download (PDF, 6MB) - Uganda Coffee Federation

year book 2011/12 

As the Nile finds its way to the 

north, it creates some marvelous 

waterfalls and later streams that 

water the coffee grown in Uganda 

50th Anniversary Edition 

Uganda at 50 Years: 

Milestones of the Century 

and Strategies for the Future. 


A Uganda Coffee Federation publication 1

2 50th Anniversary Edition


3

As the Nile finds its way to the north, it creates some 

marvelous waterfalls and later streams that help 

nourish and water the coffee grown in Uganda 


A Uganda Coffee Federation publication 

year book 2011/12 

Uganda at 50 Years: 

Milestones of the Century 

and Strategies for the Future. 

Editorial Team 

Editor: 

Associate Editor: 

Assistant editors: 

Betty Namwagala 

0414 343 692/8 

E: ucf@ugandacoffeetrade.com 

Robert Waggwa Nsibirwa 

Samson Emong 

Helen Mirembe 

Design &Layout: 

Ideas Advertising 

+256 312 109 544 

E: info@ideasug.net 

Publishers: 

Uganda Coffee Federation 

2nd Floor, Coffee House 

Plot 35 Jinja Road 

Tel: +256 414 343 692/77 

E: ucf@ugandacoffeetrade.com 

www.ugandacoffeetrade.com 



5

Inside 

7. President’s Statement 

10. UCDA MD’s Statement 

11. Executive Director’s Statement 

12. Coffee: A Commodity that has stood the times 

19. Coffee’s Contribution To Uganda’s Economic Development Since 

Independence 

26. aBi Trust and Coffee Value Chain Development in Uganda 

30. Milestones of the Century in Trade and 

Marketing Coffee in Uganda and Strategies for the next Century 

36 Climate Change From A Farming Perspective 

41. Third Uganda Coffee Day 

47. Direction Of The Uganda Coffee Industry From The Farmer’s Perspective 

51. Technical overview of environmental impact of land application of 

pulping effluent from wet coffee 

processing. 

56. Production And Processing Problems Of Arabica Coffee Farmers In 

Eastern Uganda 

66. Apendexes 

72. What is UCTF 

73. Ucf Member Benefits 

74. Ucf Member Profile 

78. Advertiser’s Index 


President’s Statement 

David Barry 

UCF President 

Uganda exported just over 2.7m bags of coffee during the 

coffee year 2011-12 split 70% robusta and 30% arabica 

by volume. This was down about 400k bags from the 

previous year. Direct export earnings came to a total of $393m of 

which Arabica coffees contributed 43%. Volumes produced and 

exported were disappointing as most of us had envisaged total 

exports a little over the 3.0m bags mark but it seems various 

weather factors were adequately negative to severely impact the 

size of the Robusta component of the crops. 

There were many positive efforts made in the industry by Uganda 

Coffee Development Authority and the private sector assisted by 

the Government of Uganda, Non-Governmental Organisations 

and Donors. These multiple efforts combined with relatively 

decent prices seem to have rekindled small holder and medium 

sized farmer’s enthusiasm for coffee growing. The UCDA report 

indicated that about 17million shade and coffee tree seedlings 

were planted during the year which is highly significant. 

About half of the 44 registered exporters in the country each 

exported more than 1% of total country exports with the top 10 

exporters responsible for around 80% of exports. 

Uganda coffee was directly exported to 37 countries outside of 

the enlarged EU which accounted for 67.5% of the total. Sudan 

remains a key destination for Uganda coffees taking over 400,000 

bags during the year whilst the USA absorbed about 100,000 bags. 

Uganda is following the international trend to certify more of 

its coffee. Coffee exporters and farmer organisations expanded 

their sustainable projects. Mr. Robert Waggwa Nsibirwa of the 

African Coffee Academy who was elected the chairman of the 

4C association has brought to the table the issue of low coffee 

productivity, a topic largely overlooked by the certification 

standards but understood by everyone actually working with 

smallholder farmers. 

One of the key features of the international market last 

year was the pronounced blend, changing from Arabicas to 

Robustas which took place in many markets. 

250.00 

COFFEE FUTURES MARKETS PRICES (Oct 11 - Sep 12) 

One of the key features of the international market last year was 

the pronounced blend, changing from Arabicas to Robustas 

which took place in many markets. Price has been one of the 

key drivers of this development as it is increasingly clear that 

economically hard-pressed consumers have not stopped drinking 

coffee but have rather switched to cheaper blends. The resulting 

fall in Arabica prices and differentials has been tough on Ugandan 

Arabica farmers and dealers but the adjustments have been made 

and the business model remains intact and profitable. 

US CTS / LB 

200.00 

150.00 

100.00 

50.00 

- 

ROBUSTA - LIFFE ARABICA - ICE ARBITRAGE 

Most of the people we speak to seem optimistic about the prospects 

for coffee production in Uganda and it seems increasingly evident 

that the focus on coffee over the last few years is starting to pay 

dividends. We are optimistic about volumes in the coming coffee 

year; and with decent enough prices and satisfactory weather 

we can look forward to both improving volumes and excellent 

qualities across the range of coffees produced. 


7


Structured 

commodity trade 

Are you a trader or exporter of products 

produced or processed in Uganda? Stanbic 

Bank provides tailor made trade finance 

solutions to meet your specific needs. 

Richard Wangwe 

Head, Agriculture Uganda 

We offer structured trade and commodity finance: 

Warehouse Receipt Financing 

To facilitate procurement and bulking of commodities 

for export or sold locally. 

Pre and Post Season Agricultural Commodity 

Financing Facility 

Facility to finance the purchase, processing, 

packaging and exportation of commodities for 

international export. 

Collateral Managed Agricultural Commodity 

Warehousing Facility 

Collateral managed facility to finance the import 

of cereals and grains, that will be released against 

payment by the client for the purpose of milling and 

subsequent distribution to local markets. 

Trade Finance Coffee Procurement Facility 

For procurement of processed coffee produced by 

local farmers, for on-sale to international buyers. 

Trade Finance Export Facility 

To finance the purchase of coffee produced in the 

current season by pre-financing firm fixed price, 

fixed quantity off take contracts entered into with 

international buyers. Stanbic Bank advances financing 

to buy coffee from buying companies for export. 

The above can either be self liquidating 

collateral managed or financed against fixed 

assets 

Our Structured commodity trade finance solutions 

ensure faster payments from international buyers in 

addition to providing customized financial solutions to 

meet your cash flows needs. 

Contacts us at: 

Stanbic Bank - Agriculture Financing 

9 th Floor, Short Tower, 17 Hannington Road, Crested Towers Building. 

P O Box 7131 Kampala. Tel +256 417 154 000/446/210 

Stanbic Bank Uganda Limited A financial institution regulated by Bank of Uganda License Number A1. 013 


9

UCDA MD’s Statement 

Henry Ngabirano 

MANAGING DIRECTOR, UCDA 

I 

wish to congratulate all the coffee stakeholders upon completion 

of the 2011/12 coffee year. The year was characterized by reduced 

coffee volumes compared to 2010/2011 due to weather related 

factors, pests and diseases and price fluctuations. As a result, coffee 

exports for the year were down by 13.4% and 12.5 % in volume and 

value respectively. 

Coffee continues to play a vital role in Uganda’s economy contributing 

to about 20-30% of the foreign exchange earnings and employing 

over 3.5 million households. Due to its importance the Government 

of Uganda has always taken coffee as a priority export crop and it has 

featured in its many programs such as: Prosperity for All Programme 

(PFA); National Export Strategy (NES); Plan for Modernization of 

Agriculture (PMA) and National Agricultural Advisory Services 

(NAADS), among others. 

In order to increase production, the Government through UCDA, has 

increased the momentum in coffee replanting and rehabilitation 

programme, through mass production of Coffee Wilt Disease Resistant 

planting materials using tissue culture and this is aimed at increasing 

coffee production and productivity. Support has also been given to 

the coffee scientists to do more research given that many challenges 

are foreseen as a result of climate change. With this, it is envisaged that 

by 2015 coffee exports will have increased to 4.5 million bags from the 

current annual average of 3 million bags. 

The International Coffee Organization (ICO) predicts that, coffee 

production for the coming year will increase at an estimated volume 

of 144.1 million bags an increase of 7.2% compared to 134.4 million 

bags in 2011/12. Global coffee consumption is increasing steadily at 

2.4% per annum. There is a growing demand for sustainable coffees 

in consuming countries and therefore this is an opportunity that we 

need to exploit. 

Value addition at all levels of the coffee value chain is being promoted 

through wet processing in both Arabica and Robusta coffees, a practice 

that has improved on the quality and incomes of the farmers. UCDA 

will continue to ensure that quality standards are adhered through 

enforcement of Coffee Regulations. His Excellence the President has 

come out strongly to emphasize the importance of maintaining high 

quality Ugandan Coffee while the Police and Local Authorities have 

allied with UCDA to enforce it. 

In order to increase production, the Government 

through UCDA, has increased the momentum in 

coffee replanting and rehabilitation programme, 

through mass production of Coffee Wilt Disease 

Resistant planting materials using tissue culture and 

this is aimed at increasing coffee production and 

productivity 

On behalf of UCDA Board, Management and Staff I wish to thank all 

coffee stakeholders who are doing a tremendous work in adding value 

to coffee. Special thanks go to all those exporters and development 

partners who have taken the initiative of helping farmers in terms 

of inputs, trainings and financial assistance. This has tremendously 

improved on production and quality of coffee. UCDA will always 

partner with you as we strive to make Uganda a distinguished 

producer of high value coffee. To all the participants in the 10th African 

Fine Coffees Conference and Exhibition, I wish you good deliberations 

and a pleasant stay. 


ED’s Statement 

Betty Namwagala 

Executive Director - UCF 

At the time of liberalisation of the Uganda coffee industry 

and the enacting of the UCDA Statute in 1991, it was only 

the Coffee Marketing Board and the Cooperative Societies 

that were eligible to export coffee. When liberalisation took effect, 

the private coffee exporters faced tremendous challenges but 

had no forum for addressing them and therefore decided to form 

an Association that would provide a voice for them and thus the 

Uganda Coffee Exporters Association (UCEA) was born. 

However, in 1996 the Coffee Exporters realised that they could not 

operate in isolation, and therefore the Association resolved to bring 

other players on board and these included the farmers, processors, 

traders, exporters, logistic companies, insurance companies and 

banks. Although the regulatory mandate was maintained by the 

Government, the expansion of Membership gave the Association an 

edge to take charge of their affairs including efficiency, profitability 

and investments. As a result, the expansion rendered the Association 

non representative; and therefore the emergence of Uganda Coffee 

Trade Federation that was emerged and was incorporated in 1996. 

The Federation developed various systems and instruments aimed at 

assisting the coffee traders to work in a professional manner in their 

transactions and efficiently respond to the market forces both locally 

and globally. UCTF made a landmark in the policy arena through 

advocacy that removed many constraints in the coffee business, 

contributed to capacity building and helped to build a critical mass 

in the industry. 

The Federation developed various systems and 

instruments aimed at assisting the coffee traders 

to work in a professional manner in their transactions 

and efficiently respond to the market 

forces both locally and globally. 

Leaving the Comfort Zone-Time for Change 

While there has been some landmarks registered, there has also been 

growing pressure from some circles within the coffee value chain 

demanding for change. Hence at the 2nd Uganda Coffee Day of 

6th October 2011 where the Coffee Fraternity was well represented 

and under the Nakanyonyi Declaration of 2011, the Coffee industry 

decided to that it was time for the Uganda Coffee ‘Trade’ Federation 

to shed off the “Trade” and become Uganda Coffee Federation. 

Overall the change was a noble call to better reflect the broad 

membership of stakeholders in the coffee industry yet by and large 

the Federation has continued to serve not only its members but 

the entire sub-sector through organising platforms for knowledge 

sharing, networking and building business relationships; training, 

and promotion among others. 

Some of the factors that led to this include but not limited to: 

• Both backward and forward integration of members along 

the value chain; 

• Feeling of exclusion by some members that are not directly 

involved in coffee trade; 

• Need to appeal to new audience and grow membership. 

The future of the Federation involves consolidating the past 

achievements while scanning the environment for potential 

challenges and opportunities at all levels of the coffee value chain 

to ensure a thriving and sustainable coffee industry in Uganda. The 

Federation will also continue to offer value for money services so 

that members remain competitive in the global coffee industry. 


11


“Coffee: A Commodity that has stood the times.” 

By Frederick S.M. Kawuma, 

Secretary General, Inter-African Coffee Organisation (IACO). 

Introduction 

Coffee has 

its origins 

in Africa. 

Ethiopia is the 

birthplace of 

Arabica coffee, 

while Uganda is 

the birthplace of 

Robusta coffee. It 

is remarkable that 

from the humble 

beginnings in 

Eastern Africa, 

the cultivation of 

coffee has spread around the globe, 

between the Tropic of Cancer and 

the Tropic of Capricorn. Nonetheless, 

Ethiopia and Uganda have an enormous 

genetic resource pool, with so many 

different coffee varieties some of which 

still grow wild, and which provide a 

sizeable bank of genetic material for 

the coffee researchers in their breeding 

programmes, whether for productivity 

enhancement, disease resistance or 

weather tolerant purposes. While 

disease outbreaks have threatened 

coffee at different times, and a host of 

pests have attacked it, and there had 

been fears that the crop could easily be 

wiped out, it has remained resilient. 

Indeed coffee has weathered many 

challenges over the years, but its 

production has continued to grow, as 

has its consumption. Coffee is a tropical 

crop, and does well in growing regions 

that have moderate sunshine and rain, 

steady temperatures, for Arabica around 

20ºC and Robusta around 25 ºC. Coffee 

will not appreciate extremes of weather 

such as cold winters or extremely hot 

temperatures. In addition, to do well, coffee also requires 

rich, porous soil, and in return the tree will yield very 

good beans. Coffee is the economic mainstay for dozens 

of countries and employs over 25 million people, most 

of who live in rural communities. Coffee stands out 

among natural commodities, with a reputation of being 

the second most traded commodity after oil. Coffee has 

maintained its important position through the decades. 

Arabica coffee is ideally grown at higher altitudes that 

Robusta, and tends to be mild in its taste compared to 

Robusta which mainly grows in lowland areas and under 

harsher conditions. There are exceptions however, where 

Arabica coffee is grown at altitudes below 1000 metres 

above sea level such as in Costa Rica, and where Robusta 

is grown at altitudes above 1000 meters above sea level in 

Uganda. In fact, the latter explains why Uganda’s Robusta 

is unique in taste and flavour compared to many other 

Robustas. Generally, Arabica coffee trees produce much 

bigger beans, which also have higher intrinsic quality and 

have lower caffeine. Robusta beans are generally smaller, 

and the taste is a bit harsh, and with slightly more caffeine 

than Arabica. There are so many coffee varieties some of 

which are used for research purposes, and by crossing the 

new species with other known coffees, researchers have 

been exploring the introduction of two new features to 

commercially cultivated coffee plants – coffee beans 

without caffeine and coffee trees that are self pollinating. 

However, the many varieties are not commercially viable, 

leaving only Arabica and Robusta, which in 2009/10 

accounted for 93.4 million bags worth US$15.4, of which 

about 70% is Arabica and 30% is Robusta. 

Why is Coffee Important? 

The coffee beverage is a popular drink the world over. The 

proliferation of cafes in North America and Europe has 

especially helped to popularise the drink. Big brand names 

such as Starbucks have influenced a coffee consumption 

culture the same way MacDonalds set the trend for fast 

foods. The caffeine in coffee beans is reputed to be the key 

attraction, but even with decaffeinated coffee the aroma 

itself is a great attraction. 

The views presented in this article are those of the author and not of the Inter-African Coffee Organisation (IACO) nor of its 

Member states. 


13

There are intrinsic qualities in coffee that 

make it a unique beverage, and it fulfils 

the desires of many from romantic to 

stamina for concentrated study, the latter 

helping students to keep alert especially 

in periods of preparing for examinations. 

An interview with a coffee drinker or 

enthusiast will definitely give you a 

variety of reasons for the love for coffee. 

And they are all valid! 

African coffee producers have a relatively 

high dependence on revenues from 

coffee exports, and coffee is a commodity 

that is responsible for the employment 

and livelihood of about a significant 

proportion of the population. Over the 

last two decades, several African nations 

have implemented far-reaching policies 

of reform and liberalisation in their 

economies and in the coffee industry 

in particular. Sub-Saharan economies 

are agrarian in nature and have to make 

swift progress towards industrialisation 

in order to reduce their dependence 

on agriculture for both employment 

and foreign exchange earnings. While 

a number of African countries have 

reported successful oil exploration, 

and positive mineral prospects exist in 

others, agriculture has to be given special 

attention in order to ensure food security. 

While some of the producers have been 

hard-wearing, unfortunately due to a 

variety of reasons some of the other 

coffee producing countries in Africa have 

had significant decline in production. Civil 

strife, inefficient marketing and poorly 

supported production systems have all contributed to 

the decline, in different proportions. The lack of support 

whether in research, extension or access to finance, have 

had devastating effects on the coffee industry. In most 

cases, coffee is primarily grown by smallholders, and 

thus plays a vital role in rural employment and income 

assurance. With its decline in some of the cases, the 

effects on the population and rural economies have been 

far reaching. Unfortunately the decline has been great 

in Africa, losing almost 50% of its previous market share, 

over the last two decades. Other producing regions have 

taken advantage of the global market opportunities, as 

seen in the increase in global exports from 80 million bags 

in 1990/91 to 103 million bags in 2010/11. During that 

period, Africa’s coffee exports declined from 18.6 million 

bags to 10.6 million bags. Thus, in a growing market Africa 

has lost market share. While the commodity itself has 

withstood tough times, and in spite recessions demand 

has grown, Africa now faces the challenge of regaining its 

position in the global market place. 

According to the International Coffee Organisation (ICO), 

in 2010 the total coffee sector employment was estimated 

at about 26 million people in 52 producing countries. 

World coffee trade statistics and information given by the 

ICO also shows that for many countries, coffee exports are 

not only a vital contributor to foreign exchange earnings 

but also account for a significant proportion of tax income 

and gross domestic product. 

Over the last two decades, several 

African nations have implemented 

far-reaching policies of reform and 

liberalisation in their economies and 

in the coffee industry in particular. 


For several countries the average share 

of coffee exports in total export earnings 

exceeded 10 percent in the period 2000– 

2010, although the importance of coffee 

for many countries is diminishing over 

time as their economies diversify. The 

African countries that recorded significant 

dependence on coffee earnings were 

led by Burundi whose average share of 

coffee exports in total export earnings was 

reported as 59%. Ethiopia was at 33%, 

Rwanda at 27% and Uganda at 18%. 

The Imminent Threat 

The media keeps providing new 

information and statistics on environmental 

degradation, global warming, and so on. All 

these have a serious bearing on the coffee 

industry because production may be even 

more endangered in some regions. Studies 

have indicated that coffee consumption is 

increasing at a rate of 2-3 percent a year, but 

other facts relating to production systems 

show that coffee supply in the long-term 

may be threatened by environmentallydamaging 

farming methods. It is also 

feared that farmers could switch to other 

crops or abandoning their land completely. 

This has already happened in Kenya, where 

coffee production has progressively shrunk 

as some coffee farms have been turned 

into real estate developments, while in 

some cases horticultural farming has been 

found more lucrative, and coffee trees have 

been replaced with other higher-income 

crops. Nevertheless, there have been those 

who have persisted and some of these 

continue to obtain rewarding prices at the 

coffee auction. It is not only in Africa where 

production has declined, as the same 

trend has been seen in Colombia where 

almost two thirds of the original volume of 

production has been shed! 

In different African countries, several studies 

have been undertaken over the years, in the 

agricultural sector, identifying certain crops 

as possessing great potential in terms of 

boosting the rural economy, and uplifting 

the welfare of the producers. For instance, 

in Uganda farmers were encouraged to rear 

silk-worms, grow vanilla, and some food 

crops which would have been able to obtain 

better prices than those for coffee, but value 

chain constraints made it impossible to 

realise the farmers’ dreams. Subsequently, 

those who had abandoned coffee came 

back to the fold. However, they should not be taken for 

granted as they can easily move their investment into 

other higher income generating ventures, if they present 

themselves, and coffee lets them down. It is therefore 

imperative that in each country a system of support for 

the coffee sector is established, through private sector 

networks and initiatives to adequately address the value 

chain bottlenecks that may exist. If this is supported by a 

policy framework that enhances efficiency and promotes 

business transactions, there are many positive ripple 

effects that will be experienced. 

Where will the Hope come from? 

Whereas production has declined in Africa, Brazil and 

Vietnam have significantly increased their production, 

while the production in India too has been resilient. 

In Africa, Ethiopia has taken the lead to ramp up 

its production and others indicate that they will be 

revamping their coffee sectors. If this becomes a reality, 

it will give hope to the consumers who are worried that 

their beloved beverage might become a dream. 

Uniform flowering and ripening of coffee is almost non existent in 

Uganda and most especially Robusta growing areas. . 

