Tag: horticulture in ethiopia

Frank Ammerlaan, aged 42, is a second-generation rose grower from the Netherlands. In 2006, he and his brother Wim, backed by the invaluable support of their parents, began growing roses in what was back then touted as the new hotbed for cut flower growing. Where does his Ethiopian- based company stand now?.

The family-owned AQ Roses cut rose nursery has grown by leaps and bounds over the past eighteen years with the latest addition being an 18ha nursery in Bishoftu/Debre Zeit. Nestled at an altitude of nearly 2,000 metres, this former Dümmen Orange rose cut rose nursery serves as a perfect location to grow large-headed roses for the higher end of the market and 2ha of Alstroemeria as a side crop.
On the outskirts of the Ethiopian town Ziway/Batu, the brothers continue to grow roses for supermarkets and traditional wholesale. The two growing locations combined span an area of 50ha and employ more than 1,000 people.

FCI Magazine: Frank, it’s now 18 years since you first set up your farm in Ethiopia. What is the biggest commercial success of venturing into an emerging market?
Frank Ammerlaan: “Our sales and distribution channels continue to be in Europe and, as such, in Western countries. However, in Ethiopia, we found a very suitable environment to grow our roses, that is, a colour palette of roses in a variety of sizes. Such an achievement would never have been possible in the Netherlands. I also dare to say that the blooms we currently grow in Ethiopia are of better quality than we ever produced in our home country. Improved rose breeding and growing techniques have been important factors that have contributed to this success.”

How did the Ethiopian adventure enrich your life as a person?
“Living and working abroad, being exposed to a culture that is different and a diverse range of people, is an enriching experience that has helped me to grow as a person. As incredible as it sometimes is, living abroad is not without struggles and challenges, and it’s that mix that helped me to develop a clearer sense of self and become someone who is less likely to let himself off the hook. The adventures in a country like Ethiopia will stay with me forever.”

If you were to write a new business plan for growing roses in Ethiopia, which paragraphs would be added, adjusted, or omitted?
“Ethiopia 20 years ago was completely different than it is today. Back then, the nation had just begun to clock growth rates and transform itself. The country was quiet and safe, and, as a flower farm, we were a relative newcomer in a country keen to attract professionally run businesses, which were scarce at the time. This situation has changed dramatically over the past 20 years. In the first two decades of the new millennium, the country’s economy grew by seven per cent annually per capita but also turned out to be less ‘innocent’. Today, safety and societal factors weigh in much more when assessing the business climate. When setting up camp 20 years ago, we primarily focused on the production nursery, while today, we would dedicate a much bigger paragraph to risk assessment.”

When you planted your first roses in 2006, the government’s incentives were impressive. Do you feel that the country’s investment climate in floriculture is still as conducive as it was 18 years ago, and could you cite the reasons?
“At the time, our decision to move our production to Ethiopia was certainly not driven by the government’s investment incentives. Many of them, including tax reliefs, remained unused. More importantly, the government had created a business environment in which we felt welcome. Next to providing a stable and secure investment climate, the public authorities did their best to address side issues. Things are different now. Floriculture is no longer one of the few success factors behind the country’s economic growth as many other sectors of the economy gain momentum. So, the approach towards the floriculture sector is under much more scrutiny. Many incentives are still in place, but the investment climate has become much more unpredictable.”

Under the brand name RosaPlaza, you grow and sell approximately 100 million roses, of which 50 per cent are sold through Royal FloraHolland’s auction clock. In January 2023, you joined the auction’s Supervisory Board to help the cooperative navigate its transition process. How do you perceive the future role of the auction clock?
“I am convinced that Royal FloraHolland’s future role in the global flower and plant trading arena will become even more important and impactful. Transitioning into the world’s largest floral trade hub will enable Royal FloraHolland to address the needs of supplying growers and purchasing customers much better, providing them ease in floral trading. In such a situation, many new opportunities will arise with Royal FloraHolland providing an extended set of services to both growers and customers, particularly in the realm of day-to-day trade.”

