STRATEGIC ORIENTATION DOCUMENT FOR MANGO VALUE CHAIN
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Transcript of STRATEGIC ORIENTATION DOCUMENT FOR MANGO VALUE CHAIN
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STRATEGIC ORIENTATION DOCUMENT FOR MANGO VALUE CHAIN IN THE ECONOMIC COMMUNITY OF WEST AFRICAN STATES (ECOWAS).
FINALVERSION
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PREFACE
This strategy presents the conclusions of a participatory process used to develop a regional strategy for
the mango value chain within the Economic Community of West African States (ECOWAS). This process
brought together key players from the public and private sector in the sub-region under a wider common
initiative developed by ECOWAS to boost the regions competitiveness in high export potential value
chains and known as the Exports Promotion and Enterprise Competitiveness for Trade (EXPECT)
Initiative.
With the support of the International Trade Centre (ITC) and the financial assistance from the Canadian
International Development Agency (CIDA) under the Programme for building African Capacity for Trade
(PACTII), the process aims at supporting ECOWAS in increasing its exports of targeted products and
improving competiveness of enterprises through the development of value chains. The ultimate aim of the
project is the improvement of export earnings of economic operators including small-scale farmers,
representing 60% of the population of the ECOWAS region, and small and medium-sized (SMEs)
enterprises engaged in mango processing in ECOWAS countries.
The projects approach is innovative and based on a participatory process, which aims at developing
partnerships between various players, directly or indirectly linked to the mango value chain in the sub-
region. Many preliminary activities, which paved the way for the consultation of the various public-private
players in the ECOWAS region, have taken place since the launching of PACT II, for example during a
workshop held in September 2009 aimed at evaluating the export potential of products of the sub-region.
In view of their potential, three major products were identified by experts of the sub-region, with the
support of ITC, as the priority products of the EXPECT Initiative at its launching phase. These are:
mango;
cashew nuts; and
palm oil.
Mango was selected by Focal Point members of the EXPECT Initiative and PACT II as the pilot product in
the development of a regional export capacity building strategy (see Annex I), and for the implementation
of relevant projects to that effect. Focal Point members of the EXPECT Initiative (ECOWAS-TEN)
include:
Mr. Serge BOMBO - Chairman
M. Eric GBIAN Secretary General
M. Banda KHALIFA VP ECOWAS TEN
M. Karim SY ECOWAS Regional Consultant
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ECOWAS TEN wishes to thank the ITC team for their assistance and support, throughout the analysis
and development process for an intervention framework on the mango value chain, including:
Mr. Hernan MANSON, Project Manager and Strategy Development Adviser
Mr. Olivier Van LIESHOUT, Specialist Mango Sector
Mr. Philippe TOKPANOU, Regional Technical Adviser - ECOWAS
Mr. Ekutu BONZEMBA, Trade Promotion Officer
Ms Roberta LASCARI, Consultant for Export strategy Project Implementation
Ms. Man KWUN CHAN, Senior Consultant in Value Chains and Gender.
We also wish to express our sincere gratitude to the ECOWAS Private Sector Department, especially Mr.
Oluonye PETER, as well as the numerous participants in the various tasks forces, without whom this
report would not have been possible (see the List of Participants in Annex 9). We also wish to thank the
Presidency of the Mango Value Chain Stakeholders Platform, particularly its Chairman, Mr. Emmanuel
ADEYEMI (Nigeria), and Vice Chairman Mr. Cheikh NGANE (Senegal). Finally, we appreciate the
immense support from many experts, in particular Mrs. Cathelijne van MELLE (Triodos-Facet), Mr. David
IVANOVIC (Rural Hub/Cop Horti Platform, Senegal), Mr. Mohamed SIDIB (Mali), Mr. Gilbert NDIAYE
(ASCDE, Senegal), and Mr. Magatte NDOYE (Senegal).
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CONTRIBUTION
The ITC ECOWAS-PACT Unit, supported by the ECOWAS Private Sector Department, coordinated the
process. The follow-up committee included the ECOWAS TEN network of public/private stakeholders, a
regional association based in Abidjan, and the members listed below participated in the different
workshops:
KPATINDE, Florent Benin
GBIAN Eric T. Benin BOUREIMA, Barry Burkina Faso
SANCHES, Jose Cape Verde KONE, Ladio Ivory Coast ABDALLAH, Banda Ghana
OTU, Abena Ghana BAH, Ousmane Guinea
BARAI, Macaria Guinea Bissau SIDIBE, Mohammed Mali
HAIDARA, Moussa Mali MANI, Chaibou Niger SAAVE, Nanakaan Nigeria
NDOYE Magatte Senegal KAMARA, Henry Sierra Leone
AMOUSSOU, Edmond Togo
Other players of the mango value chain in the ECOWAS region also participated in the workshop,
namely:
AHOUANSE Coffi - Benin
DIOMA Etienne Burkina Faso
YOCOLI Eugne Ivory Coast KONATE Claude Ivory Coast
GUILLIERME Nicolas Ivory Coast CEESAY Momodou A. The Gambia
SAAKA Ahmed Dan - Ghana
BARHOUNI Maliki - Niger
ABUBAKAR, Chachi - Nigeria
ADEYEMI, Emmanuel - Nigeria
NGANE Cheikh - Senegal
BADJI Nfally - Senegal
ABDOULAYE Issifou - Togo
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Table of Contents
EXECUTIVE SUMMARY ........................................................................................................................... 7 CHAPTER I. BACKGROUND ......................................................................................................... 16 1. Methodological approach ................................................................................................................ 17 2. The need for an ECOWAS mango value chain strategy ................................................................. 19 3. Analysis of the gender approach in the mango industry ................................................................. 24 CHAPTER II. OPPORTUNITIES ON THE MANGO MARKET ........................................................ 31 1. Some figures ................................................................................................................................... 31 2. Mango production ............................................................................................................................ 33 3. Varieties of mangoes ....................................................................................................................... 33 4. Ripening of mango .......................................................................................................................... 34 5. Harvest and post-harvest ................................................................................................................ 34 6. Quality of mangoes ......................................................................................................................... 34 7. Preferences in terms of quality ........................................................................................................ 36 8. Classification of mangoes ............................................................................................................... 37 9. Supply schedule .............................................................................................................................. 40 10. Demand ....................................................................................................................................... 42 11. Logistics ....................................................................................................................................... 45 12. Distribution chains ....................................................................................................................... 45 13. Market trends and opportunities .................................................................................................. 46 CHAPTER III. ANALYSIS OF THE VALUE CHAIN .......................................................................... 49 1. Methodology .................................................................................................................................... 49 2. Qualitative analysis ......................................................................................................................... 50 3. Quantitative analysis ....................................................................................................................... 53 Generally, value is added to mango at two stages, namely: ................................................................... 53 4. Value added at the tree stage ......................................................................................................... 54 5. Value added after harvest ............................................................................................................... 56 CHAPTER IV. STRENGTHS AND WEAKNESSES OF THE MANGO VALUE CHAIN .................... 60 1. Strengths ......................................................................................................................................... 61 2. Weaknesses .................................................................................................................................... 62 CHAPTER V. PROPOSED OBJECTIVES IN TERMS OF CAUSE AND IMPACT .......................... 63 1. Summary of the analysis and conclusions ...................................................................................... 63 2. ECOWAS Mango strategy ............................................................................................................... 65 3. Results of the regional validation workshop and strategic orientations .......................................... 70 ANNEXES ............................................................................................................................................... 89 ANNEX 1 - ECOWAS EXPECT Initiative and TEN ................................................................................. 90 ANNEX 2 STRATEGY DEVELOPMENT PROCESS ........................................................................... 93 ANNEX 3 MANGO VALUE CHAIN ....................................................................................................... 94 ANNEX 4 COMMON DEFECTS IN MANGOES .................................................................................. 95 ANNEX 5 AGROECOLOGICAL MAPS ................................................................................................ 98 ANNEX 6 CASE STUDY: WOMENS ROLE IN THE MANGO VALUE CHAIN IN GHANA ..................... AND MALI ................................................................................................................................................ 99 ANNEX 7 REGIONAL INTEGRATION AND INTERNATIONAL TRADE ........................................... 109 ANNEX 8 FIVE PRIORITY INTERVENTION AREAS ........................................................................ 116 ANNEX 9 ANALYSIS OF FACTORS ................................................................................................. 117 ANNEX 10 PROFITABILITY ANALYSIS ............................................................................................ 122 ANNEX 11 MANGO PRODUCTION INFORMATION IN ECOWAS COUNTRIES ............................ 125 ANNEX 12 LIST OF PARTICIPANTS ................................................................................................ 133