The media keeps providing new information 

and statistics on environmental degradation, 

global warming, and so on. All these have a 

serious bearing on the coffee industry because 

production may be even more endangered in 

some regions. 


15

Ethiopia, the natural home of the Arabica tree, is Africa’s 

top Arabica exporter and leads the continent in domestic 

consumption. 

The strategy of the Ethiopian government to support 

the replacement of old trees and replanting new areas is 

paying dividends as annual production and export figures 

increase. Coffee is very significant in the lives of about 12 

million Ethiopians who make their living from it, and this 

has serious macro-economic ramifications. With Ethiopia 

setting such a good pace, there are many lessons for other 

African producing countries. Other countries, especially 

Uganda, have attempted to follow Ethiopia’s example, but 

are still a long way off. Ethiopia and Kenya have the greatest 

number of coffee researchers, and this also reflects on 

the progress that has been made in the introduction of 

new planting materials, albeit Kenya has its own special 

problems that have inhibited coffee’s expansion. In the 

case of Côte d’Ivoire, once Africa’s leading coffee producer, 

civil strife decimated their crop but the sector is on its way 

to recovery, and has very good promise. 

The African Coffee Research Network is promising a 

coordinated effort in addressing the research constraints 

in Africa so as to provide the direction that the industry 

can take to emulate Brazil and Vietnam in increasing 

productivity, while also ensuring that high quality coffee 

is produced. One of the efforts that are needed is to 

build the capacity of the coffee research institutions in 

Africa, boosting the scientists, and providing the needed 

resources, in order to address the concerns of the industry 

with cutting edge research and innovations that will bring 

Africa back into the league of global coffee leadership, 

especially in quality terms. Through various collaborative 

efforts, African coffee producing countries will be able to 

share technologies, have exchange visits to share in best 

practices, promote policy reviews and appropriate actions 

to revamp the coffee sector and seek joint technical 

cooperation. 

African coffee producing countries suffer the fate of being 

exporters of raw commodities, and where attempts are 

made for value addition there are a number of tariff and 

non-tariff barriers that that restrict access of processed 

coffee products on the market in Organisation for Economic 

Co-operation and Development (OECD) countries. As long 

as African producers export unprocessed green coffee, it 

is subject to the vagaries of extreme price fluctuations on 

the commodity exchanges. If a good proportion of the 

exports were in the form of finished products ready for 

consumption, earnings would be more stable and would 

be substantially more than is the case with raw products. 

There are however, opportunities for developing the 

market within the African coffee consuming countries, 

where benefits of the Regional Economic Communities 

could be explored. 

While the coffee market continues to be characterised 

by strong demand from industrialised countries, African 

producers have been largely unable to take advantage of 

this market opportunity. For instance, the United States is 

the biggest importer of coffee – accounting for more than 

26 million 60-kilo bags in the calendar year 2011, according 

to the International Coffee Organisation (ICO). In terms 

of expenditure on coffee, the US spends approximately 

US$8.62 billion on coffee (imports) in the same year. The 

ICO figures also show that Germany imported 20.9 million 

bags in 2011, worth about US$5.9 billion. Europe is the 

most important destination of African coffee, accounting 

for over 90% of African coffee exports, all in the form 

of green coffee.1 The contrast is that while a 250-gram 

pack of coffee will cost about US$5 on the shelves in the 

consuming countries (about US$20 per kg), the African 

exporter may receive a price of US$1.50 per kg, and due 

to the tariff and non-tariff barriers is unable to access the 

market for the finished product. When all the value added 

to the product is in a developed country, the producing 

country fails to benefit from all the multiplier effects of 

processing at origin. But this could be addressed through 

targeting the African market for coffee – including the 

North African countries, the Republic of South Africa and 

the Middle East market. 

1 According to Statistics from FAO, the majority of coffee imports 

into the OECD countries from the producers occur in the form of green, 

unprocessed coffee -- 98% of American imports and 94% of European 

imports are raw, unroasted beans. 


Thus a proportion could be 

exported as finished product; some 

could still go as green coffee, and 

also as premium or certified coffees. 

It is noted that in most African 

countries there has been an 

emphasis on export volume where 

the pre-occupation has been 

with how to increase production. 

However, there has been a lack of 

investment in quality improvement, 

and coupled with poor planning 

and execution of any existing 

improvement agenda, and thus 

there has been prevalent low 

quality and declining productivity 

per hectare. 

Another unfortunate trend has 

been the prevalence of most 

African coffee exports ending up 

as commercial coffees, in the mass-market for 

coffee in Europe. In spite of the declining trend in 

some African countries, there have been emerging 

innovations as seen in the new investments in 

estate production, in some parts by the new middle 

class while in others by foreign investors, which has 

altogether shown that coffee in Africa is resilient, 

and will stand the test of time. 

Conclusion 

According to Hubert Weber, the global head of coffee 

at Mondelez International Inc., the coffee industry 

risks running short of beans in coming years, if 

sustainable farming methods are not promoted. 

Mondelez is a company that was carved out of Kraft 

Foods Inc in 2012, and this may have been done so 

as to specifically focus on getting the right coffee 

for the future, in anticipation of the market needs 

and tastes. In fact, in 2013, Mendelez is targeting 

to source 65% of their coffee from sustainable 

production systems. It is certainly setting a good 

pace for other players in the industry, and producers 

are looking forward to receiving rewards for the 

effort in their investments in sustainable farms. 

As investment in estates picks up, and farmer 

groups sell their coffee either as a cooperative or 

farmers association, there are opportunities in the 

market that can be grasped, of single origin coffees. 

African coffee producers can take advantage of 

this opportunity, whether it is for green or roasted 

coffee. What is marketed as single-origin coffee 

is coffee that is grown within a single known 

geographical origin, which could be a single farm, or a an 

agglomeration of coffee grown within a given locality or 

even from a single country, with unique characteristics. 

When coffee is marketed as single-origin, the name 

of the coffee is then usually the place it was grown to 

whatever degree available, such as Yirgacheffe, Sidamo, 

Nyeri, Bugisu, Kilimanjaro, Mzuzu, etc. Single-origins are 

viewed by some as a way to get a specific taste, and some 

independent coffee shops have found that this gives them 

a way to add value over large chains. Estate coffees are 

a specific type of single-origin coffee. They are generally 

grown on a single farm, such as Mringa Estate in Tanzania, 

Mzima Estate in Kenya, which might range in size from 

a few acres to large plantations occupying many square 

miles, or a collection of farms which all process their 

coffee at the same mill, such as the Kaweri in Mubende, 

Uganda or Munali farm in Zambia. Sometimes, micro-lot 

coffees are another type of specific single-origin coffee 

from a single field on a farm, a small range of altitude, and 

specific day of harvest, and the Nairobi Coffee Exchange 

sells many lots of this type. 

Indeed, I dare say, coffee has stood the test of time as 

a commodity that is so dear to both its producers and 

consumers. Some have done a lot more than others in 

investing in research, production and even marketing, 

while others have done less. Some far too less than 

others! The test for the future is to see who will have 

taken more seriously their verbal or written commitments 

or even political promises, beyond mere rhetoric, and 

demonstrated that they care for the producers of this 

valued commodity. The consumers will be delighted to 

know that something is being done, hopefully more that 

they expected, to ensure that they will continue to enjoy 

the pleasure that comes from a lovely cup of coffee. 


17

UGACOF Limited, Bweyogerere, Kiira 

P.O. Box 7355, Kampala – Uganda 

Fax: +256 312 250020, 

Tel: +256 414 286288 / 126 

E-mail: reception@ugacof.com 

Web: www.ugacof.com 


MINISTRY OF AGRICULTURE, ANIMAL 

INDUSTRIES AND FISHERIES 

COFFEE’S CONTRIBUTION TO UGANDA’S ECONOMIC 

DEVELOPMENT SINCE INDEPENDENCE 

By James Kizito-MayanjaPrincipal Information Officer, UCDA 

2 History of Coffee Production in 

Uganda 

Uganda grows two types of coffee: Robusta and Arabica 

in the ratio of 4:1. Whereas Robusta was originally grown 

around Lake Victoria, Arabica, it is believed, originated 

from Malawi, hence its original name, Nyasaland. By 1914 

European and Asian farmers had established 135 coffee 

plantations, occupying 58,000 acres of land. However, 

the crop was abandoned when prices fell in the 1920s. 

Coffee production was left to African smallholders, 

though at first the acreage was insignificant, by 1931, only 

17,000 acres were under cultivation. The Coffee Board 

was set up in 1929, later becoming the Coffee Industry 

Board (1943) and then Coffee Marketing Board (1959). 

1 Introduction 

Coffee continues to play a pivotal role in the 

Ugandan economy contributing immensely 

to the export earnings to the tune of US$ 449 

million and US$ 393 million in Coffee Years 2010/11 

and 2011/12 respectively. It provides a livelihood to 

about 1.32 million households out of the 3.95 million 

agricultural households. Government has given coffee 

priority in the Ministry of Agriculture, Animal Industry 

and Fisheries’ Development Strategy and Investment 

Plan (DSIP) as well as the National Export Strategy-NES 

(2008-2012) and its corresponding Gender Dimension 

of the NES. All these interventions are in line with the 

overarching National Development Plan-(NDP (2010/11- 

2014/15) envisaged transforming the Ugandan economy 

from a peasant economy to an industrialized modern one 

with a vibrant private sector. 

The colonial government, eager to see the development 

of cash crop economy, divided the country into agroecological 

zones, each specializing in a specific crop: 

tobacco in Acholi (Kitgum and Gulu), cotton in West Nile 

and coffee in the Central region. In the 1950s extension 

workers promoted a coffee-planting programme that 

saw coffee production reach 2 million 60kg bags by 

the early 1960s and more than 3 million by 1969/1970. 

Civil wars during the 1970s affected coffee production 

that reduced to about 2 million bags. These were also 

exacerbated by the war in Luweero Triangle, a major 

coffee region from 1981-1986 (see graph 1). 

Coffee continues to play a pivotal role 

in the Ugandan economy contributing 

immensely to the export earnings to 

the tune of US$ 449 million and US$ 

393 million in Coffee Years 2010/11 and 

2011/12 respectively. 


19

3. Achievements in the Coffee Sector 

since Independence 

i. Cooperative Movement: started in 1913. The 

Cooperative movement was very powerful with very 

strong cooperative societies and unions: Bugisu 

Cooperative Union, Sebei Cooperative Union, West 

and East Mengo Cooperative Unions, Wamala 

Cooperative Union, Masaka Cooperative Union, 

Banyankole Kweterana Cooperative Union, Okoro 

Cooperative Union, Busoga Co-operative Union with 

coffee as a major commodity marketed. Currently, 

it is only Bugisu Cooperative Union and Banyankole 

Kweterana Cooperative Union which are still 

functional although Masaka Cooperative Union is also 

ii. 

Chart 1: Uganda's Coffee Exports and Value Since Independence 

Millions 

600 

500 

400 

300 

200 

100 

0 

1964/65 

1969/70 

1974/75 

Source: UCDA Database 

1979/80 

1984/85 

rebranding currently; 

In 1955, a Price Assistance Fund (PAF) was set up to 

cushion farmers against volatility in global coffee 

prices. This encouraged farmers to plant more coffee; 

iii. Uganda Cooperative Alliance was established 

in1961 to oversee the operations of the unions and 

cooperative societies under them with the ultimate 

aim of empowering farmers and their cooperatives to 

market their produce profitably and sustainably; 

iv. Coffee farmers’ welfare changed considerably. 

Farmers who sold coffee started constructing iron 

sheets roofed and tiled houses especially in Buganda 

region, bought motorcycles (Mwanyi Zabala) 

, acquisition of more land and marrying more wives!!! 

v. There was a Cooperative credit scheme in 1961 (FAO) 

administered by Co-operative Department of the 

Ministry of Co-operatives and Marketing; 

vi. Uganda ratified the International Coffee Agreement in 

1962; 

vii. Progressive Farmers Loan Scheme that provided 

credit to progressive farmers abandoned in 1964 

viii. Uganda Census of Agriculture was conducted in 

1963/65 and reported that 42% of the farmers in 

Uganda grew Robusta coffee; 

ix. Coffee Marketing Board was established in 1959 with 

a monopoly control over coffee exports, internal 

marketing, quality control, collection of coffee tax 

1989/90 

Coffee Years 

Quantity (Million 60 Kilo Bags) 

1995/96 

1999/00 

2004/05 

Value in US $ Million 

2011/12 

5 

4 

3 

2 

1 

0 

Millions 

and promoting coffee consumption domestically and 

abroad. It was also responsible for implementing the 

ICO quota system; 

x. The two main functions of CMB were to export coffee 

and also to institute a minimum price for coffee 

producers at the beginning of each cropping season, 

setting marketing margins for private buyers. A 

central processing unit was constructed in 1967 with 

a capacity of 120 MT/hour; 

xi. Government’s diversification plan developed in 

1966/67-1970/71; 

xii. Coffee Rehabilitation Project (CRP) funded by 

European Economic Community (EEC) in 1982 

aimed at reversing the declining coffee volumes by 

improving extension service delivery-pruning for 

both Robusta and Arabica and spraying in Arabica 

growing regions, coffee nurseries and acquisition of 

farm inputs, enhanced processing capacity of hullers 

and rehabilitation of agricultural training institutions; 

xiii. Farming Systems Support Programme (FSSP), a sequel 

of CRP which started in 1991 in 13 districts out of 25 

growing coffee then and focused on the coffee farming 

system as a whole. FSSP had 2 components: research 

and extension. This intervention was envisaged 

increasing yield per unit tree/area, improved quality 

and release of some land to other crops. FSSP also 

had a deliberate strategy of replacing the old nonproductive 

trees with the genetically pure and 

improved clones propagated by rooted cuttings; 

xiv. In 1990, government liberalized the coffee industry as 

part of the IMF Social Adjustment programs (SAPs) that 

emphasised privatization, liberalization and abolition 

of monopoly of marketing boards, CMB inclusive; 

xv. Partial release of 7 Coffee Wilt Disease Resistant lines 

by NARO; 

xvi. Replanting Programme under Strategic Export 

Programme-Poverty Action Fund (2001-2004); 

xvii. Continuous breeding for resistance to pests, 

diseases and drought in Robusta and Arabica areas; 

xviii. Establishment of Farm Field Schools to disseminate 

technologies to farmers; 

xix. Establishment of a private tissue culture laboratory 

at AGT Buloba to complement the government 

laboratory at Kawanda Agricultural Research Institute 

(KARI); 

xx. Formation of associations in the coffee value chain- 

National Union of Coffee Agribusinesses and farm 

Enterprises (NUCAFE), Uganda Coffee Farmers Alliance 

(UCFA), Uganda Coffee Federation (UCF) to cater for 

specific constituents. 

xxi. Coffee farmers have continued to obtain 

about 70% of the export (FOB) price. Farmers’ 

earnings from coffee rose from UGX. 105 billion 

in 2002 to UGX. 777 billion in 2012. 


4. Vision, Mission and, Mandate of 

UCDA 

UCDA was established in 1991 to develop, regulate and 

promote the coffee industry in a liberalized environment. 

UCDA’s vision is ‘Making Uganda a distinguished producer 

of high value coffee’. Its mission is ‘to promote and develop 

the coffee industry through provision of clean planting 

materials, support to research, quality assurance and 

provision of timely market information to stakeholders 

and any other matters therein’. It is governed by an industry 

based Board of Directors comprising representatives of 

farmers, processors, exporters; and one member from 

each of the key line ministries - Agriculture, Animal 

Industry and Fisheries; Trade, Industry and Cooperatives; 

and Finance, Planning and Economic Development. The 

Board provides strategic direction of UCDA and also 

evaluates Management’s performance of the planned 

interventions. 

Good governance including corporate social responsibility 

(CSR), neutrality, transparency, professionalism, integrity, 

accountability to stakeholders and respect for the 

environment are values UCDA cherishes passionately. 

UCDA has three technical departments and one 

service department. The technical ones are: Quality 

and Regulatory Services; Production and Strategy and 

Business Development and the other, the Finance and 

Administration. UCDA is a focal point for all international 

coffee matters. 

4.1 Objectives 

The statutory objectives of the Authority are to:- 

1. Promote, improve and monitor marketing of coffee to 

optimize foreign exchange and farmers’ earnings; 

2. Guarantee that the quality of coffee exports meets 

international standards; 

3. Develop and promote the coffee and other 

related industries through research and extension 

arrangements; 

4. Promote the marketing of coffee as a value added 

product; 

5. Promote domestic consumption of Uganda coffee; 

6. Harmonize activities of coffee sub-sector associations 

in line with industry objectives; and 

7. Formulate policies related to the coffee industry. 

In order to contribute to the President’s Manifesto 2011- 

2016, UCDA has undertaken specific programmes to 

address production and productivity; marketing and 

value addition as well as ensuring an enabling policy and 

institutional environment to increase its efficiency and 

effectiveness in service delivery. 

Among these are: formulation of a draft national coffee 

policy, the draft national coffee strategy and revision of the 

coffee regulations 1994 to address the rapidly changing 

dynamics of the coffee industry both domestically and 

globally. 

5. Current Projects, policies and 

Programmes being undertaken by 

UCDA 

Projects 

• Northern Uganda Coffee Project; 

• Netherlands Trust Fund Coffee Project with assistance 

from the International Trade Centre; 

• Development of Robusta Protocols with assistance 

from the Coffee Quality Institute, USA; 

• Organic Coffee Project in South-Western Uganda 

(Kisoro); 

• Quality Improvement project with USAID aBi-Trust. 

Policies 

• Draft National Coffee Policy 

• Draft National Agricultural Policy 

• National Organic Agriculture Policy 

• National Trade Policy 

Programmes 

1. Coffee Production Campaign 

Under this campaign, exportable production is 

envisaged to reach 4.5 m 60-Kilo bags by 2015. This 

is hinged on four thematic areas: Research, Extension, 

Inputs and credit and Farmer Organisations. District 

Coffee Platforms and Steering Committees have been 

set up oversee the Coffee Action Plans. 

a. Research 

Under research, multiplication of the 7 lines resistant 

to coffee wilt disease (CWD) is being undertaken with 

propagation through vegetative means (cuttings 

and tissue culture). We are currently at the hardening 

stage of the coffee seedlings raised from the tissue 

culture laboratory at AGT Buloba. Nursery operators 

with adequate facilities will be selected to undertake 

this important stage in the multiplication after which 

the seedlings will be distributed to the farmers. 

Breeding for diseases and pests as well as drought 

resistance continues to be conducted at Coffee 

Research Institute (COREC) at Kituuza. 


21

The demand driven approach using the community based 

nurseries ensures that farmers raise their seedlings which 

are shared out among themselves and a surplus sold. 

UCDA provides seed, polypots and technical advice 

One of the Community Based Nurseries 

Farmers who have adopted the new technologies have 

increased their yield per tree from a low of 0.5 kg to 

around 7 kg of clean coffee (Kase). Farmers are receiving 

a gross income of Shs. 8.64mln per hectare per year for 

Robusta and Sh.9.6 ml per year for Arabica. 

Through farmer competitions in which application of 

agro-inputs is assessed among other parameters, best 

farmers have been rewarded with prizes such as spray 

pumps, fertilizers, pruning saws, secateurs, solar panels. 

This has led to improved husbandry practices. 

b. Extension & Technological Transfer 

UCDA has continued to implement a Community 

Based Nursery (CBN) approach to meet the growing 

demand for clean planting materials under the 

replanting programme. In this programme farmer 

groups receive certified coffee seed and technical 

guidance. A total of 1,244 CBNs have been established 

with a capacity of generating 20 million seedlings per 

year. Local leaders, NAADS and development partners 

have been very supportive in this area. 

Demo sites in most sub-counties to serve as Farmer 

Field Schools (FFS) have been set up at sub county 

level through which productivity enhancement 

technologies from research centres are passed on to 

farmers. This has led to increased productivity and 

production. 

UCDA continues to offer extension services along 

with NAADS, District Agricultural Offices and local 

authorities. The leaders do mobilize the farmers, 

with special emphasis on special interest groups 

– the youth, disabled and women groups. UCDA 

has distributed seedlings to these groups as well as 

providing technical assistance. 

C. Inputs and Credit 

In partnership with Uganda National Agro-inputs Dealers’ 

Association (UNADA), over 900 agro-inputs dealers were 

trained in proper agro-inputs use. Joint programmes 

by district coffee platform ensure that farmers are also 

trained in proper use of agro-inputs. The target is to have 

at least one agro-inputs dealer in each sub county in the 

coffee growing districts. 

On availability of credit, a number of farmer associations 

have set up savings and credit schemes for ease access to 

agro-inputs by members. For examples: Nsangi Coffee 

Farmers Savings and Credit Association; and Paidha 

Coffee Farmers Association in Wakiso and Nebbi Districts, 

respectively. 


a. Farmer Organizations 

Collaborating with the National 

Union of Coffee Agribusinesses 

and Farm Enterprises (NUCAFE), 

Uganda Coffee Farmers Alliance 

(UCFA), Uganda Coffee Federation 

(UCF) and other stakeholders, 

coffee farmers continue to be 

mobilized into viable economic 

units. This has invariably eased 

provision of extension and 

financial services to industry 

players, leading to improved 

quality and bulk marketing. To 

date, 155 farmer association and 

1,170 producer organizations 

have been established and legally 

registered under NUCAFE and 

UCFA respectively benefitting 

over 200,000 farmers. 

