information on how
to improve your products?
Does the government or other international organizations
help you with your production/marketing?
Could women take on additional activities in the value
chain that they are not performing already? If yes, what?
If no, why not?
Have you or other women tried to take on more
activities? What was your experience?
Constraints:
- Equipment for drying/packaging.
- Not enough access to water.
93
- Farmers have poor access to markets, cannot easily travel to
Kabul markets.
- Farmers do not have access to cold storage – Iran and Pakistan
are selling processed/packaged juice products which they produce
from grapes that were originally sourced in Afghanistan.
Research questions
Woman producer
Desabz – Kabul
CDC Head
Desabz – Kabul
What activities do you think could help you be more
profitable?
What obstacles do you face in acquiring new customers?
What activities do you need assistance in to help improve
your incomes?
Gender
How many farmers live in your area?
Are there any women almond/grape/raisin traders?
Would any of you be interested in taking that role?
Who determines farming activities, purchasing decisions,
how to spend income, and so on?
Do you feel comfortable voicing your opinions?
Men:
- Perform hard labor.
- Prepare the land.
- Plant.
- Water.
- Apply fertilizer.
- Transfer grapes to drying areas.
- Marketing/dealing with traders.
Women:
- Pruning.
- Weeding.
- Harvesting.
- Preparing food for harvesters.
- In charge of drying process for raisins.
- Women do keep aside some raisins for their own use to buy
clothes and so on.
Producers – Focus group discussions
Research questions
Products, end markets, and customers
Do you grow grapes/almonds for sale? Do
you produce raisins?
How long have you been growing almonds
or grapes and/or drying grapes?
How did you begin growing
almonds/grapes? Did anyone or any
organization assist in this?
What type of almonds/grapes/raisins do you
produce?
Do you know what type of
grapes/raisins/almonds are most in demand
in the market?
What are your other sources of income?
To whom do you sell your
almonds/grapes/raisins?
Does anyone assist you in selling? If yes,
who?
Do the traders bring their own labor to
harvest or do they buy already harvested
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
- All produce grapes and raisins for sale;
learned practices in childhood; family has been
growing for decades.
- Grapes of lower quality: 20% fresh, 80% dried.
- Grapes of improved quality: Keep/sell up to
80% fresh.
- Always have received assistance from
government; last year one cooperative helped
them in training and equipment.
- No storage to produce better raisins.
- Sell to trader/middlemen that work on
commission and have contracts with
wholesalers.
- Middlemen collect supply from the village, pay
for own transport.
- 1 village facilitator (VF) sold to a cooperative
this year (Bagram Fruit Company) that provided
her with mats for drying, and she received a
higher price for her cleaner raisins; also paid
extra for sorting/cleaning (Af 150/ser market
- All grow grapes.
- Growing grapes for many generations;
produce raisins.
- Learn from families.
- Life of orchard: 20–30 years.
- Traders come to the village, collect grapes and
raisins.
- No regular traders or contracts.
- Purchase both fresh and dried; high-quality
grapes sold fresh and lower quality sold as
raisins.
- Usually if farmer cannot sell the whole garden,
they will convert to raisins.
- Husbands sell to traders; women will often
advise their husbands regarding pricing and so
forth, and men do take their opinions into
account.
- There are no female traders; they all though it
was the business of men.
**4 widows deal directly with traders (but
94
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
- Producing almonds for sale.
- Producing almonds is a practice inherited from
their fathers and ancestors. It has been their
family business for many long years.
- They grow almonds based on the local
system. There is no assistance from any
agencies, so far.
- Saterbayee and Ghamberbayee demand high
price from traders.
- To the traders in the market. Mostly their
husbands and young sons sell the almonds to
the shops in the Khulm Market. Sometimes the
women also bring them to the market for selling.
- No, they don’t bring their own labor. They
already buy harvested products.
- Usually they bring the products to the market
where they meet different traders. There are
times that traders also come to their village to
buy their almonds. Their husbands deal with the
traders. However, widows are allowed to deal
Research questions
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
grapes?
Do traders travel to your village to purchase
products? How many traders come to your
village? Are there women traders?
Do the farmers organize themselves for
transport to bring product to market?
Do you travel to the market to sell your
products? If so, does anyone accompany
you? Who?
Do you have transportation to travel to the
market? What is the cost?
Do you sell to the same customer, or do you
look for new customers as well?
price: Af 300/ser coop price).
- 1 VF: A person bought the garden at harvest
and harvested himself, got advance, paid the
future market price in 5 months’ time.
- Men make decisions on price, usually depends
on trader; no one travels to market.
- Normally trader profits (sells at higher price),
but sometimes trader loses money too if cannot
sell.
- No women traders, there may be opportunity
but traditionally men do this. If the traders were
women, these VFs would be happy to sell
directly.
through the back door) because their sons don’t
like them selling directly to the trader.
Last year:
- Too much rain, low-quality harvest.
- Dried all to make raisins, some families had
up to 700 kg of raisins; most of the stock is
still sitting in their homes because they could
not sell it.
Inputs
How much land do you have for farming?
On what size area do you grow your
grapes/almonds?
Who owns this land? Is the ownership under
your father/husband?
If you are a widow, who owns the land that
you farm?
How many ser of grapes, raisins, or almonds
do you produce on one jerib (on average)?
Which inputs do you use (seed, fertilizer,
irrigation equipment, drying equipment,
packaging)?
Where do you obtain your inputs?
Are the suppliers located close to your
village or in the nearest town?
If the suppliers are in town, do you travel
there on your own or are you accompanied?
By whom?
Do the suppliers travel to your village? Who
interacts with the supplier and purchases
inputs in your family (you or the men or
both)?
How do you pay for these inputs? Do the
suppliers provide credit?
Are you satisfied with the quality of these
suppliers? Have you ever complained to the
suppliers?
Do the inputs come packaged in the right
quantity?
Do you receive training when you purchase
inputs?
- Inputs purchased from nearest town
(Charikar), some suppliers in village.
- Only men purchase inputs.
- Have no irrigation equipment.
- Dry on roof.
- Buy inputs using cash, savings from last year’s
harvest.
- Men know how to buy good quality from
experience.
- Supplier provides no training.
- Many input suppliers in Charikar, have to
travel there to purchase.
- Buy on cash basis.
- Only one widow said she will travel herself
because she needs her inputs and she does not
care what anyone else thinks about her.
95
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
with them directly. They don’t know how many
traders but there are many and they did not
know any women trader in Khulm.
- Usually, they ask their neighbors so they can
share in the transportation costs.
- They are selling their almonds to Khulm
Market retailers as well; sometimes family
members help them. Usually, if they need
something from the market, they bring and sell
their almonds, but most of the time, the
husbands and young sons bring them.
- There is transport, which cost Af 10–20.
- They sell their almonds to any traders who
have the highest price.
- From 1–6 jeribs. Mostly all farmers own 1 jerib
of land for almonds and other fruit.
- The husbands own the land.
- It depends on the family of the husband either
to give it to the wife or to her sons.
- They use animal manure and sometimes
purchase fertilizer from the market. They also
buy medicine and use local system of fertilizing
and sun drying. They don’t package the
produce.
- They buy their inputs from Khulm Market and
other nearby shops in the villages. They travel
to the market if there is a need; otherwise their
husbands travel and provide the inputs.
- Yes, sometimes suppliers come to the villages
and the men deal with them. If the men are not
in their homes, women deal with them but in the
back door.
- For input supplies, they pay in cash. Suppliers
do not offer credit.
- Not always satisfied, since the quality of inputs
is not good. We complained several times, but
they are not giving us good-quality inputs.
- They don’t know about the exact required
quantity.
- They purchase according to needs. The
supplies are usually packed in small quantities
so they can buy them. The suppliers repacked
them so farmers like them can buy them.
Research questions
Family structure and income sources
How many people live in your home?
How many are men? How many are:
women?
How many members are involved in
farming? How many are involved in
almond/grape farming?
What are the sources of income in your
home?
Does your family own the land? Is the
ownership under your father/husband?
Technologies and techniques
How did you learn about growing
almonds/grapes?
Have you ever received training in growing
almonds or growing and drying grapes? If
yes, from whom?
Did you pay for the course? How long was
the training?
Describe your method for harvesting
grapes/almonds.
Do you perform any processing, such as
cleaning of fresh grapes?
How do you store your fresh grapes prior to
selling?
How did you learn about drying grapes?
How do you dry grapes? Describe method.
Do you clean your raisins prior to selling? Do
you remove stems or perform any other
processing?
Do you package your raisins? If yes, how?
Which activities are handled by the women
and which are handled by the men?
Would you be willing to try other methods for
drying grapes?
Describe your method for processing
almonds. Do you break the shells? How do
you store prior to selling?
Do you have any storage facilities?
Do you have enough water? Do you use any
irrigation? If so, using what equipment?
Distribution, pricing, and seasonality
Who in your family sets the price of the
almonds or grapes/raisins? Is more than one
person involved? If so, how is the decision
taken?
Are you aware of market prices? If so, how
do you get this information?
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
- All family members involved in grape farming
and raisin production.
- Ownership usually under men; for each VF:
1. 3 gardens, 950 vines, lease garden.
2. I garden, 600 vines, land shared with
father-in-law.
3. 300 vines, father owns land.
4. 700 trees, father owns land.
5. 300 trees, family-owned land.
6. 100 trees, husband owns land.
7. 450 trees, husband owns land.
8. 1,000 trees, father owns land.
- Last year, one woman received training from
the coop (Bagram Fruit Company):
Powder/water to dip grapes into then dry (gives
better results); usually men receive training and
pass it to women; they have distributed
handbooks.
- Women prefer direct training.
- All women have between 6–8 children.
- 4 widows in group.
- Husbands own the land.
- Widows: Family owns the land (women and
children).
- Women usually have no documentation for
land in their name.
- 1 widow: Her father-in-law wrote a note saying
that the land now belongs to her and her
children, and no-one else in the family bothers
her about land.
Traditional drying method:
1. Bunches placed uncovered on bare roof.
2. Best-quality grapes separated from lower
quality by hand.
3. No packaging, sold to trader.
- No storage, store in corner of room.
- Grapes stored in underground facility in TTGG
fetch better price: Af 350/ser.
- Used to have drying rooms, better quality
raisins, but now costly to build, cost of
equipment and suppliers is a challenge.
- There is no stability in prices for both fresh and
dried.
- Usually raisins are more profitable.
96
- Drying usually performed on roof; bunches are
dried; have no mats.
- Since they have too many grapes, not feasible
to purchase cloth or other material themselves
to use as matting.
- Processing: Separate stem from raisins, place
in bag and sell; each bag holds 12 ser
Men’s roles: Growing/planting, pruning, bagging
of harvest, and carrying to house/roof.
Women’s roles: Harvesting, transfer of grapes
to roof, drying.
- Have never received training in drying;
improving the process on their own. Did
experiment and saw that if they hang their
grapes and dry with the sun they get better
quality raisins than drying on the mat, but it’s not
always possible to hang grapes if they don’t
have the space and resources. Often volumes
of grapes are too high.
- They have no storage but have big separate
rooms for drying.
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
- On average, 11-12 people. More than 50% are
women.
- All family members working on almond
production to harvest.
- Their sources of income are almonds,
pomegranates, livestock and poultry production,
tailoring, embroidery, and other activities.
- Land is property of all family members,
inheritance from fathers.
- No training received so far.
- After harvest they remove the outer shell, then
dry in the sun and bring to the market. Outer
shells are used as animal feed.
- From families and neighbors.
- They wanted to remove the inner shell so they
can get a better price, but they do not. They lack
equipment and when they try to shell the
almonds the nut cracks (resulting in losses).
- They don’t know about any packaging. They
just use sacks and bring them to the market.
- The buying of seedlings, planting, irrigation,
and grafting are men's duties. Assistance in
weeding, applying pesticides, cleaning, sorting,
grading, and shelling are done by women.
Taking the produce to market is done by men.
- After they remove the outer shells and sun-dry
almonds, they store them in one of the rooms of
the house. They sell them when prices are high
and if they need money. If they don’t need
money, they just keep their almonds.
- There are no storages facilities.
- They have not got enough water. They don’t
know about any other system of irrigation; they
have no access to any equipment for irrigation.
- They first ask around for the prices of almonds
and then decide to whom they will sell them.
They usually go for those with the highest
prices.
- Through their own market research, they get
the suitable prices for each variety of almonds.
- They think the demand for almond is
Research questions
Does the demand for almonds and
grapes/raisins vary, or is it constant
throughout the year?
Do the prices vary? What price do the
traders offer you?
Do you obtain better prices at the farm gate
or in town?
What earns higher profit, table grapes or
raisins?
Do you ever save any of your income? If so,
what do you use your savings for?
Financing and government assistance
How do you pay for inputs, technologies,
and other items required for grape, almond,
and raisin production?
What types of financing are available, and
how accessible is financing (formal, informal,
microfinance loans, and so on)?
Have you ever taken a loan? If so, who
controls the loan (what it’s used for and
repayment) in your family?
Do your buyers ever offer you or the men
credit? What are the terms?
Does the government provide any training or
extension?
If so, is it accessible to both women and
men?
Cooperation level
Do you belong to an almond/grape group or
organization?
If so, how do they assist you? Do they
provide training? Do you pay a membership
fee?
If no, do you think joining an association
would have any benefits?
What is the association, what is its mandate,
and so forth?
Does the association have collection or
processing services?
Do you find it beneficial to be part of this
group?
Is the association open to both men and
women? What is the spread
(approximately)?
How else do farmers cooperate?
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
- Cash from savings from last year.
- MAIL has assisted some of them: They
received seed, cuttings, and trellises for free;
fertilizer and improved seeds at a 50% subsidy;
MAIL provided handbooks and training.
- Only men interact with the MAIL extensionists;
men then train their families.
- Women expressed interest in receiving direct
training, which they think is better.
- MAIL provides training to men only; they had
stopped activities due to instability but now the
training is being offered again. Men train the
women in their families.
- Have also provided cuttings, fertilizer this year.
- 1 family received a trellis from MAIL this year.
- No female extension agents.
- Belong to TTGG project, group of VFs.
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
increasing, especially demand for high-quality
almonds like Satarbayee and Ghamberbayee.
- They get better prices at the town markets.
- The almond is more profitable than other fruit
and other business.
- They sometimes save the money they earn
and use it for other family needs. They are poor
people, and the size of their land is not big
enough to produce more.
- If they need more capital for their business,
they apply for credit to improve their business.
- They pay cash when they buy inputs and
equipment.
- They know the organization only through the
members who are receiving agricultural loans.
- All of them have applied for loans, which are
for 6 and 9 months. They start repayment after
harvesting fruit or gaining income from the
business plus 2% administrative costs. The
administrative cost is based on the remaining
loan balance.
-They did not receive any training from the
government and would like to have training to
improve their skills and knowledge.
- They are members of Khulm Agriculture
Islamic Investment Finance and Cooperative
(KAIIFC). They do not know any association for
men and women almond producers.
- They know that if you join the association, you
can get assistance in solving some of your
problems by sharing ideas, participating in
group work, and following some rules: ―When
we get the chance to discuss our problems, we
can be aware of others’ problems as well and
how they were able to solve them. We can also
make friends with other women, and we learn
from their experiences as well.‖
- They only received loans from the cooperative
and they were able to save some of their
money. They wanted more technical assistance
in processing, harvesting, and marketing.
- Their membership in KAIIFC is very beneficial
because they can access credit; That solves
their problems, since they can purchase input
supplies for their farming needs.
- The cooperative is open to men and women
97
Research questions
Constraints and opportunities
What are the main barriers and opportunities
in growing grapes/raisins?
Do men and women face similar problems
producing grapes/raisins? If not, why do you
think that is?
How do you think these problems could be
solved?
Do you think you could sell more products to
your current customers? If so, how?
Do your customers provide you with
information on how to improve your
products?
Does the government or other international
organizations help you with your
production/marketing?
Could women take on additional activities in
the value chain that they are not performing
already? If yes, what? If no, why not?
Have you or other women tried to take on
more activities? What was your experience?
What activities do you think could help you
be more profitable?
What obstacles do you face in acquiring new
customers? Have you approached foreign
buyers?
Have you ever received any complaints
about your products from customers?
What activities do you need assistance in to
help improve your incomes?
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
Challenges:
- Growing: Hard work; pests.
- Drying: Dust; rain; flies/birds/mice.
Challenges:
- Rain.
- Sometimes traders don’t come and raisins
rot.
Opportunities:
- Grape juice boiled and jarred for
consumption during winter for whole family.
- Raisins used in many recipes.
- Raisin prices and opportunities are
increasing in the market.
Support that they need:
- Fertilizer, pesticide at the right time.
- Growing: proper caring methods.
- Could be selling more, but quality is an
important factor.
- Women trying to take a bigger part in this
value chain by:
1. Encouraging husbands to place trellising
for grapes.
2. Pruning better.
3. Preventing pests.
4. Regular irrigation.
5. Improving transfer of harvest to home.
Current method of transporting on donkey
damages too many grapes.
6. Using better drying equipment.
7. Obtaining better price information.
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
and includes 1,700 members, of which 350 are
women. The cooperative provides information
about agriculture, which includes almonds.
Constraints:
- Shortage of water.
- Lack of access to modern technology.
- Lack information about best-quality inputs
which are not available in Khulm.
- Lack of extension training in horticulture.
- Lack of access to packing, cleaning, sorting,
and grading equipment.
- Lack of training in pest and disease
management.
- Men and women in this remote area always
face problems, but women face more than
men because of culture problems. They said
that ―women suffer twice in this country.‖
Opportunities:
- They said that they have capacity to
increase production if they have more land
and receive training in modern techniques.
- The traders should provide them marketing
information (for example, which varieties of
almond fetch good prices).
- No help from MAIL but some training from
HLP (only for a short period).
- Women can do grafting, packing, and
improve their marketing skills if they can
receive training to do so.
- For women to become traders, they will need
time to gain the skills and the acceptance of
the communities. At present, the people at
Khulm are not yet ready to see women in the
market.
- Women can do a lot of things if given training
and orientation. At present, they already
produce almonds, pomegranates, and other
fruit. They rear livestock, including milking
cows and managing poultry. They raise
children, cook, clean the home, and work on
the farm (assisting with the harvest as well).
These are all women’s contributions, which
are never counted.
- Both almond and livestock production are
more profitable businesses than other
98
Research questions
Gender
How many farmers live in your area?
Are there any women almond/grape/raisin
traders? Would any of you be interested in
taking that role?
Who determines which farming activities to
pursue, what to purchase, how to spend
income, and so on?
Do you feel comfortable voicing your
opinions?
Focus group discussion
7 women grape producers,
various villages in Parwan
Focus group discussion
10 women grape producers,
Qakaran Village, Parwan
Men’s roles:
Cutting, irrigation (growing); harvesting;
carrying trays of harvested produce; placing
and initial sorting on roof; packing into sacks;
carry sacks; marketing.
Women’s roles:
Pruning (growing); harvesting;
collecting/transferring harvest to trays;
separating fresh from dried grapes; sorting
out best quality raisins.
Focus group discussion
20 women almond producers,
Members of KAIIFC,
Khulm, Mazar
agricultural activities.
- Traders approach them for their almonds, so
they have no problem marketing them. They
have no opportunities to meet foreign buyers.
- No complaints received from traders since
our products are sweet, good quality, and
what the market demands.
-They need access to more water, technical
assistance, good quality inputs like fertilizers
and pesticides, new irrigation systems, and
market information outside of Khulm.
- In their area, 169 families reside but there are
no women traders among them. All are
interested in learning skills to run any kind of
business.
- Husbands, with consultation of women at
home.
- They feel very comfortable and enjoy raising
their voices and opinions.
- Women keep 1–7 ser (up to 40 kg) of the
raisin production for home, guests, gifts. Men
sell the remainder in the market (the women
receive the money from the men). They receive
up to Af 500/ser if produce is very clean.
- Men perform most activities (widows are an
exception).
- Men mostly make the decisions, but women
feel comfortable voicing their opinions. The men
often ask for women’s opinions. Men make
decisions based on market prices and demand
but often consider women’s opinions.
Producers – Focus group discussions (continued)
Research questions
Products, end markets, and customers
Do you grow grapes/almonds for sale? Do
you produce raisins?
How long have you been growing almonds
or grapes and/or drying grapes?
How did you begin growing
almonds/grapes? Did anyone or any
organization assist in this?
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
- All farmers produce grapes and raisins for sale.
- Knowledge of growing and drying grapes is a
legacy of their parents; they have pursued this
activity for as long as anyone can remember.
- Like their parents before them, they began
growing grapes as children.
- Yes, a government cooperative and an NGO
(Mercy Corps) helps in the following ways:
- All farmers produce grapes and raisins for
sale.
- Knowledge of growing and drying grapes is a
legacy of their parents; they have pursued this
activity for as long as anyone can remember.
- Like their parents before them, they began
growing grapes as children. Nobody helped
them; they just learned from their parents.
99
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
- They produce almonds for sale.
- They inherited their farms from their fathers
and grandfathers.
- No organization assisted them; they learned
almond production from their fathers and other
members of their family.
- Saterbayee and Gambarbayee almonds.
- Aside from almonds, we produce other fruit
Research questions
What type of almonds/grapes/raisins do you
produce?
Do you know what type of
grapes/raisins/almonds are most in demand
in the market?
What are your other sources of income?
To whom do you sell your
almonds/grapes/raisins?
Does anyone assist you in selling? If yes,
who?
Do the traders bring their own labor to
harvest or do they buy already harvested
grapes?
Do traders travel to your village to purchase
products? How many traders come to your
village? Are there women traders?
Do the farmers organize themselves for
transport to bring product to market?
Do you travel to the market to sell your
products? If so, does anyone accompany
you? Who?
Do you have transportation to travel to the
market? What is the cost?
Do you sell to the same customer, or do you
look for new customers as well?
Inputs
How much land do you have for farming?
On what size area do you grow your
grapes/almonds?
Who owns this land? Is the ownership under
your father/husband?
If you are a widow, who owns the land that
you farm?
How many ser of grapes, raisins, or almonds
do you produce on one jerib (on average)?
Which inputs do you use (seed, fertilizer,
irrigation equipment, drying equipment,
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
providing training in grape and raisin production
and processing that includes methods for
planting orchards, pruning vines, harvesting
grapes, drying grapes to make raisins, and
generally caring for orchards (for example,
methods of dealing with infestations of aphids
and other pests).
- The NGO purchased 40 t of raisins this year
and will purchase about 100 t next year. The
NGO sent the raisins to the USA last year. They
plan to buy grapes this year, too, and will send
them to the UK and Dubai.