Industry experts predict that trade will become increasingly direct, marked by bypassing the Dutch flower auction and the Netherlands’ logistical hub. What’s your stand on this? “As stated before, Royal FloraHolland’s can predominantly add value to day-to-day trading; I expect many growers eventually to realise that this value addition will help them in selling their products, simply because the co-op’s trading platform is easily accessible and therefore more efficient than having to arrange everything on your own account. This also applies to customers.”

In an era of vertical business integration, cutting out middlemen, environmental concerns, and political and societal pressure (with the president of the Dutch Central Bank’s plea to put the horticultural sector on hold), would you put all your money on the flower auction?

“You should never put your eggs in one basket. Yet, I am convinced that horticulture will continue to exist and flourish worldwide, with Royal FloraHolland continuing to play a primordial role. After all, Royal FloraHolland is a growers’ cooperative, and that’s exactly its biggest strength. Producers that jointly develop businesses will be able to withstand the challenges. I don’t know of any other joint association of growers which is so strong.”

When it comes to societal pressure, what is your message to the growing number of millennials and Generation Z individuals who view the practice of cultivating cut flowers for export on a continent where a third of the population is malnourished as a modern and environmentally unfriendly form of horticultural imperialism?

“The answer, in essence, is very simple. Africa’s population will continue to increase, and all these people, quite rightly, seek higher living standards. This situation will put greater strain on natural resources such as land and water. In this context, the single best solution is tech that can change the way the world grows, produces, distributes and supplies food. To realise this, you need a thriving economy, and that is what we, as a flower farm, contribute to. Next to our impact on the economy and employment, we witness how some of our employees and people in the farm’s surrounding area are inspired by how we take production to a higher level. What they have learned production-wise is taken back to their own vegetable farms. It’s a prime example of knowledge exchange with people seeing how things can be done better in daily practice. For a country such as Ethiopia, this is an important step forward to more technically advanced and smart food production. Ultimately, this will lead to less pressure on natural resources than when using traditional farming techniques.”

From a fledgling industry in the early years of the millennium to a cut flower powerhouse, Ethiopia has come a long way. Superlative epithets, such as Africa’s second largest and the world’s fourth largest flower exporter, are used to describe Ethiopia’s flower industry. How justified is the use of such superlatives in today’s real-life business environment?
“Ethiopia’s floriculture business has gone through much progress over the course of 20 years, despite
the challenges that growers in Ethiopia have faced. Nevertheless, I believe that, for some reason, there is still much untapped potential. So, I would say that the superlatives are justified and fact-based, while there are certainly also many missed opportunities.”

Today, Ethiopia’s ornamental horticulture sector represents a dynamic industry with more than 100 flower farms covering a total production area of around 1,700 ha. With a value of 300 million USD (floriculture and fruits/ vegetables/herbs account for 80 per cent and 20 per cent of the export income), the horticulture sector is Ethiopia’s fourth foreign revenue earner, employing around 200,000 people. Within Ethiopia’s borders, what changes do you see in the geographical concentration of farms, crops and land areas dedicated to floriculture?

“In the end, only a few spots in the world are truly suited for floriculture, a given that at least applies to most ornamentals. Weather and climate play a decisive role, and in that, East Africa is unique. Yet, logistics and connectivity are also at stake. If more areas in the country become unlocked, more flower-growing areas will be available and added. But even then, new production areas will always emerge close to already existing horticultural heartlands. Climate-wise, growing roses is not ideal, even impossible in many places.”

More recently you have added Alstroemeria to your product range. Was that decision driven by concerns of an oversupply of roses in the world market or do you think there’s a correct market equilibrium in the global marketplace for roses?
“Alstroemerias make great cut flowers, boost an excellent shelf life, and perfectly match our business model. Our Alstroemerias are there to complement our product offer and definitely not because an oversupply of roses forced us to look for alternatives. Ultimately, when the weather holds out well and growing conditions are conducive, there’s an overproduction of roses. In turn, what we have seen over the past 20 years is that when there are lower production volumes in specific areas, market demand for roses can be stellar high.”