Good post harvest handling practices guarantee 

quality and better income 

2. Sustainable Coffee Initiatives 

UCDA, in partnership with the private sector, is 

seizing the opportunity of the growing demand for 

Sustainable Coffees. In the national coffee strategy, 

UCDA targets farmers to produce 25% of coffee as 

sustainable coffee by 2015. Over 50,000 farmers 

have been registered with UCDA to produce coffee 

in the various sustainable and specialty initiatives: 

Organic, Common Code for Coffee Communities 

(4Cs), Fair trade, Utz Certified and Rain Forest 

Alliance (RFA). Some exporting companies such 

as Kyagalanyi Coffee Ltd., Ibero (U) Ltd., Kawacom 

(U) Ltd, Good African Coffee, Gumutindo, and 

Kaweri Coffee Plantation are working directly with 

these farmer groups. Farmers in the Mt. Gorilla 

area (Kisoro), selling direct to Urth Caffe, USA 

received cattle; pulpers, water tanks, drying trays 

and tarpaulins to improve quality. These coffees 

attract a price of around $ 300 per tonne over the 

conventional market. 

3. Coffee Production in Northern 

Uganda 

A Special Intervention Programme for commercial 

coffee production in the districts of Acholi and 

Lango was developed. Close to 400 farmers in 

23 sub-counties have planted around 500,000 

coffee trees, intercropped with bananas to ensure 

household food security. UCDA gives farmers 

coffee seedlings, banana suckers and shade tree 

seedlings. 

Robusta dry cherries 

(Kiboko) 

FAQ – Kase 

Farmers adding value and shifting from selling dry 

cherries to selling Fair Average Quality (Kase) 

4. Quality Improvement and Value addition 

Value addition at farm-gate is being undertaken through 

promotion of wet processing in Arabica and Robusta 

coffees, a practice that has greatly improved quality and 

returns to farmers. 

To promote domestic coffee consumption, UCDA has 

partnered with the private sector to come up with 

Ugandan coffee brands that occupy shelf-space in major 

supermarkets in the city and towns. The favourable 

investment climate prevailing in the country has indeed 

attracted investment in Cafes, Restaurants and Hotels 

where out-of-home coffees are served. 

UCDA, in partnership with the private 

sector, is seizing the opportunity of the 

growing demand for Sustainable Coffees. 

In the national coffee strategy, UCDA 

targets farmers to produce 25% of coffee 

as sustainable coffee by 2015. 


23

A variety of choice of Ugandan coffee brands 

5. Provision of timely market information 

This is done on daily, monthly and annual basis 

reflecting the performance of the domestic and 

global coffee markets through the website (www. 

ugandacoffee.org), radio programmes and mobile 

phones (SMS-7197). 

6. Enforcement of Coffee Regulations 

This is being done in collaboration with other 

stakeholders such as the Police and Local authorities. 

To ensure that coffee exported meets international 

standards, all coffee lots undergo quality inspection 

and certification. 

7. Development of Robusta Protocols 

To enhance Uganda’s Robusta as a unique origin, 

protocols have been developed for Robusta to 

compete favourably in the Specialty segments of the 

market. This will boost Uganda’s export revenue and 

more importantly, farmers’incomes. 

Conclusion 

Overall the importance of coffee to the Ugandan 

economy cannot be over-estimated and its priority in 

all Government’s policies and interventions is clear. Its 

strategic position as a poverty reduction enterprise 

contributes significantly towards not only to the first 

UNDP’s millennium development goal but also the third, 

seventh and eighth goals which deal with gender equality 

and women empowerment; environmental sustainability; 

and overseas development assistance respectively. From 

the above outlook, UCDA programmes are geared towards 

value addition along the coffee value chain to make it 

more competitive both nationally and internationally. 

It also acknowledges different stakeholders including 

development partners whose interventions in different 

areas along the coffee value chain with appreciable 

investments in the coffee industry in Uganda. 

Physical Address 

Uganda Coffee Development Authority 

Coffee House, Plot 35 Jinja Road 

P.O. Box 7267, Kampala 

General Line Tel: 256-414-256940/233073 

256-031-2260470 

Fax: 256-414-232912/414256994 

Website: www.ugandacoffee.org 


Plot 2219/2377, Bweyogerere, P.O.Box 14625, Kampala,Uganda 

Tel. +256 (0) 312 202425/6, Fax. +256 (0) 414 285684 

www.armajarotrading.com 


25

Word from the MD Ugacof 

I 

am extremely honored to be part of this edition of 

the coffee year book. It’s an honor in a sense that 

throughout the industry I find this publication very 

insightful and informative. Congratulations to the 

editorial ! 

I bring you warm greetings and Happy New Year 

wishes from Ugacof directors, members of staff and 

our business partners. it’s the combined efforts of 

this strong team at UCF that our company continues to play an important role in the industry. 

The just concluded year was exciting and challenging in many respects, but I will restrict my 

observations to just two prominent exciting developments as we collectively ponder in an effort 

to overcome the challenges. The first and fore most was relative stability of the prices in the local 

market which directly benefits the first tier stakeholder (The farmer). It’s a common consensus that 

when a farmer has a smile it translates to the industry performance. 

The second observation is the energized efforts to embrace the research. It was refreshing at the 

previous coffee day at Kituza research centre to hear the impassioned vigor of players about this vital 

aspect of ensuring crop sustainability. 

We at Ugacof continue to walk our vision and mission which are geared at working with foot soldier 

(Ugandan coffee farmer) on the small farm and to ensure we keep holding the mantle high up as 

East Africa’s model in the coffee trade. We are currently working with over 10,000 farmers in our 

Kinoni, Masaka and Iganga areas. We are in the final stages to engage more farmers in the districts of 

Kamuli,Buikwe and Kayunga. 

Ugacof is a trend setter in improving processing technology. We have invested in new processing 

machines and Robusta washing stations in different parts of the country. We are confident that such 

efforts will raise the bar and set the trends in attaining high quality Coffee in the region. I need to 

add our gratitude to the UCDA and other stakeholders in the sector for consolidating efforts towards 

quantity and quality improvement. 

Ugacof predicts a brighter future for Uganda’s coffee sector and we are very much committed in 

maintaining both our presence and partnerships for a better coffee sector and Uganda . Enjoy the 

new season. 

Kailash Natani. 


aBi Trust and Coffee Value Chain 

Development in Uganda 

The aBi Trust strategy supports market driven 

enterprises using a value chain approach 

for specific commodity groups. Through a 

value chain analysis, opportunities, constraints 

and actors are identified to improve efficiency, 

effectiveness and competitiveness through 

technical and financial support. 

aBi Trust develops the Coffee value chain at three 

specific levels namely Global focus, National focus, 

and Partners (specific interventions through 

partners). 

Globally, aBi Trust in collaboration with Uganda 

Coffee Development Authority (UCDA) supports 

the development, differentiation and validation of 

protocols for speciality coffee. Since Uganda is the 

birthplace of Fine Robusta coffee, our support to 

the Coffee Quality Institute (CQI) in collaboration 

with UCDA has developed and validated grading 

and cupping protocols. Robusta coffee can now 

be traded as a speciality coffee (Fine Robusta). 

The Trust facilitates the enabling environment at 

the National level through support to different 

institutions and fora; through Café Africa, the 

National Coffee Steering Committee (NCSC) is 

supported to address and devise strategies for the 

coffee sector development. 

In collaboration with the Ministry of Agriculture, 

Animal Industry and Fisheries (MAAIF) and UCDA 

taking lead, a National Coffee Policy has been 

developed. Support has been extended to the 

Uganda Coffee Federation (UCF) to develop its 

strategy; Uganda National Bureau of Standards 

(UNBS) through collaboration with UCDA is 

developing the code of practice to pursue OTA 

challenges. Developing and validating cupping 

and grading protocols and profiling of Uganda’s 

coffee is underway. 

The current Coffee extension material is under 

review to suit the changing trends in collaboration 

with UCDA. Funds have been committed on 

the National Enquiry Point (NEP) and Centre of 

Excellence (CoE) as our areas of focus. 


27

National Organic Movement of Uganda 

(NOGAMU) was supported in collaboration 

with HIVOS to develop Production Manuals 

for Organic Robusta and Arabica growing 

systems in Uganda. 

aBi Trust through Implementing Partners 

(IPs) supports several interventions which 

will result in increased incomes and 

employment. 

The IPs are usually Farmers Organisations 

(FOs), Enterprises (including small, 

medium and large) and Business 

Development Services (BDS) providers. 

The Trust facilitates market access mainly 

through certifications for sustainability 

(4C, UTZ, RFA and Organic among others) 

and speciality coffees including Q and R 

fine coffees. 

Over 10 central washing stations 

mainly eco-pulpers and several hulling 

facilities have been supported under 

value addition. Addressing productivity 

enhancement, Good Agricultural Practices 

are promoted through support to farmer 

field demonstrations, and nurseries for 

clean planting materials. In collaboration 

with UCDA, 18 nurseries have been 

supported to multiply the CWD-r material 

and through IPs directly to make planting 

material affordable and accessible. 

The main focus is establishing mother 

gardens and nurseries for both Elite and 

Clonal coffee seedlings. Through a costshare 

grant with Royal Plant Nurseries, 

the Trust is facilitating tissue culture 

technology and weaning/hardening. At 

the nurseries aBi is promoting shade tree 

seedlings production under our Green 

Growth initiative because Climate Change 

is negatively impacting coffee production. 

Post-harvest technologies that include drying sheets, 

poly tunnels, GrainPro® products and washing stations 

for Arabica and Robusta are being promoted among 

farmers. 

In Uganda, collateral requirements pose a challenge 

for the agricultural sector participants who try to 

source funding for the different activities along the 

value chain. aBi established board guarantees to 

help address the issue of lack of collateral and to help 

deepen financial services through loan guarantee 

schemes and lines of credit. 

These services are undertaken by financial institutions 

that have at least a 3% loan portfolio with agribusiness 

and a rural outreach network, among other 

requirements. Enterprises including those along the 

coffee value chain can access services from these 

banks. 

Through financial services, many rural financial 

institutions like Opportunity Uganda, CRDB, 

HOFOKAM, and several SACCOs have received support 

from the Trust to reach farmers. 

At the producer level, Village Savings and Loan 

Associations (VSLAs) are supported to harness 

financial discipline and cohesion among groups which 

make adoption of other interventions easier. 

Gender for Growth (G4G) uses the household 

approach through Farming as a Family Business 

(FaaFB) to improve the livelihoods of farmers. Many 

families have improved their incomes through vision 

setting and joint planning. 

Over 10 central washing 

stations mainly eco-pulpers 

and several hulling facilities 

have been supported under 

value addition. Addressing 

productivity enhancement, Good 

Agricultural Practices are promoted 

through support to farmer field 

demonstrations, and nurseries for 

clean planting materials. 


Kawacom, the Ugandan subsidiary of the ECOM 

Group, was founded in 1996 and has been at the 

forefront of Uganda’s coffee export trade for 17 

years. The company has grown significantly since 1996, 

from a small company in rented premises, to a market 

leader, with processing units and buying stations 

throughout the country. 

We believe the 

reason for the 

growth, is our 

focus on quality 

and innovation, 

and a continued 

desire to bring the 

best of Uganda’s 

coffee to the world. 

Kawacom is recognized as the guarantor of high quality 

Robusta and Arabica coffee within Uganda. Over the 

last 13 years the company has positioned itself as the 

market leader in innovation, having spearheaded the 

development of the first organic coffee projects in the 

country. 

In 1998, Kawacom started the development of Certified 

Coffees in Uganda and has continued to work closely 

with farmers which has led to the establishment of 8 

projects, in the districts of Kapchorwa (East); Bugisu 

Arabica Coffee, Bushenyi (West); Robusta Coffee, Paidha 

(North West); Arabica Okoro Coffee, Kasese (Southwest); 

Drugar (Dried Uganda Arabica), Rukungiri (Southwest); 

Natural Robusta, and 3 projects in Central region to 

boost the Natural Robusta volumes; Kiboga, Kikyusa and 

Kayunga. Kawacom is the only exporter that offers UTZ 

certified Drugar in Uganda. 

Pioneering as the first producer to export Organic 

and UTZ certified coffee, Kawacom continues to work 

with farmers and their communities to ensure quality 

and sustainable agriculture and has recently acquired 

Rainforest Alliance certificate for Bugisu and Okoro 

coffees. 

The Bushenyi project for example constructed 2 nurseries, 

each housing 200,000 seedlings, and planted a mother 

garden, from which cuttings have been, and will continue 

to be distributed to farmers. 

A central pulpery 

near Sipi trading 

centre, in the Eastern 

part of Uganda was 

also established 

where centralized 

wet processing 

of the coffee 

cherries guarantees 

consistent level of quality and crop control. Additionally, 

the wet mill is equipped with a dryer which ensures 

optimal drying of the processed parchment as well as a 

state of the art Retractable Drying Roof structure. 

Kawacom’s 

purchasing system 

is such that farmers 

conveniently deliver 

fresh coffee cherries 

for collection and 

transportation to 

the pulpery. The 

high quality coffee 

attracts both higher 

value and increased 

demand resulting in an improved income to the farmers, 

who have also undergone training on coffee handling in 

the newly commissioned Farmers Training center. 

At Kawacom, coffee 

is more than just 

a business. It is a 

commitment to a 

country, its culture 

and its incredible 

biodiversity. 

In addition to our already well established projects, 

we are playing our part in attempting to reverse the 

declining trend in coffee production. Kawacom has 

established coffee production and quality enhancement 

project nurseries in almost all areas of operation. 


29

Milestones of the Century in Trade and Marketing Coffee 

in Uganda and Strategies for the next Century 

MILESTONES OF THE CENTURY 

Where it all began 

World over, there has always been 

ethnic integration groups and 

in Uganda, the story about 

immigration goes back to the 1920s where 

pull economic factors as cultivating cotton 

and later coffee that required a lot of labor 

led to massive migration from especially 

Rwanda and Burundi where immigrants 

entered Uganda in search of work. More 

immigrant workers came from Kenya 

and then Tanganyika. Famine moved big 

portions of ethnic groups in search of food; 

apparently, a famine in Rwanda in 1948 

frightened the Protectorate government 

into declaring a curb on migration for fear 

of Uganda’s food stocks being overtaxed, 

an act based on earlier experience. Other 

factors that led to the influx included wars; 

traders have always been found in unlikely 

places, and Buganda was a major traders’ 

paradise. However, it was recorded that, as 

early as 1848, an Afghani was at the palace 

of Kabaka Ssuuna, looking for business 

opportunities. There was massive movement 

of people from all around the Interlacustrine 

region estimated at over 100,000 annually in 

1938 in search of migrant labour, as people sought to sell 

their labour in exchange for money. They settled in areas 

where they could find jobs according to their skills. Those 

with farming experience found jobs in cotton and coffee 

growing areas in Buganda and parts of Eastern Uganda. 

This resulted into the introduction of colonial policies and 

the monetary economy in Buganda and Uganda at large. 

The Monetary Economy 

After the defeat of Bunyoro by the combined force of 

British and Buganda in 1894, Buganda became a core 

of the protectorate, to make the protectorate selfsupporting; 

the authorities introduced first cotton then 

coffee as export crops in Buganda, before introducing 

them in other regions. 

By introducing taxes, the colonial Government made the 

entire country get involved in the monetary economy. 

The hut tax of 1900 became the main encouragement 

for Baganda to grow cotton and coffee. It also became 

the main impetus forcing other ethnic groups to come to 

Buganda, where opportunities to earn money existed so 

as to uplift their status, and meet their urgent needs. 

Before World War I, commoners were used on the Cotton 

Estates but as time passed, they bought small parcels of 

land from their erstwhile landlords. This land fragmentation 

was aided by the British, who in 1927 forced the chiefs to 

limit severely the rents and obligatory labour they could 


demand from their tenants. Thus the oligarchy of landed 

chiefs who had emerged with the Buganda Agreement of 

1900 declined in importance, and agricultural production 

shifted to independent smallholders, who grew cotton, 

and later coffee, for the export market. 

Later on as Sir Andrew Cohen, prepared Uganda for 

independence, he removed obstacles to African cotton 

ginning, rescinded price discrimination against Africangrown 

coffee, encouraged cooperatives, and established 

the Uganda Development Corporation to promote and 

finance new projects. 

A typical village in Buganda, where different ethnic groups 

had settled, became a centre of economic activity. There 

was mutual benefit from the co-existence of these people, 

and coffee became the centre of important activities 

including weeding, picking, handling and processing. 

The role of coffee in ethnic integration in Uganda and 

making of nation therefore started in Buganda because; 

o Buganda was at the centre of economic and social 

change, partially because it was the centre of the 

Protectorate administration. 

o Buganda was the main coffee growing region 

(although cotton was also grown extensively at 

the time, just as it was in other areas in the north, 

east and western Uganda). 

o Buganda saw the greatest ethnic integrationboth 

within the towns and in its villages, taking by 

far the largest number of immigrants from all over. 

Early Exports 

Early reports on Uganda coffee stated it to be potentially 

an important export crop. In the early years of the 

twentieth century, the trade in this native coffee, mainly 

from the Sese Islands, developed rapidly; in 1902 the value 

of the coffee exported was 892 Pound Sterling. But by that 

time Arabica coffee had been introduced and, because of 

its earlier cropping, larger bean, and higher market value, 

this was considered to be a more valuable species for 

cultivation for export. In 1903 the distribution Nyasaland 

Arabica coffee seedlings to Africans was commenced. 

B: Evolution of Coffee Trade in Modern Times 

By the early 1960s there was a steady growth of coffee 

production and the share of coffee in the country’s foreign 

exchange earnings grew from 38% in 1961 to 58% in 

1970. After mid-1970 and during most of the 1980s coffee 

remained the dominant export crop accounting for over 

90% of total export receipts. (Agricultural Report, MAAIF: 

45). This was mainly attributed to the problems the country 

experienced during the period of the mid-1970s to early 

1980s. The insecurity and civil strife, over valued exchange 

rate, inefficient marketing systems and general economic 

mismanagement led to decline in production of other 

export crops such as cotton, tea, tobacco and others that 

could not withstand the local problems of production. This 

situation left coffee as the major export crop although it 

remained confined to the poorly tendered ‘shambas. 

Series of the events 

o The Coffee Act of 1962 gave the Coffee Marketing 

Board (CMB) access to all dry-processed robusta 

coffee for export. These exports accounted for 

some 85% of production. There were private 

exporters who operated coffee pulperies, 

processed and exported pulped and washed 

Robustas, while the Bugisu Co-operative Union 

exported the wet processed prime arabicas 

known as “Bugisu”. 

o 

With production of pulped and washed 

robusta leveling at only 2000 tons per year in 1962, 

production continued to increase and by 1969 it had 

reached some 40,000 tons. As a result of the leftist policies 

of the government of Milton Obote, a new Coffee Act 

was passed in 1969, which gave the total monopoly of 

the coffee export marketing to CMB. The subsequent 

years saw Uganda’s production of high quality washed 

coffees suffer from poor incentives resulting from the 

CMB monopoly in marketing which did not adequately 

reward the investment in high quality coffees. 

Early reports on Uganda coffee 

stated it to be potentially an 

important export crop. In the 

early years of the twentieth 

century, the trade in this native 

coffee, mainly from the Sese 

Islands, developed rapidly; in 

1902 the value of the coffee 

exported was 892 Pound Sterling. 


31

There was a decline in deliveries, caused by 

farmers being reluctant to grow coffee, as a result of low 

farm-gate pricing structures with no incentives. Little or 

no investment in developing new plants from seedlings 

over a sustained period of some 30 years, coupled with 

the unstable political and economic situation, drastically 

reduced crop production to a point where Uganda’s 

output dropped by nearly 30%. 

o While emerging large estate farming was 

abandoned, small-holders continued to grow 

coffee. The co-operative structures, which were 

prevalent in the country since the early 1960’s, 

continued to dominate the primary marketing 

and in the 1980’s they accounted for some 

90% of the primary processing of coffee in the 

country. Unfortunately, these co-operatives 

were largely controlled and influenced by the 

government, and limited incentives existed for 

private entrepreneurs and private processors 

who operated under difficult conditions. With the 

liberalisation of the country’s internal marketing 

system, more and more private processors 

appeared on the market. It has to be noted that 

liberalisation of internal marketing, where private 

processors were allowed more freedom, started 

way before the export liberalisation. 

o Upon liberalization of export marketing, the 

former government controlled Coffee Marketing 

Board (CMB) was transformed, in 1991, into a 

limited liability company, known as CMB Ltd 

(CMBL). The original CMB’s coffee regulatory 

and quality assurance capabilities and expertise 

were homologued into a focal point under the 

Ministry of Trade and Industry and formed as the 

Uganda Coffee Development Authority (UCDA). 