- They provided sprayers to 25 farmers already
registered with Mercy Corps and also provided
mats to farmers.
- Farmers sell their grapes and raisins to the
NGO at a price higher than the current market
price (market price for raisins was Af 200 for 7
kg; NGO purchased at Af 350/7 kg).
- The men sell the produce.
- Two to four traders come to their village and
buy the produce of the entire orchard or readypacked grapes/raisins from unregistered
farmers.
- No, there are no women traders.
- Yes, when they require money for immediate
needs, they sell some of their produce in the
local market.
- Yes, they have transport to the local market;
it’s almost Af 100 for a round trip.
- No, they are looking for high prices.
- The government cooperative provides training
but they are working with the NGO (Mercy
Corps) for the benefit of the farmers.
- Women could sell their products but this task
traditionally belongs to men. Culture prohibits
women from selling products to men traders.
- They use seed, fertilizer, irrigation tools, and
packaging (big bags for raisins and crates and
plastic bags for fresh grapes).
- The NGO provides some tools to registered
farmers.
- They purchase inputs from the nearest local
market (Charikar).
- Usually men purchase inputs, but widows
themselves purchase what they need.
- They have local irrigation tools such as
shovels.
- The men interact with suppliers.
- Source of income is horticulture; one
participant said some income came from salary
of daughter working with AWBC as VF.
- They sell grapes and raisins to
traders/middlemen who sell them afterward to
exporters and middlemen from Kabul and
Jalalabad.
- The men sell the produce.
- Two to four traders come to their village and
buy the produce of the entire orchard or readypacked grapes and raisins.
- Yes, when they require money for immediate
needs, they sell some of their produce in the
local market.
- Yes, they have transport to the local market;
it’s almost Af 100 for a round trip.
- No, they are looking for high prices.
- Women could sell their products but this task
traditionally belongs to men. Culture prohibits
women from selling products to men traders.
100
- They use seed, fertilizer, irrigation tools, and
packaging (big bags for raisin and crates and
plastic bags for fresh grapes).
- They purchase inputs from the nearest local
market (Charikar).
- Usually men purchase inputs, but widows
themselves purchase what they need.
- They have local irrigation tools such as
shovels.
- The men interact with suppliers.
- To buy inputs they use cash or savings from
the previous harvest. Sometimes suppliers
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
such as apricots, pomegranates, and grapes.
But Khulm is most suited to almond and
pomegranate production because these crops
don’t require much water to survive.
- They bring their almonds to the Khulm Market
and meet many traders who want to buy their
produce. They just buy the harvested and sundried almonds.
- In Khulm, where villages are mostly far apart
and there are no big orchards, traders usually
just go to the Khulm Market to meet farmers and
buy produce. More than 30 traders are based in
Khulm. They know of no women traders.
- Yes, we travel to the market to sell our
produce, either alone or with neighbors. We
usually talk with our neighbors to see if they will
also bring their produce to the market and want
to share transport costs. We pay transportation
at a cost of around Af 100 per person and
additional costs depending on how many sacks
we have to bring to the market.
- We first check which of the traders offers the
highest price and we sell to them.
- From 1.5 to 5 jeribs.
- They own land inherited from fathers.
- They use fertilizer and pesticide for almond
farms.
- They buy inputs in Khulm Market. They are
located in the center of the district and travel to
the market via local transportation.
- Input suppliers do not travel to the village to
sell their products. The men buy supplies from
the market.
- They pay cash; suppliers do not provide credit.
They can also obtain loans from the cooperative
Research questions
packaging)?
Where do you obtain your inputs?
Are the suppliers located close to your
village or in the nearest town?
If the suppliers are in town, do you travel
there on your own or are you accompanied?
By whom?
Do the suppliers travel to your village? Who
interacts with the supplier and purchases
inputs in your family (you or the men or
both)?
How do you pay for these inputs? Do the
suppliers provide credit?
Are you satisfied with the quality of these
suppliers? Have you ever complained to the
suppliers?
Do the inputs come packaged in the right
quantity?
Do you receive training when you purchase
inputs?
Family structure and income sources
How many people live in your home?
How many are men? How many are:
women?
How many members are involved in
farming? How many are involved in
almond/grape farming?
What are the sources of income in your
home?
Does your family own the land? Is the
ownership under your father/husband?
Technologies and techniques
How did you learn about growing
almonds/grapes?
Have you ever received training in growing
almonds or growing and drying grapes? If
yes, from whom?
Did you pay for the course? How long was
the training?
Describe your method for harvesting
grapes/almonds.
Do you perform any processing, such as
cleaning of fresh grapes?
How do you store your fresh grapes prior to
selling?
How did you learn about drying grapes?
How do you dry grapes? Describe method.
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
- To buy inputs they use cash or savings from
the previous harvest. Sometimes suppliers
provide credit.
- Men know how to buy good-quality inputs,
which are already packed, bagged, or bottled.
- They’ve received no training from input
suppliers.
provide credit.
- Men know how to buy good-quality inputs,
which are already packed, bagged, or bottled.
- They’ve received no training from input
suppliers.
- 6–14 people (of 14 people, 7 are male and 7
female).
- All family members are involved in grape
farming and raisin production.
- The family works together, male and female,
because when the grape harvest is finished,
raisin production begins.
- Income comes from horticulture and
agriculture. Only one family is supported by
daughter’s income as VF for MEDA.
- Some families have their own land and some
lease. Ownership is usually under men but also
under women or children over 18.
- Learned from government cooperative or
Mercy Corps. Training was free. 3 days of
training provided by cooperative and 3 by Mercy
Corps.
- Yes, we learned about drying grapes and
taking care of orchards, as noted above.
- They store grapes on the ground or on the
floor, but before storing grapes they clean the
ground or floor.
- Yes, before selling raisins they clean them.
- Yes, they put raisins in small and big bags.
- In all cases men and women work together, but
women can’t move heavy produce from one
place to another.
- Yes, if there are other methods they can use
them, and they will be very happy because the
- 8–15 people (of 8 people, 4 are male, 4
female; of 15 people, 7 are female and 8 male).
- All family members are involved in grape
farming and raisin production.
- The family works together, male and female,
because when the grape harvest is finished,
raisin production begins.
- Income comes from horticulture and
agriculture. Only one family is supported by
daughter’s income as VF for MEDA.
- Some families have their own land and some
lease. Ownership is usually under men but also
under women or children over 18.
- Learned from their parents.
- They store grapes on the ground or on the
floor, but before storing grapes they clean the
ground or floor.
- Yes, before selling raisins they clean them.
- Yes, they put raisins in small and big bags.
- In all cases men and women work together,
but women can’t move heavy produce from
one place to another.
- Yes, if there are other methods they can use
them, and they will be very happy because the
quality of their raisins will be good.
- No storage facility in this village.
- Yes we have plenty, use simple local
irrigation tools.
101
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
to buy inputs.
- The quality of inputs is not good. They
complain but suppliers do not listen.
- Supplies come in small packages that they can
afford.
- They receive no training from input suppliers.
They learned how to use inputs only from their
families and neighbors.
- On average 5–150 people. More than 50% are
women.
- 50% of family members work on almond
production (weeding, harvesting, shelling,
drying, and bringing to market).
- Their sources of income are almonds,
pomegranates, grapes, and livestock.
- Land is property of all family members,
inheritance from fathers.
- No training so far.
- After harvest they shell almonds and dry them.
At times they remove the second shell to get a
better price, but because many almonds crack
and the losses are high, they seldom perform
the second shelling.
- They store sun-dried almonds in one of the
rooms in their houses.
- They don’t know about any packaging, they
just use sacks and bring almonds to market that
way.
- Men are the ones who buy seedlings, plant,
irrigate, graft, and take produce to market.
Women assist in weeding, applying pesticides,
cleaning; sorting, grading, and shelling.
- There are no storages facilities
Research questions
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
Do you clean your raisins prior to selling? Do
you remove stems or perform any other
processing?
Do you package your raisins? If yes, how?
Which activities are handled by the women
and which are handled by the men?
Would you be willing to try other methods for
drying grapes?
Describe your method for processing
almonds. Do you break the shells? How do
you store prior to selling?
Do you have any storage facilities?
Do you have enough water? Do you use any
irrigation? If so, using what equipment?
Distribution, pricing, and seasonality
Who in your family sets the price of the
almonds or grapes/raisins? Is more than one
person involved? If so, how is the decision
taken?
Are you aware of market prices? If so, how
do you get this information?
Does the demand for almonds and
grapes/raisins vary, or is it constant
throughout the year?
Do the prices vary? What price do the
traders offer you?
Do you obtain better prices at the farm gate
or in town?
What earns higher profit, table grapes or
raisins?
Do you ever save any of your income? If so,
what do you use your savings for?
quality of their raisins will be good.
- No storage facility in this village.
- Yes we have plenty, use simple local irrigation
tools.
- The men usually go to the market to get current
price information and share it with the rest of the
family, especially the spouse and older children.
Men also deal with traders. In some families,
women deal with traders, but commonly it is the
job of men.
- The demand for both grapes and raisins varies
throughout the year. During the 2 Eids the
demand for both goes very high.
- Also when there is an export market for
raisins the price and demand are definitely
high.
- Usually raisins are more profitable but
sometimes grapes are.
– Yes, but we use income for our children’s
weddings (daughters, sons, and sometime for
ourselves).
- The men usually go to the market to get
current price information and share it with the
rest of the family, especially the spouse and
older children. Men also deal with traders. In
some families, women deal with traders, but
commonly it is the job of men.
- The demand for both grapes and raisins
varies throughout the year. During the 2 Eids
the demand for both goes very high.
- Also when there is an export market for
raisins the price and demand are definitely
high.
- Usually raisins are more profitable but
sometimes grapes are.
– Yes, but we use income for our children’s
weddings (daughters, sons, and sometime for
ourselves).
Financing and government assistance
How do you pay for inputs, technologies,
and other items required for grape, almond,
and raisin production?
What types of financing are available, and
how accessible is financing (formal, informal,
microfinance loans, and so on)?
Have you ever taken a loan? If so, who
controls the loan (what it’s used for and
repayment) in your family?
Do your buyers ever offer you or the men
credit? What are the terms?
Does the government provide any training or
extension?
- Cash from savings. Sometimes get credit.
- No, they haven’t gotten a loan so far.
- Yes, buyers give producers cash in advance if
they ask, and producers return the advance
during the harvest.
- No, the government never provides any
training for men or women, but our women are
interested in receiving training, which they think
is better.
- Cash from savings. Sometimes get credit.
- No, they haven’t gotten a loan so for.
- Yes, buyers give producers cash in advance if
they ask, and producers return the advance
during the harvest.
- No, the government never provides any
training for men or women, but the women are
interested in receiving training, which they think
is better.
102
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
- They lack water and know of no other system
of irrigation. They have no access to any
equipment for irrigation.
- The men usually talk to the traders. They first
ask around for the prices of almonds and then
they decide to whom they will sell them. They
usually go to those who offer the highest prices.
- By asking all the traders, they learn the
prevailing prices.
- They get good prices for Satarbayee and
Ghamberbayee because these are the varieties
the traders want to buy.
- The prices usually vary among traders
depending on the quality of one’s produce.
- Almonds give better prices, which is why they
continue to take care of their almond trees.
- If they harvest and do not need money, they
just store their almonds and sell them when they
need money. The price of almonds rises when
the supply is almost finished, so it is better to
have storage facilities because you can store
almonds longer and get better prices.
- Savings are used for family emergencies and
social events like weddings.
- They pay cash when they buy inputs.
- They know about the cooperative because
farmers are members and they can borrow for
their faming needs.
- They can get loans from the cooperative, and it
is accessible because it is only in their district.
- Men who are members of the cooperative have
taken loans from the cooperative for 6 and 9
months to buy inputs.
- Traders do not offer advance payments or
credit.
- They have received no training from the
government.
Research questions
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
If so, is it accessible to both women and
men?
Cooperation level
Do you belong to an almond/grape group or
organization?
If so, how do they assist you? Do they
provide training? Do you pay a membership
fee?
If no, do you think joining an association
would have any benefits?
What is the association, what is its mandate,
and so forth?
Does the association have collection or
processing services?
Do you find it beneficial to be part of this
group?
Is the association open to both men and
women? What is the spread
(approximately)?
How else do farmers cooperate?
- At present there is no association, but they are
registered with Mercy Corps and the government
cooperative.
- Both provide training, provide lunch for
trainees, and pay them Af 100/day during the
training or meeting.
- To support farmers technically and financially
and provide them all the tools that farmers need.
- Yes, this training is very useful and productive
for all farmers in their village.
- Yes it is for both men and women, and the
women are not allowed by their families to come
to the Raisin Cooperative Center.
- No.
Constraints and opportunities
What are the main barriers and opportunities
in growing grapes/raisins?
Do men and women face similar problems
producing grapes/raisins? If not, why do you
think that is?
How do you think these problems could be
solved?
Do you think you could sell more products to
your current customers? If so, how?
Do your customers provide you with
information on how to improve your
products?
Does the government or other international
organizations help you with your
production/marketing?
Could women take on additional activities in
the value chain that they are not performing
already? If yes, what? If no, why not?
Have you or other women tried to take on
more activities? What was your experience?
What activities do you think could help you
be more profitable?
What obstacles do you face in acquiring new
Challenges:
- Grapes: Men and women face similar
problems, but the cooperative and NGO assist
them to solve the problems; other challenges
include diseases; aphids; and other pests.
- Raisins: Insects, flies, and birds; dust; rain.
Men and women both use pesticides to get rid of
these problems.
Challenges:
- Grapes: The men and women face similar
problems, including diseases; aphids; pests.
- Raisins: Insects, flies, and birds; dust; rain.
Men and women both use pesticides to get rid
of these problems.
Opportunities:
- When we have a good-quality product,
definitely we can sell more. Yes, sometimes they
provide us with information.
- Raisins used in 2 Eids and New Year
festivities.
- Raisin opportunities will increase if there is an
export market.
- The extent to which women can be involved in
farm activities depends on their energy, but
cultural influences prevent them from doing so.
- No, before we had some traders from Pakistan,
but not now. We never received any complaints
about our products from our customers.
103
Opportunities:
- When we have a good-quality product
definitely we can sell more. Yes, sometime
they provide us some information
- Raisins used in 2 Eids and New Year
festivities
- Raisin opportunities will be increased if there
is an export market.
- The extent to which women can be involved
in farm activities depends on their energy, but
cultural influences prevent them from doing so.
- No, before we had some traders from
Pakistan, but not now. We never received any
complaints about our products from our
customers.
- Half of the men interviewed are members of
KAIIFC, while half want to become members.
- They know that to become members of the
association, men can get assistance and support
from other members as well as cooperative staff.
They also learn from the experiences of other
farmers.
- They only received loans from the cooperative
and save money. They want technical
assistance in production and marketing.
- KAIIFC is a cooperative of farmer-members.
The mandate is to help farmers. If you get a
loan, you have to pay a 2% administrative fee on
the balance of your loan. The cooperative also
gets 10% of the loan to use as savings and
capital sharing accounts (both earn interest).
This service is beneficial to the group because
they can both save and borrow.
- The cooperative is open to men and women
and has 1,700 members, of which 350 are
women. Famers share their experiences.
Constraints:
- Shortage of water.
- Pests and diseases.
- Lack of marketing information.
- Poor quality of fertilizers and pesticides being
sold.
- Lack of machinery and equipment.
- Lack of training in new techniques.
Opportunities:
- Having our own land is an opportunity.
- Long experience with almond farming for a
long period.
- Availability of cooperative in the area.
- Increasing demand for almonds from traders.
- Availability of good seed.
- Yes, we can sell more if we have more land
and improved production (both quality and
quantity).
- Traders inform us which varieties are in
demand and fetch higher prices.
- We don’t know any international organization
helping us in production and marketing.
- Women can also do grafting, aside from
Research questions
Focus group discussion
3 male CDC members/grape producers,
Dasht-e-Opyan Village, Parwan
Focus group discussion
4 male CDC members/grape producers,
Qakaran Village, Parwan
customers? Have you approached foreign
buyers?
Have you ever received any complaints
about your products from customers?
What activities do you need assistance in to
help improve your incomes?
Gender
How many farmers live in your area?
Are there any women almond/grape/raisin
traders? Would any of you be interested in
taking that role?
Who determines which farming activities to
pursue, what to purchase, how to spend
income, and so on?
Do you feel comfortable voicing your
opinions?
- 80% residents are farmers.
- No women traders. Women might be interested
in this role but their families (husbands and
sons) do not permit it.
- 80% residents are farmers.
- No women traders. Women might be
interested in this role but their families
(husbands and sons) do not permit it.
Men:
- Pruning vines.
- Irrigating and growing.
- Carrying trays of harvested produce.
- Placing and initial sorting on roof.
- Packing in sacks.
- Carrying sacks.
- Marketing.
Men:
- Pruning vines.
- Irrigating and growing.
- Carrying trays of harvested produce.
- Placing and initial sorting on roof.
- Packing in sacks.
- Carrying sacks.
- Marketing.
Women:
- Pruning vines
- Collecting/transferring harvested produce to
trays.
- Sorting out best-quality raisins.
- Receiving up to Af 200–300/ser if very clean
Women:
- Pruning vines
- Collecting/transferring harvested produce to
trays.
- Sorting out best-quality raisins.
- Receiving up to Af 200–300/ser if very
clean
- Men mostly makes decisions, but most families
include women in decision making.
104
- Men mostly makes decisions, but most
families include women in decision making.
Focus group discussion
8 male almond producers, 4/8 members of
KAIIFC,
Khulm, Mazar
weeding, harvesting, and sun drying. They can
also go to the market and sell to traders if they
are allowed by their family and if provided with
business and marketing training.
- If the farmers can go directly to wholesalers to
sell their produce, they can earn more. If they
also have equipment to remove the second shell
without large losses, they will earn more as well.
- No, they have approached no foreign buyers
since they go directly to the wholesalers.
- When the traders get their products, they
receive no complaints. Traders are satisfied with
their products.
- Technical assistance in improved production
and processing.
- Their area has more than 200 families but no
women traders.
- Husbands, with consultation of women at
home, make decisions.
- They always like to talk to visitors so they can
discuss their concerns. They would like to have
technical assistance from MAIL or other NGOs
so they can improve their almond production.
Women’s land ownership – Focus group discussions (continued) - 5 attendees
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Only one woman said she had land registered solely in her name.
Another had land but the title was not registered in her name because of cultural barriers.
Legally women have the right to own land, but in practice the government and cultural, family, and village pressures prevent many women from registering title to land in their name.
Often land is jointly owned with brothers and sisters but seldom is it solely owned by a women or wife.
The barrier to women owning land is cultural, not religious.
In the provinces, women who try to own land in their own names run the risk of harm to themselves (and corruption is also involved).
Women’s land ownership is more difficult in villages and provinces outside of Kabul; therefore in Kabul more women are seen owning land in their names.
The department in charge of land ownership is the Office of the Governor in each province, under the Ministry of Interior and Municipalities, which is under the Office of the
President.
A Human Rights Department exists but has influence on women’s land ownership issues.
MOWA’s legal department can facilitate land titling for women but has no power to enforce the law.
For women to learn about and exert their right to own land at the local level, strong government policies and the capacity to enforce them must be in place.
Traders / Wholesalers (mandvi)
Research questions
Products, end markets, and customers
- Do you sell fresh grapes, raisins, or
almonds?
- What do you sell, where, and who are your
customers (export or local markets)?
- Do you sell to exporters? How many?
- Do you sell to processing factories? How
many?
- Do you sell to the mandvi?
- Do you sell to retailers? How many?
- Are large and small wholesalers at the
mandvi? Do you sell to small or large
wholesalers, or both?
- Do you sell to any local juice companies?
How many juice companies are there?
- Do you also import any products?
- What percentage (approximately) of your
sales are grapes, raisins, or almonds?
- Which product provides you with the
highest income?
- How much is your net profit from the sales
of each of the 3 products?
- Is the demand for grapes, raisins, and/or
almonds growing? If so, why do you think
that is?
- Are your customers growing? If so, who are
they?
- Do you ever receive complaints about your
products?
- Have you experienced growing export
opportunities for any of the 3 products?
Hajji Gula Jan Dried Fruit Store, Kabul
Mohammad Hashim Dried Fruit Store, Kabul
- Dried fruits only in his store. Shops and
supermarkets are their customers, along with
shopkeepers from the provinces.
- No, they have a local market only.
- 30% are raisins and 30% almonds.
- Both products bring good incomes; the income
depends on the quality.
- He doesn’t know actually, but he thinks the
highest profits are from almonds.
- Yes; from time to time, he gets more customers
(retailers and government people). Especially
during the two EIDs and New Year, he gets
more customers and families.
- We haven’t gotten any complaints so far.
- Yes, there are growing export opportunities for
raisin, almonds, pistachios, and other nuts, but
this year there is lack of almonds to export.
- They sell all kinds of dried fruits.
- No, they get their products from the provinces
through middlemen.
- 40% of sales are raisins and 30% of those are
almonds. They mainly export their almonds to
the USA.
- Both products bring good income, depending
on their quality.
- Not provided.
- Yes; from time to time they get more family,
retail, and government customers, especially
during events like EID and the New Year.
- They get no complaints.
- Yes, export opportunities are growing for
raisins, almonds, and other nuts.
105
Hajji Painda Mohammad and Sons Company,
Kabul
- Hajji Painda Mohammad and Sons is a private
export and domestic processing company,
founded by the grandfather of Hajji Gull Ahmad
about 100 years ago. This company is one of the
biggest dried fruit processing and export
companies in Afghanistan.
- This company proposes to export most of dried
fruits and nuts, especially raisins, pistachios, and
almonds, to India, Pakistan, Russia, and Turkey.
- This company is also a member of the Dried
Fruit Union in Afghanistan; their membership
fees are based on the union’s annual expenses.
Research questions
Inputs
- Where do you get your supplies of grapes,
raisins, or almonds?
- Do you have any special arrangements
with suppliers? Do you ever take your own
labor to harvest farmers’ crops?
- Are there any large grape or almond
producers? How many?
- Who do these large farmers sell to? Do
they perform any processing prior to selling?
- What kind of processing is performed for
fresh grapes and by whom?
- Do you perform any processing of fresh
grapes, raisins, or almonds? What kind of
processing is performed for fresh grapes?
Do you package?
- Do farmers ever travel in groups to sell
directly to the market?
- Are farmers growing the right kind of
almonds or grapes—in other words, the
varieties that are in demand?
- Do you ever provide transportation to
farmers or groups of farmers to bring their
produce to you?
