STRATEGIC ORIENTATION DOCUMENT FOR MANGO VALUE CHAIN IN THE ECONOMIC COMMUNITY OF WEST AFRICAN STATES (ECOWAS).

FINALVERSION

1

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):

8

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.

9

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%

15

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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.

17

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.

18

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.

19

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.

20

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).

21

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)

22

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).

23

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.

24

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%).

25

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).

26

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).

27

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).

28

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;

29

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.

30

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.

32

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%

33

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