The passing of the UCDA Statute, in 1991, paved 

way for the licensing of private coffee exporters 

to compete for the farmers’ coffee, resulting in 

better incentives and prices to the farmers. The 

objectives of the liberalisation policy were to 

make the pricing system for Ugandan coffee 

more transparent, introduce keener competition, 

improve the quality of coffee and assist in helping 

to make crop financing available. 

o During the early 1960s, the world saw 80% 

of its coffee made up of Arabica. Africa and Asia 

produced 10% and Latin America 90% of the 

world production. However, due to the expansion 

of Robusta coffee in Africa, Asia and Brazil, world 

production of Arabica in 1990/91 dropped to 

below 70% of global coffee production. 

o With the increasing competition in the coffee 

business after liberalisation, there has been of 

lack of discipline. The private sector has not come 

up with comprehensive measures to ensure that 

operators followed some code of ethics, as a first 

step to introducing self-regulating mechanisms 

in the coffee trade. In 1997, the Uganda Coffee 

Trade Federation, now Uganda Coffee Federation 

drafted a Code of Conduct but its implementation 

has been complicated by the fact that not all 

players subscribe to the Federation and are 

therefore not bound by it. 

o However, there still remains much room 

for provision of technical advice and support, 

as well as training at the various levels in the 

coffee industry, in order to create awareness 

and develop skills, aimed at enhancing the 

quality of Uganda’s coffee. UCF has developed an 

internal marketing contract to guide the internal 

marketing transactions, and an arbitration system 

to expedite the resolution of trade conflicts. All 

these need technical and expert support until the 

system is fully established. 

C: Important Historical Landmarks in the 

Uganda Coffee Industry. 

Liberalisation has led to some of the most significant 

landmarks, which are summarised below: 

1. Uganda joined the International Coffee Organization 

(ICO) which came into being in 1962, and had to 

conform to the export quota allocated by the ICO. 

2. The 1969 Coffee Act gave total monopoly of the 

coffee export marketing to Coffee Marketing Board 

(CMB), 100% owned by the Government of Uganda. 

3. In November 1990, four co-operative unions were 

allowed to export coffee under the guidance of 

Union Export Services (UNEX). This was by Cabinet 

decision, as a trial of liberalised marketing, ahead of 

the passing of the UCDA Statute. 

4. In 1991, a limited liability company called Coffee 

Marketing Board Limited (CMBL) was incorporated, 

and was to take over the trading functions of the 

CMB. 

o Whileemerginglargeestatefarmingwas 

abandoned, small-holders continued to grow coffee. 


5. Parliament passed the UCDA Statute in 1991, and 

the Uganda Coffee Development Authority (UCDA) 

was formed. UCDA was created as a statutory body 

charged with the responsibility of monitoring and 

regulating the coffee industry, as well as advising 

Government on policy issues. 

6. In 1991, to compete with the CMBL, five (5) private 

companies were licensed to export coffee. This was 

in addition to the co-operative unions which had 

started to export in 1990 after the cabinet decision 

to break the CMB monopoly. 

7. In 1992, the Minister of Finance abolished the export 

tax on coffee, allowing exporters to retain 100% of 

their proceeds. 

8. In 1992, Government permitted pre-financing 

arrangements and the formation of Joint Venture 

companies. This introduced a new dimension to the 

coffee business in Uganda, increasing the liquidity 

in the coffee export business and greatly reducing 

the problems of crop financing. The restriction to 

railway transport was also eased. 

9. The Uganda Coffee Exporters Association (UCEA) was 

founded in 1992 by the private coffee exporters. It 

was later officially registered in 1993, and eventually 

acted as a forum which brought together all the 

coffee exporters. 

10. A study was launched in 1993 by the Government, 

and a joint GOU/World Bank Task Force was 

commissioned to study the extent of the Coffee 

Subsector Reforms and advise Government on 

further actions to be undertaken. 

11. In 1994, the CMBL and the co-operative unions 

under UNEX became members of UCEA. The 

exporters’ association was later transformed into 

a more encompassing trade association known 

as the Uganda Coffee Trade Federation (UCTF) in 

1996, to bring together all those involved with 

coffee trade in Uganda. This now includes registered 

companies of coffee exporters, processors, roasters, 

brokers, traders, coffee growers, banks, insurance 

companies, transporters, input suppliers, clearing 

and forwarding companies. 

12. The UCDA Statute was amended in 1994, to ease 

trade and allow for more participation of the 

industry players in the decision-making process. The 

minister’s powers were reduced and the structure of 

the board of UCDA was modified to include more 

private sector representatives. 

13. In June 1994, the coffee export tax was re-introduced, 

as a “coffee stabilisation tax”, with much influence 

from the IMF. This tax was later abolished in June 

1996. Its implementation was, however, tainted 

with allegations of gross mismanagement (unevenly 

applied). Widespread complaints of tax evasion and 

tax avoidance practices engaged in by unscrupulous 

traders and businessmen who joined the exporters’ 

ranks greatly contributed to an uneven ground 

leading to unfair competition. 

14. In 1994 a Government appointed Task Force 

recommended the setting up of the Coffee Research 

Centre (COREC). In 1996 the Coffee Research 

Centre was finally established under the National 

Agricultural Research Organisation (NARO) at 

Kituuza, Mukono District. 

15. The Uganda Coffee Farmers Association (UCFA) 

came into being in 1995 to mobilise coffee farmers 

to address problems faced by the coffee farmers 

and also to address problems of quality control 

at the farm level. In 2003, UCFA changed name to 

the National Union of Coffee Agribusiness Farm 

Enterprises (NUCAFE) as a response to members’ 

needs. 

16. In 1995 the mandatory floor (minimum) export 

prices structure of UCDA was abolished and was 

replaced with indicative prices, as a World Bank 

conditionality before the release of one tranche in 

the IDA structural adjustment credit to Uganda. 

17. By September 1996, there were more than 180 

coffee export licenses issued. This was made 

easier by the liberalisation of the foreign exchange 

market and guaranteeing of repatriation of profits. 

However, due to management problems, and other 

factors, many coffee exporters ended up in serious 

trade and financial difficulties that forced them from 

exporting. Currently the total number of exporters 

range between 35 and 45. 

18. On the global scene, it should be noted that the 

coffee quota system collapsed in 1989. 

1. In 1994, the CMBL and the 

co-operative unions under UNEX 

became members of UCEA. 

The exporters’ association was 

later transformed into a more 

encompassing trade association 

known as the Uganda Coffee 

Trade Federation (UCTF) in 

1996, to bring together all those 

involved with coffee trade in 

Uganda. 


33

STRATEGIES FOR THE NEXT CENTURY 

Post liberalization, the coffee supply chains are now 

reasonably competitive and efficient but these have 

posed some big challenges that have to be addressed 

in the next century and these include among the others; 

• Mainstreaming coffee research; the current state 

of coffee research in Uganda cannot respond 

immediately to the industry demands. Although 

the establishment of the Coffee Research Institute 

has almost been assured by the government, 

it goes beyond an Institute. Uganda has the 

potential of being one of the biggest coffee 

producers but is still constrained by limited 

research, lack of sufficient infrastructure, human 

and capital resources. This is compounded by 

the prevalent incidences of pest and disease 

breakup in various coffee growing areas and 

drastic weather changes associated with climate 

change and global warming that adversely affect 

production and yields. 

• Over 90% of the coffee in Uganda is produced 

by smallholder farmers, who have been growing 

coffee by default. These will only receive technical 

assistance or extension services if they subscribe 

to a given Farmer Organisation. Therefore 

government must have deliberate effort to 

attract more investments in medium to large 

scale coffee farms so that out growers can also 

tap into the knowledge and experience of the 

big brother; have access to technical support in 

crop production and new technologies leading to 

higher yields and productivity; with the ultimate 

aim of transforming into more highly skilled and 

commercially-oriented farmers. 

• Domestic coffee consumption is still low in 

Uganda estimated at around 3% to 5%. However 

in the recent past we have seen the number 

of coffee shops and roasters increasing to over 

30. The Uganda Coffee Development Authority 

(UCDA) has been training especially the young 

generation to roast, grind and brew coffee, in 

addition to organizing barista championships 

as a way of boosting domestic consumption. 

Government has been inviting investment into 

soluble coffee production and this is expected to 

be on the government agenda until it materialises. 

• It is estimated that by June 2012, the population 

of Uganda was 34million with 66% of the 

population engaged directly or indirectly in 

Agriculture. Due to the growth in population, land 

that was previously under coffee has been lost to 

other enterprises like real estates, factories while 

the other areas have been diverted to crops that 

give quicker returns like maize and beans. With 

the receding availability of land, the future lies 

with productivity and therefore Coffee research 

should work around the clock to find better 

yielding varieties yet the farmers should also 

follow the good agricultural practices to increase 

their yield per hectare. This should be followed by 

differentiated marketing to realise the maximum 

benefits. 

In conclusion, the Coffee industry in Uganda has 

undergone a lot of transformation but if the future is not 

well planned by a combined effort of all the stakeholders, 

it may be bleak. The coffee industry has maintained its 

status as the main cash crop of Uganda and it’s up to all 

the players to maintain its glory. 


DID YOU KNOW THAT!!!!!!!!!!!!!!! 

A 

coffee tree has 

a lifespan of 

about 50 to 70 years 

though it can go up 

to over 100 years 

while producing 

excellent coffee if 

well maintained. 

Coffee increases in 

volume during 

roasting by 18.60%. 

W 

hen shopping 

for perfume, 

you can take some 

coffee with you in 

your bag and have 

a good sniff in 

between smelling 

each perfume to 

refresh your nose! 

In 1675 the king of 

England banned 

coffee houses, 

claiming they were 

places where people met 

to conspire against 

him Some of the 

worlds most powerful 

business, including 

Lloyds of London and the New York Stock 

Exchange, started life as a coffee houses. 

T 

he rise of Islam contributed greatly to 

popularity of coffee. The religion prohibited 

drinking alcohol but coffee was considered an 

acceptable drink. 

H 

awaii 

is the only state in the United States 

that grows coffee. 


35

7 

0% of the world 

consumes 

Arabica coffee 

which is mild and 

aromatic. The 

remaining 30% 

drinks Robusta 

which is more bitter 

tasting and has 

50% more caffeine 

than Arabica. 

T 

he first Espresso 

machine was 

introduced in 1822 

by the French, but 

it was the Italians 

who perfected and 

distributed it. 

T 

here is less 

caffeine in 

dark roast than 

in medium roast. 

It is because, the 

longer the beans are 

roasted, the more 

caffeine burns off. 

A 

nts don’t like 

coffee, so you 

can use coffee to 

keep them away 

from you plants or 

out of your rooms. 

Just put the used 

coffee grounds 

around the plants or 

on the ant tracks in 

your house. 


CLIMATE CHANGE FROM A FARMING PERSPECTIVE 

By: Tony Mugoya 

Wh e r e a s 

there is no 

universal 

definition of weather 

or climate, some 

terms are generally 

acceptable in defining 

these two phenomena. 

Simply put, weather 

is the state of the 

atmosphere; the 

degree that it is hot or cold, wet or dry, calm 

or stormy, clear or cloudy. Weather commonly 

refers to day-to-day temperature and 

precipitation (water that falls from the sky to the 

earth’s surface such as rain). On the other hand, 

climate is the average atmospheric conditions 

over longer periods of time. 

The most common weather conditions on earth 

may include wind, cloud, rain and dust storms. 

Climate includes the statistics of temperature, 

humidity, atmospheric pressure, wind, 

precipitation, atmospheric particle count and 

other meteorological elemental measurements 

in a given region over long periods. Climate can 

be contrasted to weather, which is the present 

condition of these elements and their variations 

over shorter periods. 

Climate change has been defined as the variation in global 

or regional climates over time. It reflects changes in the 

variability or average state of the atmosphere over time 

scales. These changes can be caused by processes that are 

internal to the earth, external forces such as variations in 

sunlight intensity or, more recently, human activities. 

Climate change may occur over long and short timescales 

from a number of factors such as the recent warming of 

the earth’s surface that is referred to as “global warming”. 

In the context of environmental policy, the term “climate 

change” often refers only to changes in modern climate, 

including the rise in average surface temperature known 

as global warming. In some cases, the term is also used 

with a presumption of human causation. 

Climate change may refer to a change in average weather 

conditions, or in the distribution of weather around the 

average conditions; for instance more or fewer extreme 

weather events. Climate change is caused by factors 

that include human-induced alterations of the natural 

world. Human activities are reported to be causing global 

warming. Many times climate change is often used to 

describe human-specific impacts. 

The term climate change mitigation refers to attempts 

to reduce human-induced causes of climate change; 

particularly global warming. Climate change mitigation 

refers to efforts to reduce or prevent emission of 


37

greenhouse gases which cause global warming. 

Mitigation can mean using new technologies and 

renewable energies, making older equipment 

more energy efficient, or changing management 

practices or consumer behavior. 

Climate change mitigation is about reducing the 

carbon footprint of human activities. 

Climate change adaptation refers to efforts targeted 

to reduce vulnerabilities and build resilience to the 

impacts of climate change. 

Another school of thought has argued that there is 

no climate change per say but naturally occurring 

cycles of extreme weather patterns. Whatever the 

argument, it is true that farming activities have 

been adversely affected by unpredictable and 

extreme weather conditions especially in recent 

times. Crop production and livestock rearing have 

been particularly affected. Small scale farmers in 

developing countries who are at the bottom of the 

value chains are most vulnerable and increasingly 

exposed to numerous challenges caused by the 

changing weather patterns. 

Farming activities in the tropics have been 

plagued by frequent droughts, uneven rains and 

unpredictable weather. It is now difficult for small 

scale farmers to predict with certainty the onset of 

the rainy season or how long it will last. In recent 

times, it has been observed that rains fall in months 

that were known in the past to be part of the “dry 

season”. Similarly, the old “rainy seasons” are now 

characterized by very hot and dry spells. In some 

places within the tropics especially in Africa, the 

droughts have become prolonged and frequent 

while the rains have become more intense and 

unevenly distributed. All these changes have 

adversely affected agricultural activities. 

Climate change has continued to distort four main 

socio-economic aspects of life in African farming 

communities especially among the most vulnerable 

people living in rural areas who are predominantly 

smallholders. In short, climate change is a threat to 

food security, income security, social stability and 

cultural heritage. 

Small scale farmers in Africa have been practicing 

agriculture under given farming systems for 

generations. 

These farming systems were selected to ensure food 

and income security as the main priorities. In the 

past, smallholder farmers knew with certainty the 

seasons for planting and harvesting. In many parts 

of Africa, even the months of the year were named 

after the weather conditions and the corresponding 

farming activities. The calendar year was divided 

into a farming calendar of activities. 

Early planting was a best practice. This involved planting 

at the onset of rains and harvesting just before the dry 

season. This ensured food security. In Uganda, food crops 

were often intercropped with perennials like coffee. 

With the current unpredictable rains, it is now difficult 

for farmers to determine with certainty the onset of the 

planting season. Many smallholder farmers who attempt 

to plant early have been disappointed when the rains 

suddenly stop in the middle of the traditional “rainy 

season” which results in crop failure and yield losses. Such 

farmers are said to have been “caught by the season” and 

they are normally faced with food insecurity until the 

next harvest. This results in inadequate food supply and 

malnutrition. It is common these days to see many fields 

of stunted crops that have been “caught by the season”. 

Even perennial crops like coffee have not been spared by 

these uneven rains. 

Sudden dry spells especially after flowering of coffee 

reduces coffee yields of many farmers. The drought not 

only affects flowering but also leads to fruit abortion, poor 

bean filling which results into light beans or floats and low 

coffee bean quality, and in worst cases scorching of the 

coffee trees. These sudden adverse weather conditions 

have been attributed to the harmful effects of climate 

change. The reduced yields result into diminished income 

security for coffee farmers. 

Smallholder farmers in Africa rely mainly on family labour. 

Since unpredictable weather patterns are affecting not 

only yields but also the predictability of incomes, farming 

is becoming less attractive to the youth as a viable and 

secure economic enterprise. This has resulted in the youth 

abandoning farming and looking for other enterprises 

that are perceived to provide secure incomes. And hence, 

climate change is affecting the social stability of farming 

communities. 

There is currently a considerable shortage of labour 

among smallholder farms where it is mainly the elderly 

who have remained engaged in farming activities. 

In Africa, the average age of farmers is raising. This is 


exacerbated by the fact that most smallholders 

lack adequate finances to employ hired labour. 

The youth have preferred to migrate to urban 

areas in search for blue and white collar jobs. 

This rural urban migration has not necessarily 

led to improved incomes. On the contrary, rural 

urban migration has often led to increased 

urban unemployment , poverty and insecurity 

especially among people living in slums. 

In traditional African societies, harvests were 

special occasions. The harvest seasons were 

also seasons of celebrations. These celebrations 

were marked by elaborate festivities and 

social events. It was after the harvests, that 

communities organized parties and cultural 

activities. It was during this time that multitalented 

African artists, musicians, poets, 

philosophers and story tellers released their 

new compositions. It was during this time that 

the rich African oral literature was passed from 

one generation to another. 

Harvests were often welcomed by music 

extravaganzas. Communities living near the 

Great River Nile often used a variety of drums, 

xylophones and other musical instruments. 

In the evenings of the harvest periods, it was 

common to listen to the rhythmic beats of 

the big drum punctuated by the high pitched 

staccato of the alligator skinned long drum; 

against a background of the thunderous roar 

of the mighty waters of the Nile cascading 

through its numerous waterfalls. Music from 

various percussion, string and wind instruments 

completed the African symphony. 

Irregular weather patterns have disrupted these 

traditional African social events since harvest 

times are now varied and depend on the 

time of planting of each farmer. It is common 

for some farmers to enjoy a bumper harvest 

while others count their losses. The drumbeats 

of celebrations have long gone silent. Many 

youth and young farmers have not experienced 

these traditional ceremonies associated with 

harvests. The rich African culture is faced by a 

direct threat of extinction. 

The onset of rains after a prolonged dry season 

is often a bittersweet experience. It is “sweet” in 

the sense that the rains are a welcome relief after 

a long dry spell. It is “bitter” in that many times 

these first torrential rains are characterized 

by strong winds and sometimes come with 

hailstones and floods. This climatic paradox is now a 

common experience. In Eastern Uganda, rains have often 

caused fatal landslides in coffee growing communities 

along the slopes of Mount Elgon. 

Warm and humid conditions associated with climate 

change are known to favour increases in pest populations 

beyond their economic injury levels. In addition, disease 

incidence has been correlated with warmer temperatures. 

Disease vectors are also known to be sensitive to 

temperature and humidity which also affects their 

distribution; particularly at their altitudinal and latitudinal 

limits. This means that certain vector-borne diseases 

may be introduced to regions that have not previously 

encountered them. 

There is need for entire societies to adapt to climate change. 

Farming communities, being the most vulnerable, need 

to be the focus for climate change adaptation initiatives. 

Farmers should be assisted to assess their options for 

adapting to their specific climate change challenges. 

These options could be in the areas of technological 

inputs, new approaches and diversifying farm enterprises. 

There is need to empower local farming communities with 

information, technologies and expertise to implement 

appropriate climate change adaptation strategies. These 

options may include provision of accurate weather data 

to enable farmers to make decisions and generate local 

solutions. 

Farmers especially coffee growers need to receive 

information and to access an early warning system for 

droughts and pest infestations. There is need to promote 

appropriate plant densities and shade management, 

use of fertilizers and soil conservation, water harvesting 

and micro-irrigation. Research should focus on disease 

resistance as well as drought tolerant varieties. The task of 

managing the adverse effects of climate change requires 

a concerted effort and collective responsibility. There is 

need for the entire agricultural sector in general and the 

coffee industry in particular to work together to promote 

adaptive strategies on a large scale. The time for action is 

now. 

The writer is the Executive Director, Uganda Coffee 

Farmers Alliance 

e-mail: tony.mugoya@ucfa. 

or.ug telephone: +256 772 309 599 

Harvests were often welcomed by 

music extravaganzas. Communities 

living near the Great River Nile often 

used a variety of drums, xylophones 

and other musical instruments. 


39


THIRD UGANDA COFFEE DAY: 

reflection of the past 50 years 

As the entire nation braced for Golden Jubilee of 9th October 2012, the coffee fraternity 

celebrated it on 4th October 2012 to coincide with the Uganda Coffee Day that is 

celebrated on the first Thursday of October. Because of much importance the industry 

attaches to research, it was just necessary to take event to the Coffee Research Centre (COREC), 

Kituuza, Mukono District under the theme “Uganda @50 Years: Milestones of the Century and 

Strategies for the Future.” 

The Chief Guest was Dr. Emily Twinamasiko, the Director General of NARO under whose docket 

the Centre falls. Other speakers for day included Mr. Robert Waggwa Nsibirwa, President of Africa 

Coffee Academy, Mr. Hannington Karuhanga, Managing Director Savannah Commodities and Mr. 

John Schulter, Director Café Africa and Mr. Francis Chesang, the Production Manager of UCDA. 

Dr. Twinamasiko informed the Coffee fraternity that reinstating COREC as an Institute was in 

its final stages and assured the stakeholders that once this had been achieved; it will have the 

mandate to headhunt, train, and retain the right personnel. It will also be in position to source 

for financial support to ensure proper execution of their duties in accordance to the industry 

requirement and elevate its level to international standards. 