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List of Tables Table 1 Balance of trade trend of foodstuffs ............................................................................................ 21 Table 2 Implementation of the strategy taking into account gender equality ........................................... 28 Table 3 Mango production/export in the world and in the ECOWAS region ............................................ 32 Table 4 Quantities of mangoes and price brackets charged.................................................................... 37 Table 5 The 5 most significant problems that have an adverse effect on the mango value chain .......... 50 Table 6 Negative factor matrix according to category and link ................................................................ 51 Table 7 Positive factor matrix according to category and link .................................................................. 52 Table 8 Mango production: quantities, prices and values in ECOWAS countries .................................. 54 Table 9 Estimation of variable cost of mango production ....................................................................... 55 Table 10 Occurrence of product-market combinations ............................................................................ 57 Table 11 Profitability analysis of 18 mango product-market combinations .............................................. 57 Table 12 Strength of the mango value chain in the ECOWAS region in 2010 ........................................ 61 Table 13 Production targets and value added targets ............................................................................. 66 Table 14 Major constraints and initiatives in each intervention areas ..................................................... 71 Table 15 Classification of factors ........................................................................................................... 117 Table 16 Importance of individual factors .............................................................................................. 119 Table 17 Frequency of factors per category and link ............................................................................. 121 Table 18 Profitability of fresh mango exports by sea ............................................................................. 122 Table 19 Profitability of fresh mango exports by air ............................................................................... 122 Table 20 Profitability of mango pulp exports of 16 brix by ship ............................................................. 123 Table 21 Profitability of mango juice 25% pulp on the local market ...................................................... 123 Table 22 - Profitability of dried mango exports.......................................................................................... 124 Table 23 Value of mango production in ECOWAS countries................................................................. 125 Table 24 Mango production information in Benin .................................................................................. 126 Table 25 Mango production information in Burkina Faso ...................................................................... 126 Table 26 Mango production information in Ivory Coast ......................................................................... 127 Table 27 Mango production information in Gambia ............................................................................... 127 Table 28 Mango production information in Ghana ................................................................................. 128 Table 29 Mango production information in Guinea ................................................................................ 129 Table 30 Mango production information in Mali ..................................................................................... 130 Table 31 Mango production information in Nigeria ................................................................................ 130 Table 32 Mango production information in Senegal .............................................................................. 131 Table 33 Mango production information in Sierra Leone ....................................................................... 131 Table 34 Mango production information in Togo ................................................................................... 132
List of Figures Figure 1 Mango trade flows ...................................................................................................................... 32 Figure 2 Utilization of mangoes in the ECOWAS region ......................................................................... 38 Figure 3 Utilization of mangoes with the introduction of a developed value chain ................................. 38 Figure 4 Value of mangoes in ECOWAS ................................................................................................. 39 Figure 5 Value of the mango value chain with a developed value chain ................................................. 39 Figure 6 Supply schedule of the EU- Main sources ................................................................................. 41 Figure 7 Price fluctuation in response to West African supply in 2009 and 2010 .................................... 41 Figure 8 Consumption of mango in the EU .............................................................................................. 42 Figure 9 Fruit supply in the EU ................................................................................................................. 43 Figure 10 Value added in 2010 and 2020 ............................................................................................... 66 Figure 11 Cumulated impact of the mango strategy ................................................................................ 66 Figure 12 Mango strategy targets tree .................................................................................................... 69 Figure 13 ECOWAS operational framework ........................................................................................... 91 Figure 14 Pictures of common defects in fresh mangoes ...................................................................... 95 Figure 15 Grading of mangoes ............................................................................................................... 97 Figure 16 Mango production map ............................................................................................................. 98 Figure 17 - Road and Rail Map ................................................................................................................... 98
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Glossary
Cigar Box Spreadsheet to calculate cost price, margins and profits of a product-market combination.
CB1 A Cigar Box for a single product-market combination.
CB2 A Cigar Box for many product-market combinations
FC Fixed costs
FC1 Fixed cost for depreciation of goods
FC2 Fixed financial costs bank interests and commissions
FC3 Fixed overhead costs - telephone, maintenance and marketing
FLO Fair Trade Labelling Organization
Fruitrop A monthly magazine on trade flow of fruits, published by Cirad, Montpellier, France.
HWT Hot Water Treatment a treatment by immersion in hot water (mangoes are immersed for 5 to 10 minutes in hot water 50-52C).
IQF Individual Quick Frozen
Link
MRL Minimum residues limit (measure to express tolerance to pesticide)
P Price
P (EXW) Ex Works (INCO Term)
P (C&F) Price Cost and Freight paid by the buyer (INCO Term)
PMC Product-market combination
q Quantity, volume
SIT Sterile insect technique.
SWOT Strengths, Weaknesses, Opportunities, Threats
VA Value added
VC Variable costs
VC Value chain
VC1 Variable cost of mango and ingredients
VC2 Variable cost of processing of fruits, inputs and finished products
VC3 Variable cost of packaging ( primary, secondary and tertiary if necessary)
VC4 Variable cost of transport, losses in transit, commission etc.
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EXECUTIVE SUMMARY
1. Context and importance of the sector
In the Economic Community of West African States (ECOWAS), mango is mostly cultivated in the agro
ecological zone of southern Guinea savannah, a 540,000 km region, stretching from Senegal and
Gambia in the West to Nigeria in the East. With a production of about 1.3 million tons per annum,
representing 3.8% of the world production, ECOWAS is the 7th largest producer of mango.
Unfortunately post-harvest losses range between 40 and 50%, and only the remaining 740,000 tons are
marketed. A large share (650,000 tons, i.e. 88%) is sold on the local and regional market. About 35,000
tons of fresh mangoes are exported, representing only 2.7% of world total export, and about 50,000 tons
are processed.
The objective of the strategy is to increase the volume of mangoes for export, domestic and regional
market and to improve the competitiveness of enterprises operating in the regional value chain for value
added products including fresh and processed. Ultimately the overall goal is to increase the incomes of
producers in rural areas which represent the majority of population in the ECOWAS region.
The development of the mango sector falls within the priorities of most ECOWAS member States and
with the ECOWAS Commission. This strategy is aligned with the priorities of the Common Agriculture
Policy (ECOWAP), to strengthen the economy by increasing production, export incomes and job creation,
as well as with the ECOWAS-EXPECT Initiative for export promotion and enterprise competitiveness.
2. Approach and methodology used
Through the ITCs participatory stakeholder led process, representatives from the value chain, support
institutions and government have focused in defining development priorities for the mango sector in
ECOWAS. The strategic action plan is a result of collective evaluation of market potential, profitability,
supply side capacity and enabling environment constraints, as well as sector dynamics.
The work done through this strategy falls within the logic of fostering public-private platforms for dialogue
at regional and national level and has had strong emphasis in providing a framework for private sector
governance which includes farmers and Small and Medium Enterprises (SMEs).
In summary, the methodology used included participatory multi-stakeholder sessions as well as
structured analysis and validation meetings with ECOWS TEN and stakeholders. The key steps in the
process were (see Annex 2):
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Extensive desk research, statistical analysis and compilation of existing reports and donor or
government based program proposals and strategies;
Mapping of sector stakeholders and sector related support institutions at national and regional
level;
Stakeholder led participatory strategy development workshops;
The output of participatory consultations with the ECOWAS TEN Core team;
Unstructured interviews in selected countries with key informants representing government,
donor agencies, NGOs, smallholder farmers and private sector (commercial farmers, processors,
exporters, banks, transporters);
Stakeholder led participatory validation workshop.