- Do you ever use the services of a broker or
middleman? If yes, how does this
arrangement work?
- Do middlemen perform any processing? Do
they outsource any processing?
- Do you purchase directly from farmers?
Women or men?
- Do you find a difference in dealing with
women and men farmers?
- Do the farmers or traders/wholesalers
deliver the products to you? Do you provide
transportation expenses/means?
- Do you usually have enough supply? If not,
how do you source more?
- Do you ever provide market information to
suppliers—specifically, information on which
products customers are demanding, the
quality required, and so on?
Technologies and techniques
- Do you perform any post-harvest or
processing activities, such as cleaning,
sorting, or packaging?
- If yes, is it done by hand?
- What kind of processing activities are
performed? Are stems removed?
- In these post-harvest activities, which
activities are generally performed by women
Hajji Gula Jan Dried Fruit Store, Kabul
Mohammad Hashim Dried Fruit Store, Kabul
- Through middlemen in Parwan, Panjshir,
Ghazni, Samangan, Logar, Kandahar, and
Helmand they purchase their stocks of dried
fruits.
- Middlemen supply their products from more
distant provinces.
- They ask producers to provide better-quality
dried fruits for them.
- They purchase from both men and women
directly. One woman sold dried mulberries and
pies to a wholesaler.
- No, there is no difference in dealing with
women and men, but women are pushing for
high prices.
- They do not provide transport; traders and
farmers deliver.
- Yes, but sometimes they lack money due to the
drought.
- Yes, they informed them to bring good-quality
products that brought good markets and high
prices for producers and sellers.
- Yes, they really emphasize quality products.
- Panjshir, Ghazni, Samangan, and Kandahar
through middlemen.
- Middlemen supply their products from more
distant provinces.
- They ask producers to provide dried fruits for
them.
- They purchase from both men and women
directly.
- No, there is no difference in dealing with
women and men.
- No, the traders and farmers deliver.
- Yes, but sometimes they lack money due to
drought.
- Yes, they really emphasize the quality of their
products.
- Yes they clean, grade, sort, and package
produce.
- Yes, by hand, usually by the women.
- Women earn Af 100 for every small (50-kg)
bag they clean, sort, grade, and package. Men
do the delivery and shifting.
- Sometimes they do it mechanically in
Pulcharkhi processing factory, which processes
a large volume (100 t) of produce.
- Yes, they clean, sort, and package.
- Yes, mechanically and by hand; usually
women do this work.
- Women earn Af 100 for every small (50-kg)
bag they clean, sort, grade, and package. Men
do the delivery and shifting.
106
Hajji Painda Mohammad and Sons Company,
Kabul
- They get their supply from Ghazni, Samangan,
Kandahar, Helmand, Parwan, and Logar
provinces.
- Yes, they use brokers or middlemen and
others: Middlemen supply products from more
distant provinces; middlemen purchase dried
fruits from provincial traders to specifications for
quality and type of produce; and provincial
traders purchase dried fruits from men and
women farmers in the villages or from the
provincial market.
- Traders also provide some drying facilities to
farmers for their raisins.
- Transportation is also provided by traders or
middlemen.
- Yes, they have enough raisin stocks but
usually not enough almond stocks because of a
lack of produce in the countryside. Right now
there is high demand for almonds on the
international market but unfortunately they
cannot meet it.
- Yes, they really emphasize the quality of
products and different types of products
according to export market demands.
- Usually they use the women for processing;
right now 130 women work in their processing
factory in Taimeni.
- Their daily wage is Af 100/50-kg bag.
- Processing usually involves the following steps:
1. Washing raisins, and shaking them well to
remove any deposits such as sand, rocks,
and other small objects.
2. Afterwards, the women clean the raisins by
hand.
3. After cleaning, women and men package
the produce according to export
requirements.
- Yes, their factory has packaging and labeling
equipment for products destined for export.
- Yes, women clean, label, sort, and grade by
hand.
- Yes, mechanically and by hand; usually women
do this work.
- Women do all post-harvest activities because
this is ―soft‖ work that women can do easily.
- Only men deliver and shift products.
Research questions
Hajji Gula Jan Dried Fruit Store, Kabul
Mohammad Hashim Dried Fruit Store, Kabul
and which are performed by men? Is there a
difference?
- Do you use any technology or equipment in
your trade? If so, what?
Distribution, pricing, and seasonality
- Market information (how, who, when). How
do you determine pricing?
- Which products fetch higher prices? Are
particular kinds of almonds, grapes, and
raisins considered high-value types?
- Do farmers or traders/wholesalers receive
higher prices from you for better quality
product? Are you able to sell the quality
product at a higher price?
- Is demand higher/lower at certain times of
the year? Why?
- Prices are fixed in the open market and also
depend on the quality of the produce.
- Yes, if they have good quality, especially
almonds and raisins.
- Yes, they are able to sell high-quality produce
here in Kabul, because Afghans and foreign
companies prefer good quality.
- During the Eids and at the New Year demand
rises and prices are quite good.
- Pricing is fixed by the municipality.
- No, it is open market, they fix the price
themselves
- Yes, if they have good quality, especially
almonds and raisins.
- During the Eids and the New Year demand
rises and the prices are good.
Financing
- Do you buy/sell with cash?
- What types of financing are available and
how accessible is financing (formal, informal,
MFI, banking system)?
- Do you offer credit or purchase on credit?
What are the terms?
- Do you ever provide advances to your
suppliers?
- Yes cash.
- They never take credit from banks because
that is not allowed in Islam.
- Informal credit system; they pay farmers and
traders in advance.
- They pay traders on a weekly basis when they
bring the produce.
- Yes cash.
- Informal credit system; they pay farmers and
traders in advance.
- They pay traders on a weekly basis when
they bring the produce.
107
Hajji Painda Mohammad and Sons Company,
Kabul
- In Afghanistan, the equipment available is very
low quality machinery made in China. They have
little confidence in buying or using it, especially
because there is no possibility of fixing it if it
breaks.
- They or their female staff never attend any
training in this regard, either from government or
NGOs.
- First of all, they assess the domestic and
international market for demand and pricing; the
pricing is adjusted depending on the cost;
afterward they calculate their benefits based on
an open market situation.
- They also get market information from mandvi;
the union also provides them information on
markets, costs, and prices.
- Transportation is the responsibility of suppliers.
- Almonds, pistachios, and pine nuts for export
fetch the best prices.
- This company seeks the best quality of
almonds and pistachios that have been shelled,
cleaned, and sorted properly for export.
- Middlemen/traders usually buy unprocessed
produce and sometimes mix low- and goodquality produce.
- Prices: The price a middleman will obtain from
a provincial trader is Af 350–400/kg of shelled
almonds of the best quality; the same product is
sold at Af 400–500 by middlemen to exporters.
- Middlemen usually go directly to the provincial
market or to traders to purchase dried fruits.
- They purchase their entire stock with cash but
sometimes pay in advance depending on
requests from traders/ middlemen; also they pay
middlemen/traders on a weekly or monthly
basis.
- Informal system; they pay middlemen/traders;
they use their own money to their investments.
- They never get loans from any bank because
charging interest is not valid in Islam. If a loan is
offered without interest they can obtain it;
otherwise they never want the credit.
- They save in different banks here in
Afghanistan or abroad but have no arrangement
with the bank or other sources for interest.
Research questions
Hajji Gula Jan Dried Fruit Store, Kabul
Mohammad Hashim Dried Fruit Store, Kabul
Cooperation level
- Are there associations of your suppliers?
How are they structured? Are any of these
women’s associations?
- If you buy products from women or
women’s associations, what are the key
differences in dealing with women rather
than men?
- Would you be willing to purchase from
women’s associations/groups?
Constraints and opportunities
- What constraints and opportunities do you
see (promising value chains?)
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets?
- Which value chain has the highest growth
potential of all 3 products?
- Is there a particular area that you think
farmers need assistance with?
- A union of dried fruit wholesalers charges
member Af 20/month.
- There are some women farmers, but the
company deals mostly with men, because
women are not allowed to negotiate over
produce with men.
- Yes they would be willing to purchase from any
women’s association or individual women.
- Yes, unions of dried fruit suppliers charge Af
20/month for membership.
- There are some women farmers, but the
company deals mostly with men, because
women are not allowed to negotiate over
produce with men.
- Yes, they would be willing to purchase from
any women’s associations.
- They have stocking/storing problems; lack
processing facilities (machinery and technology
and also financing); there are high taxes and low
export markets for their products.
- Yes the market is growing gradually.
- Growth in the almond value chain.
- Yes, machinery, technology, placing,
processing, and marketing.
- They have stocking/storing problems; lack
processing facilities (machinery and technology
and also financing); there are high taxes and
low export markets for their products.
- Yes the market is growing time to time.
- Growth in the almond and raisin value chains.
- Yes, machinery, technology, processing,
marketing.
Gender
- Are there women traders? If few or none,
why?
- Are women working with you, or in this line
of business?
- Are there any women-managed wholesale
businesses in this area? Do women own
these businesses, too, or are they family
owned?
- Has the government or other NGOs ever
provided you with marketing support?
- Do you think there is the potential for
women to be further involved in producing,
processing, and marketing grapes, raisins,
or almonds? What can they do to improve
this position?
- Do you think men and women farmers face
the same challenges in their businesses?
Why or why not?
- Not at all. Only a few women come to the
market and sell small volumes of produce.
- Yes, they work in cleaning, sorting, grading,
and packaging.
- Women come here and work for the exporters
and wholesalers in the market.
- Yes, of course women can do everything but
unfortunately most families don’t allow their
women to deal in business.
- No, the government or NGOs have never
assisted them in finance.
- Women face more challenges than men, based
on cultural prohibitions.
- Yes, the women can be involved in all market
activities if their families and society allow them
to work or run their own business.
- Not really, only a few women sell their
products.
- Yes , they work in cleaning, sorting, and
packaging.
- The women come here and work for them on
the market floor.
- The women manage the female laborers
working for wholesalers.
- Government and NGOs assist them with
finance.
- Women face more challenges than men
based on cultural beliefs.
- Yes, women can be involved in all activities.
108
Hajji Painda Mohammad and Sons Company,
Kabul
- Yes, there is a union of dried fruit exporters in
Kabul; they share the annual expenses of the
union. No monthly membership.
- 20–25 exporters belong to the union.
- No women exporters or traders are in their
union.
- Yes, they would be willing to purchase from
any women’s company.
- They have stocking/storing problems and lack
processing facilities.
- Good quality machinery and technology and
(for some exporters) financing are high
constraints. High taxes and low export markets
are other issues for their business opportunity.
- Yes, the market is growing gradually for
almonds, walnuts, and pistachios; the market for
raisins is very low this year.
- Yes, there are machinery, technology, and
export marketing problems.
- Problems with mixing sweet and bitter almond
varieties.
- Export market, to India, Pakistan, and Turkey is
very promising.
- 130 women are working in their processing
factory and all of them are assigned to
processing dried fruits.
- ―Actually women lack decision-making power,
and men don’t allow them to take part in
business or start their own business‖ (the owner
of the company).
- Of course when they have high export demand
they need to provide more products. In that
case, the company needs more women to
process dried fruits.
Wholesalers/traders (mandvi) (continued)
Research questions
Haji Ebrahim Company, Kabul
Hadji Naseer Dried Fruits, Kabul
Products, end markets, and customers
- Do you sell fresh grapes, raisins, or
almonds?
- What do you sell, where, and who are your
customers (export, local)?
- Do you sell to exporters? How many?
- Do you sell to processing factories? How
many?
- Do you sell to the mandvi?
- Do you sell to retailers? How many?
- Are there large and small wholesalers at
the mandvi? Do you sell to small or large
wholesalers or both?
- Do you sell to any local juice companies?
How many juice companies are there?
- Do you also import any products?
- What percentage (approximately) of your
sales are from grapes, raisins, or almonds?
- Which product provides you with the
highest income?
- How much is your net profit from the sales
of each of the 3 products?
- Is the demand for grapes, raisins, and/or
almonds growing? If so, why do you think
that is?
- Are your customers growing? If so, who are
they?
- Do you ever receive complaints about your
products?
- Have you experienced growing export
opportunities for any of the 3 products?
- Sell almonds, raisins, pistachios, dried apricots,
fried peas, apricot seeds, dried Russian olives,
walnuts, dates, dried cherries, and other
products. They sell to retailers and sellers who
have carts, to individual customers. They do not
import or export. They bought imported almonds
from large wholesalers who import them.
- 30% of their sales are from almonds and about
40% from raisins.
- The highest profits are coming from walnuts;
market demand for walnuts is very high at the
moment.
- Demand for almonds is falling while demand
for walnuts and raisins is increasing. Because
almonds are oily they are not good for health,
but walnuts are used as medicine to lower blood
fats. Walnuts are also cheaper than almonds
and all levels of customers can afford them.
- Customer numbers are growing compared to
the past for a number of reasons, among others:
the farmers are here; NGOs are here, and
NGOs are buying; a number of traders are
coming to Kabul to purchase food, including
dried fruits; almonds and raisins are increasingly
used in cakes, cookies, and other sweets
deserts.
- They receive complaints from customers,
especially about apricot seeds being bitter. They
trust the suppliers who bring the seeds and don’t
check the product, so when the customers reject
it they exchange it for something else. They
always consider customers’ demands.
- They are not trying any opportunities for export.
- They sell to the domestic and export market.
- They don’t import any products; 90% of sales
come from almonds and the rest from raisins,
other dried fruits, and spices.
- Almonds provide the highest income.
- He has at least 10–15% income from his
sales.
- Yes, demand for dried fruits is increasing and
there are more customers from India and
Pakistan.
- No complaints, because my products are
good quality and what customers request.
- Yes, the export demand for raisins and
almonds is growing.
Inputs
- Where do you get your supplies of grapes,
raisins, or almonds?
- Do you have any special arrangements
with suppliers? Do you ever take your own
labor to harvest farmers’ crops?
- Are there any large grape or almond
- They get their supplies from different sources:
directly from middlemen, from farmers, and also
from individual processors, but mostly from
middlemen.
- They share the quality and variety
requirements with suppliers. But they are not in
a position to improve suppliers’ operations.
- Stocks sourced in Samanggan, Kunduz,
Jawzjan, Mazar.
- They buy directly from farmers or through
their agents. When they go directly to farmers,
they offer a high price, unlike the agents who
purchase from farmers. It is cheaper to buy
from traders than going directly to farmers.
109
Nejabat Haidary Ltd.
Fresh Fruit Commission Agents, Kabul
- Sell all types of fresh fruit, such as grapes,
pomegranates, apricots, melons, apples,
cherries, and so on. Their customers are from
India, Pakistan, UAE, as well as other retailers in
Kabul.
- Around 30% of their sales are grapes, but they
are not sure about the quantity because it
depends on the market, inside and outside
Afghanistan.
- The company supplies approximately 644 t/day
of fresh fruit inside and outside Afghanistan.
- They did not specify their net monthly profits.
- Yes, based on their experience, demand for
grapes and melons is increasing compared to
past years.
- Yes, they received complaints and sometimes
customers reject their products.
- They experienced growing markets, especially
for raisins for domestic consumption and export.
Last year, they experienced losses in grapes
because of the lack of storage facilities.
- Note: On a daily basis, they send 35 t of
grapes directly to Pakistan from Tajikistan.
- There is worldwide demand for Afghan grapes,
but MAIL lacks capacity to manage and respond
to all these needs.
- Each day the Nejabat Market distributes 644 t
to traders and retailers inside the country.
- From all companies in this market, 100,000
crates (14 kg each) are exported to other
countries.
- In this market, there is a union of 50
importers/exporters who are do processing as
well.
- The very famous traders are Haji Khawani, Haji
Shir Aqa, Haji Hakem, Haji Nejabat.
- They have a monthly fee of Af 200 for the
union.
- Each day 1,050 t of fresh fruit, 30% of which is
grapes, comes from Jalalabad, Kunduz, Parwan,
and Kandahar to this market, and then they
supply that produce to their retailers.
- They get their supplies from Parwan,
Kandahar, Kabul, and Kunduz. They also get
their supplies from Tajikistan and Pakistan.
- They have a special arrangement with
producers, sharing their requirements and going
directly to the farm with hired labor for
harvesting, sorting, grading, and packing in
Research questions
producers? How many?
- Who do these large farmers sell to? Do
they perform any processing prior to selling?
- What kind of processing is performed for
fresh grapes and by whom?
- Do you perform any processing of fresh
grapes, raisins, or almonds? What kind of
processing is performed for fresh grapes?
Do you package?
- Do farmers ever travel in groups to sell
directly to the market?
- Are farmers growing the right kind of
almonds or grapes—in other words, the
varieties that are in demand?
- Do you ever provide transportation to
farmers or groups of farmers to bring their
produce to you?
- Do you ever use the services of a broker or
middleman? If yes, how does this
arrangement work?
- Do middlemen perform any processing? Do
they outsource any processing?
- Do you purchase directly from farmers?
Women or men?
- Do you find a difference in dealing with
women and men farmers?
- Do the farmers or traders/wholesalers
deliver the products to you? Do you provide
transportation expenses/means?
- Do you usually have enough supply? If not,
how do you source more?
- Do you ever provide market information to
suppliers—specifically, information on which
products customers are demanding, the
quality required, and so on?
Technologies and techniques
- Do you perform any post-harvest or
processing activities, such as cleaning,
sorting, or packaging?
- If yes, is it done by hand?
- What kind of processing activities are
performed? Are stems removed?
- In these post-harvest activities, which
activities are generally performed by women
and which are performed by men? Is there a
difference?
- Do you use any technology or equipment in
your trade? If so, what?
Haji Ebrahim Company, Kabul
Hadji Naseer Dried Fruits, Kabul
- They are processors. They buy sacks of dried
fruits (56 kg) and hire women to break and clean
the fruit at a rate of Af 100/sack or Af 140–150
for a day’s work (8 am to 4 pm, breakfast and
lunch included). After fruit is cleaned, sorted,
and graded, they send it to Policharkhi area,
where they have machinery to package produce
in different-sized packages. All of the processors
are women.
- Sometimes they purchase directly from farmers
in Parwan, but not from any women.
- They purchase processed almonds and raisins
from women living in west Kabul (Hazara
women). They buy fruit and sell it after cleaning
for Af 10–20/kg. But this amount is not enough
to complete the supplies.
- No difference in dealing with women or men.
- They don’t provide any transportation for
suppliers and laborers doing processing.
- They have enough stock but problems arise
when the climate changes or there is drought.
- Diseases rarely cause supply problems. They
just look for other suppliers in other provinces.
- They always provide market information to
suppliers about quality and which fruits are in
demand.
- Some farmers travel from other provinces to
Mazar to sell produce directly to them. If
farmers come to them, farmers pay for their
own transport. Yes, they use agents to buy
from farmers, because their prices are lower.
Agents buy from farmers at cost and then sell
to the company at a margin.
- They purchase from men as well as women,
as long as they have produce available.
Usually have enough stock. If they need more,
they talk with their agents to source more
produce.
- Yes, they provide market information to
farmers and agents so they know what
customers want and the quality they need.
- They do processing, cleaning, sorting, grading,
and packing. Cleaning, sorting, and grading
done by hand; packing is done mechanically.
- Women perform all of the activities mentioned,
but men carry sacks up to the roof for cleaning
or the processing center. Men do the
transporting. Heavy work belongs to men—
processing and cleaning. Packing, sorting, and
grading is easy—it is women’s work.
- They have only a packing machine.
- Yes, but only by hand. They need cleaning,
sorting, and packaging machine.
- For grapes, it is cleaning and sorting, while for
almonds, it is shelling and sorting.
- Women do the cleaning and sorting.
- No technology and equipment are being
used.
110
Nejabat Haidary Ltd.
Fresh Fruit Commission Agents, Kabul
cartons (10 kg) and crates (14 kg). The cartons
and crates are labeled and ready for export.
- They pay for each laborer/processor Af
400/day. Everything is processed locally. No
women are involved except for when they buy
grapes from Tajikistan, where women do the
processing, cleaning, sorting, and grading.
- They don’t use middlemen, since they buy
directly from farmers. No women are involved in
their buying.
- When they travel to farms to collect grapes,
they pay their own transport costs.
- They have enough stock but sometimes
drought, disease, or the end of the harvest
reduces stocks and they buy from other
suppliers.
- They always provide market information to
farmers. All farmers have mobile phones, so it’s
easy.
- Customers demand the best variety, very
nicely packed and cleaned, fresh and tasty fruit.
- They clean, sort, and grade at the gardens.
- All processing is done by hand, which is why it
is done by men. They don’t have access to
modern technologies.
Research questions
Haji Ebrahim Company, Kabul
Hadji Naseer Dried Fruits, Kabul
Distribution, pricing, and seasonality
- Market information (how, who, when). How
do you determine pricing?
- Which products fetch higher prices? Are
particular kinds of almonds, grapes, and
raisins considered high-value types?
- Do farmers or traders/wholesalers receive
higher prices from you for better quality
product? Are you able to sell the quality
product at a higher price?
- Is demand higher/lower at certain times of
the year? Why?
Financing
- Do you buy/sell with cash?
- What types of financing are available and
how accessible is financing (formal, informal,
MFI, banking system)?
- Do you offer credit or purchase on credit?
What are the terms?
- Do you ever provide advances to your
suppliers?
- Get market information from nearby shops,
mandvi, also based on expenses and desired
profits. But no agency supplies market
information.
- The best almond variety they sell (Af 800/kg) is
Shakh Bizo (meaning a type of goat horn);
Shungul Khani raisin is the highest-value dried
fruit of all the varieties they sell.
- Dried fruit is a seasonal business. July and
August is the best time but by the end of
December, business decreases.
- They get information from the internet or from
their customers from other countries.
- Almonds are the most in demand, with high
prices.
- Yes, pricing depends on the variety and
quality of produce that farmers and agents sell.
Yes, if they can give the variety and good
quality of product that customers want, they
can get good profits.
- They buy with cash. They have not applied for
any loan, since it would be like asking for
interest-free credit, which is not an official loan.
The loan is a personal loan from
friends/relatives. They don’t like credit from MFIs
or banks, since it is taboo according to Islam. In
Islam getting any benefits or paying benefits
without any direct involvement in work and
efforts are taboo. They are not allowed to
receive it.
- They buy and sell on credit without any specific
conditions or terms (only trust).
- They pay advances to suppliers sometimes but
not always.
- They deal in cash.
- They don’t take loans from MFIs or banks.
They usually borrow from friends, relatives, or
money dealers based on trust.
- They offer credit for retailers, but for export,
they don’t sell on credit.