While Uganda is the second biggest coffee producer in Africa, and the biggest Robusta coffee 

producer on the continent, it has only six coffee scientists in comparison to 31 from Kenya and 

27 in Tanzania. This has negatively impacted on the coffee production in Uganda especially 

in responding to the growing challenges like higher yielding, pest and disease resistant and 

drought resistant varieties. She expressed gratitude to the coffee stakeholders for the support 

they have offered to the Centre. 

Although the theme this year seemed to have deviated from the usual tissue culture and 

the Coffee Wilt Disease resistant (CWDr) varieties, it was impossible to avoid it as it is always 

synonymous with production. It is generally believed that the matters of stagnated coffee 

production will only be solved by the rapid multiplication and distribution of these varieties to 

the farmers. This was echoed by Mr. Robert Waggwa Nsibirwa, in his address, he informed the 

stakeholders that this was on course and the farmers were eagerly waiting for the new materials. 

He added that the number of farmer groups was increasing; and government through UCDA had 

intensified its support in replanting and promoting productivity. The other notable achievement 

was the emergence of the Coffee traders Association commonly known as the middlemen and 

this was highly welcomed by the stakeholders as a move towards better coffee quality. 

In terms of trade, Mr. Nsibirwa said that the there had been a remarkable reduction of Robusta 

coffee volumes in the first half of the coffee year and seismic changes in global washed Arabica 

coffees that had led to a switch to Robustas and natural Arabicas causing the relative prices 

of washed Arabicas to tumble. He concluded by reassuring the stakeholders that despite the 

challenges, the Uganda Coffee industry was still vibrant with a good reputation in the global 

market. 

Mr. John Schluter gave a history on the evolution of coffee processing both at primary and 

secondary level in Uganda like the introduction of pulped and washed Robusta in 1955, that 

later collapsed and is now being revived; the rise, fall and stabilisation of the number of coffee 

exporters due to post liberalization market dynamics; and consequently the search for value 

addition quality, certification and domestic consumption promotion. 


41

As a way forward, 

Mr. Schulter urged 

the stakeholders to 

brace for competition 

from other origins by 

investing in research 

and technology along 

the coffee value chain; 

advised that the 

continued growth in 

washed Robustas and 

Arabicas producers 

had to invest water 

supply and its 

purification as well as good management of 

waste products that should 

be converted to organic fertilisers. 

Abesigwa Growers Cooperative Union - 1956 

He noted that the rising real estates and population growth 

will lead to relocation of processing facilities upstream 

towards producers; and it will be the farmers decision on 

whether to ensure food security through planting food 

crops or cash crops like coffee. The other major determinant 

of production will be availability of agricutural labour that 

is currently scarce and expensive. Thus the future lies in 

scientic way of production and adaption of new technology. 

Mr. Francis Chesang who represented the managing 

director of UCDA informed the Coffee industry players 

about the different strategies UCDA had in place to increase 

coffee production and productivity and these included; 

Promote and support the adoption of good agronomic 

practices (proper spacing, pruning, mulching, etc) at farm 

level, coffee growing in new areas and expansion of acreage 

in traditional coffee growing districts, promote use of high 

yielding, diseases and pest resistant varieties, support the 

use of agro inputs in the coffee subsector, mainstream 

participation of women and youth in the entire coffee 

value chain, management of coffee pests and diseases 

and Promote and support medium and large scale coffee 

farming as the future of the coffee industry. 

In regard to climate change mitigation strategies, Mr. 

Chesang informed the stakeholders that UCDA will support 

the environmental and biodiversity conservation practices 

in the coffee production systems, irrigation development 

structures and work with the Coffee researchers to develop 

and distribute drought resistant coffee varieties. 

This Coffee Day registered over 450 participants from across 

the coffee value chain and this time the speeches were 

punctuated with entertainment, and field visits. The next 

Coffee Day will be celebrated on Thursday, October 3rd 

2013. 



43



45

46 50th Anniversary Edition 

Buule Ronald proud 

of his Coffee Garden

DIRECTION OF THE UGANDA COFFEE 

INDUSTRY FROM THE FARMER’S PERSPECTIVE 

Nsangi Coffee Farmers 

Association [NCFA] located 

in Nsangi Sub County; 

Wakiso District is a community 

Based Association whose mission 

is to establish a sustainable system 

for poverty alleviation among 

farmers through market- based 

agricultural practices. It was 

started in 2004 and registered 

in 2005 with a few members but 

currently has 853 members some 

of whom have expanded their 

boundaries beyond Nsangi but 

still retain their commitment to 

operate under to their Association. 

With the assistance from Progresso, 

a Netherlands based Organisation; 

NCFA started exporting its coffee 

in 2010 but still maintains its 

business relationships with some 

coffee exporters. Some of its 

buyers include Cafériver based 

in the Italy, JP Group Markets 

international in collaboration 

with Shangai Hai based in China, 

Sucafina and Supremo. 

It was started in 2004 and 

registered in 2005 with a few 

members but currently has 853 

members some of whom have 

expanded their boundaries 

beyond Nsangi but still retain 

their commitment to operate 

under to their Association. 

Uganda Coffee Federation caught up with 

Mr. Ronald Buule, the Chairman to get his 

inspiration about the Coffee industry in 

Uganda. 

Q 

What motivated you to form Nsangi 

CFA? 

As a coffee farmer I realized that middlemen 

were earning much more money compared 

to the coffee farmers and this was due to the 

fact that most farmers were ignorant about 

the prevailing prices. Some of them were 

selling red cherries, kiboko and flowers. So I 

came up with an idea of sensitizing farmers to 

collectively bulk their coffee, process and sell it 

as a group to the local exporters and we started 

with Savannah Commodities that I knew very 

well. 

Q 

Since its formation how has the 

association impacted the coffee 

community in Nsangi? 

For starters as an association; 

• Through sensitization and training many 

farmers have been able to appreciate 

coffee as a crop of their choice to the 

extent that even those who had wanted to 

sell off their land for other opportunities 

have had to think twice and quashed such 

ideas; 

• More coffee has been grown since the 

association avails farmers with planting 

materials. It is worth noting that if one 

came to Maya the centre of NCFA, he 

would be surprised to find that almost 

all homesteads have got a considerable 

number of coffee trees; 

• Improved coffee quality through training 

in harvesting and post harvest training 

that the association gives to farmers; 

• Better prices come with quality and 

information flow, in fact farmers get up to 

date prices; 


47

• Sharing of opportunities, new ideas, knowledge and 

technology among members; 

• The youth have been captured through the 

formation of the coffee youth club that concentrates 

on games and sports. The Association has got a high 

number of youths engaged in coffee production 

and from here, other youths have been advised to 

join agriculture; notably coffee having seen their 

role models; 

• Some village roads have been constructed with the 

help of the Association sensitizing the farmers and 

the youth towards the community support. 

Q Gender is an important aspect in the coffee 

industry, How have you promoted the gender 

aspect to Nsangi coffee community? 

a) Daily income. 

b) Monthly income. 

c) Long term income or seasonal income. 

- Nsangi has created a system of “DO IT YOURSELF” 

where a farmer can make his or her own fertilizers 

through MM Technology. The farmer can then use 

these fertilizers in his garden and sell the rest. 

- Farmers should look at diversification as the best 

approach to eradicating poverty. Many would-be 

farmers have abandoned agriculture due to the 

associates risks and uncertainty. If farmers embraced 

mixed agriculture taking coffee as a major income 

earner, they would smile all the way to the bank 

without feeling the pinch of the financial crisis. 

We encourage both men and women to diversify their 

resources to maximize their earnings. Even if coffee is 

the main crop, we encourage ladies to plant bananas in 

the coffee garden to enhance food security. They also do 

livestock farming concentrating on mainly poultry and 

piggery. Women are also encouraged to do handicraft in 

their leisure time. 

However, as we attract the male youths through sports 

and games notably football, Nsangi has also done the 

same arrangement with female youths through netball 

though the former is more popular. 

Q You pride yourself into producing and exporting 

quality coffee, please share with us the best 

practices other farmers should emulate. 

When the producer exports quality coffee, he/she is 

expected to get good money compared to what he has 

been getting before. 

- A smart coffee farmer is expected to look at three 

stages of income; 


ABOUT THE INDUSTRY: 

Q In your opinion do you think we are 

capable of producing more than 4 million bags? 

Yes, I believe we are capable of producing more than 

four million bags as a country but this can only be 

achieved if farmers are availed with high yielding, 

disease resistant planting materials, intensified extension 

services especially as far as good agricultural practices 

are concerned, encouraged to add value to their coffee 

(selling FAQ or Graded coffee in order to fetch good 

market), and to appreciate the importance of coffee. 

Q Why are you so much passionate about the 

youth involvement in coffee production? 

First of all my passion for coffee dates back on 2000 when 

I got some land with coffee in it from my grandparents 

and decided to maintain that land. Currently I have about 

90acreas of land under coffee. By the time I entered 

coffee production, I was still a young man and even now 

I still qualify as a youth. There is a lot I have got from 

coffee and I wouldn’t want to be selfish that is why I have 

persuaded many youths to go into coffee production. 

In order to have sustainable and booming coffee 

industry, the youth must take the lead because they are 

still energetic, able to adopt new technologies and can 

take on the coffee business to the next generations. 

Q Why do you think the youth have abandoned 

coffee production? 

- They generally have a negative attitude towards 

farming/agriculture. 

- Lack of knowledge about profitability of coffee 

business. 

- Many of them may have the knowledge and are 

willing to join the coffee industry but do not have 

land. 

Q What measures do you suggest the coffee 

industry as a whole should take to attract the 

youth back to coffee growing? 

- We should sensitize the youths and train them 

about the benefits and profitability of coffee farming 

business. Nsangi CFA has started this and the results are 

encouraging. For example with the youths in Nsangi CFA, 

we compared the incomes of a person riding a motor 

cycle and a coffee farmer and realized that a farmer 

was earning more so we are now getting more youths 

coming for advice on coffee. 

- Formation of clubs where youths can get 

together and share information about coffee farming as 

a business. 

Q What are some of the challenges the youths in 

coffee production face today, and how can they 

overcome such challenges? 

- Inadequate land for expansion, most youths 

are farming on small pieces of land passed onto them 

by their parents and this caters for both food and cash 

crops; 

- Inadequate usage of agricultural inputs for 

example fertilizers are very vital to increase productivity 

especially where land is scarce. 

- These problems can be addressed by availing 

youths with some agricultural loans and if possible the 

government can lease land to the youths though the 

major problem here is leaving the land after the lease 

period has expired. 

Q What advice would you give to the other youths 

aspiring to embrace coffee production as an 

occupation? 

These youths should always take coffee farming as a 

business and should aim at maximizing their earnings. 

Q Do you support the idea of revamping our 

cooperatives as a way of improving aspects of 

the Uganda industry? 

Yes, I do support the revamping of the cooperatives 

because is advantages cannot be underestimated but 

they have to come in knowing that the Uganda coffee 

industry is fully liberalized. There is a very big difference 

between the pre and post liberalization period and the 

cooperatives should come in ready to embrace these 

changes. 

Your last word 

We request for government intervention to help the 

farmers, associations or cooperatives that would wish to 

enter the export market. This is a vulnerable group and 

could fall prey to the exploitation of the buyer who may 

fail to fulfill part of his obligation. Nsangi CFA has had 

that problem but it may not be the last victim. 


49

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Technical overview of environmental impact of land 

application of pulping effluent from wet coffee 

processing. 

1. About wet coffee processing 

Wet processing of Arabica coffee (Coffea Arabica) 

produces higher quality and receives higher 

prices on the world market compared to coffee 

prepared by dry method. 

In wet process, the skin covering the coffee/beans (Figure 

1) is removed before they are dried. Coffee processed by 

the wet method is called wet processed or washed coffee. 

The wet method requires use of specific equipment and 

substantial quantities of water. The coffee cherries are 

sorted by immersion in water and bad or unripe fruit will 

float while the good ripe fruit will sink. The cherry skins 

and some of the pulp is removed by pressing the fruit by 

machine in water through a screen. The bean will still have 

a significant amount of pulp on it that needs to be removed 

and this is done either by ferment-and-wash method or a 

newer procedure called machine-assisted wet processing, 

aquapulping or mechanical demucilaging. These methods 

are briefly explained below. 

a) Ferment-and-wash method: In this method of 

wet processing the remainder of the pulp is removed by 

breaking down the cellulose by fermenting the beans with 

microbes and then washing them with large amounts of 

water. 

Fermentation can be done with extra water or, in “Dry 

Fermentation”, in the fruit’s own juices only. 

The fermentation process has to be carefully 

monitored to ensure that the coffee doesn’t 

acquire undesirable, sour flavors. For most 

coffees, mucilage removal through fermentation 

takes between 24 and 36 hours, depending on the 

temperature, thickness of the mucilage layer and 

concentration of enzymes. End of fermentation is 

assessed by feel, as the parchment surrounding 

the beans loses its slimy texture and acquires 

a rougher “pebbly” feel. When fermentation 

is complete, the coffee is thoroughly washed 

with clean water in tanks or in special washing 

machines. 

b) Machine-assisted wet processing method: In 

machine-assisted wet processing, fermentation is not 

used to separate the bean from the remainder of the pulp; 

rather, this is done through mechanical scrubbing. This 

process can considerably reduce water use and associated 

pollution impacts. In addition, removing mucilage by 

machine is easier and more predictable than removing it 

by fermenting and washing. 


51

However, by eliminating the fermentation 

step and prematurely separating fruit and 

bean, mechanical demucilaging can remove 

an important tool that mill operators have of 

influencing coffee flavor. Furthermore, the 

ecological criticism of the ferment-and-wash 

method increasingly has become disputable, 

since a combination of low-water equipment 

plus settling tanks allows conscientious mill 

operators to carry out fermentation with limited 

pollution. 

conditioner. In tropical Africa, specifically Uganda land 

disposal of this effluent or irrigation of coffee plantations 

is a logical option. This option is especially necessary in 

coffee plantations located in prevalently dry areas with 

high evaporation rates (4-6 mm/day) and a marked lack 

of surface water resources (lakes or rivers) that would 

provide irrigation water or where the watertable is low 

hence reducing risk to aquifer pollution. 

2. Wastewater constituents of 

environmental concern 

Mucus in the pulp effluent will contribute biochemical 

oxygen demand (BOD) to the effluent. BOD will however 

only serve the beneficial function of a soil conditioner 

(manure) for the coffee trees. 

Figure 1: Structure of coffee berry and beans: 

1: center cut 

2: bean (endosperm) 

3: silver skin (testa, epidermis), 

4: parchment (hull, endocarp) 

5: pectin layer 

6: pulp (mesocarp) 

7: outer skin (pericarp, exocarp) 

Wet processing of coffee produces wastewater 

whose disposal can be challenging. Depending 

on the processing technology applied, 

quantities of coffee waste water is varying , 

but most often is used in a 1 : 1 ratio. Modern 

mechanical mucilage removal machines 

producing semi-washed coffee use only 

about 1 m3 per tonne fresh cherry (without 

finish fermentation and washing) whereas the 

traditional fully washed technique without 

recycling uses up to 20 m3 per tonne of cherries. 

Characteristics of waste water from coffee 

processing include a high Biological Oxygen 

Demand (BOD) of up to 20000 mg/l and a 

Chemical Oxygen Demand (COD) of up to 

50000 mg/l as well as an acidity of below pH 

4. Ecologically sensitive coffee farms reprocess 

the wastewater along with constituent shell 

and mucilage as compost to be used as a soil 

If the coffee plantation uses pesticides and herbicides, 

residual concentrations in wastewater when higher than 

national standards, could affect soil quality, groundwater, 

birds and animal species. Typical herbicides and pesticides 

used on Uganda coffee plantations are Glyphosphate, 

Dimethoate, Diazinon and Furadan. 

3. Environmental fate assessment 

In one study, laboratory analysis was undertaken for a 

grab sample of effluent from a small pulping unit. In the 

sample, all herbicides and pesticides had lower concentrations 

than the maximum levels stipulated by National 

Environment Management Authority (NEMA) except Dimethoate. 

This technical assessment therefore focuses on 

dimethoate. 

Properties of dimethoate are outlined below. 

a) Use profile 

 

 

Active ingredient (ai): O,O-dimethyl-S-(N-methylcarbamoylmethyl) 

phosphorodithioate. 

Type of use: Insecticide 

Typical use: In USA, USEPA allows application of 

dimethoate on terrestrial food and feed crops, terrestrial 

non-food crops, indoor food uses, indoor non-food uses, 

terrestrial non-food, outdoor residential, forestry use and 

aquatic non-food industrial use in which it is applied 

to sewage systems. Uganda’s ministry responsible for 

agriculture (MAAIF) allows use of this chemical as a 

pesticide. 


Target Pests: A wide range of insects, including 

but not limited to midges, scale, aphids, mites, leaf miners, 

flea hoppers and plant bug. 

Formulation Type: Dimethoate is marketed as 

either a wettable powder, emulsifiable concentrate or as a 

ready-to- use liquid. Wettable powders typically have 25% 

active ingredient (ai) while in emulsifiable concentrates, ai 

can be up to 57.0% 

b) Historic use profile 

Use of dimethoate is not unique to Uganda alone. The 

pesticide is widely accepted and used all over the world. 

Information below are excerpts from a compilation of 

The Biological and Economic Analysis Division (BEAD) of 

Office of Pesticide Programs, USEPA on use of dimethoate 

in 1993 on 41 crops throughout the USA (Ali 1995): 

 

In 1993 a total of 1.3 to 2.2 million pounds of active 

ingredient were applied to 4,701,000 to 6,062,000 

acres. 

on a thin layer of relatively dry soil. Under these conditions, 

the soil degradates (dimethylphosphoric acid and 

dimethylthiophosphoric acid) accumulated and persisted 

for a longer time than in an aerobic soil. Therefore, at the 

coffee plantations, these degradates may persist at the 

soil surface especially in dry seasons. 

Dimethoate hydrolyzes very slowly at pH of 5 to 7, but in 

alkaline soils, it degrades rapidly to desmethyl dimethoate 

and dimethylthiophosphoric acid with a half-life of only 

4.4 days at pH 9. 

Under aerobic soil conditions, dimethoate degrades faster 

than in poorly aerated (or anaerobic) soils. The anaerobic 

half-life is approximately 22 days, with the major nonvolatile 

degradate being desmethyl dimethoate. 

Dimethoate is highly mobile in loam, silt loam, sandy loam 

and sandy soils. 

Dimethoate will not easily evaporate from the soil surface. 

The USEPA study showed that the chemical had low 

volatility since after 30 days, only 2.7% of the applied 

chemical had volatilized. 

 

 

Field crops alone account for 42-47% of the total 

dimethoate applied in 1993, totaling approximately 

880,000 to 1,034,000 pounds of active ingredient. 

Ten to fifteen percent of the total dimethoate applied 

during 1993 was to citrus crops, totaling 220,000 to 

330,000 pounds of active ingredient. 

c) Fate of dimethoate in soil 

Detailed studies conducted on dimethoate by USEPA 

in 1999 established that the insecticide is a mobile, yet 

non-persistent organophosphate chemical. This means 

that once in soil, it readily biodegrades. The primary 

route of dissipation is microbially-mediated hydrolytic1 

and oxidative degradation in aerobic soil, particularly 

under moist conditions, with a half-life2 of 2.4 days. The 

major degradate is carbondioxide- CO2, accounting for 

approximately 62% of the applied chemical after 14 days. 

Two non-volatile degradates, desmethyl dimethoate and 

dimethylthiophosphoric acid, were identified at levels less 

than 2%. These resultant products consist of carbon and 

phosphorus, which are natural constituents of soil. 

The USEPA study established that dimethoate does not 

photodegrade, i.e. get destroyed by action of light (since 

the degradation rates and products were essentially the 

same for under light and dark experimental conditions). 

Although dimethoate does not photodegrade on soil, the 

study provided information on degradation of dimethoate 

1 Hydrolysis is a chemical reaction in which a substance reacts 

with water and gets changed into other substances, as starch into glucose 

or natural fats into glycerol and fatty acids. 

2 Half-life is time taken by a substance to decay to half of its 

original weight. 


53

d) Potential for ground water contamination 

Although dimethoate is similar to many other 

organophosphate insecticides with respect to its mobility, 

it is not likely to persist in the environment and therefore 

should not leach to groundwater under most conditions. 

In aerobic soil, dimethoate will degrade with a half-life of 

less than 3 days. Dimethoate may persist longer under 

anaerobic conditions, with half-life of 22 days. However 

it is believed that most of dimethoate will degrade 

before encountering depths at which soil conditions are 

anaerobic. Residual chemical concentration detected 

in the wastewater sample was small (0.0255 mg/l) and 

would only require 2 half-lives (or 6 days) to degrade to 

0.003 mg/l, which is below the national standard of 0.004 

mg/l. 

e) Potential to contaminate surface runoff 

The USEPA study found dimethoate to have low affinity 

to attach to soil particles. The low soil-water partitioning 

of dimethoate (Kd values of 0.06, 0.30, 0.57, and 0.74) 

indicates that the chemical does not readily attach 

(adsorb) onto soil particles. Hence contamination of 

runoff will be primarily by dissolution in stormwater as 

opposed to adsorption to eroding soil particles/sediment. 