With a new year lying ahead, there’s always the temptation to ask you about the predictions for 2025 Valentine’s Day rose sales. What would be your answer?
“Thankfully, I cannot look into a crystal ball. Today, as in the past, climate is clearly one of the most important factors in the success of all agricultural systems, and cut roses are no different. Market equilibrium between supply and demand is highly weather-dependent. We are fortunate that we are not only growing Valentine’s roses but also striving to offer our customers quality blooms year-round. So, whether Valentine’s Day sales will be good or bad is not something that keeps me awake at night.”

Understanding your heritage is an important part of carving out your future. AQ Roses has been founded
on many years of expertise in Dutch rose growing. The glasshouse area down to roses in the Netherlands has fallen from 800ha to less than 130ha over the last 22 years. In 2023, the volume of Dutch production passing through Royal FloraHolland fell to below 496 million stems, approximately 16 per cent of total sales volume. What would be your message to the remaining Dutch diehards who still keep an unshakeable belief in Dutch-grown roses? “Dutch-grown roses are unique, and as long as growing

them is profitable and growers have the right tools to produce top quality, demand for Dutch roses is here to stay. The success of Dutch roses is also our success. The reality is that nowhere in the world is there a retailer that sells flowers produced by one single grower or sourced from one production area only. And no flower trader sticks to one single flower type. It all boils down to product diversity. And the cream of rose production – represented by Dutch growers – will continue to play a very important role, and there will always be a place in the market.”

What’s next for AQ Roses?

“We will continue to build on the expertise gained over the past 20 years. Our aim is to take production to an even higher level, giving way to further business expansion and a lower carbon footprint.”

Source FCI https://www.flipsnack.com/aiphglobal/floraculture-international-october-2024/download-pdf.html

The Ethiopian Horticulture Producer Exporters Association (EHPEA) has officially submitted its Code of Practice for Sustainable Flower Production for Sustainable Supply Chain Initiative SSCI Benchmarking!

This marks a key milestone as EHPEA strives for SSCI Recognition, joins five schemes in progress for SSCI Benchmarking, adding to the five already SSCI Recognized.

EHPEA’s Code of Practice introduces a voluntary system to promote sustainable social and environmental practices, ensuring continuous development, self-regulation, and certification.

As Mr. Tewodros Zewdie, Executive Director of EHPEA, shared, “By adhering to these global standards, EHPEA seeks to enhance the international credibility of Ethiopian horticultural products while promoting sustainable practices across the industry.”

We applaud EHPEA for its dedication to Sustainability and Transparency and can’t wait to see the results for this benchmark process.

Learn more about EHPEA’s efforts and the SSCI Benchmarking process
https://www.theconsumergoodsforum.com/press_releases/ehpea-applies-for-ssci-benchmarking/

Dummen Orange extended special award trophy and recognition certificate to EHPEA for its ‘unwavering support and commitment to excellence in the field’.

The certificate further states that EHPEA’s dedication to the horticulture industry has not only fostered innovation but also significantly contributed to the success of business community.

The special award was given during the annual workers days program which was celebrated yesterday colorfully in the presence of Aba Gedas, all management members and workers, representatives of various institutions and partners.

Yordanos Jemal, General Manager of the farm, stated that the farm has scored gliterring achievements irrespective of the various challenges encountered. She expressed her gratitude for all the workers and the management for the results achieved.

Benjamin Geopferich, Regional Director of Dummen Orange for Africa, attributed the success for the team spirit and committment of the management and the workers of the farm. He also attributed the success for the prudent leadership of the general manager.

The farm has also awarded its employees with outstanding performance.