In particular, during the regional stakeholder workshops held in 2010 and 2011 participants from
ECOWAS member states evaluated and validated the following:
Priority target markets and market potential at international, regional and domestic levels;
Supply side capacity and production related data as well as agro-ecological potential;
Profitability analysis for selected product and market combinations for mango;
Strengths and weaknesses of the ECOWAS mango value chain, and comparison with major
exporting countries like Brazil and Thailand, to assess international competition;
Response objectives and intervention areas for the development of the regional value chain;
Evaluation of gender related constraints and empowerment opportunities as well as definition of a
gender sensitive approach for the development of the mango value chain; and
Prioritization of interventions and preparation of project proposals by selected pilot countries
(Ghana, Mali, Nigeria, and Ivory Coast) consistently with the regional framework.
The entire process was facilitated by ITC and was driven by ECOWAS TEN in order to create the
necessary ownership within the sector stakeholders, who for the first time met to drive the
planning for their sector.
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3. Identified strengths and weaknesses of the mango value chain
According to the private and public sector stakeholders, the most significant problems that affect the
mango value chain have are as follows:
a) Lack of know-how (e.g. lack of trade and marketing information; inadequate management;
language barriers);
b) Low volumes (e.g. low export volumes; lack of raw materials; ageing of orchards; growing
urbanization);
c) Poor quality (e.g. fruit fly infestation; irregularity of products);
d) Inadequate logistics (e.g. lack of infrastructure; lack of specialized transportation of fresh fruits)
e) High costs of production (e.g. packaging; energy, inputs); and
f) Lack of organization (e.g. no stakeholders consultations; lack of policy support).
Strengths and opportunities of the mango value chain are:
a) Taste of mango;
b) Good quality of specific varieties (i.e. Tommy Atkins);
c) Diversity of mango varieties;
d) Existence of growing market for good quality mango.
The region should seize the opportunity to target export market with quality tasteful varieties of fresh
mango and domestic and regional markets with second and third quality mango. In order to do so, the
ECOWAS region must be able to:
Deliver quality products at affordable prices,
Provide adequate quantities of all varieties of mango,
Reduce logistic costs; and
Improve management.
In analysing profitability, as well as bottlenecks and opportunities, stakeholders agreed that, at present,
the ECOWAS mango value chain as a whole has some structural inefficiencies and is less competitive
from a business point of view, especially if compared with major international players like Brazil and
Thailand. For those countries in the region with strong value chains, such as Benin and Nigeria, export of
fresh mango to international market, like the EU, is still a profitable business (margins are 26% and 21%,
respectively). Similarly, export of dried mango from Burkina to niche market, like bio and fair trade in
Europe, permits excellent margins. On the contrary, other countries have better business opportunities by
targeting the regional and local market: this is the case for Mali exporting fresh mango to Gabon (47%
profit) and for Senegal selling fresh mango to Morocco (31% profit). Countries like Togo and Nigeria, for
fresh mango, and Mali for mango juice are more competitive in the local market. More details on the
profitability analysis are provided in Chapters III and IV.
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4. Overall strategy objectives and expected impacts
In order to improve the competitiveness of the ECOWAS mango value chain, the strategy addresses the
issues and constraints affecting the value chain and proposes specific areas of interventions.
The strategys objective is to increase the utilization rate of available mango by 90% and create
value added for mangoes of different qualities (top-of-the-range, middle-range, and the third quality
for the processing industry).
The anticipated impact of the mango strategy is twofold:
IMPACT 1: Increase the value added of mango production, in order to contribute substantially
to poverty reduction; and
IMPACT 2: Increase the value added of marketed mango, in order to improve wealth creation,
economical growth and competitiveness.
To achieve these impacts and following the log frame framework, the strategy is based on five
intermediary goals that were validated by stakeholders:
Goal 1: Increase mango production;
Goal 2: Reduce post-harvest losses;
Goal 3: Increase the volume of the first quality mango exported;
Goal 4: Increase the volume of second quality mango sold on the local market; and
Goal 5: Increase the volume of the industrial category used for processing.
The strategys overall impact and goals are further elaborated in Chapter V.
These goals are achievable because they take into account the known medium- and long-term
opportunities in the international (Europe, North Africa, Middle East), sub-regional and national markets.
Opportunities on the regional market are also available, aiming to reduce imports, providing products of
affordable quality and good appearance that expresses social status.
The strategy also recognizes that in order to reach these goals, mango exporters, processors and
producers will need, among other, quality certification; substantial working capital; advanced technology
for the processing and packaging of fruits; excellent logistics; and well-trained labour.
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5. Detailed areas of intervention and priorities
In line with the achievement of the goals, Value chain stakeholders have identified nine areas of
intervention in order to capture market shares at the local, regional and international level. Ultimately the
implementation of the interventions will provide outputs that will ensure the targeted impact.
The areas of intervention are:
Intervention 1: Expansion of mango commercial orchards;
Intervention 2: Intensification of disease management and control;
Intervention 3: Improvement of post-harvest techniques and practices;
Intervention 4: Extension of GLOBALGAP;
Intervention 5: Integration of regional transport;
Intervention 6: Facilitate access to European and new markets;
Intervention 7: Introduction of a common ECOWAS label (region of origin);
Intervention 8: Increase mango processing capacity; and
Intervention 9: Build capacity, develop knowledge and promote innovation of the mango
value chain.
After consultation at national levels and regional validation, stakeholders prioritised the following five
interventions for the short term:
1. Intensification of disease management and control;
2. Expansion of commercial orchards;
3. Increase agro-industrial processing capacity;
4. Improvement of post-harvest techniques and practice; and
5. Quality, certification and capacity building.
In addition, value chain stakeholders also agreed that the following issues shall be addressed at the
regional level by the ECOWAS Commission, as they qualify as cross cutting issues relevant for the
entire value chain and across sectors:
1. Access to finance;
2. Integration of regional transportation; and
3. Establishment of public private platforms of value chain stakeholders
Policymakers and private sector also agreed that the strategy document and its priority intervention areas
would be used by ECOWAS countries as a reference policy instrument to prepare project proposals for
the development of the mango sector and it is expected that the project proposals are submitted to
ECOWAS during the Regional Export Actors Forum in November 2011.
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6. Gender sensitive approach to the mango value chain
The strategy also adopts a gender-sensitive approach to the analysis of the mango value chain in
ECOWAS (see Chapter I.3 and Annex 6). Women and men are equally active within the national value
chain in ECOWAS countries, but they are generally confined to different roles along the value chain.
Indeed, women are mostly involved as unpaid family labour; paid workers in packaging and processing
units; or as small entrepreneurs of small processing units.
For example, in the specific case of Mali, a significant number of women are also found as
owners/entrepreneurs of small-scale processing units, and as independent intermediaries between
producers and exporters (so called pisteurs). In contrast, throughout the ECOWAS region, women are
clearly under-represented as entrepreneurs at most levels in the mango sector: only a very low
percentage of small farmers, farm owners, exporters and commercial processors are women.
This situation results from the following constraints:
Gender inequality in access to land and security of land tenure;
Unequal access to education, leading to a significant gender gap in literacy rates and educational
levels;
Unequal access to credit/finance and other agricultural extension services;
Womens primary responsibility for domestic work and childcare; and
Cultural attitudes assuming that some roles are unsuitable for women.
Consequently, stakeholders have agreed to take into consideration the following two key principles as
part of the strategys overall framework for engagement:
Principle 1: Workers, as well as entrepreneurs, must be considered as key actors and
beneficiaries in the export mango value chain; and
Principle 2: All areas of intervention must be implemented in a gender-sensitive way.
