Story of Valieva Gulbahor championing women’s leadership at “Biokishovarz,” a Fairtrade cotton producer organization in Tajikistan.

“I began my journey as a simple farmer, joining the Non-Commercial Cooperative “Biokishovarz”- a Fairtrade cotton producer organisation in Tajikistan in 2013.

One of the gender-related challenges or barriers I have faced was during the land division. Being female made it incredibly difficult for me to receive land ownership, a challenge faced by many women in my community. Beyond that, women generally lacked the skills and capacity needed for managing essential aspects of agriculture, such as irrigation, which further limited our opportunities and decision-making power.

A major personal obstacle for many women, including myself, was the lack of education within the family, particularly when trying to take on leadership roles.

In many cases, for families to understand and support women’s ambitions, both men and women needed to be equally educated and aware. Fortunately, my husband is educated, which made it easier for me to convince him to support my leadership role, but for many women without this support, the challenge is far greater.

My motivation for joining the Fairtrade NAPP Gender Leadership Training (GLS) in 2023 was twofold. Firstly, it was driven by the organizational goal, as my cooperative wanted me to participate, gain knowledge, and share it with other women in our community. On a personal level, I saw GLS as a gateway to new opportunities—an avenue to acquire additional knowledge, develop new skills, and deepen my understanding of gender issues. It also prepared me to become a trainer, enabling me to empower other women in my society.

The Gender Leadership Training covered crucial topics such as public speaking, women’s empowerment legislation, the role of women in society, financial literacy, and leadership development. These topics were thoughtfully selected to address the pressing needs within our society. While it wasn’t possible to educate all women in just a few sessions, the GLS served as a significant stepping stone for many of us. The training was conducted over three sessions—two in Dushanbe and one in Tashkent—each lasting three days, with the overall program spanning almost 1.5 years. Through this, I gained valuable skills in communication, leadership, and gender advocacy.

The training brought about a significant personal transformation for me. Although I had prior experience working with various state agencies, I often lacked confidence when engaging with officials. After completing the GLS, I gained the confidence to navigate these conversations, particularly in discussions between farmers and ginners. Now, I feel assured even when addressing men in my training sessions, a notable shift from how I felt before.

The training empowered me to share my knowledge with other women in my community, allowing me to become a true advocate and trainer on gender issues. Over the past few years, I have trained 12 rural women, helping them gain the confidence to become entrepreneurs. I have worked hard to pass on everything I learned from the GLS, ensuring these women are equipped with the skills and knowledge they need to succeed.

After the training, I took on a key leadership role in our organization, becoming the primary person responsible for gender training. I actively participated in cooperative planning sessions and ensured that gender issues were included in the organization’s strategic plans, making gender equality a central focus of our initiatives.

As a leader, I initiated a small-scale project with 15 local women. I first trained them and then, together, we wrote a proposal to NAPP for support. Our project aimed to create a well and install a pump to provide water for irrigation. The project was a success—not only did the 15 women benefit from the water, but many others in the community also gained access, amplifying the impact far beyond our initial group.

One of the key challenges I faced was encouraging women to participate in the project. After completing the training, I worked hard to attract and motivate them to become active contributors to a better society. I provided consultations, helping women start small businesses or form labor groups and register for taxation, ensuring they would receive pensions in their old age. Through these efforts, I aimed to build their confidence and empower them to take control of their futures.

The impact on our producer organization was significant. While gender issues had always been considered, the success of our project highlighted the importance of gender equality and became a success story, inspiring women in other districts. As a result, more women with diverse business ideas came forward, and the cooperative made efforts to support them through small-scale projects, fostering greater female participation and empowerment.

The wider community impact is challenging to quantify, but one clear outcome was that husbands allowed their wives to attend my training sessions because I was a female trainer. As a result, women who had previously been focused solely on household or fieldwork became more aware of gender issues, opening the door to broader understanding and participation in the community’s gender-related initiatives.

Although my life continues as it did before, the way I see the world has fundamentally changed. The Gender Leadership School (GLS) provided me with valuable insights and lessons that I began applying immediately after completing the program. These learnings have shaped my perspective and empowered me to make a greater impact within my community.

My advice to other women leaders is simple: prioritize education. If it’s too late for you, ensure that your daughters receive the education they need. Always be open to learning new skills, take risks, and prove your worth. Your courage and determination can pave the way for future generations.

Fairtrade NAPP played a crucial role in my journey. They organized the Gender Leadership School (GLS) with well-selected, relevant topics that resonated with our community’s needs. Beyond the training, NAPP also provided financial support for small-scale projects. Thanks to their backing, my group and I successfully secured funding for an irrigation project that has greatly benefited not only our team but also the wider community.

One of my main goals is to attract more women into cotton cultivation. Together with the cooperative management, we have developed a plan to increase women’s participation in our daily activities. Many rural women are still untouched by capacity-building efforts and have untapped potential when it comes to strengthening their role. There is much work ahead in empowering these women and providing them with opportunities for growth and leadership.