Upload
lilliana-nicholas
View
218
Download
1
Tags:
Embed Size (px)
Citation preview
Olive oil export promotion project
1
Restitution workshop
Ramallah, February 1st, 2012
ـة ــ ــ ـؤـسســ ـمـا ــف ـواص الـم
تالفلسطينية
Palestinian Farmers Union
Olive Oil Export Promotion Project:Overview
• The Project duration is four years, funded by AFD with a budget of 1.25 million Euros.
• The Project was designed to cover all stakeholders along the production/value chain.
• Four partners were identified to implement the Project: Palestine Trade Center PalTrade Palestinian Farmers Union PFU Palestinian Food Industries Association PFIA Palestinian Standards Institute PSI
• The Project is managed by PalTrade, and a Technical Committee was established from all partners to follow up on the implementation, monitoring and evaluation of each phase of the project.
PFUFarmers / Cooperatives: 1000 farmers / 30 coop.
PFIA
PalTrade
PSI
Presses: 15 presses
Bottlers / Exporters: 8-10 companies
Certification: Jury members
International Markets
Support organizationsSupply Chain
Olive Oil Export Promotion Project:Overview
Olive oil export promotion project
Restitution workshop – February 1st, 2012
4
Component 1 - PFUSupport to olive farmers and olive oil production
Objective 1: Empowerment and capacity building or farmers’ organizations
Activities Results
Mobilization and animation of collective work (PFU)
• Strengthening of cooperative model28 groups of producers (870 farmers)
24 cooperatives 16 new cooperatives
Capacity building: - Trainings and coaching on governance
and management (done by FTDC)- Production tracking software (funded by
SDC)
• 20 cooperatives (70%) have built their capacities significantly (technically and organizationally)
• Improved traceability and quality control
Animation of network of cooperatives, exchange of experience
• 2 regional federations of cooperatives (+ 1 under preparation)
• Regeneration of OOCU membership
5
Objective 1: Empowerment and capacity building or farmers’ organizations
Lessons learnt
Cooperative model
• applicable to Palestinian context
• very empowering once rooted
• requires patience & consistency
• very demanding & requires active participation of members
• not adapted to all situations (explore other ways for organizing farmers)
6
Progress
Time
Individual farmers
Cooperatives
Coalitions of cooperatives
Objective 2: Upgrade olive and olive oil production: QUALITY
Activities Results
Equipment(1) : - Individual: nets, rakes, boxes- Collective: tanks
Rehabilitation of warehouses (1)
• All cooperatives well equipped
• 5 warehouses rehabilitated
Trainings & distribution of leaflets• Good awareness of best practices & correct
utilization of equipment • Satisfactory implementation of collective control
of production
Observatory of olive fly • Awareness of farmers • Failure to create technical reference
(1) Funded by European Commission and Oxfam GB
7
Olive harvest Olive presses Storage conditions
Follow-up of best practices for olive oil quality
8
Objective 2: Upgrade olive and olive oil production: QUALITY
Lessons learnt
• Importance of strict follow-up of production process by qualified staff orchard > press > warehouse
• Negative impact of bad climatic conditions(1): - draught > small production > increase of impact of olive fly- high temperatures during harvest > acceleration of oxidation of oils(1) Climate change scenarios indicate that Mediterranean countries will get warmer and
dryer: up to +3°C and -30% rainfall
• Importance of conditioning warehouses in Palestine
9
Objective 2: Upgrade olive and olive oil production: PRODUCTIVITY
Activities Results
Equipment(1): - Individual: hand saws, pruning
shears, ladders- Collective: chain saws, sprayers
• All cooperatives well equipped
Participatory demonstration orchards
• On-site validation of best practices adapted to agro-climatic conditions in West Bank leading to regeneration of olive orchards
Trainings & distribution of leaflets• Good awareness of best practices & correct
utilization of equipment• Medium level of implementation of best practices
(75% of cooperatives, 30% of farmers)
10
(1) Funded by Swiss Agency for Development and Cooperation
Participatory trainings in demonstration orchards
Short theoretical introduction Demonstration by international trainer
Field exercices Group discussion 11
Introduction to control of “Peacock eye disease”
12
SEBASTIA (Nablus): February 2009 SEBASTIA (Nablus): November 2009
IMMATIN (Qalqilya): February 2009 IMMATIN (Qalqilya): November 2009 13
Objective 2: Upgrade olive and olive oil production: PRODUCTIVITY
Lessons learnt
14
• Sensibility of Palestinian rainfed orchard to climatic conditions (for instance impact of draught during spring and summer 2009/2010)
• Importance of productive pruning and plant protection might not be enough & necessity to explore other ways: - Resistant olive varieties (to water shortage and to draught)- Supplementary irrigation (with zoning of irrigable areas)
Objective 3: Set-up Market Information and Services Unit
Activities Results
Workshops and trainings of farmers on value chain approach and basics of business development
• Very limited improvement of awareness
Facilitation of business linkages • No new sustainable linkages
15
Lessons learnt
16
Objective 3: Set-up Market Information and Services Unit
SERVICE CENTERTraining of olive farmers on downstream
+Platform gathering information from the production and the market
+Facilitation of business meetings in between cooperatives and local trading companies
OR
BUSINESS CENTERBusiness exploration
+Negotiations on behalf of the producers.