- Yes, they provide advances to farmers and
suppliers.
Cooperation level
- Are there associations of your suppliers?
How are they structured? Are any of these
women’s associations?
- If you buy products from women or
women’s associations, what are the key
differences in dealing with women rather
than men?
- Would you be willing to purchase from
women’s associations/groups?
Constraints and opportunities
- What constraints and opportunities do you
see (promising value chains?)
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets?
- Which value chain has the highest growth
potential of all 3 products?
- Is there a particular area that you think
farmers need assistance with?
- Suppliers have no associations, they are
working individually.
- Still no any women’s association; they haven’t
heard of any women’s association to supply
produce.
- They would have no problem purchasing from
women if there were a women’s association.
- Yes, only with cash. However, Pakistani
buyers usually pay them when their truck or
products are already at the border.
- They don’t borrow from MFIs and banks but
borrow from relatives or just use own capital.
- They pay cash to farmers and agents.
- If agents ask for an advance and they have
money, they can give the advance (always
based on trust).
- They also use the help of money dealers
when they need money. At times, if they have
excess money, they deposit it with the money
dealer, so by the time they need money, it will
be easy for them to get a loan from the money
dealer.
- There are farmer associations in some
provinces that buy members’ produce and sell
as a group. This wholesaler also cooperates
with trucking companies so they can guarantee
safe delivery of their products.
- No difference in dealing with women, but
usually deal with men, both farmers and
agents.
Constraints:
- Government regulations from other
countries (Pakistan increased their taxes).
- Meeting customers’ requirements—that is
why they first check that they have enough
(quantity and quality) before they commit to
orders.
- Farmers should receive technical
assistance so they can produce good-quality
products.
- Problems in the harvest because of the
water shortage.
- Lack of packaging technology.
Constraints
- No access to underground storage and
trucks with cold storage.
- No certification.
- Lack of modern technologies for harvesting,
cleaning, sorting, grading, and packaging.
- No proper places for fresh fruit market to
prevent losses and damage.
- Lack of technologies for post-harvest
handling (to make juice, jams, and so on).
- Customs problems with boarders and
corruption.
- Security problem.
- They don’t have enough space in the mandvi.
- Rent for shops and government taxes are very
high.
- Some of their shops are very old and need to
be rebuilt and repaired. The municipality doesn’t
allow them to repair and rebuild.
- The hygiene of the mandvi is very poor; there
is no access to water. They are surrounded by
drains and rubbish.
- During winter, they are surrounded by water
because of poor drainage. The government
cannot control the water, so the customers and
shopkeepers face huge problems.
111
Nejabat Haidary Ltd.
Fresh Fruit Commission Agents, Kabul
- They get market information directly from the
fresh fruit market; they get the exchange rate
from TV. The high-value grade of raisin is
Shungul Khani..
- For each quality level, there is a specific price
they pay farmers; the quality from farmers is
high, they sell at high prices.
- Demand for fresh fruit is higher at certain
times. In summer, since the weather is hot, the
need for fresh fruit is going up, especially for
making juice.
- There is no association of suppliers for fresh
fruit.
- No women or women’s groups supply this
wholesaler.
Research questions
Haji Ebrahim Company, Kabul
Hadji Naseer Dried Fruits, Kabul
- The smoke of nearby restaurants pollutes.
- There is no space for processing. They use the
roofs of the shops, which in winter and summer
creates problem for women processors.
- For packing, they have space in other areas
such as Pulcharkhi but it is very far away.
- No storage facilities.
- No government control of imported dried fruits;
no control at checkpoints.
- Despite these problems, business is growing
owing to demand inside and outside the country
for dried fruits.
- The fastest-growing part of the value chain is in
retail, since wholesalers and retailers like us far
from the community cannot compare with shops
in Shar-e-naw and other commercial areas of
the city.
- Farmers’ problems are lack of underground
storage and managing pests and diseases. Also
if farmers process produce, it is sold for a higher
price.
Gender
- Are there women traders? If few or none,
why?
- Are women working with you, or in this line
of business?
- Are there any women-managed wholesale
businesses in this area? Do women own
these businesses, too, or are they family
owned?
- Has the government or other NGOs ever
provided you with marketing support?
- Do you think there is the potential for
women to be further involved in producing,
processing, and marketing grapes, raisins,
or almonds? What can they do to improve
this position?
- Do you think men and women farmers face
the same challenges in their businesses?
Why or why not?
- They don’t know any women traders because
the national situation is not supportive for
women (it is not even suitable for men).
Especially security and culture are not very
ready.
- Women are working with them as processors
on the roof of shops and in the packing center in
Policharkhi area at a daily wage of Af 140
(including breakfast and lunch). During winter,
they have few regular days of work but during
summer months they come for a few days and
work. Women laborers are controlled by women
supervisors paid Af 180–200/day.
- No women work as wholesalers in this area in
the mandvi.
- No marketing support from government.
- There is potential for women to work as traders
if they receive initial support to get courage.
According to Islam, men and women can work
and gain food for the family. It is worship if work
and gain.
- They think farmers also have lots of problems
such as too much rain, drought, diseases,
marketing problems, lack of storage facilities,
112
- Lack of knowledge on international
standards.
Opportunities:
- Quality and varieties of Afghan dried fruits
are excellent.
- Demand for dried fruit products within and
outside Afghanistan.
- Products are naturally grown so they are in
demand in other countries.
- No women traders at the moment. Almost all
the 154 members of the MBDFA are men.
There is no woman working for them.
- Yes, GTZ (Deutsche Gesellschaft für
Technische Zusammenarbeit), ACCI, IDEANEW, and ASMED are helping them with
marketing support by providing market
information, linkage to market, exposure to
exhibitions, storage facilities, and packaging
materials.
- Yes, as long as their family allows them, there
is no problem.
- Women will have a harder time dealing with
Indian and Pakistani traders because they are
more conservative when it comes to women.
Nejabat Haidary Ltd.
Fresh Fruit Commission Agents, Kabul
Opportunities
- They have good background and experience
in growing grapes.
- The weather is suitable for fruit production.
- There is access to water.
- The good communication system in the
country eases trade.
- There is great demand for grapes, both
export and domestic.
- Access to pesticides and fertilizers.
- Good quality and variety of grapes in the
country.
- Yes, there is growth both in existing and new
markets.
- The highest growth in the grape value chain is
among retailers, because their risk is less
compared to wholesalers and exporters.
- Farmers need technical assistance and
training about fertilizer and pruning, time
management, post-harvest handling, solving
pest and disease problems, and storage.
- They also need interest-free loans for
agriculture.
- Updated marketing information and marketing
knowledge.
- They know of no women working in the fresh
fruit business. There are cultural barriers; there
is also difficulty dealing with customs and
checkpoints.
- No marketing information has been provided by
the government so far.
- There is potential, but for women to be involved
in business, they have to be supported by their
families. There should also be awareness in the
community that women can be allowed to do this
kind of business. Some of the problems that they
see are insecurity, capacity-building for women,
and then the courage of women, which still need
to be improved. For example, if processing and
packing improve, they can play a very key rule in
the fresh fruit value chain.
- Definitely men and women both face problems,
but women are more at risk. They suffer twice as
much as men—first, because of culture, and
second because of the problems women are
facing at home. A woman needs to balance her
time between the business and family concerns.
She also needs to get business skills so she can
run the business effectively.
Research questions
Haji Ebrahim Company, Kabul
Hadji Naseer Dried Fruits, Kabul
Nejabat Haidary Ltd.
Fresh Fruit Commission Agents, Kabul
lack of marketing information, fertilizers, poor
irrigation system, lack of knowledge of
pollination and post-harvest handling, lack of
facilities for processing (so their losses during
processing are high), and so on.
Wholesalers/traders (continued)
Research questions
Products, end markets, and customers
- Do you sell fresh grapes, raisins, or
almonds?
- What do you sell, where, and who are your
customers (export, local)?
- Do you sell to exporters? How many?
- Do you sell to processing factories? How
many?
- Do you sell to the mandvi?
- Do you sell to retailers? How many?
- Are there large and small wholesalers at
the mandvi? Do you sell to small or large
wholesalers or both?
- Do you sell to any local juice companies?
How many juice companies are there?
- Do you also import any products?
- What percentage (approximately) of your
sales are from grapes, raisins, or almonds?
- Which product provides you with the
highest income?
- How much is your net profit from the sales
of each of the 3 products?
- Is the demand for grapes, raisins, and/or
almonds growing? If so, why do you think
that is?
- Are your customers growing? If so, who are
they?
- Do you ever receive complaints about your
products?
- Have you experienced growing export
opportunities for any of the 3 products?
Inputs
- Where do you get your supplies of grapes,
raisins, or almonds?
- Do you have any special arrangements
with suppliers? Do you ever take your own
labor to harvest farmers’ crops?
- Are there any large grape or almond
producers? How many?
- Who do these large farmers sell to? Do
Mazar Sharif Balkh Dry Fruits Processing Association
Mazar
- MBDFA has been working for the past 2 years and has been registered
for one year with MAIL. There are 7 members on its board of directors and
154 active members.
- They sell cumin, almonds, pistachios, walnuts, raisins, sesame seeds,
herbs, and spices.
- Sales of almonds are highest (50%), followed by raisins (20%) and the
other dried fruits, herbs, and spices. Almonds provide the highest income
(at least they have 10–20% net income).
- Yes, demand is increasing. As long as they have supplies and they are of
good quality, they can sell their products.
- Yes, the customers are increasing. They are coming from India and
Pakistan. They come to Mazar directly to order or they order through
emails. Usually they complain about the quality.
- Javid is exporting raisins and almonds; 70% of their almond stock is
exported and 30% sold to the domestic market. The export market will be
growing in the next 5 years.
- All of the association’s 154 members have shops in a wholesale market in
Mazar and all are men. As an exporter, what MBDFA wants is for the
Afghan government to have an agency that will guarantee the contracts of
Afghan exporters.
- Other countries have strong government support; Afghanistan does not.
- There are 5 Dried Fruit Associations in the country (Mazar, Kunduz,
Kandahar, Jalalabad, and Kabul).
Jawad Aziz Zada Fresh Fruit Company
Kabul
- Yes, they sell all fresh fruit inside the country and export it abroad. They
buy grapes from Mazar, Parwan, Logar, Kandahar, and districts of Kabul
through middlemen and local traders and send it for sale to other
provinces that produce no grapes. More than 100 local retailers and
supermarkets purchase fresh fruit from this company as well. The
company also exports good-quality Shongul Khani and Khishmishi grapes,
apples, pomegranates, apricots, and Melon to Pakistan, India, and Dubai.
- Yes, in the off-season this company imports oranges, bananas, and
mangoes from Pakistan and bananas, apples, pears, peaches, and
oranges from Iran and China.
- Seasonally grapes sell more than 50% and the highest income comes
from the grape export market, not the domestic market. They don’t know
about the profits.
- Yes, there is high demand for Shonder Khani grapes in the domestic
and export markets because of the test and because Afghanistan is the
only exporter of this type of grape around the world.
- Yes, their customers are increasing year by year, but last year Pakistan
raised its taxes very high. Grapes were not exported to Pakistan and
farmers took a huge loss on their grapes. Local customers are the
middlemen who take grapes from Kabul to other provinces that do not
grow them.
-They also have a fresh fruit union in Kabul. They pay Af 100/month to
the union; they mostly use the union for setting prices.
- No, but last year they had such a big loss from grapes.
- Produce is coming from Samanggan, Jawzjan, Kunduz, and Sarepul.
Farmers bring their produce to Mazar (50%) and then to Kabul (50%).
Produce in Mazar is then processed and exported and sold to retailers for
the domestic market.
- Farmers harvest and sell produce directly to wholesalers or to agents
traveling to their villages.
- If they go to the villages to get the harvest, they pay for their own
transport; if farmers bring their products to them, they pay for their own
transport.
- This company buys grapes from Mazar, Parwan, Logar, Kandahar, and
some districts of Kabul Province through middlemen, local traders, and
sometime by themselves.
- No, they ask middlemen to supply grapes or other products to them.
The middlemen go directly to the farmers in the provinces, purchase
their produce, and afterward transport it to the wholesalers. This
arrangement works well between the wholesalers and the middlemen in
supplying products.
- Yes, there are some large grape producers in Parwan, Kandahar,
113
Research questions
they perform any processing prior to selling?
- What kind of processing is performed for
fresh grapes and by whom?
- Do you perform any processing of fresh
grapes, raisins, or almonds? What kind of
processing is performed for fresh grapes?
Do you package?
- Do farmers ever travel in groups to sell
directly to the market?
- Are farmers growing the right kind of
almonds or grapes—in other words, the
varieties that are in demand?
- Do you ever provide transportation to
farmers or groups of farmers to bring their
produce to you?
- Do you ever use the services of a broker or
middleman? If yes, how does this
arrangement work?
- Do middlemen perform any processing? Do
they outsource any processing?
- Do you purchase directly from farmers?
Women or men?
- Do you find a difference in dealing with
women and men farmers?
- Do the farmers or traders/wholesalers
deliver the products to you? Do you provide
transportation expenses/means?
- Do you usually have enough supply? If not,
how do you source more?
- Do you ever provide market information to
suppliers—specifically, information on which
products customers are demanding, the
quality required, and so on?
Technologies and techniques
- Do you perform any post-harvest or
processing activities, such as cleaning,
sorting, or packaging?
- If yes, is it done by hand?
- What kind of processing activities are
performed? Are stems removed?
- In these post-harvest activities, which
activities are generally performed by women
and which are performed by men? Is there a
difference?
- Do you use any technology or equipment in
your trade? If so, what?
Mazar Sharif Balkh Dry Fruits Processing Association
Mazar
- They have traders/agents going to the villages to get farmer’s produce,
which the agents then sell to them at a commission.
- At times, they purchase directly from farmers. The advantage is that the
harvested produce is not mixed like it is when one buys from traders, who
mix varieties from the different places they buy them.
- Yes, they obtain enough stock from sourcing through agents.
- Products are delivered to them by agents or producers at their own
expense, but if they get the products from agents or producers, they pay for
their own transportation.
- No difference in dealing with men and women, although most of the time
they deal with men, especially when it comes to trading and marketing.
- In the harvest season (March–July) they harvest, buy, and sell for six
months and in the other six months of the year (August–February) they sell
(export and domestic).
- Yes, they provide information on the varieties in demand.
Jawad Aziz Zada Fresh Fruit Company
Kabul
Mazar, and Kabul. They source (or middlemen supply) from more than
10 large producers.
- They sell their produce to traders and middlemen or other companies’
agents. No processors; the producers clean and package the grapes.
- They pay Af 400/day to the laborers who work for their company.
- Yes, sometimes when the market is down the farmers themselves bring
their grapes to the Kabul fresh fruit mandvi.
- Farmers grow different types of grapes, but wholesalers buy according
to what their domestic or export market customers demand. Shonder
Khani and Kishmishi are in greater demand.
- The middlemen/traders and/or farmers themselves provide the
transportation.
- They purchase grapes from male wholesalers, traders, or farmers, not
from women.
- Yes, they usually have sufficient supply to meet their domestic and
export market demands.
- Yes, of course they provide market information for their suppliers
regarding the quality and type of produce and rising and falling prices.
- They are the ones cleaning, processing, and packaging almonds since
producers and agents do not clean and process them. They also clean and
process raisins, although producers do the initial cleaning and processing.
Most of this work is done by hand.
- For almonds, most processing activities are still done by men. For raisins,
women are involved in processing and cleaning.
- Not now, but wanted to use solar dryers and packaging equipment.
- Yes, when they buy produce afterward their male laborers clean, sort,
and package it, all by hand.
- No, they never remove the grape stems, because the consumers like
grapes with stems. The MOC once provided cartons for traders last year.
- No women dealers in fresh fruit processing in the market, but on farms
women prune, collect the harvest, and dry it, with the remaining activities
performed by men. Actually there is no difference; the difference is
cultural practice.
- They use technology for labeling only. Otherwise they do everything by
hand.
114
Research questions
Distribution, pricing, and seasonality
- Market information (how, who, when). How
do you determine pricing?
- Which products fetch higher prices? Are
particular kinds of almonds, grapes, and
raisins considered high-value types?
- Do farmers or traders/wholesalers receive
higher prices from you for better quality
product? Are you able to sell the quality
product at a higher price?
- Is demand higher/lower at certain times of
the year? Why?
Financing
- Do you buy/sell with cash?
- What types of financing are available and
how accessible is financing (formal, informal,
MFI, banking system)?
- Do you offer credit or purchase on credit?
What are the terms?
- Do you ever provide advances to your
suppliers?
Cooperation level
- Are there associations of your suppliers?
How are they structured? Are any of these
women’s associations?
- If you buy products from women or
women’s associations, what are the key
differences in dealing with women rather
than men?
- Would you be willing to purchase from
women’s associations/groups?
Constraints and opportunities
- What constraints and opportunities do you
see (promising value chains?)
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets?
- Which value chain has the highest growth
potential of all 3 products?
- Is there a particular area that you think
farmers need assistance with?
Mazar Sharif Balkh Dry Fruits Processing Association
Mazar
- They go to the internet café to check on prices of their products in the
local and export market. IDEA-NEW, a USAID project, will provide an
internet connection to the group in their shops so they can connect directly
with markets outside the country. There are different prices for different
products, varieties, and quality levels.
- Almonds fetch higher prices than raisins and other dried nuts. The best
quality of almonds is Satarbaye and Kambarbaye.
- March–July is the season for harvesting, buying, and processing. Supply
is high, so price is low. August–February is the season for marketing. When
supplies are reduced, the price of dried fruits increases.
- They buy and sell with cash. They do not borrow from MFIs and banks
because they charge interest, which is not good for Islam. They use their
private funds or borrow from relatives.
- Pakistani traders usually pay them after 3 months or once their products
reach the border.
Jawad Aziz Zada Fresh Fruit Company
Kabul
- Based on an open market, they set prices for their produce. For the
export market they first assess the international market for both demand
and pricing; the pricing is set depending on the cost; afterward they
calculate their benefits based on the situation in the open market.
- They also get market information from the mandvi. The union also
provides market information and assists wholesalers/traders in setting
prices.
- Shongul Khani, Taifee, and Kishmishi grapes have a good export
market and bring good profits as well. Hussaini grapes have a good
domestic market.
- Yes, when there is a high-quality product, definitely they ask for high
prices, because afterward the company is getting high prices as well.
- They purchase all of their stock with cash, informally they obtain
financing for their business. They never accept loans from MFIs or the
banking system because they are not valid in Islam. They usually use
their own money for their investments.
- Sometimes they pay middlemen and traders in advance if they ask;
also they pay them on a weekly or monthly basis.
- They know of no associations of suppliers but they have cooperation with
transport companies. The transport companies in Mazar make their
exporting activity easier by assuring their products are until they are
delivered to Pakistan.
- Yes, if there are women’s associations, they have no problem dealing with
them. One cannot see women in the shops or in their market, because
women are not allowed to go there and because it is hot; the working
conditions are not suitable for them.
- Yes there is a union of fresh fruit wholesalers/exporters in Kabul. They
pay their membership (Af 100/month); there is no fresh fruit association
or union for women and no women traders for fresh fruit.
- About 30 wholesalers/ exporters have membership in this union.
- There is no difference in buying from men or women traders or
middlemen, and they would be willing to purchase from any women’s
association/company.
Constraints:
1. Lack of market information.
2. Problems with standardization of production and quality of products.
3. Lack of machinery and equipment.
4. Customers from India want to make contract with us, but they would
like to send money later.
5. Other countries have strong governments that can provide guarantees
to them, but there is none on the part of Afghan exporters.
6. Lack of packaging equipment.
- They need air-conditioned trucks for collecting produce from the
provinces on time with less waste.
- No storage for their fruit to keep it a long time.
- No proper facility for packaging or labeling exists in Afghanistan.
- High taxes and small export market are other issues for their business
opportunities.
- Yes, the market is growing gradually for grapes and other fruits.
- Export market to India, Pakistan, and Dubai is very promising.
Opportunities:
1. Better quality of dried fruits than other countries.
2. Cheap labor.
3. Presence of international agencies/NGOs helping Afghan farmers.
4. Presence of transportation companies that they can use to export their
products.
5. Increasing demand for dried fruits from other countries.
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Research questions
Gender
- Are there women traders? If few or none,
why?
- Are women working with you, or in this line
of business?
- Are there any women-managed wholesale
businesses in this area? Do women own
these businesses, too, or are they family
owned?
- Has the government or other NGOs ever
provided you with marketing support?
- Do you think there is the potential for
women to be further involved in producing,
processing, and marketing grapes, raisins,
or almonds? What can they do to improve
this position?
- Do you think men and women farmers face
the same challenges in their businesses?
Why or why not?
Mazar Sharif Balkh Dry Fruits Processing Association
Mazar
- Know of no women trader in Mazar.
- His wife helps in the business but does not go to the shop or goes with
him when he talks with customers. He just consults with her on some
decisions about their business.
- IDEA-NEW, ASMED, GTZ, and ACCI are helping them with marketing
information, exposure to trade fairs, and getting machinery and equipment
for their association.
- Yes, there is potential for women to be involved in trading and marketing
as long as they are supported by their families to be in business. Women
traders can also organize themselves so they will also have a voice in
dealing with customers.
- Most customers, especially in this region (India and Pakistan), are men.
They are also conservative and do not want to deal with women.
Jawad Aziz Zada Fresh Fruit Company
Kabul
- No women traders or laborers in the central market, but most women
work in processing fresh fruit on the farms. Women clean, sort, and
collect fresh fruit and also work in packaging and labeling; they have a
good role.
- The families owned the business and give no right to women to work as
businesswomen or traders, based on cultural practices.
- Yes, there is a good opportunity for women to work as traders or
exporters, but I myself will never let my women do business or be part of
the business at all. Women can work and take more part in cleaning,
grading, packaging, and labeling the products. Women are also part of
this society, but our culture doesn’t allow us to use our women in
business.
Processors
Research questions
Introduction
- Describe your organization. What are your
goals, structure, and so on?
Haji Painda Mohammad Atekal Company
Kabul
- The organization has a long back story from
father and grandfather called Haji Painda
Mohammad Atekal.
- Structure: President, Vice-President, and
Secretary.
- There are 130 women processors.
- They are exporting pistachios, almonds,
walnuts, and raisins to Pakistan and India.
- The processing steps are: washing; cleaning by
hand; sorting and grading (hand work); packing in
2- and 5-kg packs by machines; labeling by
machine.
- Note: The processing center is located in
Taimanie area, very far from the mandvi. The
packaging is in the name of HPA 888.
