Corporate Social Responsibility in Afghanistan: Skills & Jobs

Afghanistan continues to confront deep-rooted obstacles in developing skills and creating decent employment, stemming from prolonged conflict, disrupted educational pathways, a vulnerable private sector, and limited market access. Corporate social responsibility (CSR), in which companies deliberately allocate resources, expertise, and collaborative efforts to meet social needs, can help bridge these gaps by reinforcing technical and vocational education and training (TVET), apprenticeships, enterprise growth, and market connections. When executed effectively, CSR aligns business priorities with local labor market demands and supports sustainable livelihoods throughout provinces and cities.

Background and requirements: competencies, employment, and regional economies

Technical training in Afghanistan must respond to several realities:

• High demand for practical trades and digital skills that can be applied locally (construction, carpentry, electrical work, tailoring, IT, solar technology, carpentry, and small-scale agro-processing).
• Large cohorts of young people and returnees needing rapid pathways into employment or self-employment.
• Gender gaps that limit women’s participation in training and formal jobs; social barriers and safety concerns require gender-sensitive programming.
• Weak connections between training curricula and employer needs, producing underemployment even among trained graduates.

CSR initiatives that address these conditions can accelerate employment outcomes when they emphasize quality training, private-sector-relevant curricula, apprenticeship models, and market access.

Notable CSR and public–private partnership cases

GIZ and private-sector apprenticeships GIZ (German Development Cooperation) has been involved in TVET reform and apprenticeship initiatives developed with Afghan employers and training centers. These efforts aimed to adjust curricula to evolving industry requirements, expand workplace-based apprenticeship models, and enhance the management capacity of vocational schools. By blending donor resources, specialized expertise, and private-sector participation, the program demonstrated that active corporate involvement in apprenticeships boosts employment outcomes and elevates the practical relevance of training.

Turquoise Mountain: craft skills, enterprise development, and markets Turquoise Mountain has played a key role in revitalizing traditional craftsmanship across Afghanistan. Its approach has blended rigorous artisan training, enhanced product design with strict quality oversight, and the creation of commercial pathways both within the country and abroad. By elevating professional standards and linking makers with purchasers, the program has fostered long-term income streams in local communities and rebuilt entire craft value chains in cities like Kabul and Herat.

Aga Khan Development Network (AKDN): community-focused skills and microenterprise AKDN initiatives in Afghanistan demonstrate how philanthropic and private organizations can bolster TVET aligned with local economic needs. These projects delivered a blend of technical training, enterprise development support, and small grants or financing options. This multifaceted strategy enabled graduates to convert their abilities into sustainable microenterprises or roles within small businesses, especially across rural and peri-urban communities.

Bayat Foundation and corporate philanthropy linked to social services Private corporate foundations tied to Afghan business groups have financed clinics, scholarships, and targeted vocational training that includes job-placement support. By leveraging company networks and resources, these initiatives expanded access to technical training while connecting trainees to employers within the sponsor’s value chain or partner firms.

International Labour Organization (ILO) and decent-work partnerships The ILO’s Decent Work framework guided collaborations with businesses and training institutions to advance labor standards, apprenticeships, and opportunities for young workers. Program elements encompassed curriculum enhancement, occupational safety instruction, and certifications aligned with established competency benchmarks, helping expand access to formal, decent employment.

IFC and private-sector capacity building The International Finance Corporation provided advisory services that enhanced how private firms and SMEs functioned, elevating their HR practices and their capacity to integrate trained employees. By reinforcing SMEs’ potential to generate stable jobs and supply on-the-job training, IFC-supported initiatives broadened the employment outcomes stemming from CSR-linked training programs.

Concrete outcomes and impacts

CSR and public–private TVET partnerships in Afghanistan delivered clear, sustainable, market-responsive gains:

• Higher employability: Initiatives blending classroom instruction with on-the-job apprenticeships achieved placement rates that surpassed those of training delivered solely in classrooms.
• Enhanced job quality: Embedding decent-work standards such as safety, transparent contracts, and fair compensation contributed to stronger retention and improved performance among newly hired trainees.
• Growth of local enterprises: Skills programs tied to business expansion and market linkages enabled graduates to set up micro and small ventures, frequently focused on trades, repair work, and handicraft production.
• Greater economic participation for women: Dedicated CSR resources for women-only groups, secure training environments, and childcare support allowed more women to enroll and transition into formal or semi-formal roles.

When initiatives blended employer collaborations, accredited credentials, and ongoing placement support, they achieved markedly improved results.

Effective examples of implementation approaches that proved successful

• Employer-led curricula and work-based learning: Companies that co-designed training ensured the skills taught matched actual job requirements and increased recruitment from training cohorts.
• Apprenticeship and on-the-job models: Structured apprenticeships (stipend-supported where necessary) gave trainees practical experience and improved transition rates to permanent work.
• Market linkages and product support: Programs that connected producers to buyers, export channels, or corporate procurement created demand-driven employment rather than isolated training.
• Gender-sensitive design: Safe learning spaces, female trainers, and flexible schedules helped overcome participation barriers for women.
• Certification and recognition: Aligning training with national or internationally recognized standards increased credibility and mobility for trainees.
• Integrated support services: Combining skills training with business coaching, microfinance access, and job-placement services enhanced long-term sustainability.

Challenges and risks

CSR in fragile contexts faces limits and pitfalls:

• Security and access: Ongoing instability constrains program reach, especially in rural or contested areas.
• Political and regulatory uncertainty: Shifts in government policy or local governance can disrupt partnerships and funding.
• Short-term funding cycles: CSR projects that lack long-term support struggle to establish sustainable training-to-employment pathways.
• Market mismatch: Training that does not respond to real demand produces low employment returns and wasted resources.
• Equity concerns: Without deliberate inclusion strategies, CSR may primarily benefit urban, male, or better-connected populations.

Addressing these risks requires adaptive design, local partnerships, and an emphasis on sustainability.

Practical recommendations for CSR actors

• Map local labor demand: Conduct employer polls and analyze value chains to steer training toward industries showing genuine employment expansion.
• Build employer partnerships: Obtain firm-level pledges for internships, apprenticeships, and hiring commitments prior to launching any training cycle.
• Invest in trainers and curriculum: Enhance instructor capabilities, integrate soft skills and entrepreneurship modules, and align content with recognized certification benchmarks.
• Prioritize inclusion: Create gender-responsive approaches and assist vulnerable participants through stipends, transportation support, and protective measures.
• Measure employment outcomes: Monitor job placement, wage advancement, and retention to assess impact and refine program strategies.
• Leverage blended finance: Merge corporate contributions with donor funding and impact capital to expand effective models in a sustainable manner.

CSR in Afghanistan can shift from isolated acts of philanthropy to strategic investments that reshape skills ecosystems and expand access to decent employment by linking training with actual employers, market demands, and rigorous quality standards. Its effectiveness relies on strong, lasting alliances among companies, development organizations, training providers, and community stakeholders, as well as on crafting initiatives that remain responsive to local conditions, attentive to gender dynamics, and driven by measurable results. When CSR adopts long-term, market-focused strategies, it serves as a concrete tool for strengthening livelihoods, supporting local businesses, and enhancing workforce readiness that communities can depend on even in times of broader instability.