Confusion about MISU concept:
Lessons learnt
17
Objective 3: Set-up Market Information and Services Unit
• Necessity to develop capacities of farmers supporting organizations in business development
• MISU came too early in the process of capacity building of farmers’ organizations Farmers not ready, not interested to take actions, not willing to take responsibilities
• More efficient at this stage of development to have a trading partner
Conclusion:Recommendations and perspectives
18
• Reshape funding mechanisms- Reconsider the subvention with focus on new cooperatives and diffusion of innovative
technologies and practices- Enhance and facilitate access to credit for organizations of producers- Encourage productive investment of private sector
• Encourage the professionalization of cooperatives- Develop permanent activities and staff - Explore the diversification of profitable activities
• Encourage regional coalitions of cooperatives and create clusters - Integrate value chain and its enabling environment
• Reorganize production of technical references and extension services- Set-up regional specialized centers and programs of applied research- Deliver of coherent information to producers- Develop a local network of skilled operators (cooperatives or private companies)- Fund the system by selling services, by redistributing part of the added value created in the
sector (professional taxes)
THANKS TO ALL
Restitution workshop – February 1st, 2012
20
Component 2 - PFIAQuality certification and food safety of olive presses
Olive oil export promotion project
Objective 1: HACCP certification for the olive presses
Activities Results
GAP analysis Full gap analysis audit conducted for 20 olive presses against the HACCP and GMP requirements
Selection of 10 olive presses
System development HACCP system for olive presses developed
28 persons trained on the application of HACCP system
HACCP certification HACCP system developed by PFIA certified by accreditation body
3 olive presses (out of 6) certified HACCP for their implementation of the system
21
22
Rehabilitation of olive press according to food safety and hygiene requirements
Objective 1: HACCP certification for the olive presses
Lessons learnt
HACCP certification will not be sustainably applied until it becomes fully legally supported
HACCP certification should be supported by more accurate inspections of olive presses from authorities for the delivery of yearly operation certificate
23
Objective 2: Training on quality control
Activities Results
Training of olive presses 28 olive presses trained on best hygienic practices and quality control
Manuals 3 manuals edited - Good hygienic practices for olive press - Olive oil quality - Olive paste processing
Financial and administrative systems development
Systems implemented in 3 women cooperatives.
24
Objective 2: Training on quality control
Lessons learnt
25
Olive press owners should pay more attention to continuous training of their staff
Trainings should be more tailored to the level of education of press owners and workers Need for training in practical and theoretical maintenance and GMP
26
• Create legal incentives to encourage implementation of food safety regulations all along supply chain
• No further subsidies should be dedicated to rehabilitation of olive presses
• Conduct awareness campaign on the importance of best hygienic practices in olive oil production
Conclusion:Recommendations and perspectives
Restitution workshop – February 1st, 2012
27
Component 3 - PSIQuality control and national regulations
Olive oil export promotion project
Objective 1: Development of national tasting laboratory and panel test
Activities Results
Equip PSI tasting lab• Laboratory installed and equipped according to
IOC requirements• Training purposes and official tasting
Train panel test (National Olive Oil Jury) • 3 panel test created and accredited or in
process of accreditation • Initiation of international and regional
cooperation (IOC, JISM)
Awareness program about olive oil quality and sensory evaluation
• Enhanced awareness of consumers, stakeholders (farmers, press owners, traders, NGOs, institutions)
• Creation of National olive oil competition (Golden olive oil competition)
28
Objective 1: Development of national tasting laboratory and panel test
29
Olive oil tasting sessions and PSI new tasting laboratory
Objective 1: Development of national tasting laboratory and panel test
30
Lessons learnt
Systematic sensory evaluation should be applied in order to classify correctly Palestinian olive oil
Improvement of practices toward selection of members of panel test and follow-up:• Selection of members of panel test according to their skills and commitment (IOC
standards)• Evaluation of potential members before investing on them • Being a taster is a continuous process of learning
Necessity of activating membership of Palestine in IOC in order to benefit from full and regular support to panel test
Objective 2:Implementation of Olive Oil Quality Chart
Activities Results
Quality chart official recognition & awareness
Enhanced cooperation with:- Relevant institutions - Subsector stakeholders- Universities and others
Quality Chart Implementation Certification of oil and producers
31
32
Lessons learnt
Collaboration with organizations remains too dependent of personal relationships
More awareness needed about the benefits of Quality Chart
Producers need to be supported and followed up in order to implement Quality Chart