In addition to a gender-sensitive approach to the nine areas of intervention of the strategy (proposed on
Table 2, page 28), the following points should also be considered in order to support women who are not
adequately targeted by the proposed interventions:
Support more women to become mango smallholders/outgrowers;
Launch specific initiatives to encourage male smallholders to share mango incomes with their
wives; and
Launch specific initiatives to improve working conditions of workers, for both men and women, in
plantations, packaging stations and processing units.
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7. Implementation framework
The coordination of the implementation of the strategy will be done in the context of a public private
partnership and will be led by the ECOWAS Trade and Enterprises Network (TEN), an operational body
endorsed by ECOWAS in the context of this strategy with national focal points in each ECOWAS country.
ECOWAS TENs objective is to play a pivotal role between the public and the private sector for the
implementation of strategic partnerships for the development of high export potential value chains, with
mango being one of them. One of its priority activities for 2012 is to launch the mango regional strategy at
country level and translate priority interventions into implementation projects directly involving value chain
actors and support institutions. The implementation framework of ECOWAS TEN and the EXPECT
initiative is detailed in Annex 1.
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Graphic summary of the logical framework in the strategy
VA = Value added
Impact
Goals
Intervention
VA on Tree
+200%
Production
+ 30% Losses
- 80%
VA post harvest
+160%
Exports
+ 225%
Local market
+ 60%
Expand commercia
l orchards
Intensify fight
against diseases
Improve post
harvest techniques
Expand GLOBAL
GAP
Integrate regional transport
Facilitate access to
markets
Introduce common
ECOWAS label
Increase processing
capacity
Capacity-building
and know-how
Processing
+ 560%
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CHAPTER I. BACKGROUND
The objective of this strategy is to analyze the performance of the mango value chain in ECOWAS in
order to identify constraints to be removed and foster development. The aim of ITCs PACT II programme
is to help ECOWAS and regional stakeholders increase the volume of exports of products from the
mango value chain, and increase competitiveness of enterprises in ECOWAS operating in this value
chain.1 The achievement of these objectives would contribute to improve competitiveness among
economic operators, by creating access to other markets (international, regional and national) and
ultimately increasing incomes of producers in rural areas, representing the majority of the population in
the ECOWAS region.
This document presents the analysis and framework for action to be carried out, to foster growth in the
mango value chain. Special emphasis is put on the identification of initiatives that will contribute to
strengthen the regional integration process, and have systemic impact on the mango value chain for the
benefit of all stakeholders. The project team worked on a new approach for the development of the value
chain, through an important sub-regional collaborative process, involving many stakeholders from all
spheres of economic activity of the value chain (production, processing and marketing). As a result, the
strategic action plan falls within the logic of public-private partnership and dialogue. As a direct
consequence, the development process made it possible to:
Mobilize economic players of the value chain to jointly define a new forward-looking vision;
Define the strategic areas that would facilitate the achievement of these objectives;
Identify priority initiatives aimed at improving competitiveness of the ECOWAS mango value
chain; and
Launch a permanent process for competitiveness improvement, especially by setting up a
project-monitoring structure to help the implementation of these initiatives: the ECOWAS TEN
network and the mango value chain stakeholders platform.
Finally, the project adopted the value chain competitiveness approach to develop a mango value chain.
The approach is based on the following four main principles:
Any development strategy must be inclusive and emphasize the mobilization of all trade actors,
whether they are public or private enterprises, or institutions. The participation of private and
public stakeholders in the definition of strategies and in the choice of initiatives will guaranty their
involvement in its implementation;
1 The same approach may later be used by ECOWAS for cashew nut and palm oil, and other pilot value chains
selected by the EXPECT Initiative. See Annex 1.
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Value chains are at the heart of trade: sustainable growth in the long term depends on the
development of competitive and integrated value chains;
The quality of trade infrastructure (human resources, access to capital and technology, statutory
environment, physical infrastructure, etc.) is a key element for the competitiveness of value
chains; and
Value chains should permanently adapt to changes in internal and external markets.
1. Methodological approach
This strategy document presents the conclusions from discussions and proposals from actors of the
ECOWAS mango value chain. It results from a wide consultation with all private and public stakeholders,
using ITCs participatory methodology for the development of strategies. The strategy is based on three
fundamental pillars:
a. The social impact on low-income farming populations, and the priorities of stakeholders of the
value chain;
b. The demand of national, regional and international markets; and
c. The potential increase of value added (net profit) at regional and national levels.2
the methodology used included participatory multi-stakeholder sessions as well as structured analysis
and validation meetings with ECOWS TEN and stakeholders. The key steps in the process were (see
Annex 2):
Extensive desk research, statistical analysis and compilation of existing reports and donor or
government based program proposals and strategies;
Mapping of sector stakeholders and sector related support institutions at national and regional
level;
Stakeholder led participatory strategy development workshops;
The output of participatory consultations with the ECOWAS TEN Core team;
Unstructured interviews in selected countries with key informants representing government,
donor agencies, NGOs, smallholder farmers and private sector (commercial farmers, processors,
exporters, banks, transporters);
Stakeholder led participatory validation workshop.
In particular, during the regional stakeholder workshops held in 2010 and 2011 participants from
ECOWAS member states evaluated and validated the following:
2 For the value added analysis, the Cigar Box Methodology has been applied.
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Priority target markets and market potential at international, regional and domestic levels;
Supply side capacity and production related data as well as agro-ecological potential;
Profitability analysis for selected product and market combinations for mango;
Strengths and weaknesses of the ECOWAS mango value chain, and comparison with major
exporting countries like Brazil and Thailand, to assess international competition;
Response objectives and intervention areas for the development of the regional value chain;
Evaluation of gender related constraints and empowerment opportunities as well as definition of a
gender sensitive approach for the development of the mango value chain; and
Prioritization of interventions and preparation of project proposals by selected pilot countries
(Ghana, Mali, Nigeria, and Ivory Coast) consistently with the regional framework.
The entire process was facilitated by ITC and was driven by ECOWAS TEN in order to create the
necessary ownership within the sector stakeholders, who for the first time met to drive the
planning for their sector.
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2. The need for an ECOWAS mango value chain strategy
Several factors show the relevance of developing an inclusive strategy for the ECOWAS mango value
chain:
The socio-economic importance of the agricultural sector in ECOWAS;
The macro-economic importance of the mango value chain, and its capacity to generate shared
prosperity; and
The need to nurture synergy between value chain stakeholders actions and programmes initiated
by ECOWAS.
2.1 Main characteristics of the ECOWAS agricultural sector
Agriculture in ECOWAS Member States is very diversified and complementary, because of agro-climatic
conditions and agricultural specializations. Member States have a great potential in terms of arable land,
grazing space, water and human resources, consisting mainly of small-sized family holdings (generally
below 10 ha). The ECOWAS agricultural sector plays a key role in national trade, specifically in ensuring
employment, income for rural households, and food security. Furthermore, it contributes significantly to
the balance of trade among Member States. In the past years, West African agriculture experienced
profound changes. Overall, the increase in production followed population growth. However, this growth is
based on an extensive model of production, with low productivity, high consumption of natural resources
and low returns for farmers. There are proactive production and support policies to agricultural sectors,
leading to significant improvement in productivity (cotton, rice and maize production has doubled) in all
Sahel countries, allowing to increased export volumes of products like cotton, coffee and cocoa.
Economic importance
Regarding trade, agriculture accounts for about 35% of regional GDP, after services (37%), benefiting
from a clear progress in all ECOWAS Member States, as a result of the increased expansion of the
tertiary sector in the global economy, to which the West African region is not an exception.
The development of countrys export capacities also depends on the agriculture sector, including
countries endowed with huge energy resources (oil, natural gas) such as Nigeria. It contributes to debt
servicing and financing the importation of consumer goods, capital goods or intermediate products for
industries. The first challenge of the agricultural sector is to perform this economic function more
efficiently, by increasing productivity and providing raw materials to the handicraft sector and food
processing industry. This challenge is crucial for the region in order to control its food dependency
towards the rest of the world, and through the processing of products and adding value improve the
current terms of trade unfavourable to its Member States.