Besides its low soil-water partitioning, the relatively short 

persistence of dimethoate on soil surface means that its 

potential for stormwater contamination will be low. In 

addition, the low soil-water partitioning of dimethoate 

will allow leaching to remove a substantial amount of 

the chemical from the top 1-inch layer of soil that is 

ordinarily available for runoff during rainstorms. All these 

aspects combined, abate the risk of the pesticide residues 

contaminating surface water once pulping wastewater is 

applied on land at the plantation. 

f) Avian toxicity 

As part of the 1999 USEPA study, a 30-day daily oral 

administration test on six male and female wild ducks 

indicated that the lowest daily oral dosage that produced 

one or two deaths by the end of the 30-day period (30- day 

empirical minimum lethal dosage) was 6.0 mg/kg/day. If 

an average wild duck in that USEPA study weighed 2 kg, 

the lethal quantity of dimethoate the bird would take in a 

day before dying is 12 mg. In wastewater from the study 

plantation, concentration of dimethoate detected was 

0.0255 mg/litre (or 612 mg in the 24,000 litres that was 

discharged). To make up this lethal dosage, a single 2-kg 

bird would have to ingest 2% of all dimethoate in effluent 

discharged by the plantation- an absolute impossibility! 

Hence there is very low risk to wild birds when wastewater 

from pulping is used for land application at the plantation. 

The risk would be much less for larger wild animals. 

Conclusion 

The marginal low residual concentration of dimethoate 

found in pulping effluent at study coffee plantation 

limited posed no environmental risk to wild fauna, soil, 

groundwater and stormwater or runoff because of the 

following reasons: 

 

 

 

__________ 

A USEPA study on dimethoate established 

that the pesticide would readily degrade in 

normal aerobic soil with half-life of only 2.4 to 

3 days. 

The relatively short persistence of dimethoate 

on soil surface means that its potential for 

stormwater contamination is low. 

Dimethoate concentration in the wastewater 

is so low that land application will not pose 

risk to wild fauna. 

References and bibliographies 

Ali, Ghulam. 1995. Typical annual usage (1993) and 

percentage of various US crops treated with 

dimethoate. Biological and Economic Analysis 

Division, Office of Pesticide Programs, USEPA. 

Becker, Stephen. 1991. Dissipation of Dimethoate from 

Soil Following Application to Bean, Grape and 

Bare ground Plots Located in Fresno County, CA. 

Unpublished study performed by EPL Bio-Analytical 

Services, Inc., and California Agricultural Research, 

Inc. and submitted by Dimethoate Task Force, 

Germany. MRID: 42884403. 

California Environmental Protection Agency, Department 

of Pesticide Regulation. 1993. Sampling for pesticide 

residues in California well water: 1993 Well inventory. 

Data Base. CEPA-DPR. Sacramento, CA 

Dell’Omo, G. And R.F. Shore. 1996b. Behavioral effects 

of acute sublethal exposure to 63 deimethoate on 

wood mice, Apodemus sylvaticus: I. Field studies 

on radio-tagged mice in a cereal ecosystem. Arch. 

Environ. Contam. Toxicol. 31:91-97. 

Dell’Omo, G., R. Bryenton, and R.F. Shore. 1997. Effects 

of exposure to an organophosphate pesticide on 

behavior and acetylcholinesterase activity in the 

common shrew Sorexz araneus. 

Jacobson, B. and B. Williams. 1994. Dissipation of 

Dimethoate in Soil Under Field Conditions When 

Applied to Bare Ground in New York. Unpublished 

study performed by ABC Laboratories, Inc. and 

submitted by Cheminova Agro A/S, Denmark. MRID: 

43388002. 

Jacobson, B. and B. Williams. 1994. Dissipation of 

Dimethoate in Soil Under Field Conditions With Grain 


Sorghum in Texas. Unpublished study performed by 

ABC Laboratories, Inc. and submitted by Cheminova 

Agro A/S, Denmark. MRID: 43388001. 

Kenaga, E.E. 1973. Factors to be considered in the 

evaluation of the toxicity of pesticides to birds in 

their environment. In: Environmental quality, global 

aspects of chemistry toxicology and technology as 

applied to the environment. Vol. II (eds. Coulston, F. 

and F. Korte), Academic Press, NY. 

England. 593pp. In. Smith, G.J. Pesticide use and toxicology 

in relation to wildlife. U.S. Fish and U.S. Fish and 

Wildlife Service, Resource Publication 170. 

By: Eng. Lammeck KAJUBI: 

BScEng (1.1 Hons), MEngSc(Env) Queensland, REng (Uga.) 

CEO, Air Water Earth (AWE), civil & environmental engineering 

consultants. 

www.awe-engineers.com 

l.kajubi@awe-engineers.com 

Tel: 078-2580480 

“The wet method requires use of 

specific equipment and substantial 

quantities of water. The coffee 

cherries are sorted by immersion in 

water and bad or unripe fruit will 

float while the good ripe fruit will 

sink. The cherry skins and some of 

the pulp is removed by pressing 

the fruit by machine in water 

through a screen. The bean will still 

have a significant amount of pulp 

on it that needs to be removed 

and this is done either by fermentand-wash 

method or a newer 

procedure called machine-assisted 

wet processing, aquapulping or 

mechanical demucilaging.” 


55

PRODUCTION AND PROCESSING PROBLEMS OF 

ARABICA COFFEE FARMERS IN EASTERN UGANDA 

By Dr. Ahmad Jazayeri Bridge Commodities Ltd ahmad.jazayeri@gmail.com 

I. General Background 

Coffee accounts for 22% of Uganda’s 

export with Arabica representing on 

average 25% of the annual procurement 

of green coffee equivalent to 38,000 MT 

. Arabica coffee alone contributes to almost 

5% of Ugandan export earnings. In addition, 

Arabica coffee production is significant to 

farmer’s cash income. Of the approximately 

1.7 million coffee farming households in 

Uganda, 28% are involved in Arabica coffee 

production. The Eastern region (around 

Mount Elgon) is one of the principal Arabica 

coffee producing regions in Uganda. The 

Bugisu coffee from this region is comparable 

to the best of Ethiopia and Kenya coffees. 

In 2011, the Eastern region represented 2/3 

of the total area in Uganda under Arabica 

coffee cultivation with approximately 

36,000 ha, 52.5 million trees and 312,493 

households (UCDA Annual report, 2011, p.51) 

. UCDA does not provide production data by 

district in its annual report and therefore it is 

difficult to know the actual volumes for the 

Eastern region. One can however estimate 

that with an average yield of about 0.7 MT/ha 

of green coffee, the output is approximately 

24000 MT. 

56 50th Anniversary Edition 

56

The table below summarizes the key statistics for Arabica coffee in the Eastern region: 

II. 

Problem Statement 

Inspite of the significance of coffee production for 

the economy as a whole and for smallholder cash 

income, there are significant barriers facing the 

producers that must be overcome for Uganda to 

get the full benefits of its Arabica coffee potential 

in the Mount Elgon region1. 

Land Shortage - Farmers own very small plots 

used for both coffee and food production which 

compete for soil nutrition, shade, and mulching. 

Furthermore, the small size of land (average ¼ acre) 

does not provide sufficient income for capitalization 

of the farm leading to the vicious circle of low input 

and low output which perpetuates poverty. Land 

shortage also prevents the planting of additional 

shade trees. 

Soil Fertilization and Composting - Yields are 

getting lower each year as the soil nutrients are 

mined by food and tree crops with inadequate 

replacement. The major deficiency is nitrogen 

caused by continuous cropping and soil leakage 

due to rains. Composting techniques are not 

common and farmers often do not know or 

appreciate that organic matter including manure 

must be transformed before it can be absorbed by 

the tree. Coffee pulp is directly spread on the soil 

without being decomposed. On average, coffee 

pulp takes 6 to 9 months to be decomposed to a 

level that can be useful as fertilizer. The farmers 

waste much of the organic material such as crop 

residue from the bean and maize harvests. The 

organic manure and pulp, when available, are 

dumped near the homestead which overtime 

benefits the nearby trees while those in the 

outlying area have inadequate soil nutrition. 

1 - The following observations are based on the author’s 

walking tour and interviews with farmers and dealers of the Sironko 

and Bulambuli coffee growing areas from 29 November to 11 December 

2012. 

Shade Management - The canopy cover that provides 

shade is inadequate and there is generally poor canopy 

management which is either too thin or in some highland 

areas too thick. The shade trees are an integral part of 

the long-term ecological sustainability of coffee growing 

system which protects bio-diversity is key to sustainability. 

Shade trees are particularly important for protection of the 

soil and stabilizing the slopes in areas of high population 

density with high soil depletion and erosion rates such 

as Mount Elgon coffee growing areas. Undisturbed by 

human intervention, Arabica coffee evolved under the 

forest canopy in Ethiopia. The bio-diverse eco-system 

maintained a balance between coffee trees, shade trees, 

birds, insects, predators, weeds, soil moisture, microorganisms 

and soil stability. Such high diversity systems 

are ecologically more stable than high-input species-poor 

coffee fields. The high input systems with no shade tend 

to reduce bio-diversity due to tree clearance and frequent 

use of chemicals that disturb the balanced eco-system 

through eliminating the birds, and killing the predators 

such as ants, spiders, and micro-organisms that prevent 

harmful fungus. Coffee leaf miners, antracnosis, and 

Brown Eye Spot are attributable to the loss of biological 

diversity. Shade can considerably inhibit the activity of 

the Coffee Stem Borer because it prevents the insect from 

laying eggs. Similarly, outbreaks of nematodes and root 

diseases are often caused by a reduction of microbial 

activity and diversity in the soil due to fertilizers, pesticides 

and herbicides. 

Coffee trees need shade to slow down their fruit 

maturation; large coffee beans are usually found under 

shade with heavier weight of cherries, improved cup 

quality (especially body and acidity), with a reduced 

percentage of fallen fruit of over 20%. It also lowers the 

percentage of reject fruits that are diseased, mummified, 

sunburnt or dried, maintain a cool air temperature for the 

tree, and protect the tree from direct sunburn all resulting 

in superior cup quality. For example, photosynthesis is 

sharply lowered at temperatures above 26 degrees that 

can be caused by direct sunshine on the tree. Moderate 


57

shade can prevent leaf rust and give higher 

fertility. Direct sunshine lowers the levels of 

potassium, calcium and zinc in the soil while 

shade promotes these nutrients. The main 

mechanism for biological soil improvement 

is the permanent root system which improves 

nutrient recycling from the subsoil to the 

top soil through the leaf system, reduces 

leaching losses, and fixes nitrogen. With 

similar soil nutrition, shaded trees have better 

leaf retention and are taller than trees with 

little or no shade. Shade prevents the growth 

of weed by blocking the sun and the fallen 

leaves act as mulch and prevents germination 

and spread of weeds. A permanent shade 

of 50% eliminates weeds completely and 

therefore saving considerably on labour cost 

for weeding. Most farmers are not aware of 

the correct spacing for the required canopy 

cover of at least 50%. 

Banana trees which are only a temporary 

canopy for young trees are in many instances 

used as the only canopy even for the mature 

trees. The SL 14 Arabica tree for example 

grows as high as or even taller than a banana 

tree and therefore the banana tree cannot be 

an effective canopy for this variety which is the 

most common and the most recommended 

coffee tree. The tree species that have proven 

effective in the region for providing the canopy 

cover are alibizia, acacia, cordia and Gliricidia 

sepium which is an exotic leguminous tree 

with fast germinating leaves that are used for 

mulching. There are fruit trees such as mango, 

avocado and citrus trees that can grow high 

and tall and act against soil erosion in addition 

to providing good shade. There is controversy 

over the use of fast growing trees for poles 

and timber such as acacia. This issue needs 

further research under Ugandan conditions. 

Although the seedlings for the shade trees are 

commonly available, the farmers are not adopting them 

as required because of the apparent shortage of land 

and the competition for space between shade trees and 

food crops. Shade trees are stronger than coffee trees and 

can be a good protection against landslides which have 

devastated many lives in the region. 

Pest and Disease Control - Various pests and diseases 

are present in the area. Amongst the pests; the most 

prevalent are the mealy bug, antestia, coffee berry borer, 

coffee stem borer, and leaf miner. Such pests impact the 

terminal buds, the flowering areas, the berries, and the 

stem of the coffee tree. The main cause of an increase 

in the incidence of pests and diseases is the imbalance 

in the eco system brought about by deforestation, 

intensification of coffee production, and use of chemicals 

that kill the predators and eliminate the natural balance 

in the eco system. The recommended insecticide against 

most pests is dimethoate which kills on contact by acting 

on the insect’s nervous system. A major problem with 

domethoate is that it is highly toxic and can have negative 

lateral damage on water streams, micro-organisms, birds 

and insect predators such as spiders. In this regard, it is 

instructive to note that the State of Hawaii, home to the 

famous Kona coffee, dimethoate is banned due to its high 

toxicity but is widely used in Uganda. 

Banana trees which are only a 

temporary canopy for young 

trees are in many instances used 

as the only canopy even for the 

mature trees. The SL 14 Arabica 

tree for example grows as high 

as or even taller than a banana 

tree and therefore the banana 

tree cannot be an effective 

canopy for this variety which is 

the most common and the most 

recommended coffee tree. 


Organic alternatives currently 

registered for coffee in Hawaii are 

Volck® Supreme Oil (especially for 

mealy bug), Safer’s® Insecticidal 

Soap Concentrate (for most insects), 

and Clean Crop® Superior 70 Oil. 

These are much safer organic pest 

control solutions. Other organic 

and non-chemical solution is to 

introduce natural predators which 

require research and adaptation 

although this has not yet been done 

sufficiently in Uganda. Integrated 

Pest Management in Indonesia 

shows that organic alternatives are 

available and can be developed by 

the farmers themselves for pest control such 

as using natural predators to eliminate the 

insects that cause damage to crops instead of 

using expensive and dangerous chemicals. A 

50% shade cover, as explained above, are an 

important part of the solution. 

Amongst the diseases, the most prevalent are 

the fungi causing leaf rust and coffee berry 

disease. Again although these fungi can be 

controlled by routine spraying with copper 

oxide, organic alternatives are available and 

should be promoted to avoid creating “toxic 

trails” in the mountain. Chicken, turkey, 

peacocks, guinea fowl, pheasants, lizards, and 

the birds pick bugs and while their droppings 

add nitrogen to the soil. Animal roaming 

under the trees should be encouraged. 

Regular pruning of the diseased branches 

and their elimination from the farm is also 

effective. Adequate shade reduces fungus 

growth and prevents leaf rust. Interestingly, 

poverty has prevented many farmers in 

greater of use chemical pesticides and this 

may be a blessing in disguise. 

Amongst the diseases, the 

most prevalent are the fungi 

causing leaf rust and coffee 

berry disease. 

Mulching - Mulching, which involves spreading fresh 

or decomposed plant material on the surface of the 

soil between coffee trees is insufficiently practiced. 

Mulching is needed to decrease weed growth, keep 

the soil moist with a moderate pH, and increase the 

organic matter. Part of the problem is that much of the 

grass in the area is used for animal feed and little is left 

for mulching. A major issue is awareness of the benefits 

of mulching. There are also trade-offs that need to be 

achieved between intercropping beans and coffee and 

mulching at the completion of bean harvest. Some 

farmers tend to burn the crop residues which could be 

used as mulch. Maize leftovers, locally growing grasses 

especially along the river banks could be slashed and 

used as mulch. 

Pest and Disease Control - Various pests and diseases 

are present in the area. Amongst the pests the most 

prevalent are the mealy bug, antestia, coffee berry borer, 

coffee stem borer, and leaf miner. Such pests impact the 

terminal buds, the flowering areas, the berries, and the 

stem of the coffee tree. Although, the recommended 

insecticide against most pests is dimethoate which 

kills on contact by acting on the insect’s nervous 

system, a major problem with domethoate is that it is 

highly toxic and can have negative lateral damage on 

water streams, humans, and birds. In this regard, it is 

instructive to note that the State of Hawaii, home to 

the famous Kona coffee, dimethoate is banned due 

to its high toxicity yet the chemical is widely used in 

Uganda. Organic alternatives currently registered for 

coffee in Hawaii are Volck® Supreme Oil (especially for 

mealy bug), Safer’s® Insecticidal Soap Concentrate (for 

most insects), and Clean Crop® Superior 70 Oil. These 

are much safer organic pest control solutions. Other 

organic and non-chemical solution is to introduce 


59

natural predators which require research 

and adaptation but that has not yet been 

done sufficiently in Uganda. Integrated 

Pest Management in Indonesia shows that 

organic alternatives are available and can 

be developed by the farmers themselves 

for pest control such as using natural 

predators to eliminate the insects that 

cause damage to crops instead of using 

expensive and dangerous chemicals. 

Amongst the diseases, the most prevalent 

are the fungi causing leaf rust and coffee 

berry disease. Again although these fungi 

can be controlled by routine spraying 

with copper oxide, organic alternatives 

are available and should be promoted 

to avoid creating “toxic trails” in the 

mountain. Chicken, turkey, peacocks, 

guinea fowl, pheasants, lizards, and the 

birds pick bugs and with their droppings 

add nitrogen to the soil. Animal roaming 

under the trees should be encouraged. 

Regular pruning of the diseased branches 

and their elimination from the farm is 

also effective. Poverty has prevented 

many farmers in greater of use chemical 

pesticides and this may be a blessing in 

disguise. However it should be noted that 

in cases of severe attack, there may be no 

short term alternative but to spray. 

De-stumping and pruning - Many 

highland trees have between 20 to 40 

years and require de-stumping which 

involves integral stumping of the entire 

tree followed by maintenance of three 

stems together with recommended 

management. A casual observation of 

the trees in the area shows one stem with 

seven to 8 vertical branches all with poor 

yields. Correct pruning after two to three 

yields of good performance of a branch 

is not practiced with the consequence of 

falling productivity of the tree. Another 

observation is that many farmers 

especially in highland areas do not have 

adequate pruning scissors and saws which 

are often locally replaced by using knives 

or axing that disturb the trees. 

Intercropping - Careful planning is needed to ensure 

an optimal planting of coffee trees with food crops. For 

example, beans should be the bunch variety and not the 

climbing variety that are heavy feeders and can compete 

with the coffee tree. Banana has long routes that can take 

nutrition away from the coffee tree. Planting maize with 

coffee trees is not a good idea as the maize will practically 

suffocate the coffee. Fertilization should consider the need 

for all the crops and not for coffee alone. Bananas need 

sunshine and should be planted in the more exposed 

areas while coffee trees require at least 50% shade. In 

the lowlands area banana is more important while in the 

highlands coffee is more important. Coffee farmers need 

to be sensitized that that a well-managed garden can 

provide a moderate shade for coffee without affecting the 

growth of the bananas which should be planted where 

there is most light. 

Price and Processing at Farm level - According to local 

estimates, almost 50% of the coffee is sold as red cherries 

to washing stations and dealers who pulp and dry the 

product 2 . 

2 - Currently red cherries are sold at UGX 900/kg while the price 

of dry parchment coffee ranges between USH 4000 to USH 5000. Considering 

that on average 55% of the red cherry is pulp and mucilage, the red 

cherry price is equivalent to selling the parchment at half price. 


The highland farmers are generally poorer than lowland 

farmer with less income generation alternatives and resort 

more frequently to selling red cherries. Labour shortage, 

need for cash, and the poor accessibility to working 

pulpers further compel the farmers to sell the red cherries 

before transforming them into parchment. The pulpers 

used in the region are predominantly manufactured by 

Bental fabricated some 50 years ago. According to one 

estimate, the ratio of hand pulpers to farmers is about 

1:50. Many farmers do not have access to such devices 

and must pay UGX 10,000 per day to borrow a pulper from 

a neighbour. 

Coffee inter-planted with banana. 

Good drum or disk hand pulpers are currently very 

expensive (over UGX 2 million for a Brazilian type from 

Pinhalense). The cheaper chain driven Chinese or Indian 

types are available in Mbale at UGX 700,000 but they are 

fragile and do not last for a long time. The spares are rarely 

available. 

It should be added that hand pulping of red cherries 

at farm level has a number of disadvantages as it is not 

possible to have full control on the processing conditions 

by each individual farmer in terms of the pulping 

efficiency, quality of the water used, fermentation and 

drying all of which affect the quality of coffee. The old and 

worn-out hand-pulpers (some dating from 50 years ago) 

nip the beans, are inefficient and have a poor parchment 

turnout. A hand count revealed that almost 10% of the 

cherries are not pulped and there is a lot of parchment 

mixed up with the pulp. 

The use of unclean water and uncontrolled fermentation 

methods increase the risk of contamination. Coffee is 

washed after a-two-day fermentation by using baskets 

that are taken to nearby streams for washing. The 

environmental pollution during the pulping season is 

very significant with many streams brownish and dirty. 