Dummen is a pioneer in Ethiopia in the cutting industry. It currently employes more than 2,000 workers. Dummen is also proactive in Corporate Social Responsibility(CSR) activities including, among others, construction of elementary and high schools, kindergarten, roads, local administration offices, sponsorship of orphans, and the like for the last 20 years.

The farm produce and export Pelargonium and Poinsettias cuttings to Europe, USA and other international market destinations.

Recently, rose production around the equator has been relatively low. This was the case for both East African and Latin-American rose producers. For various reasons, available volumes were limited everywhere.

When main rose production areas around the world are facing lower production, shortages occur in the market and prices rise. It is a classic case of supply and demand, according to Aart Buizer of Fresco Flowers.

Kenyan winter
“In July and August, at Royal FloraHolland, we saw that the supply of roses from East Africa via the auction was about 10% lower than last year. Kenya in particular was affected by a prolonged cold period with little sunlight. Although the total rainfall seemed average, it fell in a shorter period. However, the biggest impact on low production came from a combination of cold nights and lack of sunshine. This weather pattern is normally characteristic of the Kenyan winter, but this year it lasted a bit longer than usual.”

Aart continues, “The prolonged low production, combined with a sustained demand for flowers, has led to hefty price increases. Fortunately, we are now seeing production slowly increasing again. I expect us to be back to normal production levels within two to three weeks. This will change the relationship between supply and demand, and I also suspect that prices will fall again.”

False Codling Moth
Besides the production problems, both Kenya and Ethiopia are also facing the False Codling Moth (FCM). Ten percent of all roses entering Europe have to be inspected for the presence of the FCM. As the Netherlands is by far the largest importer of Kenyan roses, the Dutch trade is directly affected. Something that also needs a lot of attention at the moment, according to Aart. “In Kenya, some nurseries have had to deal with this, which prevented them from exporting for a certain period. This didn’t have a positive impact on the already existing shortages.”
Source floradaily

Ethiopia’s lucrative horticulture trade could stumble as exporters transfer rising production and research and development costs to their products, potentially discouraging international buyers, warn experts at the Ministry of Agriculture.

“The cost of horticulture research and production arising from the global energy crisis is making horticulture products expensive. Exporters are transferring these additional prices to end consumers. As a result, international horticulture consumers are being discouraged,” reads the Ministry’s horticulture development and marketing strategy.

Officials plan to expand the use of GMOs in horticulture farms as part of their plans to boost exports and productivity.

Ethiopia has thus far relied on foreign support, such as importing improved avocado seeds from Israel, in a bid to cut down on the extra costs.

The strategy notes that demand for Ethiopian horticultural products such as avocado and strawberry is growing substantially. However, officials see room for improvement.

The Ministry’s strategy includes plans to grow the number of dedicated horticulture export corridors to six in the coming eight years, with ambitions to see horticulture farms and exporters covered by comprehensive insurance policies.

Experts indicate the Bahir Dar, Abay Gorge, and South Gonder corridors can support up to 10,000 hectares of commercial horticulture farmland, with an additional 40,000 hectares for outgrowers. No less than 4,000 hectares have been designated for commercial farms in the Mekelle, Raya, and Alamata corridors to 4,000 hectares of commercial farms, with another 40,000 hectares for outgrowers.

Larger corridors in Awash, Dire Dawa, Harar, and Somali, as well as in Addis Ababa, Sidama and Oromia will raise the amount of land dedicated to commercial horticulture farming to more than 60,000 hectares, with much of it being dedicated to growing flowers.

Although fresh cut flowers generated close to USD 570 million of USD 630 million in horticultural exports last year, space for flower farms remains limited at around 1,200 hectares.

Ministry experts say the regional horticulture corridors were selected based on production suitability, proximity to airports, and the availability of processing facilities. Distance from ports in Djibouti, Sudan, and elsewhere was also considered.

The processing facilities are housed in the Yirgalem, Bure, Baker, and Bulbula agro-industrial parks.