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Agriculture plays a significant role in the achievement of food security in households, considering the
importance of own-consumption in the strategies of agricultural households, and the role played by the
local markets of foodstuffs for urban populations. About 80% of food needs of the population of the region
are met by regional production. Thus, the challenge the agricultural sector faces is to move from the
guarantee of food security, to that of food sovereignty at the regional level.
Social importance
Regarding employment, the agricultural sector remains the primary employer. Over 60% of the active
population in ECOWAS works in this sector despite the low remuneration for labour, in comparison to
other sectors of the economy. Agriculture labour faces the challenge to increase assets remuneration,
especially by increasing labour productivity.
Agriculture plays an important role in fighting poverty and food insecurity, through farm-households
home-consumption, and food supply to local and urban markets, and women contribute significantly to
the production, processing and marketing of farm products. Women, however, are not included in
development policies and agricultural modernization strategies. They are poorly represented in
consultation and negotiation organizations and forums (See paragraph 3). In addition to these specific
criteria, population growth has significant consequences, such as:
The population doubles approximately every 25 years: According to CSAO-OECD; the region
counted 78 million inhabitants in 1960, 265 million in 2005, and according to widely accepted
projections; it should reach 353 million people by 2020, and 455 million in 2030; this should lead
to an increase of needs.
Populations are turning urban: There is currently an observed shift, where for the first time urban
population exceeds rural population. In 1960, only 14% of West Africans lived in towns,
compared to 42% in 2000. Thus, the urban population could represent 57% to 60% in 2030,
which is less than in a generations time. Combined with more sophisticated modes of
consumption, this trend may result in an increasing need for processed farm products, including
mangoes, in order to meet the needs of the intra-regional market.
Therefore, markets and outlets development could favour trade conditions for agricultural
development and shared prosperity.
Trade in farm products in the ECOWAS region
The importance of agriculture in regional production is reflected in the share of farm exports in foreign
trade in West Africa. All countries put together, agricultural exports account for almost US$ 6 billion,
representing 16.3% of all exports of products and services from the region. Alternatively, the region
imports processed food worth US$ 5.4 billion. Nigeria constitutes a separate case, where its export
structure is peculiar due to oil exports, resulting in better shares of agriculture products in exports and
imports (30% and 10%, respectively).
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Ivory Coast itself accounts for almost 53% of the regions exports. Ivory Coast, Nigeria and Ghana, cover
78% of the regions agribusiness exports, (especially cotton, coffee, cocoa, banana, pineapple, and
fishery products), while imports are fairly distributed within the region. These three developing countries
account for 60% of total imports, but represent almost 70% of the regional population. This shows a lower
dependency of these countries on imports, calculation based on the ratio of imports per capita.
Nigeria has the highest need for intra-community export, being the most powerful agricultural economy in
the region, and the economy that imports the most, with 36% of ECOWAS processed food imports. In
relation to its population, with more than half of the regions population, its dependency on imports should
be put into perspective. However, Nigeria has the highest agro- trade deficit with almost US$ 1.5 billion in
2002-2004.
During the past twenty years, agribusiness exports increased by 95%, while imports increased by 64%.
As a result, ECOWAS saw its agribusiness balance of trade improve from a deficit of US$ 267 million to a
surplus of US$ 522 million. Its dependency to imports was consequently reduced.
However, the balance of agribusiness export alone, excluding raw materials exported for non-food
purposes, is much more disadvantageous in the West African region. Imported products competing with
local productions (cereals, meat, milk, oil, sugar) represent 70% to 80% of agribusiness imports. The
importation of cereals, meat, and dairy products alone, which are basic foodstuffs, account for about half
of regional processed food imports, and doubled in value in the past 20 years. In volume, the growth of
imports of these three groups of strategic products is still very distinct (multiplied by 2.13), to the extent
that we are witnessing a price erosion on international markets over this same period of time.
Table 1 Balance of trade trend of foodstuffs
Source: West African agricultural potentials (ECOWAS) / February 2008 Foundation for Agriculture and Rurality in the World (FARM)
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The EU is currently the main destination of the regions agricultural products, representing 56% of its
exports. Almost 30% of EU imports from West Africa are made up of agricultural commodities and
foodstuffs. West Africa also imports a significant share of processed food from the EU, accounting for
34% of all imports from all origins. In view of this, the discussion on trade liberalization with the EU as part
of the Economic Partnership Agreement (EPA) negotiation is particularly important (See Annex 7).
2.2 Selection criteria of the mango value chain
Criteria for the selection of the mango value chain can be summarized as follow:
The development of the value chain falls within the priorities of most Member States (Ivory Coast,
Mali, Burkina Faso, and Senegal, amongst others) and the ECOWAS Commission, through the
common agricultural policy known as ECOWAP, as well as the EXPECT Initiative.
The value chain already exists as a traditional production frame in most of the countries in ECOWAS.
It became professionalized in the recent years, mainly to develop export markets. Within this value
chain, operators are active in export and willing to promote its development.
Annual production grew considerably in the past years through the creation of new production
specifically intended for export and the modernization of traditional orchards.
The improvement potential of the orchards production remains significant and can be done through:
o An increase of the cultivated surface (suitable land is available); and
o An improvement of yields (farming techniques, maintenance, size, manure), of preventive
treatment, and above all of quality (harvest control, handling and packaging supervision).
Production development is a factor of additional income generation in rural areas.
The demand to export mango to Europe grows rapidly (+6% between 2009 and 2010). The
development of exports to this destination could be enhanced by introducing faultless quality
products.
Plantations management, and especially harvesting and packaging, result in job creation, particularly
for women, and therefore factors for income sharing in rural areas.
Technologies required for mango production are within the reach of smallholdings because
sorting/packaging services and possibilities to bulk for export are considered within the framework of
a quality control system (Best Agricultural Practices, Hygiene, MRL and traceability).
2.3 A strategy consistent with ECOWAS policies
The crucial importance of agriculture in the regional economy and in everyday life of the population, led
the ECOWAS Commission, in close collaboration with its Member States and socio-professional
organizations, to adopt in 2005 an Agricultural Policy known as ECOWAP3.
3 In line with the policy, the ECOWAS EXPECT Initiative supports the development of three priority sub sectors (see
Annex 1).
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ECOWAP (Common Agricultural Policy) is a proactive policy for production and support to market
oriented agricultural sub-sectors. Its overall goal is to contribute sustainably to the satisfaction of the
populations food needs, economic and social development and poverty reduction in Member States, as
well as inequalities between territories, regions and countries. Beyond satisfying food needs in the region,
it seeks to create agricultural production geared towards export. In its implementation, ECOWAP
incorporates a sector approach in which the fruits and vegetables sub sector is high on the list. The
ECOWAS mango strategy thus adequately falls within the ECOWAS common agricultural policy.
The EXPECT Initiative was launched by the ECOWAS Private Sector Department, with the aim to
promote regional integration through the creation and equal share of sustainable benefit within the
economic community. This would be done by supporting the emergence of a competitive production
sector, mainly SMEs, endowed with adequate capacities to effectively develop in the regional market.
Thus, generating sustainable and fair income for the improvement of livelihoods in Member States, and
promoting the export of products with high-income potential and positive socio-economic impact on the
population. The EXPECT Initiative comprises six components, namely:
1. Market information and analysis (tools, techniques, surveys);
2. Regional export policies and strategies (coordination, promotion);
3. Skills development on harvesting (seeds, planting, cultivation, harvest);
4. Development of processing procedures (technology, standards, packaging, storage,
transportation);
5. Financial solutions (appropriate funding of the sector); and
6. Sourcing and links (relations with suppliers and customers).
For mango, the results expected from the EXPECT Initiative are to better position the exports of fresh and
processed mangoes from the ECOWAS region in the world.
The implementation of the EXPECT Initiative would be done within the context of a partnership with the
strong involvement of the private sector and institutional partners according the value chain
competitiveness approach. The involvement of the private sector will be through the ECOWAS Trade and
Enterprise Network (ECOWAS-TEN), the Pan African Agribusiness Consortium, associations and
institutions associated /mandated in the implementation of the components of the EXPECT Initiative (for
the ECOWAS operational framework, see Annex 1). Development partners shall include project leaders
on the competitiveness of the value chain (ITC, West African Trade Hub, etc.).