- For the union they pay service fees yearly
(whatever the union spent, divided among the 25
members).
- The union facilitated the exhibitions, marketing
and price information, processing visas, and
presenting processors and traders problems to
ACCI and other government agencies.
116
Afghan Pride Association
Kabul
- Afghan Pride Association (APA), founded by
Mariam Sidiqi 3 years ago, is one of the active
dried fruit producers in the country. Mariam has
been part of the MEDA supported Through the
Garden Gate Project (TGGP).
- APA is proposing to link the TGGP womenfarmers to the association by supplying
cleaned, processed, and dried grapes.
- APA is registered with the Ministry of Justice.
Its aim is to improve women’s economic and
social status in Afghanistan by involving them
in economic activities.
- APA has 200 members among whom 10 are
staff members. APA members produce a wide
range of hygienic and high-quality dried fruits
and nuts.
- Members are getting assistance from the
association in the areas of agriculture,
processing, packaging, business, and
marketing.
- APA will be providing grape processing
training to TGGP farmers in 2010.
National Organization for Women (NOW)
Charikar, Parwan
- National Organization for Women (NOW) is
an association of women farmers.
- Handicraft and Agriculture Department.
- Operational for 5 years.
- Collaborates with funders such as GTZ,
United Nations Development Programme.
- Women members pay annual fee of Af
100/year.
Research questions
Products, end markets, and customers
- What types of products do you process or
manufacture?
- Who buys your products? Are any of the
buyers women?
- Do you export directly?
- Do you sell to local retailers?
- How much do you produce in a
week/month?
- Are you operating at capacity or could you
produce more?
- Are there many processing centers and
factories are in Afghanistan?
- Are there any local juice companies? How
many, and where are they located? Who do
they buy grapes from? Who do they sell to?
Inputs
- Where do you get your supply? Is it local or
imported?
- Are there any special arrangements with
suppliers?
- Do you buy directly from farmers,
traders/wholesalers, or the market (mandvi)?
- Do you buy from any large farms? How
many large farms?
- Are there small and large wholesalers at
the mandvi? Who do you purchase from?
- Are any of your suppliers women?
- How do you deal with product quality?
Haji Painda Mohammad Atekal Company
Kabul
- Processed almonds, walnuts, and raisins.
- Indian and Pakistani traders are their customers.
- They process about 65–70 t/month; they have
no capacity to produce more.
Afghan Pride Association
Kabul
- Dried fruit/nuts.
- Main customers are hotels, unions, exhibition
participants, and 2 retail shops (Shar-e-Naw
and Harekana in Kabul).
- Linked to 2 unions that support export
activities and in some cases buy the product
themselves then export.
- The head of the union is also an exporter
(customer). Other members are also willing to
purchase.
- Last year, the association sold 50 ser of
almonds to union members, most of which had
been sourced from farmer communities.
- Last year the association earned US$ 42,000
from sales of its products. Average lowest
sales were 50 kg/month; average highest sales
were 100–150 kg/month.
- Get supplies from Shahresta District in Gazni
and Ghorband District in Parwan.
- Don’t buy directly from farmers but from the
middlemen.
- No women suppliers.
- Women farmers sell their raisins directly to
the association. Representatives travel and
purchase from villages.
- Traditionally, grapes are dried on mats (15–
20 days) placed on rooftops, but this method is
inefficient, unclean, and does not produce highquality raisins.
- If farmers are willing to clean the raisins
themselves, the association covers the cost of
this (pay for the cleaning), otherwise cleaning
is usually carried out at the center.
- Processing usually involves the following
steps:
1. Shake the raisins to remove any sediment
such as sand and rocks.
2. Clean by hand and shake the raisins on
cheesecloth with a little water for further
cleaning.
3. Shake the raisins in paraffin wax to create
shine.
4. Package according to customer
requirement, usually in 500-g packs.
- The highest-value crops are the large green
raisin variety Kalke Arus and the Ghazni Green
Grape.
- If under-supplied, will sometimes purchase
from wholesale market to complete order.
117
National Organization for Women (NOW)
Charikar, Parwan
- Have 500 women members involved in
horticulture, 100 in handicrafts.
- Received a dryer (raisins) from United
Nations Development Program–World Food
Program worth approximately US$ 5,000.
- Owned by women from association.
- There is a schedule for women to use this
dryer; has 700-kg capacity, services 5 nearby
villages.
- No fee to use dryer since women already pay
membership fee.
- World Food Program started this program as
a pilot; wanted a dryer in every village, but that
did not happen.
- Currently the dryer needs to be repaired, but
they do not have the funds.
- Have link to trader in Moscow, also AWBC.
- Usually the women’s husbands will negotiate
with any traders that come to purchase
produce.
Research questions
Technologies and techniques
- Do farmers or middlemen perform and
processing of raisins or grapes?
- What kind of processing is performed for
fresh grapes?
- Who does the cleaning, sorting, and
packaging for fresh grapes?
- Do farmers, middlemen, or wholesalers do
some of these activities?
- Can you access the technologies you
require?
- Do you receive training?
Distribution, pricing, and seasonality
- How do you obtain market information
(how, who, when)?
- How do you determine pricing?
- Do you have any seasonal issues with
sourcing?
- Do you make transportation arrangements
to purchase supply? Who pays for this cost?
Financing
- What types of financing are available, and
how accessible is financing (formal, informal,
MFI, banking system)?
- Do you offer credit or purchase on credit?
What are the terms?
- Do you offer noncash forms of financing,
such as sales or returns, bartering in
exchange for labor and so on?
- Where do you go for savings or credit?
Haji Painda Mohammad Atekal Company
Kabul
- Use local technology for processing, sorting, and
grading.
- For packaging only, they use machinery made in
China. It is of low quality and they don’t have
confidence in using it. If it gets damaged, it will be
impossible to fix.
- They don’t receive any training in processing.
They have experience of long years working in
processing.
Afghan Pride Association
Kabul
- The center in Kabul is now testing the use of
solar dryers, and looking at packaging
machinery from a company in India (which also
provides training).
National Organization for Women (NOW)
Charikar, Parwan
- They get market information from the mandvi
and also from the dried fruit union.
- Prices are set based on the market; later on,
they calculate their profits after deducting
expenses.
- Transportation is the responsibility of the
suppliers.
- Last year the association earned US$ 42,000
from the sale of all products. Average lowest
sales were 50 kg/month; average highest sales
were 100–150 kg/month.
- The association pays a premium for almonds
that have been shelled, cleaned, and sorted
properly. Traders usually buy the products as
is, with no processing.
- To compare prices: For example, the price a
farmer may obtain from a trader is Af 100–
150/kg of almonds. If they are properly
processed, the association will pay Af 200/kg.
The association then sells the almonds for Af
250/kg. In the export market, they can fetch in
the range of Af 300–450/kg for the same
product.
- Usually difficult for farmers to find transport for
both fresh grapes and raisins. Middlemen
usually go directly to farmers to purchase fresh
grapes.
- The benefit that farmers receive from the
association is that local collecting/drying
centers are set up in their villages for easy
access by the women farmers.
Representatives (Center Supervisors) from the
association will inform farmers of the orders,
travel to the farmers to purchase the raisins,
and transport back to the Kabul center.
- Currently not a good market for raisins.
- Trying to find a market to sell fresh grapes.
- 1 ser = Af 400.
- Trying to encourage diversification (e.g., into
saffron).
- If in need of financing, they ask friends, not MFIs
or banks, since Islam prohibits giving and taking
interest. But they can borrow and give loans just
on trust without any consideration of profits.
- No dealing in cash.
- Didn’t apply for any savings and credit.
118
Research questions
Cooperation level
-Are there other similar associations?
- Are there associations of your suppliers?
Constraints and opportunities
- Do you have difficulty meeting customer
requests?
- What constraints and opportunities do you
see in grapes/raisins?
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets or customer trends?
Gender
- What are the numbers of men and women
in the sector and their roles (currently and
future possibilities)?
- Is there a possibility for more women to
become involved in processing?
Haji Painda Mohammad Atekal Company
Kabul
- Around this company, more than 25 companies
process dried fruits.
- No association of suppliers in the province of
Parwan and Ghazni, only individual traders.
Afghan Pride Association
Kabul
- Yes, several other women’s associations
such as AWBC
- No difficulties so far in meeting customers’
requests.
- The biggest constraint in the raisin value
chain is drying.
- The constraints in the almond value chain are
the mixing of almond types (sweet and bitter),
poor shelling, no packaging, and poor postharvest handling. Most almonds are easily
broken if not shelled properly.
- There are many types of almonds, but the
soft-shelled almonds are the best quality.
- A large amount of mixing also occurs when
farmers mix the sweet and bitter varieties.
Packaging facilities are available to few
farmers and cleanliness of the produce is a
problem (e.g., poor post-harvest handling;
farmers seldom use gloves for handling).
- Export market, particularly to India, very
promising.
Challenges:
- Marketing.
- Imports distorting market; too many Iranian
products, which are also higher quality.
- Not enough equipment (e.g., storage) for
improved quality
- In these value chains, women are involved in
production and cleaning. As women are not
allowed in the market, men control the selling.
Women realize no profits, and revenues are
controlled by the men.
- Women often have no market knowledge
such as price information, and they rely on
male family members to travel to the bazaar.
They have a lack of decision-making power
and also a lack of mobility, particularly in
Mazaar-e-Sheriff, which produces a lot of
almonds.
- Women need to be able to sell to other
women in the market, and processing needs to
occur in a women’s environment for women to
be further engaged in these value chains.
- Government support for the private sector is
poor.
- This processor indicates that the government
- Men’s roles: Growing; pruning; carrying and
placing on roof; drying.
- Women’s roles: Widows grow themselves;
other women’s roles include weeding; clearing
of leaves after pruning; cleaning after drying;
and separating raisins from bunch.
Constraints and problems :
- Lack of storage facilities.
- Lack of equipment causes low-quality
processing and also processing losses.
- No regular marketing information system.
- No facilities from government.
- No access to proper space for processing.
- Processing center is very far from the
company. To send products from company in
mandvi to processing center and back involves
paying transport costs, time, and traffic jam
problems.
- Many security checkpoints inside the country
(especially in Kabul) are a big problem. It
disturbs the business.
- They think that the almond market is breaking
down. They export almonds to Pakistan and
pay customs fees. Kashmir state, which is not
paying customs fees, also supplies almonds to
India and Pakistan. Customers prefer to buy
from Kashmiri suppliers, whose prices are low
because they do not pay customs fees. Almond
demand is decreasing but the market for
walnuts and raisins remain constant,
- For the moment 130 women work with this
company; all are doing processing.
- They believe that women can play a very
efficient role at the top of the value chain and in
leadership in business.
119
National Organization for Women (NOW)
Charikar, Parwan
Opportunities:
- Packaging, improved quality could lead to
import substitution opportunities.
- Thinks government should stop imports.
- Should make links with schools so they sell
students raisins and so on as snacks instead
of imported, unhealthy chips and similar
foods.
Research questions
Haji Painda Mohammad Atekal Company
Kabul
Afghan Pride Association
Kabul
department with which it is involved is the
Ministry of Commerce for payment of taxes.
- MAIL is not very involved as it has few
extension staff, although some work and
support have occurred through HLP. But no
support for women.
National Organization for Women (NOW)
Charikar, Parwan
Processors (continued)
Research questions
Introduction
- - Describe your organization. What are
your goals, structure, and so on?
Products, end markets, and customers
- What types of products do you process or
manufacture
- Who buys your products? Are any of the
buyers women?
- How much do you produce in a
week/month?
- Are you operating at capacity or could you
produce more?
Tak Dana (Dry and Fresh Fruit Processing
Company)
Kabul
- Private processing and export company that
also sells sell to domestic market; 6-year-old
business.
- Currently have a Kabul factory, soon moving to
a new location in Mazar e Sheriff.
- Also building a factory in Charikar for fresh fruit
and vegetables, including grapes.
- Sell both raisins and almonds.
- Sell to Dubai, Pakistan, India, and China.
- Last year: 35–56 t of processed/packaged
product sold, of which 15–20 t of almonds/raisins
were exported.
- Plan is to sell up to 300 t in total this year.
- Also sell to domestic market (20–25% of sales
are local).
Dewa Food Company – DFC Foods
Kabul
- Private and domestic processing company,
do not yet export.
- Purchased machinery in 2009, recently
started operations.
- At trial stage, easier to do business with
peanuts initially since demand is high in Kabul,
especially in winter (import substitution).
- All staff (18) female, doing processing and
packaging as they are better workers.
- Had to train the women using own resources;
these services are not available externally.
- Only peanuts so far, potato sticks, and French
fries.
- Planning to move in to dried fruits as get more
established.
- Planning to sell to shops, not wholesalers,
with a 50:50 incentive to keep product in shop
and promote its sale.
- Raisin-processing factory based in Kabul.
- Only raisins; capacity up to 10,000 t.
- Packaging supplies, labels, and other
consumables come from Pakistan; not
available in Afghanistan.
- Purchase peanuts from mandvi; prefers
shelled.
- Machinery from USA (California).
- Purchase raisins from farms (already dried):
1. Large farmers: 10,000 t; travels to
farms, purchases, transports back.
2. Sales agents: 15,000 t; they are large
traders and travel between villages and
Kabul.
Processing method:
- Wash, sort, oil, package (raisins).
- Break, sort (color/size), package (almonds).
- Packaging sizes depend on customer: 1kg,
5kg, 25kg, 50kg.
Inputs
- Where do you get your supply – local or
imports?
- Are there any special arrangements with
suppliers?
- Do you buy directly from farmers,
traders/wholesalers?
- Are any of your suppliers women?
- How do you deal with product quality?
- Have 1 contract with import company in Dubai.
- Transport by air, pay cost themselves.
- Relocating to Mazaar since easier to source a
lot of produce (especially almonds which are very
profitable). Mazar is more liberal than Charikar
(fewer cultural and security constrains).
-Purchase directly from farmers and from
independent traders; do not purchase from
market (mandvi).
- In Charikar, deal directly with women farmers.
- Only buy from areas that have good, clean
produce.
120
Tobasom – Raisin Processing Factory
Kabul
- Exporter of fresh grapes to Pakistan and
raisins to Moscow. Smaller exports to
Germany, England, and Netherlands.
- Last year: Pakistan increased its taxes, so
could not export as much. Only 1,000 t fresh
grapes exported to Pakistan. Only 1,000 t
raisins exported to Russia, because the grape
crop was so large, drying was performed too
late, quality was poor, and demand for raisins
fell.
- Last year: No fresh grapes exported at all.
Crop also suffered from disease.
- Company has its own farm with more than
10,000 trees, uses pesticide imported from
Iran, ended up ruining entire crop.
Research questions
Technologies and techniques
- Can you access the technologies you
require?
- Do you receive training?
Distribution, pricing, and seasonality
- How do you obtain market information
(how, who, when)?
- How do you determine pricing?
- Do you have any seasonal issues with
sourcing?
- Do you transportation arrangements to
purchase supply? Who pays for this cost?
Financing
- What types of financing are available, and
how accessible is financing (formal, informal,
MFI, banking system)?
- Do you offer credit or purchase on credit?
What are the terms?
- Do you offer noncash forms of financing,
such as sales or returns, bartering in
exchange for labor and so on?
- Where do you go for savings or credit?
Cooperation level
-Are there other similar associations?
- Are there associations of your suppliers?
Constraints and opportunities
- Do you have difficulty meeting customer
requests?
- What constraints and opportunities do you
see in grapes/raisins?
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets or customer trends?
Tak Dana (Dry and Fresh Fruit Processing
Company)
Kabul
- Prefer to purchase unshelled almonds. If
villagers perform shelling themselves, almonds
are very poor quality (broken, dirty, and so on).
- Use machines for drying.
- Market info mostly from exhibitions; study
markets (shops, potential buyers); have 6
employees doing this kind of research.
- Best prices obtained for almonds, pistachios,
and pine nuts.
- Higher prices obtained for fresh table grapes
than for raisins.
- Off season sales: Cold storage for grapes would
increase grape sales.
- Seasonal demand for products: Currently high,
in the fall it will be normal to low.
- High quality green raisins: Af 300/kg.
- Bad quality: Used for fodder, Af 100–120/kg.
- Difficult; need guarantee and very high interest
rates (15–20%).
- Usually purchase with cash, sometimes will write
a 2-3 agreement and pay in installments
(farmers).
- No credit.
- Often provide advances to suppliers (10–15%);
this practice is very common in Afghanistan.
- 2 Associations (Union of Dried Fruit; Produce
and Export Association). Not very helpful; Only 2–
3 women are involved and not in dried fruits/nuts.
- 50–60 exporters in total.
Opportunities:
- Export of fresh table grapes from Charikar
factory to Dubai.
- Almonds and raisins both very profitable (hence
the move to Mazar).
- Could supply but could be purchasing and
selling more.
- Plan to provide training for drying.
- New markets: Europe (Germany) (almonds).
Challenges:
121
Dewa Food Company – DFC Foods
Kabul
- Purchases machinery from Pakistan (also
China).
- China and Pakistan provide after-sales
service (hotline); also provide initial training
and user manual.
- In future may need storage but currently will
only buy produce based on demand, so no
long-term storage required.
- Performed survey of traders; purchased from
trader with good quality and lowest prices.
- Sales will be performed by salesmen who will
drive car and stock around Kabul, provide
samples, and deliver orders (on commission).
- No women can do this, since they cannot
drive in Kabul, owing to cultural limitations.
Tobasom – Raisin Processing Factory
Kabul
Before grape season, pay advance to farmers,
form verbal agreement (that is, farmers cannot
sell fresh grapes and will sell raisins only to
Tobasom).
- Price paid later to farmers is the current
market price at time of sale.
- Will provide mats to farmers for drying;
instruct them not to use any chemicals for
making grapes larger.
- Has partners investing in company, no loans
from banks.
Opportunities:
-Large potential in almonds/raisins.
Challenges:
- Little hygienic processing of products up to
export standard, but situation is slowly
improving and there is lots of potential.
- Marketing – too many imports.
Opportunities:
-Lots of potential, including new
countries/markets.
Challenges:
- Quality is a huge challenge to be able to
export.
- Financing; farmers are poor and keep
needing advances and so on.
Research questions
Gender
- What are the numbers of men and women
in the sector and their roles (currently and
future possibilities)?
- Is there a possibility for more women to
become involved in processing?
Tak Dana (Dry and Fresh Fruit Processing
Company)
Kabul
- Sourcing women employees (e.g., Charikar).
Security also a concern. In future will consider
providing transportation to women if necessary
and also hire guards.
- Availability of land for constructing factories.
- Financing.
Government:
- Need to improve opportunities for loans.
- Need to make land available.
- Need to provide training at each level of value
chain; farmers need technical assistance to
improve quality, need mats, covers for drying.
- Employee women; currently have 60 women
involved in processing.
- Depends on season: In the high season even
need labor for 2–3 shifts.
- In Charikar will need up to 30 women for
processing; prefer women for these roles since
very careful and very good at cleaning.
- In some areas have problems finding women
workers.
- No women exporters.
- When they buy from women there is no
difference in the way they deal with them; product
price depends on quality; have women employees
that negotiate with them.
- Deal with women individually and in groups.
122
Dewa Food Company – DFC Foods
Kabul
Tobasom – Raisin Processing Factory
Kabul
- No women can sell dried fruits in mandvi.
Doesn’t except to see any changes for another
50–60 years minimum.
- Hard for women to be wholesalers, negotiate
prices, demand payments, and so forth in the
market.
- Women usually provide cleaning and
processing services, but they do this work at
home and live close to the mandvi.
- Women are best for processing by hand:
They are cooperative, hardworking,
responsible, often need the jobs.
- Salary: Af 80–140/month.
- Initially, some women were escorted to
factory by men, worried about timing of shifts,
needed permission of families.
- No transportation is provided to them since
they all live close by.
- Men will not do this job for this kind of salary.
They would need to be paid at least Af 150–
300/month. They have other options for jobs.
- No women salespeople. They could possibly
be sales agents, but have never seen it in
Afghanistan.
- 50 women work in factory, total employees
are 200.
- Women’s role in grape production/processing:
Pruning, collecting, harvesting, carrying,
sorting, and cleaning.
- Women in raisin processing: Put on mats,
collect, sort, and clean.
- No women sales agents.
- Women cannot be traders.
Retailers
Research questions
Products, end markets, and customers
- What type of products do you sell?
- Do you sell grapes, raisins, and almonds?
- How do you decide what to stock?
- What are the most popular varieties of
raisins and almonds?
- Which varieties of raisins and almonds
have the highest profit margin?
- What is your customer profile?
- Do you sell to exporters? Are there any
women exporters?
- From whom do exporters purchase their
products? From middlemen, the mandvi, or
retailers?
- Do you export directly? Where?
- How much do you sell in a week/month?
- Who is your competition? Are there any
women retailers?
Inputs
- Where do you get your stock? Do you deal
with farmers directly or traders/wholesalers?
- Do you purchase from any large farmers?
From how many large farmers do you
purchase?
- Do you purchase products from the market
(mandvi)?
- Are there small and large wholesalers in
the mandvi? Do you purchase from both?
- Do you purchase from any processing
factories? How many?
- Are there any special arrangements with
suppliers?
- Are you satisfied with these suppliers?
- Are any of your suppliers women? Is there
potential for women to be your suppliers?
Why or why not?
- Are you a farmer/processor/trader? Do you
produce raisins and almonds for sale?
- How often do you get new stocks of raisins
and almonds?
Technologies and techniques
- Do you have to perform any sorting,
shelling, or cleaning of grapes, raisins, or
almonds prior to selling?
- Who performs these activities? Do you
employ women? How much does it cost?
- Do the middlemen perform any
processing? Do you outsource any
processing?
Kabul retailer # 1
Shar-e-Naw, Kabul
- Sell various varieties of raisins and almonds,
other dried fruits, also has convenience store.
- Main customers are expats, Afghans.
-Almond, starboyee, and raisins (Shungul Khani).
- Activity is high during winter and low in summer
when weather is hot.
- Usual they do not sell to exporters, but could if
they order from him.
- Yes, women also come to our shop and
purchase, no restrictions..
- No women retailers.
Kabul retailer # 2
Shar-e-Naw, Kabul
- Sell various varieties of raisins and almonds,
other dried fruits, also have a bakery.
- Main customers are expats, Afghans.
Mazar retailer
Gulbuddin Mandozia Market
- Different almond varieties, pistachios, dried
apricots, walnuts, raisins, and so on.