The strategy also mandates the National Bank of Ethiopia (NBE) with adjusting horticulture export retention rates, and providing daily international price updates to farmers. The Ethiopian Electric Utility (EEU) is charged with providing power infrastructure and supply to horticulture investment sites.

The federal government is looking to establish a domestic quality assurance system to maintain horticulture export standards, as well as a new set of laws to enable and regulate the registration, transaction, treatment, usage and disposal of pesticides.

The Ministry will establish a dozen horticulture quarantine facilities across the country in a bid to eliminate or reduce pest infestations.

Officials hope these measures will cut post-harvest losses by half.

The changes are also hoped to raise the number of commercial flower farms in the country, of which there are only 120 which cater to the export trade. On the other hand, there are 2.3 million farmers engaged in small-scale horticulture production, according to Ministry data.

Three-quarters of Ethiopia’s fresh cut flower exports go to markets in Europe. African markets, such as Djibouti, Somalia, South Africa, and Nigeria, account for 95 and 97 percent of fruit and vegetable exports, respectively.

Source
By Ashenafi Endale September 14, 2024
https://www.thereporterethiopia.com/41879/

Zuqualla Horti PLC is a farm located in Ethiopia, active in strawberry and ornamental cuttings production. They are now adopting gutter systems for hydroponic strawberry production and will host open days in September to showcase their latest developments.

Their vision is to be able to offer strawberries throughout the year, for different geographical markets. “With no real peak like what you see when growing outside 80 days after planting, but rather equal cycles of 6 months, we can plan better regarding market supply, labour and other costs,” Wout van Koppen, general manager of Zuqualla Horti PLC, says.

“We are happy to contribute and share our techniques with other Ethiopian growers, government officials and students so we can improve the horticulture industry in general. We want the private sector to visit the 16th and reserve the 17th more for government officials.”

During the field days, the Zuqualla team, Meteor Systems, and Flevoplant will show the visitors the new greenhouse and explain to them all the system’s advantages and the importance of investing in new technology in general.

Flevoplant is specialized in strawberry propagation and breeding with their “Flevo Berry” range. For Zuqualla they play an important role within the Ethiopian context because they breed varieties that are resistant to powdery mildew.

“Having resistant varieties enables us to solely use IPM in our greenhouses which is a big environmental bonus. Growing hydroponically also makes it much easier to control your population of insects”, Wout states.

Demo greenhouse
The facility is equipped with a hanging growing system, drip irrigation and a Mini-Air tunnel, developed by Meteor Systems. “Our Mini-Air tunnel and suspended growing solution have big ergonomic advantages as they do not require bending down during harvest. Our labourers can pick while standing”, Wout says.

“We have experience with gutters from using them with our cuttings. In the cutting greenhouses, we have different types of gutters where we grow hydroponically in pots. The media that we use is volcanic ash, which is locally available here. It is the same media we also use for the strawberries. We also have experience with collecting wastewater; in our irrigation house, we have an Ozone system from AgroZone in Holland, recycling the wastewater. The Ozone system makes sure all the bacteria and viruses are killed so we can reuse the wastewater. This enables us to save about 30% of our fertilizer consumption, making it better for the environment. Using this experience and Ozone treatment, setting up the strawberry greenhouse is easier and applies the same methods.”

Save and re-use
According to Wout, their Meteor Greenhouse has a lot of advantages above traditional open-field strawberry production. “We expect higher yield, need to use far less labour, it is much easier for IPM to be implemented, we can re-use all our wastewater and we can plant any time of the year. We could normally plant only until the rainy season ends, which is September, but now we can plan more evenly throughout the year.”

Growing in greenhouses enables you to not have the normal November to January big flush but rather a more evenly spread yield over the year. This ensures fewer seasonal workers and more permanent workers, which indirectly leads to improved quality products as permanent workers are always better trained.