As a result, the mango strategy would allow a sharing of a common approach in the different parts of the
ECOWAS region to avoid duplication of programmes, and loss of resources, while optimizing the
resources available and bring together the same stakeholders around a common development vision of
the value chain and its entire ecosystem.
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3. Analysis of the gender approach in the mango industry
Women play a key role in the mango export value chain within the ECOWAS region, and the strategy
should be implemented in a way that will guarantee that women and men benefit equally from the
activities undertaken in this framework. To this end, two key principles shall be adopted as part of the
overall strategy:
Principle 1: Workers, as well as entrepreneurs, must be considered as key actors and
beneficiaries in the mango export value chain. Women and men are equally as active in the
mango value chain in ECOWAS, however womens role is often hidden. Women comprise at
least half of paid and unpaid labour, employed by smallholders and in packaging and processing
units, but they are poorly represented as entrepreneurs/owners of these enterprises.
Principe 2: All areas of intervention must be implemented in a gender-sensitive way. Since
women are centrally involved in virtually all levels of the value chain, most interventions,
regardless of which part of the value chain they target, are likely to have an impact on women,
whether this impact is positive or negative. Consequently, all areas of intervention of the strategy
shall be designed and implemented in a gender-sensitive way.
Women and men are equally active in the export mango chain in the ECOWAS region, but they are
generally concentrated in different roles along the chain. In terms of figures, most women within the value
chain are generally confined to the following roles:
As unpaid family workers on mens mango smallholdings, dedicated to the following task:
slashing/weeding when mango trees are young; managing/organizing hired workers; harvesting
and transporting mangoes from the farm; with a usufruct rights to grow annual food crops;
As paid workers on smallholdings, performing tasks such as: transporting the fruits from the farm,
cleaning, and grading;
As paid workers in mango processing units (small and large scale), where women are preferred
to men because they handle fruits more carefully; and
As paid workers in packaging stations, knowing that there are differences regarding sea freight
and airfreight (in packaging for sea freight, 60 to 90% of workers are women, for airfreight the
majority of workers are men).
In contrast, women are largely under-represented as entrepreneurs at all levels of the chain, including:
As smallholders, that is owners/managers of small-scale mango farms (less than 10% are
women);
As owner/entrepreneur of commercial farms (0%);
As owner/entrepreneur of medium to large processing units (less than10%); and
As owner/entrepreneur of export/packaging companies (less than 5%).
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The only levels of the mango chain where women play a significant role are in small processing units or
as pisteurs in Mali (see Annex 6 for two examples of the role of women in the mango value chain in
Ghana and Mali).
The production of dried mango is dominated by women because, compared to the production of fresh
mango, it is possible to process smaller quantities. Since the dried product can be stored for a longer
period, women can accumulate small quantities, and later export them together in a larger batch.4
Compared with other processed foodstuffs, processed mangoes seem to be an important export product
for women. For instance, mango is the most exported product by members of the African Network of
Active Female Entrepreneurs and Leaders (RAFAEL), a Bamako-based women network that produces a
variety of processed fruits and cereals for export.
In Mali, pisteurs serve as intermediaries between producers and exporters, but they are more than just
traders. They are responsible for identifying producers, negotiating conditions of purchase, supervising
harvests of fruits and paying the growers, as well as transporting the fruits from the farm to the exporters
packing sheds. A description of the role of pisteur operating in the Bamako area is provided in Box 1
below.5
Box 1 : Definition of a pisteur The role of woman pisteurs in the Bamako area
- About 2 to 3 months before harvest, pisteurs go to the farms to find out which farmers have fruits.
- 1 to 2 months before harvest, they return to the farms to check whether the fruits meet exporters standards.
- Nearing harvest time, they return to the farms to check whether the fruits are mature. If so, they inform the exporters that farmers are ready to harvest.
- If and when the exporters are ready, they invite all pisteurs to a meeting where they will agree on the day to start the harvest and the price paid for the fruits.
- Each pisteur will then hire a pick-up van, go to the farms, carry out the harvest, and deliver the mangoes to the
exporters packaging sheds. It costs CFA30,000 to CFA35,0006 to hire a van, to make one trip from the farms to the
exporters.
- Pisteurs, rather than exporters, are responsible for paying the farmers, hence they need to find the necessary funds to pay the farmers at harvest.
Pisteurs as independent operators, are peculiar to Mali. In other countries, the growers themselves
perform the harvest, while exporters identify the growers, negotiate the terms and conditions, and
organize the purchase and transportation of fruit). In Mali, most exporters do not have the financial means
to bring these roles in-house, and therefore rely on independent intermediaries7.
The participation of women as pisteurs is different between the Bamako and Sikasso regions. Most
pisteurs operating around Bamako are women8, because they were traditionally in charge of harvesting
mangoes and transporting them together with other farm products to local markets. Given that these
women traders had or have good relations with the growers, mango exporters rely on them to identify
suppliers and handle purchasing arrangements. Although the women pisteurs are small-scale operators,
4 Integrated Initiative for Economic Growth in Mali (IICEM), 2011.
5 Association of Women Pisteurs of Bamako (AFPB) (2011).
6 The Exchange rate of the US$ to CFAF was US$ 1 CFAF 449.560 as at 30 May 2011.
7 Agricultural Competitiveness and Diversification Programme (PCDA) 2011.
8 For example, 80 out of the 120 pisteurs who collaborated with IICEM in Bamako are women (IICEM 2011).
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dealing with only 200-300 kilograms of fruit per consignment, they are relatively powerful players in the
chain. Exporters depend on them for supply, and since there are many exporters, pisteurs can choose to
work with other exporters, including exporters from Ivory Coast or Burkina Faso.9
In contrast, most pisteurs operating around Sikasso are men, because the region traditionally exports
most of its production to Ivory Coast, and Ivorian exporters send their own pisteurs to Sikasso, which are
mostly men. Compared to their counterparts in the Bamako area, pisteurs in the Sikasso area work on a
larger scale and more professionally, managing batches of up to 10 tons of mango.10
Women pisteurs face two major constraints: 1) difficulty in raising adequate start-up funds to purchase the
necessary operating equipment (pisteurs need crates, knives, access to transports, and have enough
private funds to buy the fruits from the growers); and 2) high rejection rates from exporters. Within this
context, increased or improved provision of training on harvest and post-harvest handling techniques,
coupled with financial assistance for the purchase of improved equipment, could help women pisteurs to
overcome these constraints in the short term. Any effort to upgrade/modernize the mango export value
chain in Mali, however, may create the risk of squeezing out small-scale female pisteurs. Targeted
measures are therefore necessary to preserve the livelihoods of these female pisteurs.
Women are generally poorly represented as entrepreneurs in the mango export value chain, and almost
completely absent as owners/managers of large-scale enterprises, due to the following reasons:
Gender inequality in access to land and security of land tenure;
Unequal access to credit/finance and agricultural extension services;
Unequal access to education, which leads to a significant gap in literacy and educational rates;
Primary responsibility of women in household chores and education of children; and
Cultural attitudes that some roles are not appropriate for women.
Women have less capital or savings than men have, and therefore do not have the resources for an initial
investment necessary for opening a farm, an export or packaging company, or any other large-scale
company. In the sector of small farmers in particular, the fact that mango cultivation does not generate
income before four to five years is also a major constraint, which prevents women from entering into such
a business: few women can afford to pay the significant investment and maintenance costs without
receiving an annual income from harvests.
Women working in the mango export value chain also face many other constraints, such as the insecurity
caused by seasonal unemployment, or unequal access to high salaries or permanent jobs (compared
with men), mainly due to cultural attitudes on gender issues and the low level of educated women.