- They stock dried fruits according to demand,
based on shopkeeper’s experience
- For almonds, the most desirable variety is
Satarbayee, while it is Shungul Khani for
raisins.
- Those specific varieties bring more income.
- Not selling to exporters, only for local
customers.
- Each week, they sell more than US$ 350.
- Buy from traders; none are women.
- Travel to mandvi to pick up stock, have
established relationships, so source from various
traders.
- Have US almonds bought from mandvi. Traders
bring them from Dubai.
- Buy mostly from small traders in mandvi. Do
not buy from the large wholesalers.
Responsible for own transportation.
- Have many different traders, each selling
different varieties.
- Buy stock every 1–2 weeks depending on
demand.
- They get their stock from Mazar Mandvi and
have no direct dealings with farmers.
- They send their order and requirements to
their supplier.
- They are satisfied with suppliers dealing with
them.
- No women supplier in Mazar Mandvi because
it is unacceptable for families to allow women
to work in such a crowded area.
- They are retailers who get their stock twice a
week in from the mandvi.
- Perform cleaning, do all packaging.
- Employ no women at this store but they have
another store at the mandvi where they outsource
their cleaning to women. They pay Af 200/day
and women work 5 days per week.
- Perform own cleaning and employ no women.
- Know that in mandvi women do cleaning.
- No prior sorting or grading before selling,
because they buy almonds and raisins already
sorted and graded.
- They are not part of any program to have
subsidized support.
123
Research questions
- What kind of processing is performed for
fresh grapes? Who performs this
processing?
- Who packages fresh grapes?
- Are there any local juice companies? How
many, and where are they located? Who do
they buy grapes from? Who do they sell to?
- Are you part of a program or project that
supports you with free or subsidized supplies
for you to sell? What supplies? How does
this work? Who is involved?
Distribution, pricing, and seasonality
- How do you market your products?
- Where are your shops located—rural
and/or urban areas?
- How do you determine pricing?
- What are the current prices for the most
popular types of raisins and almonds that
you sell?
- How do you deal with product quality?
- Do you have any seasonal issues when
you are sourcing products?
- Do suppliers transport the products
themselves or do you provide
transportation? Do you pay for transport?
Financing
- What types of financing are available and
how accessible is financing (formal, informal,
MFI, banking system) for your business?
- Do you buy supplies on credit or offer credit
to your customers? What are the terms?
- How much does credit cost?
- Do you use other noncash forms of
financing, such as sale or return, bartering,
in exchange for labor, and so on?
- Where do you go to save money?
Cooperation level
- Are there any supplier associations (raisins
and almonds) that you source from?
- What do they do, and how are they
structured? Do you buy from any women’s
associations?
- Are there any retailers’ associations?
Kabul retailer # 1
Shar-e-Naw, Kabul
Kabul retailer # 2
Shar-e-Naw, Kabul
- Summer: Sales decrease since dried fruits and
nuts not consumed as much as in winter. June
has lowest supplies.
Prices (per kg):
- Green raisins: Af 100.
- Shindokhani (Kandahar) raisins, two quality
levels: Less clean is Af 160; cleaned by hand,
one by one, is Af 350.
- Black raisins: Af 140.
- Big-seeded raisin: Af 500.
- Almonds range from Af 800 down to 600, 500,
and 250.
- US almonds: Af 500.
- Local almonds are most in demand (Af 600).
- The second-quality Shindokhani raisins are
the best seller (Af 160).
- If have problems with financing, first ask
relatives, then think about getting loans, which
often require documentation, guarantees.
- Do not sell on credit.
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Prices (per kg)
- American almonds: Af 500
- Local: Af 500 and 200 (most in demand).
- Usually pay cash, sometimes pay after in
installments.
- Have problems with capital, Af 3.86 lakh in
debt to suppliers. Since they are regular
customers, the supplier will usually wait for
payment until business gets better.
Mazar retailer
Gulbuddin Mandozia Market
- They sell products inside the city in rented
premises (Af15,000 rent per month).
- Price is based on those in the adjacent retail
shops and other markets.
- Best-quality almonds sell at Af 500 and bestquality raisin at Af 350.
- For each level of quality, there is a specific
price and specific demand, which they deal
with accordingly.
- There are seasonality problems, because at
the end of the season stocks of dried fruits are
not sufficient to meet customers’ demand.
Right now, there is continuing demand for
Satarbayee but the harvest is already finished.
- The shopkeeper goes to the mandvi and pays
for his transport. If suppliers bring stocks, they
pay for their own transport.
- They face difficulties in accessing finance, but
solved them with the help of friends. The
shopkeeper borrows from them based on trust.
He never applied for microfinance because
Islam does not allow interest.
- Shopkeeper provides credit to customers
based on trust and without conditions.
- He saves his money with one money dealer
who is his trustee. If he needs money, he will
get it from him. He is not saving with the bank
because of insecure situation.
- Yes there are associations, but doesn't know
how they are structured.
- No purchasing from women in Mazar, and
there are no women suppliers or associations.
- Shopkeeper is not a member of retailer
association; at present there are no
associations of retailers in Mazar. He has not
received any assistance from any agencies,
(government, NGOs, or associations).
Research questions
Kabul retailer # 1
Shar-e-Naw, Kabul
Kabul retailer # 2
Shar-e-Naw, Kabul
Mazar retailer
Gulbuddin Mandozia Market
Constraints:
- For almonds, cold weather is not good.
- If there is too much rain, almond blossoms
die and quality of almonds affected.
- Security is also a major factor. If the main
highway is closed, supply will be impossible.
- Police seeking bribes at checkpoints is a
big problem.
- No support system if they incur losses or
have other problems—no insurance program
or government agencies to provide support.
- No women are involved as retailers in Mazar.
- No women traders or wholesalers, but it is not
impossible for women to gain skills and do the
job with lots of innovation and hygiene.
- Barriers are insecurity, cultural constraints,
and lack of trust in women to start in this area
or become traders.
- Also the situation is not conducive now for
women to work as traders.
- Women do processing, harvesting, sorting,
and grading.
Agriculture Market Infrastructure Project
(ADB/MAIL)
- Agriculture Market Infrastructure Project (AMIP)
is an ADB-funded project under the Project
Implementation and Coordination Unit (PICU) of
MAIL. The project officially started in April 2010
so they are just hiring staff and working on their
timetable. AMIP has 2 primary objectives:
Horticulture and Livestock Project (HLP)
Afghan Almond Industry Development
Organization (AAIDO)
- AAIDO works in partnership with Roots of
Peace. The project is funded by the European
Commission through HLP. HLP subcontracted
Roots of Peace and the creation of AAIDO is
part of the project’s objectives.
- AAIDO is composed of 8 producers’
associations, 4 traders’ and exporters’
associations, and 6 nursery associations from
all over the country. Of the 18 associations,
there are 2 women producer associations in
Daykundi and Balkh. Each sector is
represented on the board, which has 11
directors (all men). AAIDO has 7 full-time staff
with 1 woman accountant.
- They support their member-associations by
providing training and technical assistance in
pruning, grafting, gaining market awareness,
determining the best inputs to use, packaging,
pollinating, and separating bitter and sweet
varieties.
- AAIDO had regional centers in Balkh,
Samanggan, Ghazni, Laghman, and Daikundi.
-The women’s associations from Daikundi and
Constraints and opportunities
- What constraints and opportunities do you
see in the raisin and almond value chains?
- Do you have problems meeting customers’
requests?
- Have you noticed any trends or changes in
farmers’ requests?
- What are the major problems for the growth
of your business?
- Do you see growth in existing markets? In
new markets?
Gender
- How many women are involved in retailing?
- Are there any women traders/wholesalers?
- Is there potential for women to be traders,
retailers, or exporters? What are the main
barriers?
- What other activities could women take on
in the value chain?
Institutions
Research questions
Introduction
- What is your role in the grape, raisin, and
almond industries?
- What is your organizational structure? Do
you have women employees?
- Do you have members? Who are these
members? Are any of them women?
- What kind of services or support do you
provide to farmers? Traders? Exporters?
Extension and training
- Do you provide extension or training
support? Are there any women
extensionists?
- Do you provide any other services or
support for women farmers, traders, or
exporters?
- Is this offered to women? Is there a fee?
Do trainers travel to villages?
i.
ii.
Improve market support through the
agricultural market.
Provide consultancy to MAIL staff (Private
Sector Unit, Horticulture Unit and Farmer’s
Cooperative Unit).
- AMIP will operate in 2 sectors – Livestock
Support Project and Horticulture Support Project.
- For Livestock Support (LS) plan to establish 5
slaughterhouses (2 in Kabul and 1 each in Mazar,
Heart, and Kunduz). They are also looking into
building a milk processing plant in Jalalabad.
- For Horticulture Support (HS) plan to establish
200 collection centers in 7 agricultural zones
125
- HLP is a key instrument for implementing the
National Agriculture Development Framework
in horticulture and livestock production. HLP
has selected 11 focus districts in 7 northern
and 4 central provinces.
-In Horticulture, HLP aims to increase the
production and productivity of farm households,
enable them to adopt the most suitable
practices, establish 3,000 new orchards with
60% of saplings surviving, and increase the
producer price for produce where the value
chain pilot is implemented.
- Each focus district targets male and female
Farmer Producer Groups established by the
Farmer Organization Development (FOD)
component of the HLP.
- Female Farmer Producer Groups have been
established following the creation of
Horticulture Interest Groups. The male
participants introduced their female family
members, other relatives, and friends to the
Facilitating Partners for creating female Farmer
Producer Groups. This is a significant change
Research questions
Agriculture Market Infrastructure Project
(ADB/MAIL)
(North East, North, South West, South, North,
East, and Central Regions). The collection
centers will support farmers/producers in
collection as well as processing, packaging, and
marketing (including cold storage if needed).
- AMIP is looking into pistachios, almonds,
apricots, and raisins. They will be hiring
consultants to do value chain analyses for these
products and will have the survey results
available by November. The study will then be
their guide when they implement this HS. The
collection centers will be owned by farmer groups,
associations, cooperatives, with priority given to
women’s groups.
- Women’s associations will be trained to run the
collection centers and learn what to plant based
on the market demand. The project will also assist
in providing market information through various
media (flyers, brochures, radio, and TV).
- AMIP plans to finish the value chain study in
2010 and establish the centers in 2011.
- The project will also support the dried fruit and
nut sector by reequipping the Dried Fruits and
Nuts Directorate under the Ministry of Commerce.
They will provide laboratory equipment that is
acceptable for WTO certification and will also
provide training to laboratory technicians.
Horticulture and Livestock Project (HLP)
as HLP shifted its focus from individual farmers
to households to reflect the reality of farming
activities in the households. These groups
have been mainly selected out of the
Horticulture Interest Groups established by
Facilitating Partners for the horticultural
activities.
- Women Extensionists: They expect to have
100; now they only have 25. More to be hired
and trained. Training for women are adjusted –
they are provided training on intercropping
rather than pruning.
- There are 1,000 groups (60% male, 40%
female) implementing Farmer Field Schools.
They are provided technical training as well
business services provision, inputs, and
marketing linkages. Women’s groups are
provided training on orchard management and
savings boxes. From the money they collected
from savings boxes, the women financed
economic projects and agricultural production.
If they need more loans, they are linked to
WOCCU, Ariana Financial Services (Mercy
Corps), and First Microfinance Bank (Aga
Khan). The groups are informal groups with a
Chairman, Treasurer, and Secretary. They
cannot receive training from the project unless
they are organized as a group. From the group,
they select and develop their Farmer
Extensionists. These groups can be organized
later as Farmers’ Associations or as Village
Savings and Loans Associations depending on
what they want to be.
- HLP’s implementing partners are:
i.
ii.
iii.
126
Roots of Peace (provide technical support
in livestock and horticulture via 150
Horticulture Extensionists, 25 of whom are
women; they also have 11 Livestock
Extension Workers).
FAO (poultry production).
NGOs, including SDO, Global Partnership
for Afghanistan, Agency for Technical
Cooperation and Development (ACTED),
ZoA, Afghan Aid and Hand in Hand
(implement the social mobilization
component).
Afghan Almond Industry Development
Organization (AAIDO)
Khulm Tashqurghan have joined recently. They
are producers and traders/processors. AAIDO
has supported these association in processing,
packaging, and marketing.
- AAIDO provides extension services to
producers through their Regional Coordinator
in coordination with MAIL. To the
traders/exporters, AAIDO provides market
support, training on value chains, and training
in establishing marketing centers in other
countries like India. No fees are collected so far
since these services are funded by donors.
However, AAIDO is expected to be sustainable
after 4 years.
- Training is available to women at no cost as
well.
- For almond production, 1 jerib can
accommodate 66 trees of 4 varieties. Almond
saplings will spend 2 years in the nursery and 4
years on the farm before bearing.
Research questions
Agriculture Market Infrastructure Project
(ADB/MAIL)
Horticulture and Livestock Project (HLP)
Afghan Almond Industry Development
Organization (AAIDO)
- The project ends in 2011. They are
implementing activities to ensure the
sustainability of their groups by linking farmers
with traders and building up farmers’
associations. They are also looking into an
alternative market aside from Peshawar and
seeking to improve the quality of grapes on the
production side.
- HLP is looking into raisins as a profitable
value chain aside from fresh grapes.
- Presently HLP focuses only on fresh grapes.
The project helps rehabilitate orchards and
establishes new ones. Fresh grapes are sold
domestically and exported to Pakistan through
Karachi. From Karachi, Pakistani traders sell
Afghan grapes to other countries.
- HLP hired a Market Support Officer charged
with collecting the projected date and size of
the harvest from producers and providing this
information to traders. Traders will easily get
the grapes as soon as they are harvested and
producers will have a ready market upon
harvest.
Products, end market, and
national/regional production areas
- Are fresh table grapes exported or mostly
raisins? If yes, where?
- Who are the main suppliers for exporters of
grapes, raisins, and almonds? Are they
farmers, associations, traders/wholesalers?
- Do women supply directly to exporters,
too?
- How many large farmers are there of
grapes and almonds?
- Where are grapes, raisins, and almonds
mostly exported to?
- What kind of grapes, raisins, and almonds
are in greatest demand in the export
market?
- Where are grapes, raisins, and almonds
mostly produced?
- What kind of grapes, raisins, and almonds
are most in demand in the domestic market?
- What volumes of grapes, raisins, and
almonds are exported from Afghanistan
every year?
- What is the percentage of imports/exports
for each of grapes, raisins, and almonds?
Have the exports increased over the past
few years?
- Are raisins and grapes imported into
Afghanistan? Where do these imports come
from?
- Is the quality of produce/products an issue
for the export market?
- HLP also provides technical support for new
orchards at the following costs:
- Almonds: Af 8,000/jerib (Af 40,000/ha) with
25% farmer counterpart funding.
- Grapes: Af 7,000/jerib (Af 35,000/ha) with
25% farmer counterpart funding.
-Costs include all inputs as well the necessary
technical assistance. If farmers adopt trellises,
they receive trellising at no cost.
- For the Farmer Field School, farmer groups
must agree on at least 3 key improvements for
increasing production and quality.
Policy
- What kind of support is the government
providing to improve production, processing,
and sales of grapes, raisins, and almonds?
127
- Farmers sell almonds to traders who sell to
the local market or exporters. Each trading
enterprise has its own agents who collect
almonds from producers.
- Currently the women’s associations just sell
to traders.
- 1st grade almonds are exported to India; 2nd
grade almonds are exported to Pakistan. They
are also exploring Middle Eastern markets.
- Almonds are produced where water is not
abundant, usually in mountainous areas,
because they require little irrigation. Almonds
can resist cold only as low as –2°C; at colder
temperatures buds freeze and die. Of the 67
varieties of almond known to be grown in
Afghanistan, 12 are exported. The best variety
is Satar Bari, for which 90% of production is
exported and 10% is sold locally.
- According to this source, only 13% of all
almond production is exported because of its
low quality.
-Almonds are imported from California and
Australia, but given the lack of statistics, this
source assumes that they are smuggled into
the country.
Policy recommendations:
- Control and/or minimize the influx of imported
almonds.
- Imports of low-quality inputs from other
countries should be restricted. There should be
laboratories at the borders to check them.
- Financing should be accessible to almond
producers and traders/exporters.
- Support traders by providing them marketing
space (land).
- Saplings should be certified (that is, there
should be assurance that they come from
certified mother stocks).
Research questions
Agriculture Market Infrastructure Project
(ADB/MAIL)
Horticulture and Livestock Project (HLP)
- Producers’ groups are organized and linked
to provincial traders so they can get better
prices. This year, no almonds are expected
because of bad weather.
Pricing of products (domestic and
exports)
- How are domestic prices of grapes, raisins,
and almonds determined?
- Does the government play a part setting
those prices?
- How are prices of grapes, raisins, and
almonds determined for the export market?
- What are the current average prices for the
types of raisins, grapes, and almonds most
in demand on the domestic market (per ser
or per kilogram)? Have these prices
changed over the last year?
- What are the current average prices of the
types of raisins and almonds most in
demand on the export market (per ser or per
kilogram)? Have these prices changed over
the last year?
- Is the average price of raisins and almonds
increasing or decreasing?
Players within the value chain and
cooperation among firms
- What are the main characteristics of the
businesses (number and
structure/ownership) of traders/wholesalers?
Are women involved in these businesses?
- What are the main characteristics of
businesses (number and
structure/ownership) of exporters? Are
women involved in these businesses?
- How do traders, wholesalers, and exporters
get pricing and market information?
Business financing
- What types of financing are available for
traders/wholesalers and exporters?
- Is the financing accessible (formal,
informal, MFI, banking system)?
- Do they need further financial support? For
what activities?
Afghan Almond Industry Development
Organization (AAIDO)
- Pricing is dictated by production and the
market. During and after almond season,
stocks are high in the market and prices fall;
out of season, prices increase.
- The average domestic price of good-quality
almonds is Af 450/kg. The average export price
of good-quality almonds is Af 600/kg. Almond
prices have not risen or fallen significantly in
past years.
- Most are family-owned businesses. The
husband is the head of the business; he is
helped by the wife in the office or in
processing.
- No woman exporters yet, but the 2 women’s
associations are buying almonds, processing
them, and selling to traders/exporters.
- AAIDO assists them in getting market
information from their contacts in India and
Pakistan.
- Producers have problems with financing
because MFIs cannot provide loans for
establishing or rehabilitating orchards. They
are looking for loans with Islamic banking.
128
- Financing is not accessible to almond
growers since most micro loans are for one
year and monthly repayments are required.
Almond production requires 4–6 years before
the first fruit is harvested and sold. AAIDO
reports that farmers’ other issue is that
charging interest is not Islamic.
- AAIDO recommends that financing be
provided in the form of goods and services. For
example, they can provide inputs to farmers
and profits from the harvest can be used to
repay the loan. Organizations like AAIDO are
best for managing loan products designed
specifically for almond producers.
- Traders/exporters usually borrow from banks,
which also have high interest rates.
Research questions
Agriculture Market Infrastructure Project
(ADB/MAIL)
Horticulture and Livestock Project (HLP)
Future: Constraints and opportunities
- Is domestic demand for grapes, raisins,
and almonds growing?
- Is export demand for grapes, raisins, and
almonds growing?
- What are the most promising export
markets? Is there interest from other
countries or new markets for Afghan grapes,
raisins, and almonds?
- What are the main constraints in producing
and processing grapes, raisins, and
almonds? What are the opportunities?
- What are the main constraints for the
grape, raisin, and almond value chains?
What are the opportunities?
- Do farmers and traders have sufficient
access to the export market? What can be
done to improve their access?
- Which value chain—grapes/raisins or
almonds or both—has the most potential in
the export market?
Constraints:
- Lower processing capability (shelling and
packaging).
- Lower quality of branding and packaging.
- Credit facility not accessible.
- Lack of cash flow.
- Almonds can grow with little irrigation so
cannot grow with other crops, although some
farmers intercrop and have livestock in the
orchards.
- Some donors provide almond saplings of
poor quality. One gave 500,000 saplings,
another 1,000,000, so expect to have
almonds of poor quality in 4 years’ time.
- No branding to promote Afghan almonds.
- Lack of information about new farming
technology.
- Influx of imported almonds in the domestic
market.
- Mixing of sweet and bitter almonds.
Policy
- What policies currently affect production,
processing, and sales of raisins and
almonds?
- What policy changes do you think should
be implemented to improve production,
processing, and sales of raisins and
almonds?
Gender
- How many men and women are involved in
raisin and almond wholesaling, trading, and
exporting?
- If women are involved, what kind of roles
do they play?
- Do you see potential for more women to be
involved? In what roles?
- What are the main constraints that women
face in these value chains?
- What kind of support do women farmers
and traders need to improve production? To
improve processing? To improve access to
export markets?
Afghan Almond Industry Development
Organization (AAIDO)
- Domestic demand is growing, especially
during Eid.
- Export demand is growing, especially if the
quality is good.
- AMIP will be hiring a female staff member with a
background in agriculture and business
economics. She will be in charge of their gender
mainstreaming component and will provide
support to women’s associations.
- The project will provide women’s groups with
opportunities for trading and marketing. The
groups will also manage small infrastructure
projects.
129
- See HLP’s Gender Mainstreaming Strategy
Paper for MAIL.
Opportunities:
-Afghan almonds can compete in the global
market.
- Can produce more almonds for domestic
and export market.
- Availability of good tree saplings and of
different varieties.
- Presence of AAIDO so there is a forum for
producers and traders to discuss problems.
- Quality of Afghan almond is the best in the
world.
- There are at least 13 exporters in the country,
all men but supported by their wives in the
business.
- The 2 women’s associations of almond
producers in Balkh are also considering
becoming traders themselves.
- Women can be producers and traders.
- Of the 2 associations for women almond
producers, Khulm Women Association is
headed by Mariam Sidiqui (279 members, 79
from Daykundi and 200 from Dehsabz; all are
producers). Mariam is collecting their almonds
for processing and selling to traders/exporters.
- Habiba Mirazhar heads the other association,
Research questions
Agriculture Market Infrastructure Project
(ADB/MAIL)
Horticulture and Livestock Project (HLP)
Policy
- What gender-based policy changes do you
think should be implemented to improve
women’s participation in the raisin and
almond value chains?
Afghan Almond Industry Development
Organization (AAIDO)
Daikundi Women Association. Habiba reported
that they have 1,000 members who are just
processors. The association buys almonds
from Sharestan District in Daikundi which
produces famous sweet almonds.
- Women can also be involved in honeybee
production, as bees are needed to pollinate
almond trees. According to a study by AAIDO,
having honeybees on the farm increased
almond yields by 67–132%. If women keep
honeybees, they can increase income from
almond production as well as from beekeeping.