A young woman has borrowed a pulper for her father. 

Drying - The weather conditions for drying is also a 

big challenge, more so in the highland, because of the 

frequency of the rains especially during the first two 

months of the season when rains are very frequent. The 

most common method is drying on tarpaulin sheets 

recovered from World Food Programme (WFP) tents. Local 

dealers buy the wet parchment with 30-40% moisture 

from the farmers and dry them in the trading centres 

thereby adding value and earning between UGX 200 to 

500 extra per kg. 

The traditional use of raised tables using rollable papyrus 

mats are unfortunately more and more infrequent. 

The bulking of parchment by the dealers who buy wet 

parchment from the farmers and dry it in trading centres 

leads to a non-homogeneous product which subsequently 

attracts a lower price at the international market. 

An old (1930) Bental hand pulper used by a farmer in 

the mountain near Namuserere. 


61

The unpredictable weather, drying on the ground, and 

dust all affect the quality. 

Rural Roads 

Walking in the mountain towards the end of the rainy 

season showed the poor state of the roads. Some of the 

best coffee growing areas are not reachable by trucks 

and the produce must be carried by motorcycles or 

on head. Many of the existing roads are not drivable 

during the rainy season. Some communities are totally 

disconnected to the road network. 

Tarpaulin sheet on the ground used for drying 

parchment coffee (Budadiri). 

Financial Services for Farmers - Financial services 

offered by the commercial banks are unavailable at 

the local level. Farmers who need a bank account have 

to go to Mbale and operate a personal account at a 

commercial bank purely for receipts and payments 

which are also provided by the mobile money service 

providers. However, the critical requirement is adapted 

agricultural loans, adapted savings services, and 

micro-insurance which are not provided by banks or 

mobile money providers. Seasonal loans are needed 

to buy inputs, simple tools for pruning, de-stumping 

and labour. Labour is required for picking, pulping, 

washing, spraying etc. which is highly required at the 

end of March and beginning of April when application 

of fertilizers and weeding is done. Because of lack of 

adequate security and regular income, most banks 

shy away from lending to farmers and the existing 

agricultural credit schemes are difficult to access for 

most smallholders. 

Traditional Papyrus mat and table for drying coffee 

used by a lead farmer (rarely seen nowadays). 

The use of unclean water and 

uncontrolled fermentation methods 

increase the risk of contamination. Coffee 

is washed after a-two-day fermentation 

by using baskets that are taken to nearby 

streams for washing. The environmental 

pollution during the pulping season 

is very significant with many streams 

brownish and dirty. 

Stuck on the Budadiri Namuserere road. 


III 

Towards Solutions 

Without a doubt the above-mentioned 

issues have and continue to hamper 

coffee production, processing and above 

all coffee quality. What is required is to 

ensure that the smallholders, who are 

the foundation of the coffee sector, are 

empowered and supported so that the 

rest of the edifice does not collapse. The 

farmer-first strategy proposed below 

is therefore inspired from the author’s 

experience and conviction that without 

major investments in building the 

smallholders capacity and income, the 

coffee sector and coffee production are 

likely to decline and deteriorate in the 

near future. 

Improved and Sustainable Coffee 

Production 

To increase and improve sustainable coffee 

production, the two principal ingredients 

are farmer education and access to tools 

and inputs. In providing farmer education, 

there is need for a radical break with the 

old centralized top down training and 

visit (T&V) system where technology 

was supposed to be transferred from 

research stations via the extension agent 

to the farmer in a one-way flow and 

where the extension agent is the supplier 

of knowledge. A modification of this 

approach into a “demand driven” system 

is also not satisfactory because “demand 

“ requires awareness of what should be 

demanded which may not be there and, 

even worse, the demand is expected 

to be supplied by the government 

extension agents. This centralized and 

non-participatory lecturing approach has 

proven costly and ineffective. In Uganda, 

for example, coffee extension is the 

responsibility of UCDA which has 1 agent 

for over 50,000 farmers and in most coffee 

farmers have never seen any extension 

agent. 

A more cost-effective and sustainable 

approach is the Farmer Field School (FFS) 

which involves empowering the farmer 

to remove the dependency on external 

expertise and develop the capability 

of generating, adopting and extending sustainable 

agriculture within the localities where they make their 

livelihoods. In FFS, farmers take the roles of experts, 

trainers, and researchers. The FFS is a group of farmers 

organized under a lead or advanced farmer and supervised 

by a especially trained external facilitator to motivate 

and guide the discussion towards factors affecting 

coffee production, methods for addressing soil fertility, 

crop yield, environmental protection, disease and pest 

control, and other issues of common interest including 

networking, marketing and business management 

based on experiments, observations and analysis. It is an 

application of the principal that information is highest 

at the lowest level and where “truth” emerges through 

conversation and consensus and not through imposition 

of the theoretical views of researchers or extension 

workers. The FFS generates recommendations through a 

group consensus for developing the best locally adapted 

and site-specific agricultural practices through farmer’s 

own discovery. 

Such an approach has already been applied in 87 countries 

including Uganda. The approach was introduced 

originally in 1986 by Food and Agricultural Organisation 

(FAO) for Integrated Pest Management in Indonesia with 

successful and encouraging results. Tanzania and Kenya 

have integrated the FFS methods in their extension 

systems. The FFS method was used effectively in Uganda 

in 1999 to 2002 period in a number of districts for fighting 

against the Banana Wilt Disease. Although HE President 

Museveni in a 2008 speech directed all government 

agencies involved in agriculture to actively implement the 

FFS methodology, not much has happened since. FAO has 

been active using this approach in disaster areas but not 

in coffee growing or more agriculturally active areas. 

A more cost-effective and sustainable 

approach is the Farmer Field School 

(FFS) which involves empowering the 

farmer to remove the dependency on 

external expertise and develop the 

capability of generating, adopting 

and extending sustainable agriculture 

within the localities where they make 

their livelihoods. 


63

Through the FFS as the driving vehicle, the 

lead farmers (here understood as farmers 

with established coffee nurseries) should 

be supported to expand their nurseries to 

a minimum of 40,000 seedlings for coffee 

and 10,000 for shade trees. Extension 

packages should be made available for 

experimentation and adaptation after 

practical field trials by the farmers through 

the FFS on shading, mulching, composting, 

stumping, pruning, pest and disease 

control, and best intercropping practices 

for improved overall farm and business 

management. Through an MOU with the 

lead farmer, he/she could offer land and 

labour and volunteer to host the school 

in exchange for donor or government 

investment for a training hall, plant 

materials, lab facilities, power, curriculum, 

printed material, and other training 

requirements for a field school. The FFS 

could also be designed as a company for a 

one-stop-shop with a store for supplying 

inputs and tools such as sprayers, pruning 

scissors, seeds, and chemicals linked to 

a financial institution, cooperative or a 

microfinance organization. 

The normal duration of the FFS is a full 

year after which farmer students graduate 

and new farmers can be admitted. There 

should be small school fee to cover the 

operating costs of the school operated by 

the lead farmer. In many cases, graduates 

are found to become influential members 

of their community due to their superior 

knowledge. An unintended but positive 

consequence of FFS implementation has 

been the emergence of FFS Network of the 

graduates in various countries including 

Uganda. These networks provide a number 

of benefits such as advocacy for farmer 

empowerment and women, information 

sharing on marketing opportunities, and 

bulking for the purchase of inputs. 

At least nine FFS networks in Eastern Africa support about 

2,000 FFSs with close to 50,000 direct beneficiaries 3 . The 

FFS and the networks are particularly encouraging in 

terms of strengthening the role of women and could be 

used for promoting the Women in Coffee agenda. 

Improved Ecological Processing Capacity 

Farm level coffee processing can be substantially 

improved through the establishment of mechanized 

Eco-Pulper Units (EPUs) located in key trading centres 

in coffee growing districts. The eco-pulpers can increase 

value addition for farmers, substantially accelerate 

coffee processing and quality resulting in mostly P-grade 

coffees, minimize environmental pollution of water 

bodies and streams currently used for washing coffee, 

provide a controlled and quick drying facility, reduce and 

eliminate the risks of coffee contamination, and allow the 

mucilage, currently dissolved in water and wasted, to be 

collected mechanically without fermentation for sale to 

the pharmaceutical industry as pectin. The eco-pulper 

units can further establish vermicomposting areas for the 

transformation of the pulp into organic fertilizer that will 

be made available to coffee farmers to replace chemical 

fertilizer usage. 

Donor and government funds would be mobilized 

for the establishment of enterprises through public/ 

private partnership. Commercial operators (SMEs) and 

local communities should be supported by donor and 

government funds to this end. The donors have an 

interest in supporting such investments due to the high 

economic returns and the externalities in terms of poverty 

alleviation and reduction in environmental pollution. 

The local commercial entrepreneurs can enter into a 

partnership with a local community for the allocation 

of land while the investor together with the donor can 

build the required building and purchase the machinery. 

With preliminary estimates, such an enterprise can be 

established at the cost of about $ 50,000 for a 1MT/hour 

pulping capacity or an actual low cost of only $ 5000/year 

in terms of depreciation value. 

3 - Federating Farmer Field Schools in Networks for Improved Access 

to Services, siteresources.worldbank.org/INTARD/.../Module3-IAP2. 

pdf, A. Braun, G. Khisa, D. Duveskog, K. Davis. 

TheFFSandthenetworksareparticularlyencouragingintermsof 

strengthening the role of women and could be used for promoting the 

Women in Coffee agenda. 


The operating costs for such a unit can range 

between $1500 and $ 3,000 depending on location 

and staff qualifications. The income is substantial 

as most farmers selling red cherries would most 

likely use the service at a fee. 

The unit must have a drying yard with green house 

for accelerated drying and a warehouse for storing 

parchment coffee. The service should be offered 

on a fee basis and not by buying the red cherries 

from the farmers as is practiced at present. The 

stored parchment can then be used as collateral 

for a line of credit to farmers who have brought 

their cherries to the station. 

Financial Services for Coffee Growers 

Financial services targeted to coffee farmers can 

be made available through collateral management 

of the parchment produced at the Eco-Pulping 

Units (EPUs). The farmers can store their dry 

parchment coffee at the warehouses adjacent 

to the EPUs and benefit from financial services 

securitized by the parchment coffee through 

standby arrangements with commercial banks. 

Moreover, the FFS Networks can be capitalized for 

offering microfinance services for consumption 

and business loans to farmers. Such microfinance 

arrangements may provide proximity services 

such as: (a) seasonal loans in-kind, (b) interest 

bearing and commitment based savings accounts, 

(c) life, health, and crop micro-insurance products, 

and (d) improved financial literacy for the farmers. 

Expanding the Domestic Consumption Market 

through Roasting and Tasting 

Individual farmers, dealers and local exporters 

have difficulty in roasting and cup tasting their 

own coffees before sale. This limits their ability to 

negotiate and know their coffee. Additionally, most 

Ugandans, including many from coffee growing 

areas, have never roasted coffee and don’t know 

how to do it. In most hotels, even in Kampala, the 

common coffee is the instant coffee especially 

Nescafe. It is also amusing to find that on many 

official occasions, including those supported by 

UCDA; the guests are served imported Nescafe or 

other instant coffees. 

supply and expand the domestic coffee market. Hotel and 

restaurant owners need to be educated about Ugandan 

coffee and why they should be keen to serve fresh 

Ugandan and not instant coffee. The author experimented 

with a blend of Robusta and Arabica medium roasted 

and ground to the point of becoming like flour (so-called 

Turkish grind). The coffee dissolves in water to a high 

extent leaving only a small amount of fine residue in the 

cup and it can easily substitute instant coffee. 

Roasting units should be installed to provide coffee 

roasting and packaging services for the public at an 

affordable cost. This facility will enable the capable local 

farmers to sell roasted coffee, green cleaned coffee as well 

as parchment if they wish. Local businesses may buy green 

coffee and roast it at such facilities for sale in their shops 

or nearby markets. This will support the local enterprises 

in many districts. Information exchange and coffee tours 

to the coffee growing areas for tourists can further make 

Ugandan coffee more visible to foreign visitors who will 

become the goodwill ambassadors of Ugandan coffee in 

their own countries. 

Conclusion 

T 

his article has tried to summarize the key constraints 

of coffee production in Mt Elgon and hopefully will 

trigger a useful debate on the topic. The key conclusion 

that needs to be emphasized is the gap between the great 

potential of coffee in Mt. Elgon and the actual production 

levels constrained by technical, financial, institutional and 

environmental factors. These constraints can be addressed 

only with far sighted vision and leadership based on 

a consistent and long term investment strategy in the 

smallholder economy, in new processing technologies, 

and market development. Ugandan farmers produce 

one of the best coffees in the world, let us not disappoint 

them! “ 

To expand the domestic consumption market for 

Ugandan coffee, the first step is to make roasting 

easy and affordable in coffee growing areas and 

elsewhere. This can generate a vibrant roasted and 

ground coffee business based on locally grown 

coffees. A roasting plant that can roast for a fee for 

minimum quantities of about 25 kg on order can 


65

Appendixes 

Appendix 1 

Uganda’s Coffee Exports from 1964/65 - 2011/12. 

