Bumper melon harvest sweetens Uzbekistan’s pandemic woes

A woman prepares melons to be hanged for storage in the village of Vazir in the northwest of Uzbekistan. (AFP)
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Updated 28 October 2020
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Bumper melon harvest sweetens Uzbekistan’s pandemic woes

  • The coronavirus pandemic hit Uzbekistan hard, just when it was on an economic upswing

VAZIR, Uzbekistan: In the giant shed of Uzbek farmer Sanat Kalandarov, a bountiful melon harvest hangs suspended from wooden beams, promising profits through a difficult winter ahead.

Kalandarov is practicing a type of storage that is centuries-old — the shed has been in his own family for three generations — and he is dismissive of younger farmers who are turning to refrigerators.

“Melons need fresh air to breathe,” 35-year-old Kalandarov said, indicating narrow slits for ventilation in the shed walls, which are thick enough to shield the fruits from the cold of winter and the early spring heat.

“When the days are frosty, we insulate the room. Plus, this method requires no electricity. It is very economical.”

These thick-skinned varieties of Uzbekistan’s favorite fruit — some shaped like torpedoes, others more spherical — are planted in May, two months after the melons that ripen in summer.

They are then stored and sold during the winter, when their value can grow 15-fold on the domestic market and even more abroad.

This year, the melon growing season has been especially good, and it is just as well.

The coronavirus pandemic hit Uzbekistan hard, just when it was on an economic upswing.

Remittances sent by migrants working abroad fell by half, according to a report by the United Nations Development Program published in July, straining hundreds of thousands of family budgets that depended on them.

Strict lockdowns triggered massive layoffs around the landlocked country of 33 million, with small businesses especially affected.

Kalandarov, by contrast, has been able to hire 12 people who would have otherwise been unemployed from his village of Vazir in the arid northwest of the country.

He is also planning to send his first batch of melons for export to neighboring Kazakhstan by the end of October.

“With COVID-19 and all the unemployment (it has caused), these winter melons are a lifeline,” he said, noting that he had 50 tons of the crop to sell in the off season.

According to the ministry of agriculture, an average of 700,000 tons of melons are grown annually in Uzbekistan on 35,000 hectares of land.

Shohruh Tolibov, an expert from the ministry, said that exports represent less than 10 percent of that total — some of the sweetest varieties do not travel well. But they will more than double this year and have grown five-fold over the last three years.

Such growth has been triggered by the agricultural reforms of President Shavkat Mirziyoyev, who broke up monopoly interests that dominated the export of fruit and vegetables and allowed smallholders the chance to determine their own clients.

Kazakhstan, Russia, Kyrgyzstan, Latvia and Ukraine are the top destinations for Uzbek melons, said Tolibov.

This month, the locally-based Jahon Exim Group claimed it had overseen the first exports of Uzbek melons to Britain.

“We hope that Uzbek melons, known for their taste and health benefits, will be appreciated by local consumers,” said the company’s director Jahongir Giyasov in comments to local media.

Uzbekistan grows more than 50 types of melons.

Khorezm, a region in the lower reaches of the Amu Darya river that benefits from temperate winters, grows at least 12 and they all share a common characteristic — deliciousness.

While other crops fail in this area, “melons grow sweeter on saline land,” said Kalandarov, whose employees feasted hungrily on some of his produce, slicing up the green-skinned bounty like sticky birthday cakes at the end of a long, warm, autumn day.

Kalandarov grew up on the melon fields, and has been growing his own fruit since he was a teenager.

But he is no longer satisfied with this work alone. Instead, his dream is the same as the avowed policy of the national government — to move from selling raw produce to products with value added.

“I have a business plan. I want to create new products — melon jam, melon conserve, dried melon. There is a big demand for these products on foreign markets,” he said.


Bahrain still the only country with a ‘Data Embassy’ law in an AI-driven age, finance minister says

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Bahrain still the only country with a ‘Data Embassy’ law in an AI-driven age, finance minister says

  • He tells World Economic Forum his country developed regulations and infrastructure, invested in people and education to create fertile environment for entrepreneurs and foreign capital
  • In terms of investment in people, Bahrain’s strategy in recent years has focused on the graduation of job creators alongside job seekers, he adds

DAVOS: Bahrain is the only country so far that has implemented a data-sovereignty law, as it lays the groundwork for startups in tech-driven market sectors, Sheikh Salman bin Khalifa Al-Khalifa, the country’s minister of finance and national economy, said at the World Economic Forum in Davos on Thursday.

The government has developed regulations and infrastructure for technologies, and invested in people and higher education to create a fertile environment for entrepreneurs and foreign capital, he added.

In 2018, Bahrain became the first country to implement a “Data Embassy” law that allows foreign institutions to store their data under the jurisdiction of their home countries while it is hosted by data centers in Bahrain.

This means, for example, that a German company’s data hosted in Bahrain is subject to German law and can only be accessed by other parties through a German court order, the minister explained.

“Bahrain has led the world in regulation,” he said. “We are, and continue to be, the only country in the world with a data sovereignty law … This is groundbreaking stuff. You need to have laws and regulations that are ahead, and a regulatory environment where it’s easy to do business.”

Also in 2018, Bahrain introduced a Bankruptcy Law that effectively decriminalized the failure of a business. Previously, entrepreneurs were held personally liable for a company’s failure and could face jail time.

“We had to work a lot with the Ministry of Industry and Commerce to decriminalize failure, because it used to be the case that if you had a failed company, you would end up having criminal action against you,” Al-Khalifa said.

“The Bankruptcy Law was a very important step in fostering a culture of entrepreneurship.”

The minister was speaking at the annual meeting of the World Economic Forum in Switzerland during a panel discussion on the ways in which governments can support entrepreneurship, improve soft skills and reduce bureaucracy.

He said Bahrain had also invested in infrastructure designed to support AI-driven industries and connect the country to the “global data highway,” more formally known as “South East Asia-Middle East-Western Europe 6” (SeaMeWe-6) which will run from Singapore, through the Middle East and Europe to Marseille in France via fiber-optic cable. It is set to start operating early this year.

In terms of investment in the workforce, Al-Khailfa said that Bahrain’s strategy has focused in recent years on the graduation of job creators alongside job seekers. The government has also organized startup weekends and monthly “pitching” competitions through which entrepreneurs can access funding for their ventures.

Authorities in the country have made entrepreneurial development a core component of economic planning, he said, with strong support at the highest levels of the government.

Last week, Bahrain’s crown prince, Salman bin Hamad Al-Khalifa, met representatives of 100 businesses, 15 of which were established in the past five years and each of which employed a significant portion of the national workforce in 2025.

“It is important that when you are graduating college students, you are really ensuring that entrepreneurship is there early, and that they’re graduating with an idea of starting a business early. Whether that business fails or succeeds matters less,” Al-Khailfa said.

“We are building a culture of entrepreneurship at a time when people are sharing ideas on a global level. 
An idea that’s good in Japan is good in South America and is good in Bahrain.”