Even if a significant number of women in Mali succeeded in establishing their own small-scale processing
company or pisteur operations, they lack sufficient capital to improve their equipment and facilities, and
9 Yiri Degnouma, an association of pisteurs in Bamako has 84 women as members with only a few men (AFPB
2011). 10
Though data are not available, there are women pisteurs around Sikasso: for example, Kene Yiriden, a medium-scale enterprise involved in mango drying and based in Sikasso buys its fruits through ten women pisteurs (Kene Yiriden 2011).
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consequently cannot increase their production and/or improve the quality. This places them in a risky
situation in the face of an attempt to modernize the mango export value chain.
To have significant improvement in the productivity and quality at each level of the mango value chain,
the constraints faced by women must be effectively overcome. Investing in women is likely to generate
considerable benefits in terms of quality improvement, inasmuch as women are predominant in functions
that influence most the final quality of the product.11
In the ECOWAS region, women focus on activities that determine the final quality of the product including:
harvest; post-harvest handling and transportation; sorting and grading of fresh fruits; peeling, cutting and
packaging of processed fruits.12
Encouraging men to share the income from harvest with their wives,13
and to improve salaries and female workers conditions (including male workers) in the export value
chain, can also lead to obvious improvements in production and quality. 14
Consequently, the issue of gender should be applied in all areas of intervention of the mango strategy.
However, given that more women are involved in certain parts of the value chain than others, certain
areas of intervention have the potential to deliver greater benefits to women than others, assuming
relevant recommendations for gender-sensitive implementation are adopted. The areas of intervention
most likely to generate significant benefits for many women are:
Intervention 3 (improvement of low harvest practices), and
Intervention 8 (improvement of the processing capacity of mangoes).
However, gender-sensitive design and implementation of Interventions 3 and 8 is inadequate by itself to
ensure that all key groups of women benefit. To this end, the nine areas of intervention defined in the
strategy shall be integrated with the following recommendations for gender-sensitive implementation:
11
Lastarria-Cornhiel, S. (2008): Feminisation of agriculture: trends and driving forces.Reference Document for the 2008 World Development Report. 12
In a recent study financed by Gates Foundation which included case studies on supply schemes of seven export oriented small holders from four African countries, employees in charge of purchases or receiving harvests from small holders under five of these schemes responded to the question on what are the advantages if they have women small holders. In four out of five case studies, the response bordered on the quality of womens harvest as a major benefit, stressing that based on their experience, women delivered good quality harvest compared to men. For example, according to the Deputy Manager in charge of small holders for Finlays in Kenya by comparing the green tea leaves of a woman and those of a man, you will undoubtedly choose those of women (Chan, 2010). 13
For example, male coffee producers in Tanzania and Uganda reported that the productivity of their farms increased after they agreed to share their income with their wives. According to them, it is because their wives worked on the farm, knowing that part of the income will now be given to them (Chan 2010). 14
It has been demonstrated that an improvement in working conditions in small-scale and large-scale enterprises boosts the moral of workers, reduces absenteeism, increases personnel loyalty and reduces losses. This is in turn reflected in improved productivity and quality (Fair Trade Initiative 2008). For example, a study conducted in 2007 in a ready-made clothes company, which employs mostly women, showed that the introduction of access to health care reduced absenteeism by 18% and personnel turnover by 46% in only 18 months. This was estimated at a return on investment of 2.4/1, meaning financial savings made due to low personnel turnover and absenteeism were more than double the cost of establishing and managing a health care programme (USAID 2007).
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Table 2 Implementation of the strategy taking into account gender equality Intervention Gender Recommendation Specific Action
Intervention 1 Extension of commercial mango orchards
1.a) Urge/encourage beneficiary farms and nurseries to adopt fair employment practices and policies
Within the framework of the strategy, the contract/funding of the technical and/or financial support to farms and nurseries will be awarded on the condition that they adopt and establish equal employment, practices and policies
1.b) Provide targeted support to help women to become owners or entrepreneurs of nurseries.
Establish gender quotas minimum number or percentage of women entrepreneurs to be supported to open new nurseries; Support womens access to loans, that is help women entrepreneurs to have access to sources of credit for women, such as loan institutions/projects flexible in guarantee requirements; Identify and support existing women groups and cooperatives that can manage a nursery as a cooperative society
Intervention 2 Extension services for crop and disease management
2.a) Ensure that training methods used are suited to women
An adequate proportion of trainers should be women; Training session venues should be appropriate; Training session hours and durations should be appropriate; Training methods and materials used should be suited to the level of education of women.
2.b) Make small-scale male farmers to become aware of the benefits of sharing their income with their wives
In the technical sessions offered to small farmers, include sensitization sessions on the management of pests and crop diseases.
2.c) Make sure that women receive information on health risks from pesticides
Family women and those among paid male workers should be integrated in the training sessions; Information on the risks from pesticides and mitigation measures of these risks should be presented in a way that is understandable to women
Intervention 3 Improvement of post-harvest techniques and practices
3.a) Ensure that training methods on the improvement of harvesting practices are suited to women
See recommendation 2a.
3.b) Make sure that women working on farms belonging to men can attend the training
3.c) Ensure that efforts aimed at improving the post-harvest chain that not adversely affect women intermediaries (like women pisteurs in Mali)
Provide training to women pisteurs on the improvement of handling techniques and compliance with post-harvest standards; Provide or facilitate access to funding; Provide the necessary support through existing female pisteurs associations or middlemen
3.d) Ensure that women working in packaging stations continue to have equal access to all functions, in spite of the introduction of improved operational techniques
Within the framework of the strategy, the contract/funding of the technical and/or financial support to enterprises and packaging stations will be awarded on the condition that they adopt and establish fair employment practices and policies. Any training on the improvement of operational techniques offered to managers and workers of packaging stations should specifically target women (and/or men) who perform the duties concerned.
Intervention 4 Extension of Global GAP
4.a) Make sure that the methods used by Global GAP training sessions are well-tailored to womens needs
See recommendation 2a.
4.b) Urge/encourage new groups of producers to adopt membership policies based on gender equality.
Encourage groups to base the eligibility to become member on the principle of control, that is, any adult who has been allocated land in which the group controls production, can become a member of this group regardless of whether he has rights over the land or not.
4.c) Make sure that internal control systems of Global GAP are not excessively expensive for production
Documentation required to support internal control systems should be as simple and clear as possible;
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Intervention Gender Recommendation Specific Action
members Members of the committee and/or employees of the production group should train and help female and male production members to keep archives and documentation necessary
Intervention 6 Facilitate access to markets
6.a) Conduct a market survey on certified dried mango from fair trade
Study whether there is a market demand for certified dried mango; Study whether there is an interest or a potential demand among buyers of fair trade for a brand of dried mango produced by women.
6.b) Conduct a survey on factors influencing the supply of dried mango from fair trade
Identify costs and challenges that dried mango producers within ECOWAS face; If inspection or certification costs are high and significant, study the way they could be reduced.
Intervention 7 Introduction of an ECOWAS regional label of origin
7.a) Make sure that the methods used for training on quality standards are tailored to womens needs
See recommendation 2a.
7.b) Urge /encourage new groups of producers to adopt membership policies based on gender equality
See recommendation 4b.
Intervention 8 Improve mango processing capacity
8.a) Make sure that new processing units adopt equal employment policies and practices.
Provide training on equal employment and gender discrimination among managers and professionals, and establish appropriate compensation best attitudes; Take proactive measures to stem check cultural attitudes which undermine women promotion; Establish a complaint filing mechanism that women can use to denounce gender discrimination.
8.b) Provide support to existing small processing units run by women to improve their facilities and skills.
Alternative markets for processed mango products must be considered and developed for small-scale producers; Small female processing units should be supported by cooperatives, strengthen existing cooperatives and increase production.
Intervention 9 Establish training facilities for agro-industrial specialists
9.a) Make sure that the new institute adopts and introduces an equal employment policy
9.b) Implement proactive measures to encourage more female students to register for training and to complete them
Adopt flexible entry criteria; Offer basic courses to those who have industrial experience; Provide modes and methods of learning that enable the students to work at their own pace; Provide scholarship to women with limited financial resources.