COFFEE QUANTITY VALUE 

AVG 

PRICE 

AVG PRICE 

No. No SEASON (60 Kg Bags) US $ US $/Kg US $/Kg 

1 1 64/65 2,158,736 76,820,312 0.59 0.27 

2 2 65/66 2,855,621 106,126,982 0.62 0.28 

3 3 66/67 2,637,862 146,548,850 0.93 0.42 

4 4 67/68 2,967,825 139,078,017 0.78 0.35 

5 5 68/69 2,670,201 162,473,613 1.01 0.46 

6 6 69/70 3,193,638 185,874,447 0.97 0.44 

7 7 70/71 3,032,609 130,818,018 0.72 0.33 

8 8 71/72 3,139,559 145,469,659 0.77 0.35 

9 9 72/73 3,677,100 175,549,153 0.80 0.36 

10 10 73/74 3,283,183 228,518,975 1.16 0.53 

11 11 74/75 2,861,399 175,337,140 1.02 0.46 

12 12 75/76 2,431,524 245,222,753 1.68 0.76 

13 13 76/77 2,449,737 558,512,578 3.80 1.72 

14 14 77/78 1,742,575 312,097,360 2.99 1.35 

15 15 78/79 2,353,031 389,108,354 2.76 1.25 

16 16 79/80 2,219,802 433,471,715 3.25 1.48 

17 17 80/81 1,973,458 230,463,637 1.95 0.88 

18 18 81/82 2,785,647 322,030,310 1.93 0.87 

19 19 82/83 2,194,888 295,259,322 2.24 1.02 

20 20 83/84 2,519,024 392,677,096 2.60 1.18 

21 21 84/85 2,500,031 367,591,092 2.45 1.11 

22 22 85/86 2,392,198 390,362,568 2.72 1.23 

23 23 86/87 2,280,206 308,594,658 2.26 1.02 

24 24 87/88 2,318,341 263,239,573 1.89 0.86 

25 25 88/89 3,114,396 294,867,882 1.58 0.72 

26 26 89/90 2,364,751 139,566,731 0.98 0.45 

27 27 90/91 2,085,004 121,343,113 0.97 0.44 

28 28 91/92 2,030,829 101,442,768 0.83 0.38 

29 29 92/93 2,088,642 108,873,991 0.87 0.39 

30 30 93/94 3,005,205 273,658,850 1.52 0.69 

31 31 94/95 2,792,753 432,651,034 2.58 1.17 

32 32 95/96 4,148,803 388,916,157 1.56 0.71 

33 33 96/97 4,237,114 355,126,641 1.40 0.63 

34 34 97/98 3,032,338 276,476,134 1.52 0.69 

35 35 98/99 3,647,989 282,995,511 1.29 0.59 

36 36 99/00 2,917,257 164,763,789 0.94 0.43 

37 37 00/01 3,074,773 104,776,424 0.57 0.26 

38 38 01/02 3,146,381 83,936,951 0.44 0.20 

39 39 02/03 2,663,888 104,787,094 0.66 0.30 

40 40 03/04 2,523,042 115,705,844 0.76 0.35 

41 41 04/05 2,504,890 162,146,235 1.08 0.49 

42 42 05/06 2,002,324 170,362,075 1.42 0.64 

43 43 06/07 2,704,236 256,580,844 1.58 0.72 

43 44 07/08 3,211,256 388,412,769 2.02 0.91 

44 45 08/09 3,054,848 291,832,877 1.59 0.72 

45 46 09/10 2,668,971 266,673,061 1.67 0.76 

47 10/11 3,149,423 448,890,669 2.38 1.08 

48 11/12 2,726,249 392,698,138 2.40 1.09 

Source: Uganda Coffee Development Authority 


Appendix 2 

COFFEE EXPORTS BY DESTINATION FOR COFFEE YEAR 2011-12 

Quantity in 60 kilo Bags 

DESTINATION QUANTITY %age Mkt share 

2011-2012 2011-2012 

1 EU 1,828,300 67.06 

2 Sudan 427,573 15.68 

3 USA 106,489 3.91 

4 India 72,868 2.67 

5 Ecuador 65,291 2.39 

6 Switzerland 42,130 1.55 

7 Russia 34,101 1.25 

8 Morocco 20,347 0.75 

9 South Africa 18,931 0.69 

10 Vietnam 17,974 0.66 

11 Kenya 17,584 0.64 

12 Middle East 15,559 0.57 

13 Tunisia 14,607 0.54 

14 Egypt 8,973 0.33 

15 Algeria 7,988 0.29 

16 China 7,815 0.29 

17 Japan 7,059 0.26 

18 Australia 7,040 0.26 

19 Taiwan 2,800 0.10 

20 Singapore 1,540 0.06 

21 Mexico 960 0.04 

22 Hongkong 320 0.01 

Total 2,726,249 100.00 



67

Appendix 3 

COFFEE EXPORTERS’ PERFORMANCE FOR 2011/12 - QUANTITY 60KG BAGS AND VALUE USD 

Robusta Arabica Total 

Quantity Value Quantity Value Quantity Value 

Ugacof(U) Ltd 368,964 41,871,687 60,905 11,369,163 429,869 53,240,850 

Kyagalamyi coffee Ltd 198,236 22,473,896 190,722 35,216,529 388,958 57,690,425 

Olam (U) Ltd 281,658 34,119,738 49,558 10,407,374 331,216 44,527,112 

Kawacom (U) Ltd 78,953 9,806,408 175,209 37,434,105 254,162 47,240,513 

Ibero (U) Ltd 150,759 18,583,399 18,301 4,307,855 169,060 22,891,254 

Job Coffee 79,228 9,768,329 74,762 14,764,409 153,990 24,532,738 

Kampala Domestic Stores 143,266 14,548,243 350 43,982 143,616 14,592,225 

Savannah Commodities 82,300 9,327,688 45,805 8,726,717 128,105 18,054,406 

Greatlakes Co. Ltd 14,420 1,734,115 96,348 23,907,789 110,768 25,641,904 

Panafric Impex(U) Ltd 94,980 12,143,550 94,980 12,143,550 

Lakeland Holdings 39,563 4,470,242 21,100 3,756,189 60,663 8,226,431 

Nakana Coffee Factory 58,910 7,569,988 58,910 7,569,988 

Penform Trading Ltd 53,972 6,609,617 1,900 218,520 55,872 6,828,137 

LD Commodities (U) Ltd 44,101 5,502,461 10,499 2,053,584 54,600 7,556,045 

Armajaro Uganda Limited 46,519 6,302,523 46,519 6,302,523 

Kamba Petroleum 26,374 2,863,109 16,928 3,467,523 43,302 6,330,631 

Kitasha Coffee Buyers 37,097 4,260,193 37,097 4,260,193 

Mbale Importers & Exporters 6,412 779,390 15,260 3,293,131 21,672 4,072,522 

Ankole CoffeeProducers 20,866 2,151,482 286 61,879 21,152 2,213,361 

Kisuule A & Sons 17,168 2,070,082 17,168 2,070,082 

Wabulungu MultPurpose 12,760 1,605,213 3,674 952,599 16,434 2,557,812 

Risala (U) Ltd 12,968 1,331,904 1,332 126,858 14,300 1,458,762 

BakwanyeTrading Ltd 654 87,429 12,080 2,467,635 12,734 2,555,064 

Gumutindo CoffeeCoop 11,580 2,855,065 11,580 2,855,065 

Coffee Services 7,973 625,275 3,151 715,292 11,124 1,340,567 

Ankole Coffee Processors 8,168 1,040,625 2,720 507,358 10,888 1,547,983 

ZigotiCoffeeWorks Ltd 5,938 773,360 5,938 773,360 

Kaweri Coffee Plantation 4,320 594,925 4,320 594,925 

Nile Highlands 3,500 809,301 3,500 809,301 

Bukonzo Joint Co-op 166 16,439 1,754 466,176 1,920 482,615 

AndersonInvestments 1,600 183,599 320 91,006 1,920 274,605 

Export Trading Co. Ltd 1,920 264,129 1,920 264,129 

Coffee World Ltd 980 123,414 640 96,509 1,620 219,922 

Commodity Solutions 1,368 179,271 1,368 179,271 

Green Holdings 1,280 198,943 1,280 198,943 

Budadiri Arabica Coffee 960 175,028 960 175,028 

Qualicoff (U) Ltd 700 74,139 700 74,139 

KabumTrading Ltd 640 151,332 640 151,332 

Gatto Estates 250 31,416 288 24,577 538 55,992 

TransgazCompany Ltd 345 44,723 345 44,723 

Katuka Development Trust Ltd 320 44,021 320 44,021 

Masai Tours & Travel Ltd 221 55,689 221 55,689 

Total 1,904,176 223,976,023 822,073 168,722,115 2,726,249 392,698,138 



Appendix 4 

UGANDA COFFEE EXPORTS BY GRADE - 2011-12 

QUANTITY IN 60-KILO BAGS; VALUE IN USD$ and UNIT VALUE IN US $/KILO 

GRADE QUANTITY VALUE UNIT VALUE 

TOTAL 2,726,249 392,698,138 2.40 

ROBUSTA 1,904,176 223,976,023 1.96 

1 ORG ROBUSTA 6,770 841,500 2.07 

2 WASHED ROB 10,239 1,377,595 2.24 

3 UTZ ROBUSTA 990 137,545 2.32 

4 SCREEN 18 236,315 30,471,309 2.15 

5 SCREEN 17 85,100 10,783,739 2.11 

6 SCREEN 15 941,857 116,726,527 2.07 

7 SCREEN 14 5,700 671,036 1.96 

8 SCREEN 13 334 39,762 1.98 

9 SCREEN 12 325,877 37,967,855 1.94 

10 OTHER ROB 290,994 24,959,155 1.43 

ARABICA 822,073 168,722,115 3.42 

11 SPECIALITY 640 227,049 5.91 

12 SIPI FALLS 1,060 306,695 4.82 

13 BUGISU B 766 221,532 4.82 

14 BUG RFA 320 88,889 4.63 

15 OKORO AA 1,000 274,764 4.58 

16 ORG WUGAR 2,448 660,396 4.50 

17 BUGISU C 2,480 645,719 4.34 

18 ELGON A 3,040 768,263 4.21 

19 ORG BUGISU 7,700 1,937,399 4.19 

20 ARA-C/PB 2,480 617,901 4.15 

21 WHITE NILE 5,650 1,401,702 4.13 

22 BUGISU SUSTAINABLE 1,600 383,495 3.99 

23 BUGISU AA 72,306 17,292,782 3.99 

24 BUGISU A 14,560 3,415,596 3.91 

25 RWENZORI 474 109,348 3.84 

26 SUPREMO 2,520 576,194 3.81 

27 BUGISU PB 8,988 2,047,155 3.80 

28 MT.ELGON 16,084 3,643,367 3.78 

29 ORG -DRUGAR 6,478 1,445,068 3.72 

30 WUGAR 44,264 9,813,030 3.69 

31 BUGISU AB 38,554 8,364,285 3.62 

32 ORG-OKORO 3,414 733,219 3.58 

33 DRUGAR 475,747 100,026,017 3.50 

34 BUGISU A+ 12,725 2,643,578 3.46 

35 BUGISU SU 1,380 262,899 3.18 

36 OKORO 1,740 301,907 2.89 

37 OKORO A 4,620 733,338 2.65 

38 MIXED ARA 3,040 461,908 2.53 

39 OTHER ARA 85,995 9,318,621 1.81 



69

Appendix 5 

SELECTED UGANDA FORMAL EXPORTS BY QUANTITY AND VALUE (USD $ ‘000) 2007 - 2011 

Unit 2007 2008 2009 2010 2011 5-Yr Totals 

Traditional Exports Units 

Value 

US$ 

Units Value US$ Units Value US$ Units Value US$ Units 

Value 

US$ 

Units Value US$ 

Coffee Tonne 164,540 265,853 200,640 403,179 181,324 280,209 159,433 283,891 188,623 466,659 894,560 1,699,791 

Tobacco Tonne 26,384 66,301 29,042 66,448 32,000 57,170 32,373 68,662 28,402 53,981 148,201 312,562 

Tea Tonne 44,015 47,629 46,022 47,222 44,446 59,761 54,555 68,263 55,650 72,126 244,688 295,001 

Cotton Tonne 16,230 19,571 7,960 13,214 17,888 23,186 11,891 19,919 25,587 86,011 79,556 161,901 

Non - Traditional 

Exports 

Fish and Fish Products Tonne 31,681 124,711 24,965 124,436 21,501 103,372 23,376 127,651 21,552 136,218 123,075 616,388 

Petroleum Products 000Litres 87,148 38,553 97,365 48,183 106,562 99,314 80,369 72,388 112,637 104,369 484,081 362,807 

Cement Tonne 99,483 19,104 325,155 77,504 390,344 82,796 361,716 71,358 502,378 94,025 1,679,076 344,787 

Telephone for Cellular Tonne 522 40,720 781 69,209 548 58,846 863 78,687 1,675 126,117 4,389 373,579 

Iron & Steel Tonne 43,674 40,469 54,525 64,394 55,246 55,787 50,629 52,656 65,524 75,507 269,598 288,813 

Animal/Veg Fats & Oils Tonne 47,474 62,850 37,694 46,121 44,950 49,519 51,633 55,181 70,791 101,111 252,542 314,782 

Sugar & Confectionary Tonne 72,772 33,451 88,959 39,611 91,967 45,224 99,139 60,169 110,469 81,872 463,306 260,327 

Beer 000 Litres 45,922 23,049 58,950 40,032 38,541 30,203 23,601 20,914 23,932 23,306 190,946 137,504 

Maize Tonne 101,233 23,816 66,671 18,250 94,440 29,066 166,251 38,206 89,246 26,752 517,841 136,090 

Cocoa beans Tonne 9,404 15,936 8,982 22,834 11,882 27,829 16,478 35,121 17,936 44,546 64,682 146,266 

Roses & Cut flowers Tonne 5,267 22,782 5,349 28,790 3,910 26,275 3,727 22,474 3,436 21,457 21,689 121,778 

Gold & Gold 

Components 

Kg 3,602 65,783 2,055 50,746 931 23,097 918 30,077 163 6,795 7,669 176,498 


Rice Tonne 24,739 6,950 25,426 10,435 38,289 16,736 33,323 16,456 38,254 18,442 160,031 69,019 

Beans & other Legumes Tonne 22,532 10,099 37,211 17,630 38,140 14,720 24,417 10,200 35,920 20,428 158,220 73,077 

Sesame seeds Tonne 5,945 5,447 14,154 15,884 12,107 13,369 12,065 12,882 14,841 17,318 59,112 64,900 

Electric current 000Kwh 65,927 8,696 65,368 10,870 82,041 13,172 75,401 12,505 87,738 16,317 376,475 61,560 

Cobalt Tonne 684 17,325 1,949 20,033 1,616 11,748 723 18,120 669 17,647 5,641 84,873 

Soap Tonne 28,109 14,324 23,081 17,003 17,172 10,878 32,314 18,835 29,518 26,162 130,194 87,202 

Plastic Products Tonne 9,153 9,724 6,052 13,099 6,558 10,188 7,612 10,096 9,122 18,469 38,497 61,576 

Water 000 Litres 2,142 6,124 5,021 8,916 3,136 7,500 12,178 7,404 21,218 5,475 43,695 35,419 

Cattle hides Tonne 20,942 18,114 13,042 12,518 5,160 5,996 10,869 17,061 22,635 33,067 72,648 86,756 

Vegetables Tonne 2,269 3,187 3,329 4,375 3,706 5,146 3,271 4,290 3,720 3,484 16,295 20,482 

Vanilla Tonne 422 6,262 192 3,039 254 4,908 235 4,352 135 2,957 1,238 21,518 

Live animals ,000 23 1,551 95 1,822 198 3,908 7 3,985 148 1,654 471 12,920 

Soya beans Tonne 5,798 1,331 3,250 1,536 2,630 1,076 918 294 1,579 875 14,175 5,112 

Fruits Tonne 7,361 1,976 3,114 5,332 3,290 932 2,904 722 3,682 1,443 20,351 10,405 

Hoes & Hand tools ,000 55 1,117 239 649 333 780 142 545 53 298 822 3,389 

Pepper Tonne 194 256 304 580 320 617 111 496 314 1,218 1,243 3,167 

Other Precious Metals kgs 4 43 10 481 7 166 283 429 139 426 443 1,545 

Bananas Tonne 1,151 430 396 211 695 118 471 128 761 255 3,474 1,142 

Ground nuts Tonne 101 148 30 28 66 69 88 88 299 163 584 496 

Other Products 312,987 419,686 393,931 374,099 452,126 0 1,952,829 

Total Exprts (USD) 1,336,669 1,724,300 1,567,612 1,618,604 2,159,076 8,406,261 

Source: Statistical Abstracts - Uganda Bureau of Statistics (UBOS) 


71

WHAT IS 

our vision 

To have sustainable 

coffee production and 

trade in Uganda 

UCF our mission 

Engage and work with all 

stakeholders [esp. UCDA, NUCAFE, 

COREC] in the coffee industry 

to promote sustainable coffee 

production and trade 

our goal 

Sustain and increase volumes and quality of 

traded coffee 

The UCF caters for the interests of all those 

involved in every branch of the coffee industry 

in Uganda, providing a forum for discussion 

of all issues that affect the coffee trade in 

Uganda. The cardinal aims of the federation are 

to provide representation of all key players in 

the coffee trade in Uganda in all matters that 

pertain to their operations and to provide a 

common forum for private sector interests in 

the coffee industry in Uganda. 

strategic objectives that will underpin 

the association plans: 

1. Efficient, effective and profitable operations of members’ 

businesses. 

2. Increased volume and quality of coffee produced, 

processed and exported. 

3. Professional competition, good camaraderie and industry 

cohesion. 

4. Relevant, accessible and unique intelligence Uganda 

coffee value chain information. 


UCTF MEMBER BENEFITS 

The federation has set up a system aimed at 

rendering a range of services to its members, 

which include. 

• Facilitating policy dialogue on coffee related issues on behalf of the 

coffee trade and industry in Uganda. We monitor policy trends and 

ensure that the interests of the sector are taken care of through a 

constructive consultation process. 

• Coordination of trade related issues on behalf of the coffee industry for 

the benefit of members 

• Provision of vital trade information that is critical to the trade activitiesss 

of the members. We also publish the Coffee Year Book, Uganda Coffee 

News and a monthly newsletter. 

• Provide Networking opportunities for members through such activities 

as the CEO Forum, dinners and other special events. 

• Coordination of training –aimed at enhancing the skills of its members 

in coping with the challenges of the liberalized coffee trade locally and 

internationally (areas including marketing quality and documentation. 

Beneficiaries have included managers, marketing executives, quality 

controllers, local coffee roasters, as well as hotel and restaurant 

operators. 

• Technical advice on coffee related matters. 

• Programmes aimed at enhancing the quality of Ugandan Coffee 

including monitoring of members adherence to the UCTF code of 

conduct. 

• Arbitration services aimed at resolving disputes regarding contracts 

entered into locally by UCTF members or other parties (in the coffee 

business) who may choose to use such services. 

• Promotion of Uganda coffee:- Did you know that the Uganda Coffee 

home-page developed in 1995, was one of the first web pages on 

Uganda? Did you know that UCTF hosted the first ever internet Coffee 

Tasting session in the world, between Kampala and Washington D.C? 


73

UCF MEMBERSHIP PROFILE 

1. ORDINARY MEMBERS / COFFEE EXPORTERS 

Name ARMAJARO UGANDA LIMITED 

Address P.O. BOX 14625 

Location Plot 2219/2377, Bweyogerere Kampala 

Telephone +256 414 285842 

Fax +256 414 285684 

Email 

Guy.Speakman@armajaro.com 

Contact Mr. Guy Speakman-Country Manager. 

Name EXPORT TRADING COMPANY (U) LTD 

Address P.O. Box 21679 Kampala 

Location Plot 26/27 Namanve Industrial Park 

Telephone +256 414 254642 

Fax +256 414 254645 

Email 

mukesh.halai@etgworld.com 

Contact Mr. Mukeshi Halai 

Trade Exporter 

Name JOB COFFEE LTD 

Address P.O Box 4152, Kampala 

Location Plot 555/7, Kawempe Industrial Area 

Telephone +256 414 255914/ 312 262993 

Fax +256 414 251783 

Email 

jobcoffee@infocom.co.ug / jobcoffee@ 

yahoo.com 

Contact Mr. Ayub Kalule - Managing Director 

Name KAMPALA DOMESTIC STORES 

Address P.O Box 25604 Kampala 

Location 6/8 Nyondo Close, Bugoloobi Industrial 

Area 

Telephone +256 414 235597 

Fax +256 414 235304 

Email 

kds@infocom.co.ug 

Contact Mr. Ishak K. Lukenge - Managing Director 

Name GREAT LAKES COFFEE COMPANY 

LIMITED 


Location Plot M289 Ntinda Industrial Area 

Telephone +256 414 286961 

Fax +256 364 286960 

Email 

glc@imul.com 

Contact Mr. Telis Nicolaides - Managing Director 

Name KAWACOM UGANDA LTD 


Location Plot M284, Ntinda Industrial Area 

Kampala 

Telephone +256 414 22611/9 

Fax +256 414 505632/ 222612 

Email 

sales@kawacom.com 

Contact Mr. Roy Lugone - Managing Director 

Name IBERO (UGANDA) LTD 

Address P.O Box 23139, Kampala 

Location 7th Street Industrial Area 

Telephone +256 414 34 2621/9, 343629 

Fax +256 414 34 2646 

Email 

procurement@ibero.co.ug 

Contact Mr. Eugene Nsereko - Commercial and 

Operation Manager 

Name KAWERI COFFEE PLANTATIONS LTD 

Address P.O. Box 264 Mubende 

Location Plot 1 Kitemba, Mubende 

Telephone +256 362 600600 

Fax + +256 362 600610 

Email 

mail@kaweri.com 

Contact Mr. Jeremy P. Hulme – Managing Director 


Name KYAGALANYI COFFEE LTD 


Location Plot 1-3 Spring Road 5th Street Industrial 

Area 

Telephone +256 414 344021/ 251447 

Fax +256 414 230145 

Email 

kcl@kyagalanyi.com 

Contact Mr. David Barry - Managing Director 

Name LAKELAND HOLDINGS LTD 

Address P.O. Box 29129 Kampala, Uganda 

Location Plot 9 3rd Street Industrial Area 

Telephone +256 414 345120 

Fax +256 414345113 

Email 

lakelandholdingsltd@yahoo.com 

Contact Mr. George Namude Bwire-Managing 

Director 

Name SAVANNAH COMMODITIES LTD 


Location 4/5 Nyondo Close, Bugoloobi Industrial 

Area 

Telephone +256 414 252541 

Fax +256 414 258254 

Email 

savannah@infocom.co.ug 

Contact Mr. Hannington Karuhanga – Managing 

Director 

Name UGACOF LTD 


Location Plot 246 Kireku, Bweyogerere 

Telephone +256 414 250024/25 

Fax +256 312 250020 

Email 

reception@ugacof.com 

Contact Mr. Micheal Nuwagaba 

Name LD COMMODITES LTD 


Location Plot 278/79 Ntinda Industrial Area, 

Kampala 

Telephone +256 414 285614 

Fax +256 414 286322 

Email 

matthiau.simian@ldcommodities.com 

Contact Mr. Matthiau Simian. 

Name OLAM (U) LTD 


Location Plot 7/9 Mapeera Road, Nalukolongo 

Industrial Area- Kampala 

Telephone +256 414 566731/ 566886 

Fax +256 414 251013 

Email 

iyer.suresh@olamnet.com 

Contact Mr. Iyer Suresh- Managing Director 


75

2. ALLIED MEMBERS 

Name Africa Coffee Academy 

Address P. O. Box 23648, Kampala, Uganda 

Location Plot 31B Bandali Rise, Bugoloobi, 

Kampala 

Telephone +256 752 442480 

Fax +256 414 342082 

Email 

office@africacoffeeacademy.com 

Contact Mr. Robert W. Nsibirwa – President / CEO 

Trade Coffee Academy 

Name AUDIT CONTROL AND EXPERTISE (U) 

LTD 

Address P. O. Box 22749, Kampala, Uganda 

Location Plot 31 Clement Hill Road, Kampala 

Telephone +256 414 233973/ 348425 

Fax +256 414 235471 

Email 

ace.uga@ace-group.net 

Contact Mr. Amos Tumwesigye, Country Manager 

Trade Collateral Managers / Credit Support 

Organisation 

Name EAGLE EYE AFRICA LTD 

Address P.O. BOX 25300 

Location Plot No. 83, 6th Street industrial Area. 

Telephone +256 414346625/6 

Fax +256 414346624 

Email 

ed@eagleyeafrica.com 

Contact Mr. Shahzad B. Tejani. 

Trade Organic growers. 

Name ICONA CAFE 

Address Principe De Vergara 136 2800 Z Madrid 

Country Madrid, Spain 

Telephone +3491 3837700 

Fax +3490 2337700 

Email 

iconacafe@iconacafe.com 

Contact Mr. Vicente Olazabal. 

Trade Coffee Buyer 

Name KENFREIGHT (U) LTD 

Address P.O. Box 7492 KAMPALA 

Location Plot 1906, Jinja Rd, Bweyogerere 

Telephone +256 041 287801/286955 

Fax +256 041 286950 

Email 

hpule@kenfreight.co.ug 

Contact Mr. Pule Humphrey. 

Trade Transport & Logistics 

Name SPEDAG INTERFREIGHT (U) LTD 


Location Plot 284 Nakawa Industrial Area, Kampala 

Telephone +256 414 505805/6 

Fax +256 414 505803 

Email 

Martin.Richner@spedaginterfreight.com 

Contact Mr. Martin J. Richner – Regional Exports 

Manager 



Name NK LOGISTICS (U) LTD 

Address P.O. Box 27188, Kampala 

Location Plot 1900 Block 216 Old Kira Road, 

Room 29 

Telephone +256 414 288372 

Fax +256 414 288373 

Email 

nk.logisticsuganda@yahoo.com 

Contact Mr. Steven Kintu- Managing Director 


Name ORIENT BANK LTD 


Location Plot 6/6A, Kampala Road 

Telephone +256 414 236012-5 

Fax +256 414 348039 

Email 

mail@orient-bank.com 

Contact Mark Harwood – Executive Director 

Trade Commercial Bank 

Name 

Address 

Location 

STANBIC BANK 

P.O. Box 7131 Kampala 

Plot 17, Hannington Road - Crested 

Towers - Kampala 

Telephone +256 414 234710/11/13-24/+256 312 224 

111/600 

Fax +256 414 231116 

Email 

Trade 

ugandainfo@stanbic.com 

Commerical Bank 

Name TRANSAMI (U) LTD 


Location Plot M611 Ntinda Road 

Telephone +256 414 336000 

Fax +256 414 286458 

Email 

sdv.uganda@ug.dti.bollore.com 

Contact Koen Rombouts - Transport & 

Logistics Manager 



77

Advertisers’ Index 

kawacom 

Inside Front Cover 

Spedag Interfreight Page 3 

Audit Control Services Page 5 

Stanbic Bank Page 8 

Ugacof Page 18 

Armajaro Page 25 

Job Coffee Page 36 

Cimbria Page 50 

Ibero Page 55 

Kyagalanyi 

UCDA 

Inside Back Cover 

Back Cover 

On Behalf of the Board, Members, and Management of Uganda Coffee 

Federation (UCF), I Wish to Convey our Sincere Appreciation for your 

Support Towards the Publication of the Coffee Year Book 2011/2012 – 

Betty Namwagala - Editor. 



79

Uganda Coffee 

Development Authority 

VISION 

Making Uganda 

a distinguished 

producer of 

high value coffee 

OBJECTIVES 

Promote, monitor and improve 

marketing of coffee to optimise foreign 

exchange and farmers’ earnings 

Ensure that the quality of coffee 

exports meet Internation standards 

Promote coffe as a value added product 

Promote domestic consuption of 

Uganda coffee 

Harmonise activities of coffee sub-sector 

associations in line with industry goals 

Policy analysis and developement 

MISSION 

To promote and oversee 

the development of the 

coffee sub-sector through 

production of clean planting 

materials, support to research, 

value addition, quality assurance 

and timely dissemination 

of market information to 

stakeholders 

SERVICES RENDERED 

Support coffee development through 

production extension services 

Identity priority areas for investment 

in the coffe industry 

Support production of clean planting 

materials through coffee research 

and nurseries development 

Provide price and production forecasts 

Register and license coffee sector players 

Maintain a register of sales contracts 

Provide regulatory and quality assurance 

services during buying, processing 

& marketing 

Promote coffee value addition 

If you have enjoyed Uganda Coffee tell others ... 

If not satisfied tell us: 

Coffee house, 

Plot 35, Jinja Road P.O. Box 7267, Kampala, Uganda 

Tel: +256-41-4-256940, +256-31-2-260470 Fax: 256-41-4-232912 

80 E-mail:ucda@ugandacoffee.org website:http//www.ugandacoffee 

50th Anniversary Edition

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