- Most processing is done by women (cracking,
sorting, packing, and packaging).
- Support women need: Extension services that
will be provided by women, training in
beekeeping, training in marketing and
packaging.
Policy Recommendations:
- Provide extension services to women
producers.
- Increase the accessibility of financing for
women farmers.
Institutions (continued)
Research questions
Introduction
- What is your role in the grape, raisin, and
almond industries?
- What is your organizational structure? Do you
have women employees?
- Do you have members? Who are these
members? Are any of them women?
- What kind of services or support do you
provide to farmers? Traders? Exporters?
Extension and training
- Do you provide extension or training support?
Are there any women extensionists?
- Do you provide any other services or support
for women farmers, traders, or exporters?
- Is this offered to women? Is there a fee? Do
trainers travel to villages?
EPAA
ACCI
- Aim: To find and resolve the main challenges
that Afghan businesses face in exporting their
products.
- Work in all sectors.
- Closely affiliated with ACCI.
- Provide certification ―Form A‖ (proof that a
product originates in Afghanistan).
- No fees, only charge is cost of form (Af 300),
printed by ACCI.
- Afghanistan has PTA/GSP agreement with
several countries such as India for tax-exempt
exports; with China have tax exemption for 278
items.
- Services:
1. Certificate of Origin.
2. Lobbying with government to solve
common issues such as export tax; resolve
conflicts between members; help businesses
locate land for factories, and so on.
- Services provided:
1. Certification.
2. Trader visa support.
3. Exhibition arrangements, local and
international.
4. Illegal tax trader hotline (5151).
5. Conferences for representatives from all
provinces to discuss and prioritize
130
- Have 35,000 business members who are
exporters, wholesalers, service providers, and
importers.
- If a business is licensed by Ministry of
Commerce can then register with ACCI.
- Of 21 board members, 1 is female.
- Receives funding from GTZ, Harakat.
- Has presence in 21 provinces, provides same
services.
- Pilot project in 2009 provided mats for drying
to farmers in Kabul and Ghazni.
Afghanistan Raisins, Fruits, and Vegetables
EPA
- EPAA: Policy making for all services.
- EPAA fruits/vegetables:
1. Specializes in fruits and vegetables.
2. More practical work.
3. Provides facilities for export (facilitating
export process).
4. Mentoring: For all levels of value chain,
particularly monitoring in processing so that
products meet international standards. When
a business or farmer feels ready and meets
export standards, professionals from EPAA
fruits will travel to the farm to get samples of
produce, test in lab for quality control, then
provide certificate for the business to obtain
the following documents for export: a) ACCI
export invoice (usually attached to the goods
being exported); b) Provincial customs; c)
Ministry of Finance International Trade
Department (in charge of statistics); and d)
EPAA Form A.
- Have 45 employees in this office, 10 women.
Research questions
EPAA
ACCI
challenges to present to the government.
6. Training: packaging, labeling, and so forth.
7. Trying to work with government to set up a
―one-stop shop‖ for registration as an
exporter. Currently have to fill Form A at
EPAA, travel to ACCI, go to customs, and
pay tax—all in different locations.
Products, end market, and national/regional
production areas
- Are fresh table grapes exported or mostly
raisins? If yes, where?
- Who are the main suppliers for exporters of
grapes, raisins, and almonds? Are they
farmers, associations, traders/wholesalers?
- Do women supply directly to exporters, too?
- Where are grapes, raisins, and almonds
mostly exported to?
- What kind of grapes, raisins, and almonds are
in greatest demand in the export market?
- Where are grapes, raisins, and almonds
mostly produced?
- What kinds of grapes, raisins and almonds
are most in demand in the domestic market?
- What volumes of grapes, raisins, and
almonds are exported from Afghanistan every
year?
- What is the percentage of imports/exports for
each of grapes, raisins, and almonds? Have
the exports increased over the past few years?
- Are raisins and grapes imported into
Afghanistan? Where do these imports come
from?
- Is the quality of produce/products an issue for
the export market?
Policy
- What kind of support is the government
providing to improve production, processing,
and sales of grapes, raisins, and almonds?
Pricing of products (domestic and exports)
- How are domestic prices of grapes, raisins,
and almonds determined?
- Does the government play a part setting
- Afghanistan exports to 49 countries, of which
48 require certificates (only Pakistan needs no
certification, hence no data are available on
trade activities—informal trade).
- EPAA has around 150 registered active
exporters; more than 50 are dried fruit/nut
exporters.
- Russia is main importer of raisins but India is
the best market for dried fruits and nuts (best
prices).
- A rate is set by ACCI but only to determine
the service tax charged to all exporters.
131
- Processed raisins are most in demand in
Russia.
- Unprocessed raisins are mostly in demand in
India and Pakistan.
- Grapes are exported to countries like India,
Pakistan, Iran, and Tajikistan, but most exports
are raisins.
- Quality is a big issue for exporting.
- Golden raisins are most in demand.
- With almonds, lots of mixing occurs,
especially with apricot seeds and low-quality
almonds.
- Government has removed taxes and is
improving security during transportation.
- Prices mostly based on market prices;
government is not involved.
- Golden raisins are most in demand: Af 125/kg
for export and Af 200s/kg for domestic
Afghanistan Raisins, Fruits, and Vegetables
EPA
- 3 departments: Quality control, marketing,
laboratory.
- Provide a linkage between government and
private sector.
Extension support provided:
- Vineyards: Professional training in growing
and using improved varieties.
- Publish magazines as guides for farmers.
- It is their responsibility to provide training; a
service charge levied on exporters covers
the cost of training; training is free for
farmers.
- Also works with processing centers that
export.
- Fresh grapes, raisins, and almonds are
exported.
- - Last year 146,000 t fresh fruit and
vegetables were exported of which 22,000 t
was cleaned and processed raisins (strong red
raisin variety mostly).
- Best quality fresh grapes are exported.
- 2 types of raisins are exported:
1. Processed: washed, treated with paraffin
wax.
2. Cleaned by hand.
- 141 exporters are registered.
- 9 processing centers in Kabul, 1 in Parwan, 6
in Mazar, 1 in Herat, and 2 in Kandahar.
- Exports have been increasing.
- MAIL often provides farmers inputs such as
pesticides. This organization provides the
methodology to improve production up to
export quality standards.
- Provide no trading services, not involved with
pricing decisions.
Research questions
EPAA
ACCI
those prices?
- How are prices of grapes, raisins, and
almonds determined for the export market?
- What are the current average prices for the
types of raisins, grapes, and almonds most in
demand on the domestic market (per ser or per
kilogram)? Have these prices changed over the
last year?
- What are the current average prices of the
types of raisins and almonds most in demand
on the export market (per ser or per kilogram)?
Have these prices changed over the last year?
- Is the average price of raisins and almonds
increasing or decreasing?
Players within the value chain and
cooperation among firms
- What are the main characteristics of the
businesses (number and structure/ownership)
of traders/wholesalers? Are women involved in
these businesses?
- What are the main characteristics of
businesses (number and structure/ownership)
of exporters? Are women involved in these
businesses?
- How do traders, wholesalers, and exporters
get pricing and market information?
Business financing
- What types of financing are available for
traders/wholesalers and exporters?
- Is the financing accessible (formal, informal,
MFI, banking system)?
- Do they need further financial support? For
what activities?
Future: Constraints and opportunities
- Is domestic demand for grapes, raisins, and
almonds growing?
- Is export demand for grapes, raisins, and
almonds growing?
- What are the most promising export markets?
Is there interest from other countries or new
markets for Afghan grapes, raisins, and
almonds?
- What are the main constraints in producing
and processing grapes, raisins, and almonds?
What are the opportunities?
Afghanistan Raisins, Fruits, and Vegetables
EPA
consumption. Domestic price is higher because
this product targets high-income consumers.
Raisins are sold for export in bulk but domestic
sales are much smaller amounts to individual
consumers. Individual domestic consumers are
charged higher prices but when selling to
wholesalers for export, can realize a large profit
all at once, which is not possible in domestic
sales.
- Current price of almonds without shell
(export): Af 400–500/kg; with shell (export) Af
200–350/kg; stone almond Af 60–70/kg.
- Current price for red raisins: Af 80s/kg
(export) and Af 30–100/kg (domestic).
- Almond and raisin prices have been
increasing since quality has also been slowly
improving. Exports have also been rising.
- There is a ―cooperative‖ in the mandvi that
sets prices for dried fruits.
- All men, practically no women involved.
- Most traders know from experience what is a
good market price in the international market;
usually only criterion is to earn a positive
return.
- Exhibitions are a great way for traders to
obtain information about market prices, form
export contracts; also get pricing via cell
phones and email.
- Most traders deal in cash.
- Hard to obtain credit.
- High interest rates.
1. Illegal taxes (trying to solve with hotline).
2. Registration procedures (need one-stop
shop)
3. Lack of market for Afghan products, huge
transportation costs, trying to find cargo
companies that are cost-effective.
4. Political/economic issues.
2002–09: Exports increasing
2009–10: Exports decreasing owing to
economic crisis, changes in weather (much
colder), pests.
132
- Biggest challenge in exporting grapes is
transportation.
- During harvest time, Pakistan often increases
taxes, blocks roads to limit incoming supply of
products.
Challenges:
1. Modern equipment for laboratory.
2. Equipment for farmers, such as mats for
drying.
3. Financing of factories.
Main challenges:
1. Lack of cold storage.
2. Packaging.
3. Processing.
4. Government should provide testing
facilities for products (quality control).
Opportunities:
1. Lots of potential, unmet demand; could be
producing more for export.
2. Export systems have improved and will
continue to improve.
3. NGOs are helping Afghan farmers.
Research questions
EPAA
ACCI
- What are the main constraints for the grape,
raisin, and almond value chains? What are the
opportunities?
- Do farmers and traders have sufficient access
to the export market? What can be done to
improve their access?
- Which value chain—grapes/raisins or
almonds or both—has the most potential in the
export market?
5. International standards for dried fruits
should be established.
6. Water/irrigation.
7. Pesticides.
- Raisins have more opportunity than almonds.
- Most promising markets: Indian, Pakistan,
Europe, Canada, Russia, Central Asia, and
China.
Policy
- What policies currently affect production,
processing, and sales of raisins and almonds?
- What policy changes do you think should be
implemented to improve production,
processing, and sales of raisins and almonds?
Opportunities:
1. Packaging.
2. Quality control.
3. Wine production.
4. Domestic usage in local food and
desserts.
5. Local juice called doshow.
Afghanistan Raisins, Fruits, and Vegetables
EPA
4. Exhibitions help to increase demand;
winning lots of awards at international
shows, more recognition/building reputation.
- Last year, big problem with exports because
Pakistan kept wanting to block products. This
usually happens every year but last year it was
particularly bad.
- Previous years, tax was 5%, last year
Pakistan increased it to 25% (political
tensions).
- All other countries including India and Russia
are honest with their countries, only a problem
with Pakistan.
- Since there is no cold storage in Afghanistan,
if Pakistan increases their tax, they have no
choice but to accept these conditions.
- Ambassador of Pakistan invited 3 times last
year to Ministry of Commerce so they could
discuss and negotiate the tax.
- EPAA dried fruit was also invited by the
Ministry of Finance, through the Ministry of
Commerce, regarding taxes.
- The government has an agreement this year
with the Government of Pakistan regarding:
1. Tax.
2. Use of Pakistani transit routes to India.
Gender
- How many men and women are involved in
raisin and almond wholesaling, trading, and
exporting?
- If women are involved, what kind of roles do
they play?
- Do you see potential for more women to be
- The number of women-owned businesses
registered with ACCI has increased.
- ACCI also has women employees.
Main opportunities for women:
1. Exporters.
2. Lots of women are already in the value
133
- No Pakistani traders allowed to come to
Afghanistan to purchase produce; only Afghan
exporters.
- Juice often comes from Pakistan; also
vegetables are bought in-season in
Afghanistan, stored in Pakistan, and often sold
back to Afghanistan when they are out of
season.
- A large quantity of juice is imported into
Afghanistan, and the fruit is usually sourced in
Afghanistan in the first place.
- Packaging is all that is done in Pakistan. They
often label products ―Made in Pakistan‖ and
export them elsewhere. Only Pakistan does
this, no other country does.
- Only 2 exporters are women; they are weak
and need motivation.
- Majority of women are involved in processing,
which is lots of hard work done by hand. Most
employees of processing centers are women.
- AWBF: For years received lots of funding, but
have not seen as much progress as should
Research questions
EPAA
ACCI
involved? In what roles?
- What are the main constraints that women
face in these value chains?
- What kind of support do women farmers and
traders need to improve production? To
improve processing? To improve access to
export markets?
chain; they can become more involved if they
have the motivation to evolve.
Afghanistan Raisins, Fruits, and Vegetables
EPA
have seen.
- Women could add further value:
1. Need to identify women with potential,
who are entrepreneurial.
2. Women need support.
Policy
- What gender-based policy changes do you
think should be implemented to improve
women’s participation in the raisin and almond
value chains?
Institutions (continued)
Research questions
Introduction
- What is your role in the grape, raisin, and
almond industries?
- What is your organizational structure? Do you
have women employees?
- Do you have members? Who are these
members? Are any of them women?
- What kind of services or support do you
provide to farmers? Traders? Exporters?
Extension and training
- Do you provide extension or training support?
Are there any women extensionists?
- Do you provide any other services or support
for women farmers, traders, or exporters?
- Is this offered to women? Is there a fee? Do
trainers travel to villages?
Mercy Corps Afghanistan
- Interview with global development alliance
manager (a woman) for grape and raisin
production.
- Mercy Corps International works with farmers’
cooperatives in Charikar villages of Parwan
Province.
- Mercy Corps has women employees in the
office, not in the raisin centers.
- Mercy Corps supports 300 men farmers;
cooperative members are men only.
- Mercy Corps has specialized staff in their
centers. Mercy Corps provides training to its
farmers in each cooperative center for free.
Their trainers also travel to villages to conduct
professional training for farmers.;
- Mercy Corps, together with the MAIL
provincial directorate, supports farmers.
134
Khulm Agriculture Islamic Investment
Finance and Cooperative (KAIIFC)
- KAIIFC was organized and is supported by
WOCCU. It started in 2007 and now has a
membership of 1,700, of which 350 are
women. Almost all the members are farmers,
since Khulm is an agricultural district where
90% of people have at least 1 jerib or at least
100 almond trees.
- KAIIFC has a cooperative structure with a
General Assembly as its highest governing
body. Under the General Assembly are 4
committees (Supervisory, Credit, Education,
and Special Committees) and the Board of
Directors. The Manager reports directly to the
board; under him are the project staff.
- The cooperative provides training and
orientation to members about the cooperative’s
policies and lending system.
- The cooperative advertises through their
Information Officer, who goes to villages to
provide orientation. At times KAIIFC also
invites village elders to their office for
orientation. The elders return to their villages
and do the orientation. When villagers are
interested, they go to the KAIIFC office for
further orientation and they fill application
forms. They have to pay an initial Af 100
membership fee and Af 1,000 as an initial
share deposit.
- KAIIFC now has assets of Af 16 m; savings
deposits of Af 3.5 m and share capital of Af 1.8
m.
- Members can withdraw their savings once
they have finished with their loans, while share
MAIL – Balkh
- Mazar produces most of Afghanistan’s dried
fruits. HLP also does a lot of work in Mazar,
where 25,000 ha of orchard were affected by
war.
- In 2007, MAIL revitalized 749 hectares of
orchard and planted 2,000 new ones on 300
ha. They focus on apples, pomegranates,
almonds, apricots, and grapes. They export
more than 150,000 t of dried fruits to Russia
every year. Quality has suffered from the
drought, which brought pests (worms).
- MAIL provides extension services through 40
cluster groups in 14 districts (25 men’s and 15
women’s groups). They have 15 female
extension workers for the 15 women groups.
Training was provided in planting, pest and
disease control, pruning, grafting, and weed
control. They also provided small equipment to
farmers for their farming activities.
Research questions
Products, end market, and national/regional
production areas
- Are fresh table grapes exported or mostly
raisins? If yes, where?
- Who are the main suppliers for exporters of
grapes, raisins, and almonds? Are they
farmers, associations, traders/wholesalers?
- Do women supply directly to exporters, too?
- How many large farmers grow grapes and
almonds?
- Where are grapes/raisins and almonds mostly
exported to?
- Where are grapes, raisins, and almonds
mostly produced?
- What kinds of grapes, raisins and almonds
are most in demand in the domestic market?
- What volumes of grapes, raisins, and
almonds are exported from Afghanistan every
year?
- What is the percentage of imports/exports for
each of grapes, raisins, and almonds? Have
the exports increased over the past few years?
- Are raisins and grapes imported into
Afghanistan? Where do these imports come
from?
- Is the quality of produce/products an issue for
the export market?
Policy
- What kind of support is the government
providing to improve production, processing,
and sales of grapes, raisins, and almonds?
Pricing of products (domestic and exports)
- How are domestic prices of grapes, raisins,
and almonds determined?
- Does the government play a part setting
those prices?
- How are prices of grapes, raisins, and
almonds determined for the export market?
Mercy Corps Afghanistan
- Mostly they export raisins to the UK but also
to Russia, the USA, Pakistan, India, and Spain.
- There are five farmers’ cooperatives with 300
members in their centers; these farmers
provide raisins for export.
- Almost all of the wholesalers and exporters
are processers.
- All suppliers are men. The women’s work and
efforts are not visible.
- There is high demand for the red raisin called
aftabi (―sun dried‖); they know aftabi and
aayagi (―shade dried‖) raisins.
- There is a strong export market for Kishmishi,
Shongulkhani, and Taifee grapes.
- Mercy Corps provided almost Af 5,000.worth of
mats to 300 farmers for drying grapes.
- They purchased 40 t of raisins from their
farmers last year and this year they are going
to purchase 100 t from these same farmers;
- Mercy Corps exports raisins to the UK every
year.
- About 30 years ago Parwan had very good
quality raisins, which is why there is a good
market for them in Russia.
- Traders import some varieties of grapes and
raisins from China and Iran.
- The Russians process it for making wine in
big factories.
- Exports are higher but there is no confidence
in the percentage of exports.
- Yes, quality of production is an issue; the
USA always demands high-quality red/black
raisins.
- Russians always purchases low-quality red
raisins.
- The government provides certificates, market
information, exhibitions, and try to find markets
in European countries for raisins, but they pay
more attention to almonds than to raisins and
grapes. Our project has an interest in apples
and pomegranates.
- Pricing is determined depending on the
quality of produce. The government has no role
in setting prices.
- When the volume of produce available in the
market for export is low, prices rise; when the
volume is large, prices fall.
- Last year Afghan raisins weren’t exported to
135
Khulm Agriculture Islamic Investment
Finance and Cooperative (KAIIFC)
capital can also be withdrawn. However, they
need to have a balance of Af 100 so as not to
lose their membership from the cooperative.
- Grape production is lower because of water
scarcity, especially during summer. Almonds
are suitable because they need little water to
grow.
- Many traders move in and out of Khulm
buying almonds and selling them to
wholesalers in Mazar. Farmers usually ask
around first for the prevailing price of the
product before they sell to traders.
MAIL – Balkh
- Fruit comes from Sar-e-pul and Faryab
Provinces. They bring it to Mazar for
processing and packaging and then export it.
- Almonds are exported to Dubai. This year,
there will be 40% less production because of
the bad weather early in the year. There are 81
varieties of almonds; 2 are saleable: Saterbari
and Kadairani.
- 80% of good-quality almonds come from
Balkh, Kunduz, and Samanggan.
- Farmers are organized into groups; the group
buys from its farmer-members and then sells to
the mandvi. At times they invite wholesalers to
come to their village.
- Based on the prevailing market price and
supply. If supply is high, the price is low; if the
supply is falling, prices become high.
- Price for export is based on the traders.
Research questions
- What are the current average prices for the
types of raisins, grapes, and almonds most in
demand on the domestic market (per ser or per
kilogram)? Have these prices changed over the
last year?
- What are the current average prices of the
types of raisins and almonds most in demand
on the export market (per ser or per kilogram)?
Have these prices changed over the last year?
- Is the average price of raisins and almonds
increasing or decreasing?
Players within the value chain and
cooperation among firms
- What are the main characteristics of the
businesses (number and structure/ownership)
of traders/wholesalers? Are women involved in
these businesses?
- What are the main characteristics of
businesses (number and structure/ownership)
of exporters? Are women involved in these
businesses?
- How do traders, wholesalers, and exporters
get pricing and market information?
Business financing
- What types of financing are available for
traders/wholesalers and exporters?
- Is the financing accessible (formal, informal,
MFI, banking system)?
- Do they need further financial support? For
what activities?
Future: Constraints and opportunities
- Is domestic demand for grapes, raisins, and
almonds growing?
- Is export demand for grapes, raisins, and
almonds growing?
- What are the most promising export markets?
Is there interest from other countries or new
Mercy Corps Afghanistan
Khulm Agriculture Islamic Investment
Finance and Cooperative (KAIIFC)
Pakistan because the high tax placed on
Afghan imports by the Pakistani government,
so the price fell and the grapes were sold in the
domestic market only. But many farmers dried
their grapes at home or by the road without any
mats or carpets, which is why raisin quality also
was not good last year.
- Red raisins of low quality are Af 150–200/ser
and those of good quality are Af 250–300/ser.
For green raisins the price is Af 500–600/ser in
the villages.
- Last year Mercy Corps paid their registered
farmers Af 300 per 7 kg of raisins.
- They get the price from the markets. No
agencies set prices or provide information
about the price.
- For small business ventures they borrow from
friends, relatives; if they need more money they
apply to banks.
- Yes, they need financial support for
expanding their business and gaining access to
national and international markets.
- Yes, domestic demand is growing for these
products.
- If the quality is low then the export demand
for raisins could be less.
- There are promising export markets for raisins
such as Turkey, Russia, and some other
European countries. Yet there is no hope for
136
MAIL – Balkh
- Most businesses are owned by a single
person and/or family.
- They get market information from the internet
and from their groups.
- KAIIFC provides 2 kinds of agricultural loans;
one is payable in 6 months and the other in 9
months. The administrative fee is 2% of the
balance of the loan. For agricultural loans, 10%
is deducted from savings and share deposits.
For business loans, 15% is deducted from the
member’s savings and share deposits. Loans
range from Af 5,000 to Af 25,000 depending on
the need of the borrower.
- They have both group and individual loans.
Most women take group loans since they are
grouped together and can guarantee each
other’s loans. Men can have either individual or
group loans. Both loans should be guaranteed
by their village elders. There are 140,000
people in the villages and only 1,700 are
members, so there is a great potential for
KAIIFC to increase their membership.