Furthermore, the following interventions were identified to support womens groups that are not directly
targeted by the nine areas of intervention of the mango strategy:
Help more women to become small-scale mango farmers: in ECOWAS member countries (or
part) where womens access to land is relatively good (like in some parts of Ghana), specific
interventions to support women to become small mango farmers in their own right should be
envisaged. One of the approaches to be considered is the development of small farmer
structures linked to exporters and/or larger farms, in which the participation of female farmers
should be proactively encouraged. 15
15
The smallholder scheme like that of Integrated Tamale Fruit in Ghana is a model worth considering.
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Launch specific initiatives to encourage small-scale male farmers to share with their wives
the income from mango: awareness-raising sessions could be incorporated into activities to
support small farmers, to be implemented according to interventions 2, 3, 4, and 7. The
awareness-raising sessions should emphasize the benefits to the household as a whole of
sharing income with their wives and/or the joint decision-making of the household expenditure.
Launch specific initiatives to improve the working conditions of male and female workers
in farms, packaging stations and processing units: most women (and men) in the mango
value chain are workers, not entrepreneurs. The poorest women (and men) in this value chain
are found among workers, rather than among entrepreneurs. To efficiently contribute to poverty
reduction, therefore, specific initiatives to improve the general working conditions of female and
male workers should be considered, in addition to equal opportunities policies and practices
proposed under interventions 1, 3 and 8. Specific interventions to be considered are: 1)
compliance with national labour legislation and main conventions of the International Labour
Organization (ILO) as a condition for aid; 2) payment of minimum salaries to all categories of
workers; 3) support to educational programmes of workers so as to inform them on their rights,
including their right to join or establish a trade union (when relevant), conditions which entitle
them to a permanent employment contract, as well as safeguarding their job and the ensuing
benefits of social security; and 4) reduction of seasonal employment through diversification with
other crops.16
16
For example, Kene Yiriden, a medium scale enterprise engaged in mango drying in Mali recognized the potential benefits workers and the enterprise could derive from the diversification of production. As a result, the company is considering the possibility of processing cassava into tapioca or cassava flour (which can be blended with wheat flour and sold to local bakeries) and producing dried ginger for export to the Middle East and Asia. The processing of ginger is seen as interesting option from the gender perspective since ginger is cultivated mainly by women (Kene Yiriden 2011).
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CHAPTER II. OPPORTUNITIES ON THE MANGO MARKET
1. Some figures
Fruit production being very important in the region, all 15 ECOWAS countries are involved in mango
cultivation to varying degrees. With a production of 1.2 million tons per annum (representing 3.8% of
world mango production), ECOWAS is the seventh world producer of mango. With exports out of the sub-
region amounting to 34,000 tons per annum (representing 2.7% of world exports, which total 1.25 million
tons), ECOWAS is the tenth exporter of mango. However, the region exports barely 2.8% of its production
outside its borders. Mexico and Brazil, which export 12.4% and 10.6% of their production respectively,
are the largest exporting countries. In these countries, mango is cultivated in large plantations. India is the
highest producer and exporter of mangoes, but it exports barely 2% of its production because the internal
demand is high. Moreover, mango production remains traditional in small orchards and post-harvest
losses are high (representing 30 to 50% of production).
The situation is similar in ECOWAS countries, particularly in Nigeria. Nigeria produces 732,000 tons,
representing 60% of mango production within the ECOWAS region. Guinea produces 13%, Niger 8%,
Senegal 6%, and Mali 5%. The other ten countries produce the remaining 7% of the regions mangoes.
With 14,000 tons exported, representing 41% of the regions exports, Ivory Coast is the largest exporter,
followed by Senegal (20%), Mali (18%) and Burkina Faso (16%); the other countries together export 6%.
The absence of reliable intra-regional trade data does not enable a comprehensive appraisal of its real
volume. However, stakeholders in the mango industry stressed the importance and potential of the sub
regional market, and indicated that significant efforts need to be made on regional integration in order to
target the regional demand in addition to exports.
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Table 3 Mango production/export in the world and in the ECOWAS region
Source: FAO STAT, Trademap
Figure 1 Mango trade flows
Rank Country
Production
in ton
Share in
world
production
Production
per capita
in kg
Export in
ton
Share in
world
export
Export as %
of
production
1 India 12,601,600 38.7% 11.0 250,922 20.0% 2.0%
2 China 3,975,106 12.2% 3.0 50,306 4.0% 1.3%
3 Thailand 1,995,370 6.1% 30.0 75,973 6.1% 3.8%
4 Mexico 1,812,957 5.6% 17.0 224,461 17.9% 12.4%
5 Pakistan 1,591,343 4.9% 9.4 73,542 5.9% 4.6%
6 Indonesia 1,660,858 5.1% 7.5 6,760 0.5% 0.4%
7 ECOWAS 1,221,532 3.8% 4.5 34,155 2.7% 2.8%
8 Brazil 1,119,167 3.4% 5.9 118,241 9.4% 10.6%
9 Philippines 963,367 3.0% 11.1 26,645 2.1% 2.8%
10 Rest of world 5,603,127 17.2% 2.9 391,549 31.3% 7.0%
11 WORLD 32,544,428 100% 4.9 1,252,553 100% 3.8%
Rank Country
Production
in ton
Share in
regional
production
Production
per capita
in kg
Export in
ton
Share in
world
export
Export as %
of
production
1 Nigeria 732,100 59.9% 5.1 1 0.0% 0.0%
2 Guinea 164,200 13.4% 17.4 463 1.4% 0.3%
3 Niger 98,502 8.1% 7.2 15 0.0% 0.0%
4 Senegal 80,936 6.6% 6.9 6,797 19.9% 8.4%
5 Mali 64,217 5.3% 5.3 6,238 18.3% 9.7%
6 Cte d'Ivoire 34,228 2.8% 1.7 14,015 41.0% 40.9%
7 Benin 12,440 1.0% 1.5 1 0.0% 0.0%
8 Burkina Faso 9,300 0.8% 0.7 5,580 16.3% 60.0%
9 Sierra Leone 7,820 0.6% 1.5 4 0.0% 0.1%
10 Ghana 6,639 0.5% 0.3 568 1.7% 8.6%
11 Guinea-Bissau 5,120 0.4% 3.4 14 0.0% 0.3%
12 Cape Verde 5100 0.4% 10.5 7 0.0% 0.1%
13 Gambia 930 0.1% 0.6 451 1.3% 48.5%
14 Togo 15 0.0%
15 Liberia 0.0%
ECOWAS 1,221,532 100.0% 4.5 34,155 100.0% 2.8%
Mango trade flows
Imports: USA 34% EU 20% ME 14% Far East 23% Others 9%
Exports: Mexico: 18% Ecowas: 3% India: 20% Far East: 10%
1 South America: 20% Pakistan: 6% Others: 22%
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2. Mango production
Quality is linked to the tree. Worst agricultural practices result in a lower quality. Yet, the mango tree
will still produce good quality fruits that, on the condition of being carefully selected, could be
exported.
The choice of varieties is increasingly important (see the paragraph below on varieties of mangoes).
There are two types of cultivation: wild and in farms. In Brazil, Peru, Florida and Spain, mangoes are
cultivated in farms but in West Africa, it is a wild crop. The main producing region in West Africa is
located in Southern Guinea (see Figure 16, Annex 5).
Plantations are increasingly important in order to control quality and determine the time of harvest.
Fruits flies continue to be harmful to quality. The Asian specie of the fruits fly (Bactrocera invadens)
appeared in 2003. A regional fight led by ECOWAS is necessary. The only way of gradually
eradicating it (five to seven years) seems to be the sterile insect technique.
3. Varieties of mangoes
The varieties of mangoes commonly found in the sub-region are:
Tommy Atkins: moderately fibrous, thick skin, hard, good appearance and easy to handle, travel
well and its taste is average. It is the leader in the market, a dominant variety cultivated mostly in
Brazil;
Hayden: less fibrous, soft skin, good appearance and goo