Objective 2:Implementation of Olive Oil Quality Chart
Objective 3:Study of Geographical Indication potential
Activities Results
Study tours (France, Jordan) Better understanding of GI concept, opportunity and difficulty
33
Lessons learnt
Legal framework not readyFurther awareness and understanding of GI needed
Conclusion:Recommendations and perspectives
34
Quality chart and GI
Quality chart will be sustained only if producers cover the cost of inspection and testing (chemical and sensory)
Develop legal framework by supporting MNE process of review of regulations according to WTO requirements
Need to further assess GI and/or collective mark
Increase awareness of Quality Chart and GI among stakeholders
Make the chemical and sensory evaluation compulsory for export
Panel test
Complete national recognition and seek IOC accreditation
Get official accreditation of tasting lab according to ISO17025
Sustain continuous trainings (in Palestine and abroad) of the 3 juries and identify more members
Restitution workshop – February 1st, 2012
35
Component 4 - PALTRADEPromotion and marketing
Olive oil export promotion project
Objective 1:Market information
Activities Results
Exploratory missions & Market scanning(Malaysia and France)
- Market and segmentation and trends - List of main importers- Prices and quantities- Import regulations and procedures- Customs, shipping and logistics
In-house market mapping (ITC and IOC data base)
- Geographical analysis of olive oil markets and dynamics
36
Objective 1:Market information
Lessons learnt
Considering the Palestinian olive oil market profile market intelligence process may be more practical, quicker, less costly :
• Market segmentation• Potential clients identification• Exploratory mission
• Product testing• B2B meetings• Trial shipment
37
Key for success
• Identify niche markets (premium quality, geographical origin, organic, fair trade)• Personal involvement• Close follow-up
PALTRADE
PALTRADE + COMPANIES
Objective 2:Support to promotion and marketing
Activities Results
Participation to exhibitions (Malaysia, Jordan, UAE)
Opening of new market: MalaysiaAwareness on markets and competitorsHighlight on Palestinian products (awards)
Support to companies in promotional & marketing material and activities
Better positioningIncrease of saleIntroduce new products
Organization of olive oil festivals Visibility for small producers (women coops.)
38
39
Palestinian stand at Hallal exhibition Kuala Lumpur, Malaysia, 2009
Women cooperative at olive oil festival Salfeet, 2011
Objective 2:Support to promotion and marketing
Success stories Technochemical Company
Entering new markets:• Value of Techno chemical sales/ Exports to the Malaysian
market in the year 2011 was more than 120,000 USD (85% Olive Oil)
• In 2012, Techno chemical expects that sales will reach 200,000 USD (+50%) based on the current orders which already started.
“AFD project activities helped our company not only to enter the Malaysian market but also to grow fast in that market”
Dr. Osama Odeh, owner
Success stories New Farm Company
• Introduction of new products:“Support from AFD project enabled New farm company to introduce two new
products to the local market (olive Paste and Ataype). Surprisingly, the highest sales -apart from the olive oil- were the those two new products, this was accomplished through the tasting events, media coverage, promotion materials and small gifts, all around the West Bank cities.”
41
• Results of tasting events(increase of sales in local market):
Lessons learnt “Palestinian olive oil, simply tastes different”
•Challenges:•Productivity•High cost of production•Fluctuation in production & prices•Inconsistent quality
•Market positioning:•Virgin (large quant.) traditional farming traditional markets (local & GCC)•Extra virgin (small quant.) skilled farmers & coops. Supermarkets, fair trade, ethnic markets•Premium extra virgin coops. Gourmet, specialty, high end markets
•Branding: •Need for joint & collective efforts @ National level•Need for international promotional campaigns •Gourmet shops, Olivier & Co., best reference
•Packaging: There is a lack in local skills in design in terms of packaging especially for export companies.
42
Objective 2:Support to promotion and marketing
Objective 3:Technical Assistance
Activities Results
Scientific study on characterization of the main Palestinian olive cultivars and olive oil(lead by GVC, in cooperation with UAWC and NARC, funded by AFD and EC
Publication of study (by UAWC) Genetic fingerprinting was not finalized
Olive oil national strategy (lead by MoA, in collaboration with POOC, Paltrade and PFU, funded by AFD and SDC)
Strategy under revision by MoA for approval and endorsement
43
Conclusion
Practical cooperation in between stakeholders (and in between donors) is possible, efficient and productive
Conclusion:Recommendations and perspectives
44
At business level
• More focus on potential markets & market segments through market intelligence
• More efforts on branding
• More attention on packaging and design
• Move from event based activities to market entry programs
• Tailor support to companies according to their profiles and potential markets
• Create an association of olive oil exporters
• More integration among stakeholders along the value chain
Conclusion:Recommendations and perspectives
45
Final
More systematic and institutionalized cooperation among stakeholders