▁fund ing . ▁ ▁Years , ▁ 2 0 0 1 - 2 0 0 4 ▁saw ▁the ▁enh ance ▁out re ach ▁and ▁deep en ▁product ▁offer ings ▁through ▁cost ▁effective ▁and ▁sust ain able ▁K ash f ▁branches . ▁G row ing ▁with ▁quality ▁was ▁emphas ized , ▁ade qu ate ▁controls ▁were ▁established ▁and ▁the ▁collection ▁system ▁was ▁rev amp ed . ▁K ash f ▁followed ▁a ▁later al ▁growth ▁path ▁by ▁entering ▁new ▁mark ets ▁and ▁man aging ▁dispers ed ▁units . ▁K ash f ▁managed ▁growth ▁by ▁w iden ing ▁out re ach ▁and ▁deep ening ▁access ▁by ▁pione ering ▁new ▁products ▁like ▁micro - ins urance . ▁By ▁end ▁ 2 0 0 4 , ▁K ash f ▁was ▁providing ▁financial ▁services ▁to ▁over ▁ 6 8 , 0 0 0 ▁clients ▁through ▁a ▁network ▁of ▁ 3 0 ▁branches . ▁As ▁of ▁April ▁ 2 0 0 7 , ▁K ash f ▁have ▁ 9 4 ▁branches , ▁ 1 8 2 , 0 0 0 ▁clients ▁and ▁operate ▁in ▁ 1 2 ▁different ▁districts ▁in ▁two ▁provinces ▁of ▁Pakistan . ▁ ▁In ▁ 2 0 1 8 , ▁K ash f ▁signed ▁a ▁$ 5 ▁million ▁loan ▁by ▁PRO PAR CO ▁of ▁French ▁Development ▁Agency ▁( AF D ) ▁for ▁its ▁" commit ment ▁to ▁financial ▁inclusion ▁and ▁women ▁emp ower ment ▁in ▁developing ▁and ▁emer ging ▁countries ." ▁ ▁Et ym ology ▁▁ ▁K ash f ▁origin ates ▁from ▁Arab ic ▁word ▁( ),