Constraints:
1. Some villages are in remote areas that are
very hard to penetrate because of security
concerns.
2. Members find the 6- and 9-month loans
not enough for their farming business.
- Loans are available from MFIs and banks, but
most farmers do not agree with charging
interest. Farmers need loans to increase and
improve their orchards.
Constraints:
1. Water shortage.
2. Pests and diseases.
3. Lack of marketing information and
opportunities.
4. Lack of information on product standards.
5. No loans available for farmers from the
Research questions
markets for Afghan grapes, raisins, and
almonds?
- What are the main constraints in producing
and processing grapes, raisins, and almonds?
What are the opportunities?
- What are the main constraints for the grape,
raisin, and almond value chains? What are the
opportunities?
- Do farmers and traders have sufficient access
to the export market? What can be done to
improve their access?
- Which value chain—grapes/raisins or
almonds or both—has the most potential in the
export market?
Policy:
- What policies currently affect production,
processing, and sales of raisins and almonds?
- What policy changes do you think should be
implemented to improve production,
processing, and sales of raisins and almonds?
Gender
- How many men and women are involved in
raisin and almond wholesaling, trading, and
exporting?
- If women are involved, what kind of roles do
they play?
- Do you see potential for more women to be
involved? In what roles?
- What are the main constraints that women
face in these value chains?
- What kind of support do women farmers and
traders need to improve production? To
improve processing? To improve access to
export markets?
Mercy Corps Afghanistan
the raisin business in Afghanistan because of
low quality. Afghanistan is not able to compete
with other competitors in the international
market.
- Lack of technical assistance with farmers is
the big constraint.
- Lack of knowledge for processing raisins and
grapes in Afghanistan.
- Lack of access to finance.
- Some NGOs are supporting Afghan farmers
(Mercy Corps gave them mats and training, for
example).
- The main constraint is a lack of storage,
uncontrollable imports.
- Lack of marketing skills, lack of packing
facilities.
- For women the main constraint is negative
cultural practices imposed on women, so being
an Afghan is a problem to deal with all cultural
and social problems.
- If Afghanistan produces juice, there are
opportunities to supply domestic and export
markets.
- Controls on imported and exported fruit and
the quality of production and processing should
be improved, and the government should help
find markets in European countries.
- Processing and post-harvest handling of
grapes for juice and other foods for the
domestic market.
- No women involved; she saw no women
during her work with the target community, but
definitely they are involved in farm activities,
taking care of trees and processing. These
activities are hidden; no-one is counting
women.
Policy
- What gender-based policy changes do you
think should be implemented to improve
women’s participation in the raisin and almond
value chains?
137
Khulm Agriculture Islamic Investment
Finance and Cooperative (KAIIFC)
Opportunities:
1. Area for expansion is big.
2. Any business once it has capital can
create jobs in the district.
3. Availability of financing system in the
district for farmers.
4. Extension services for both men and
women producers should be available so
they can improve their almond production.
Other agricultural activities should also be
introduced to producers, such as vegetable
production, so they will have other income
aside from almonds.
- KAIIFC has 350 women members of 1,700
members. Most are involved in almond
production. They do not know any women
traders or wholesalers.
- Yes, there is potential for women as long as
they are supported by their family members.
- Women producers can group themselves and
they can select who among their group can act
as a leader to sell their products. The women
need extension service from female workers.
They also need orientation or training in
marketing to have confidence in trading or
selling their produce.
MAIL – Balkh
government. They either come from banks or
MFIs that charge high interest rates.
6. Lack of modern technologies.
Opportunities:
1. Afghanistan’s weather is suitable for fruit
production.
2. Availability of farmland in Mazar.
3. Cheap labor.
4. Security is very good in Mazar.
5. Borders many countries; trade is good.
6. Proposed railway will make exporting from
Mazar easier.
7. Mazar has a two-runway airport.
8. There are many professionals.
9. Presence of many NGOs.
- Women are active on the production and
processing side.
- Women can also be involved in marketing but
in this society, men dominate trading,
marketing, and exporting.
Institutions (continued)
Research questions
Introduction
- What is your role in the grape, raisin, and
almond industries?
- What is your organizational structure? Do you
have women employees?
- Do you have members? Who are these
members? Are any of them women?
- What kind of services or support do you
provide to farmers? Traders? Exporters?
Extension and training
- Do you provide extension or training support?
Are there any women extensionists?
- Do you provide any other services or support
for women farmers, traders, or exporters?
- Is this offered to women? Is there a fee? Do
trainers travel to villages?
Products, end market, and national/regional
production areas
- Are fresh table grapes exported or mostly
raisins? If yes, where?
- Who are the main suppliers for exporters of
grapes, raisins, and almonds? Are they
farmers, associations, traders/wholesalers?
- Do women supply directly to exporters, too?
- How many large farmers grow grapes and
almonds?
- Where are grapes/raisins and almonds mostly
exported to?
- Where are grapes, raisins, and almonds
mostly produced?
- What kinds of grapes, raisins and almonds
are most in demand in the domestic market?
- What volumes of grapes, raisins, and
almonds are exported from Afghanistan every
year?
- What is the percentage of imports/exports for
each of grapes, raisins, and almonds? Have
the exports increased over the past few years?
- Are raisins and grapes imported into
Afghanistan? Where do these imports come
from?
National Skills Development Program
(NSDP)
- The objectives of NSDP are to (1) identify and
support training providers and (2) develop
Afghanistan’s vocational and educational
training system.
- NSDP is doing curriculum development in
cooperation with other experts in the country.
Right now, there is no coordination in training
provision between NGOs and government
agencies. NSDP will be introducing a system to
be implemented in the whole country by all the
training providers. They have to follow
standards and they should be certified and
accredited. Right now, NSDP is still working on
a skills development framework and planning
to introduce competency-based training
modules.
- NSDP already developed 85 training
standards for Level 1 in the following sectors:
(1) Agriculture; (2) Construction; (3) Services;
(4) Business; (5) Industry; and (6) Social
Services.
- NSDP developed, with help of experts from
MAIL, Level 1 for the Fruits and Vegetables
Processing Assistant National Occupational
Skills Standard. If there is a need to hire and
train para-professionals for this sector, they
already have a standard to follow.
138
Ministry of Women’s Affairs (MOWA)
- Work at the policy level in the improvement of
life for women, in all areas. The Ministry has 5
sub-departments: (1) Capacity building; (2)
Handicrafts; (3) Business development; (4)
Exhibitions; and (5) Rural Development.
- Have branch in each province.
- Have set up 12 women’s farms in all
provinces to train women and link them to
markets.
- Have Memoranda of Understanding with
MAIL and MRRD, also with Ministry of Finance,
MOC, AWBF. Organize forums to share and
work on action plans for women.
- A dried fruit association that was initially set
up by the Self-Employed Women’s Association,
been working for 4 years, has now been
handed over to MOWA. In need of financial
support.
- Have presented 6 policies to the government
over the last 2 years: (1) Beggars program; (2)
improved facilities for private sector to get
involved (e.g., transportation); (3) development
of women’s bank – lower interest rates; (4)
customs (to ease process for women to be able
to perform cross-border trade safely); and (5)
women’s market.
MOWA Legal Representative (Amina Wahab
Zada)
- This lawyer established the Office in 2006.
She develops cases to appeal decisions on
property rights, defends the cases, provides
objections and defends objections, develops
appeal documents and files them with the
court, works on land registration issues, and
does counseling to resolve family problems.
- Doesn’t work on criminal cases; she knows
she cannot deal fairly because of the corruption
and arms/weapons in the community.
- She developed 103 cases regarding family
problems, 15 cases related to land registry and
appealing land rights, and provided guidance
on each step of each case, from local
government agencies to supreme courts.
- She works to get business licenses and
permission for women and men.
- She provides these services against fees.
- For each land registry and owning case she
receives US$ 3,000.
- But if her client is a poor woman, she links the
woman with lawyers and NGOs working for
women and providing free services such as
NRC.
Research questions
National Skills Development Program
(NSDP)
Ministry of Women’s Affairs (MOWA)
- Is the quality of produce/products an issue for
the export market?
Policy
- What kind of support is the government
providing to improve production, processing,
and sales of grapes, raisins, and almonds?
Pricing of products (domestic and exports)
- How are domestic prices of grapes, raisins,
and almonds determined?
- Does the government play a part setting
those prices?
- How are prices of grapes, raisins, and
almonds determined for the export market?
- What are the current average prices for the
types of raisins, grapes, and almonds most in
demand on the domestic market (per ser or per
kilogram)? Have these prices changed over the
last year?
- What are the current average prices of the
types of raisins and almonds most in demand
on the export market (per ser or per kilogram)?
Have these prices changed over the last year?
- Is the average price of raisins and almonds
increasing or decreasing?
Players within the value chains and
cooperation among firms
- What are the main characteristics of the
businesses (number and structure/ownership)
of traders/wholesalers? Are women involved in
these businesses?
- What are the main characteristics of
businesses (number and structure/ownership)
of exporters? Are women involved in these
businesses?
- How do traders, wholesalers, and exporters
get pricing and market information?
Business financing
- What types of financing are available for
traders/wholesalers and exporters?
- Is the financing accessible (formal, informal,
MFIs, banking system)?
- Do they need further financial support? For
what activities?
Future: Constraints and opportunities
- Is domestic demand for grapes, raisins, and
almonds growing?
- Is export demand for grapes, raisins, and
almonds growing?
- What are the most promising export markets?
- Limited access for financing women’s trips to
exhibitions overseas (marketing).
- Presently the program has the following
constraints: They have not yet established a
National Qualifications Authority who will do
accreditation of training providers.
Opportunities:
139
Challenges:
- Marketing: needs a women’s market and
they have applied to government for land to
set this up.
- Cultural constraints.
- Land rights.
MOWA Legal Representative (Amina Wahab
Zada)
Research questions
Is there interest from other countries or new
markets for Afghan grapes, raisins, and
almonds?
- What are the main constraints for the grape,
raisin, and almond value chains? What are the
opportunities?
- Do farmers and traders have sufficient access
to the export market? What can be done to
improve their access?
- Which value chain—grapes/raisins or
almonds or both—has the most potential in the
export market?
Policy
- What policies currently affect production,
processing, and sales of raisins and almonds?
- What policy changes do you think should be
implemented to improve production,
processing, and sales of raisins and almonds?
Gender
- How many men and women are involved in
raisin and almond wholesaling, trading, and
exporting?
- If women are involved, what kind of roles do
they play?
- Do you see potential for more women to be
involved? In what roles?
- What are the main constraints that women
face in these value chains?
- What kind of support do women farmers and
traders need to improve production? To
improve processing? To improve access to
export markets?
National Skills Development Program
(NSDP)
1. NSDP has identified training providers in
34 provinces that can be tapped for training.
2. There are NSDP Regional Offices in
Heart, Nangarhar, Kunduz, Jawzjan, and
Paktia.
3. They have a target of 35% women training
participants.
4. As per their evaluation, 91% of their
training graduates have found jobs and/or
now engage in businesses.
- NSDP is currently successful because of the
following:
1. The program is not only providing skills
training but also business development skills,
life skills training, and essential tool kits for
participants.
2. The selection of trade is based on market
demand.
3. The selection of trainees is based on
criteria.
4. On-going monitoring and evaluation.
- NSDP has a target of 35% among their
training participants.
- NSDP can provide support in training paraprofessionals through linkage to their training
providers in the provinces so they can use the
standards that they have developed.
Policy
- What gender-based policy changes do you
think should be implemented to improve
women’s participation in the raisin and almond
value chains?
Ministry of Women’s Affairs (MOWA)
MOWA Legal Representative (Amina Wahab
Zada)
- Security.
- Need to improve security, law and land rights,
education opportunities, health.
- Women work at every level in these value
chains but not recognized/formal.
- In processing factories, it will be important to
equalize wages between men and women.
Land ownership:
- Purchasing and buying land is everybody’s
right, no discrimination against
law/constitution and Islamic rules. Women
and men have same right.
- Women’s right of inheritance from
father/mother and husband is also clearly an
absolute right.
- Women and girls have the right to inherit
from their fathers half of the amount of land
as boys because women will receive another
share from their husbands.
- If they claim their land rights or appeal
decisions on land rights, they can achieve
their goal, otherwise they will not be paid by
their fathers, mothers, or husbands.
Cultural problems and lack of awareness:
- Approximately 80% of women in
Afghanistan are not aware of their rights.
- They prefer to put their inherited property at
the disposal of their brothers, since if they
apply for ownership in their own name, the
family of father will end their relation with her.
- In Afghanistan culture is much stronger
than the constitution and Islamic mentoring.
- High percentage of Afghan women do not
have a national ID card.
- If they earn money or buy some things
140
Research questions
National Skills Development Program
(NSDP)
Ministry of Women’s Affairs (MOWA)
MOWA Legal Representative (Amina Wahab
Zada)
owned by their husbands sometimes they
face physical or mental violation and even
divorce.
- She developed a case from a woman who
is a doctor but her husband owns her salary,
car, and land. She feared divorce and the
loss of her children. The case is still in
process.
- The strongest problem with land rights
appeals (like other rights) in Afghanistan is
corruption, which prevents men and women
from demanding their rights.
- Because of illiteracy, women are unable to
develop the cases to demand their land
rights. Also it’s very costly and they need
much time and mentoring assistance.
Recommendations and solution
- Conduct a national awareness campaign
about women’s rights and family inheritance
laws.
- Encourage women to apply for title to land
and other property.
- Create a support system to advocate on
behalf of women at the family, community, and
government levels.
- Form an association to coordinate those who
are working for women’s rights. Develop a
performance plan for this association and
submit it to government agencies to accelerate
action related to women’s legal title to property.
141
Other
Meeting with Zaitoon (May 24, 2010)
Zaitoon attended the 2008 Saffron conference in Herat
Land size:
- Average size of land that farmers cultivate saffron on: 1.5–2.0 jeribs.
- Average size of land that farmers have for agriculture in total: 4–5 jeribs; grow vegetables and wheat
in addition to saffron.
- 1 jerib needs about 100 kg of bulbs; most farmers usually plant 60–70 bulbs/jerib.
- 1 jerib = 2 kg of dried saffron each year (if good harvest).
- Takes 5–7 years after planting bulbs to get first harvest, after that get harvest every year. In the first
year of harvest, can collect stigmas 10–25 times.
- Larger farmers own up to 5 jeribs of land and sell their harvest to traders.
Land ownership:
- Families own or lease land.
- Men own the land, no women do.
- A widow will often have a document in her husband’s name; land usually belongs to the women and
children after his death.
Inputs:
- Bulbs that come from Iran are cheaper but also lower quality, since they are damaged during
transport.
- Bulb cost: Iranian (US$ 5/kg); Herat (US$ 6–7/kg).
- Need some manure, not much fertilizer required, saffron is easy to grow.
- Only 1 fungus affects saffron, not that disease prone.
Production:
- Women plant.
- Men prepare land and plant.
- Irrigate every 15 days or so (men or women).
Harvesting:
- Women and children mostly.
- Harvest placed in plastic bags with cover to prevent damage.
- Done by hand, early morning or late afternoon after sundown to prevent damage to stigmas from sun.
Wage labor:
- Families often hire neighboring families (women and children) to help them harvest.
- Wages are same for men and women; pay around US$ 3/day for labor.
Processing:
- Some associations have electric dryers.
- In Herat 6–8 processors. Women farmers sell their stigmas to them for drying and selling.
Products:
- Stigma (dried to make saffron).
- Flower (used to make clothes dyes) (Iran).
142
Associations:
- Have own farms or purchase stigmas from farmers.
- Farmers usually bring their harvest to the association’s center.
- Both men and women are able to travel to center.
- Members of the association cannot use drying facilities as a service; have to sell stigmas to
association.
- Association sells to traders  exporters, local shops in Herat and exhibitions.
Processing centers run by associations:
- Mostly women employees, since this work needs patience (operation of dryers).
- Individual women do come to sell their harvest, not usually in groups.
Traders:
- Some traders purchase flowers only to be used to be as dyes.
- Farmers that sell stigmas to traders usually have a contract in advance (verbal agreement); will often
provide an advance to farmers, farmers will then sell their harvest to that trader after 1 year.
- Traders are all men.
- There are many Afghani traders.
- Have experience with quality, can sort saffron based on quality before selling.
Are saffron imports from Iran (the biggest producer) available in Afghanistan? (Zaitoon not sure.)
Prices:
- US$ 1,200/kg in 2007 is correct (as in report).
- US $2,000–2,500/kg in 2010 (approximately).
- Prices have increased as previously saffron was sold cheaply at the Iranian border as traders had no
knowledge of prices. Now everyone has pricing knowledge especially since the setup of the
associations, exhibitions, and so on.
- Export price is US$ 2,000/kg; farmer sells to trader or association at US$ 1,500/kg.
Training:
- Members of association receive free training; for others there is a charge.
- NGOs provide training.
- No government extension.
Quality:
- Clean plastic bags/covers necessary during harvest.
- Use of gloves/face masks.
- Cleanliness is extremely important for quality.
- Electric drying is best, sun dried is not good quality.
Exporters:
- Not the same as traders, different value chain players.
- There are several large exporters.
- Do some packaging.
- A lot of smuggling occurring since taxes are high.
Challenges:
143
- Security (transporting harvest to processing center or market).
Opportunities:
- Women can become traders in domestic markets.
Value chain map:
- Farmer sells to trader or association (US$ 800/kg).
- Trader sells to exporter ($1200/kg).
- Association sells to exporter, trader (US$ 1,200/kg).
- Exporter sells US$ 2,000/kg.
Note: Pricing above was used as a relative example to see what kind of profit margins each player
earns.
144
Annex 4
Stakeholder Workshop
A stakeholder workshop on July 26, 2010 included representatives of key ministries—MAIL,
MRRD, the Ministry of Education, and MOWA—as well as representatives of MFIs, NGOs, the
UN, donor agencies, and the World Bank. MEDA presented a draft report, and group discussions
focused on opportunities for women producers to move up in the value chains of Afghanistan’s key
export products. Issues and recommendations raised during the workshop have been incorporated
into this Policy Note.
1. Key observations on the draft report.
 Although there is no lack of microfinance, high interest rates and small credits coupled with
tight repayment schedules discourage women from using microfinance.
 MFIs should be encouraged to provide women with some grants. (If MFIs cannot do so,
explore other channels—for example, provide matching grants to women through programs
such as AREDP; link grants with other NGOs, and so on).
 The government should provide women’s groups with land for a limited period (10 years, 5
years) just to encourage women to work in agriculture and become self-sufficient. In some
parts of the country, such as Kapisa, MOWA has been active in this regard. It has given
some land to a group of around 50 people for few years and even provided saffron bulbs).
 Women farmers or their cooperatives should receive basic literacy and numeracy courses as
well. This will enable them to have better control over their businesses.
 There should be coordination among NGOs working for women. They should share their
experiences and wherever possible combine efforts to achieve bigger goals.
 Women's work and contribution in agriculture should be recognized frequently through the
media.
 Having some social places for women would promote not only value chains but also other
sectors and gender aspects.
 Additional information that would be good to include in a study of this nature:
a. Mapping: Identify the actors and flow of products.
b. Benchmarking: Assess value chain performance.
c. Distribution of the added value in the value chain.
d. Individual enterprise performance.
e. Vertical inter-firm linkages.
f. Horizontal cooperation.
g. Value chain coordination.
h. Analysis of the support actors of the value chain.
i. Commercial support and noncommercial support.
j. Consultation with many big stakeholders like BRAC and other MFIs is missing.
They are providing many services.
k. Russia is missing but it is one of the biggest importers of raisins.
l. Other provinces in Afghanistan are contributing to these products, thus playing a big
role in the value chain, but are missing here.
m. Women’s role as input suppliers is missing.
n. Inaccurate presentation regarding women’s involvement in the value chain at all
levels. We should know the roles of women in these value chain studies as primary
145
actors (who own the produce) or as secondary actors (who provide services) at all
levels from input suppliers to consumers.
o. To have figures, maybe in percentage.
p. To take advantage of secondary data.
q. Lack of analysis of actors.
2. Recommendations from group discussions.
 Mobilizing women based on their needs and opportunities through self-help groups,
associations, cooperatives, or unions.
 Conduct training courses on technical subjects and in literacy.
 Building women’s business capacities for business management and marketing.
 Establishment of vocational centers so women can learn other skills.
 Government should ensure that there is enabling environment for all women in all the levels
of the value chain and donors should help in supporting a women-friendly environment
(examples: markets should have bathrooms and toilets; market should be in area where
women can securely come and go).
 MFIs should have flexible loan funds and grants for women.
 Vocational/technical training centers to increase women’s capacity.
 Establishment of women’s cooperatives, platforms, and forums.
3. Participants
No.
1
2
3
4
Name
Mahbooba
Che Cruspero
Mina Ali
M. Omar Noori
Title
Director
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Silvia Kaufmann
Martine
Dr. Ajab Gul Niaz
Nafisa Kohistani
Mohammad Ishaq
Mirwaise Sadaat
Mariam
M.Hashim Aslami
Gul. Habib
Yuosuf Ali
Dr. Shamshad Sadaf
Renia Sdinas
M.Shafi Afzali
Sharifa
Marzia Meena
Iqbal M
Dr.Haqeeq
Ahamd Zia
Anjuma
F.S Advisor
Specialist
Agriculture - Sed Head
Sr. Esm Officer
Head of International Unit
Sr. Safeguard Officer
Pros. Associate
Director
NRM Specialist
Reporting Manager
Gender
Technical Advisor
Admin /Finance Manager
HLP/FOD
Gender
Agri-Specialist
Facility Officer
Senior Project Officer
146
Organization
AWBC
ASAP
AREDP
NSDP
FAO
UNOPS
UNOPS
MOWA
NRAR/MRRD
UNOP/GEP
APA
DACAAR
MAIL
MAIL
ASAP
WOCCU
AMCP/MAIL
HLP
HLP
CARD - F
CARD - F
JICA
MOWA
No.
24
25
26
27
28
29
30
31
32
33
34
Name
Gul Rokh Badakhshi
Eng. Zahira
Ah. Fawad
Dr.Farida
Rahila
Nasima
Anjani Kr. Singh
Matiullah
Tayebullah
Fahima Bayan
Mohaqiq Eng Maliha
Title
Organization
MOWA
NSDP
SDO
Quality Control
MAIL
MAIL
AREDP
MAIL
NOF. Adv
P.O
Manager
Member of HED
Reform Officer
MAIL
MAIL
147