WEF_GrowAfrica_AnnualReport2014

2013 in Review 2013 in Review
Status on Letters of Intent
Goals
Year 1 – Progress update
In 2013, 19 companies directed Letters of Intent to Côte d’Ivoire (with 2 more
making reference to working in the country). With the country newly joining Grow
Africa, we have not yet established relationships with all companies with LoIs –
especially domestic ones. Hence, at the time of going to press, progress updates
had only been gathered from a selection of international companies.
African
Cashew
Initiative
(ACi)
AGCO
Competitive
African Cotton
Initiative
(COMPACI)
Goals
Contribute to increasing competitiveness of cashew
production and processing in Benin, Burkina Faso,
Côte d’Ivoire, Ghana and Mozambique, by:
1. convening investments from corporate partners
(around $21 million);
2. linking processing industry to farmer groups so
processors can source up to 60% of raw cashew
stock directly from farmers or their organisations;
3. utilising matching grant funding to assist privatesector
projects to enhance farmer productivity; and
4. planning to invest around $50 million through
Phase 1 (lasting into 2013) – 50% from private
companies, and potentially $20-$30 million from
2013 to 2015 including 60% from private players.
Contribute to capacity building, knowledge transfer
on the agronomic system, and the intensification of
agriculture and farming mechanisation by:
1. establishing a demonstration farm and training
centre, together with global and local partners,
aimed at large- to small-scale farmers, agriculture
students and local schoolchildren;
2. providing infrastructure and technical support with
mechanisation, storage and livestock systems,
including after-sales services for commercial
smallholders, and emerging and large-scale
farmers; and
3. offering finance solutions and developing leasing
models for tractor supply to small-scale farmers
with little working capital.
Contribute to improving the livelihoods of
smallholder cotton farmers by:
1. convening investment in the cotton value chain from
corporate partners to train farmers in soil/water
conservation, balanced crop rotation, and business
principles;
2. expanding cotton demand by promoting the “Cotton
made in Africa” brand; and
3. linking smallholders to larger markets by partnering
with the “Better Cotton Initiative”.
Year 1 – Progress update
Across all countries:
•¡
271,617 farmers trained since 2009 (around 20%
being women), increasing additional net income by
approximately $18.2 million.
•¡
Introduced Cashew Matching Grant Fund enabling
private-sector partners to design and implement
projects for farmer linkages and improved planting
material.
•¡
Introduced Master Training Programme to develop key
knowledge-holders as trainers in the cashew value
chain.
•¡
Conducted several field trips.
•¡
Partnering in a rice project with Syngenta Foundation,
NOVEL Group and the District of Yamoussoukro to
establish an agricultural hub and services structure with
a training centre, creating approximately 5,000 new jobs
(directly and indirectly).
•¡
Continuing with strategic investment plans through to
2015.
•¡
In partnership with the Aga Khan Group, reached over
46,000 smallholders to purchase over 140 tonnes
of “Cotton made in Africa” verified seed cotton and
produced 61 tonnes of “Cotton made in Africa” verified
lint.
•¡
Trained around 41,000 smallholders in 2013.
•¡
Plans underway to invest $6 million over 2013-2015 to
reach 45,000 farmers.
Nestlé
Rabobank/
International
Finance
Corporation
(IFC)
Swiss Re
World Cocoa
Foundation
Contribute to enhancing the incomes and security
of small-scale farmers through improvements to
the productivity and yield cycle of various food and
non-food crops by:
1. constructing two research sites (1 in Abidjan and
the other in Yamoussoukro) to conduct agronomic
research focusing on the production of highyielding
plant varieties and disease-resistant crops
(cocoa, coffee, roots and tubers, and cereals), with
an investment of around 15 billion CFA Francs for
the period 2009-2013
2. deploying a support project for smallholder
farmers, including education and training on best
practices and the distribution of high-yield plantlets
of coffee and cocoa (12 million cocoa plantlets
and 27 million coffee plantlets to be distributed by
2020), with an investment of at least $40 million for
the period 2011-2020.
Contribute to improving access to finance for small
and medium-sized agribusinesses by:
1. establishing a new non-bank agribusiness finance
institution to operate in Nigeria, Côte d’Ivoire and
Ghana, aiming for a portfolio of over 200 customers
(the West Africa Agribusiness Development
Corporation – WAAD); and
2. building capacity of local agro-sector professionals
to maximise benefits of increased access to
finance.
Develop micro-insurance solutions to agricultural
risks by investing in-kind to support development of
sustainable agri-risk management markets, with a view
to assisting farmers with production risk coverage,
accessing finance and engaging in higher incomegenerating
activities.
Roll out two new initiatives as part of WCF’s $40
million Cocoa Livelihoods Programme (CLP) in Ghana
and Côte d’Ivoire:
1. investing $3 million in a Matching Grants programme
to promote private sector-led farmer training and
service activities to double the productivity of 35,000
cocoa farmers from 400 kg/ha to 800 kg/ha; and
2. investing $800,000 in a Financial Growth Fund
to increase farmers’ access to financial services,
providing them with the necessary working capital to
purchase inputs.
•¡
Completed Zambakro Experimental Farm (in
Yamoussoukro) in December 2013.
•¡
Hired around 50 staff to work on 2 responsible sourcing
programmes: Nestlé Cocoa Plan and Nescafé Plan.
•¡
Developed and distributed a farmers’ illustrated manual,
in partnership with traders, Coffee and Cocoa Board,
ANADER, and the National Centre for Agriculture
Research (CNRA); trained around 26,140 farmers.
•¡
Distributed over 1 million high-yield cocoa/coffee
plantlets.
•¡
Paid the first premiums to 2 coffee cooperatives (a
first in the coffee cluster), as a reward for achieving 4C
Compliant status in December 2013.
•¡
Implemented a pilot Child Labour Control and
Monitoring system.
•¡
The Fair Labor Association analysed Nestlé’s cocoa
supply chain and made recommendations accordingly.
•¡
Built 23 schools in Côte d’Ivoire.
•¡
Signed a Memorandum of Understanding with the
CNRA in February 2014.
With respect to the WAAD project:
•¡
Identification of and negotiation with potential
shareholders continued throughout 2013. To this end,
Rabo-Development and the IFC are in on-going talks
with a number of multinational food and agriculture
companies.
•¡
Various policies (HR, credit, treasury) have been
prepared in anticipation of operations commencing;
Board charter also drafted.
•¡
Business plan has been confirmed as still pertinent.
•¡
Partnerships forged with donors, businesses and
governments for advancement of agri-risk transfer
markets.
•¡
Concluded preparations for weather risk transfer
scheme.
•¡
At pan-African level, 300,000 smallholders reached.
•¡
Reached over 45,500 smallholders through improved
natural resource and general management practices,
and around 750 smallholders with assistance to access
loans.
•¡
Cultivated 116,000 ha under improved pest, disease
and fertility management techniques.
•¡
Approved 5 Matching Grants in second phase of the
CLP; plans exist to hire additional staff in 2014.
•¡
Conducted impact evaluation and numerous field visits.
•¡
Received Walmart Foundation grant to train women
farmers in good agriculture practice and business
management.
•¡
Piloted Digital Green technologies for cocoa extension,
with plans to expand in 2014.
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Cote d’Ivoire
Cote d’Ivoire
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