“We also grow grass on the floor to create a good microclimate in the greenhouse under the gutters with a separate sprinkler line attached at the bottom of the gutters.” The movable sides of the greenhouse are all connected to their Priva computer. “We need to see if we can maintain higher temperatures during the night and if these two different aspects are adding towards this”, Wout states.

Climate and business in Ethiopia

The Emsflower Nursery, owned by the Kuipers family, invested in Zuqualla Horti PLC four years ago to expand their strawberry and cuttings business. Specifically, chrysanthemums, osteospermums and geraniums are unique as this area is ideally suited for them.

The climate is suited for both cuttings and strawberries as strawberries have been produced on the 40-hectare farm (with 20 hectares of strawberry fields and 8 hectares of propagation greenhouses) long before the change in ownership. “The combination of higher day temperatures and lower night temperatures at 1650m elevation is ideal, and the location of the farm is just 80km away from Adis Ababa which is great for logistics and exports.”

In Ethiopia, there is a shortage of foreign currency. “Half of the export earnings are converted into local currency.” That foreign currency remains with the private banks and exporters only receive half. Wout says this makes it difficult to repay the foreign debtors for installations and services during the season. “When you need half of the foreign currency for fertilizers, spare machine parts and IPM for example, there is less foreign currency available to invest further in greenhouses development.”

“Luckily our company is a third-generation family company (Emsflower), so they have long term commitment and vision compared to other investors,” Wout states.

Wout finds it positive that Ethiopian Airlines is very big. “They have easy access and networks globally, which is ideal for exports. It makes the marketing easier because of competitive rates and we can even export easily to smaller markets like Seychelles.” They also export to South Africa.

Ethiopia has an export deficit, so anything that can contribute toward exports will help. Challenges driving Zuqualla’s innovation apart from access to foreign currency include increased labour costs and high inflation rates (about 30% increases). “We provide our workers free lunch and also transport to and back from work. We cover their medical expenses while living costs increase. So, wherever we can we try to mechanise and automize.”

According to Wout, they will not reach the level of automation that you see in Europe for example, but they need to stay competitive with big producing countries and Spain, Morocco and Egypt, who have the advantage of driving by truck where Zuqualla needs to fly their produce out.

Wout and his team are hoping to set a standard in Ethiopia with their demo greenhouse for the next 20 years when it comes to strawberry production. The system is already proven in Europe, so they want Ethiopian systems to improve.

For more information:
Zuaqualla Horti PLC
Wout van Koppen
Email: wout@zuquallahorti.com

Sourcer https://www.hortidaily.com/article/9656624/gutters-for-hydroponic-strawberry-production-in-ethiopia/

POLICY ADVOCACY

EHPEA’s Progress in Improving the Ethiopian Horticulture Sector

The Ethiopian Horticulture Producer Exporters Association (EHPEA) has made significant strides in improving the business climate for the horticulture sector. Key achievements include:

• Land Lease Issues Resolved: Successful negotiations have addressed pending land lease agreements for farms in Batu and Bishoftu.
• Tax-Related Challenges Addressed: EHPEA has facilitated discussions to resolve tax-related issues, including unjustified tax claims and the application of the 65/35 principle.
• Incentive Package Revised: The incentive package for the importation of capital goods has been updated to align with the current economic landscape.
• Public-Private Partnerships Strengthened: Four public-private partnership dialogue forums have been organized to address sector challenges and opportunities.
• Cluster-Based Meetings and Training: EHPEA has conducted cluster-based meetings to resolve issues like salary increments and internal disputes and provided capacity-building training to task force members.
• Studies and Assessments Conducted: EHPEA has conducted studies on tax-related challenges, input-output coefficients, export earnings retention, and cluster-specific needs.
• Advocacy and Lobbying: EHPEA has advocated for various issues, including the revision of wall and roof taxes, access to finance, and improved peace and security in farming regions.

These efforts have contributed to a more favorable business environment for horticulture farms in Ethiopia and have positioned the sector for sustainable growth.

CAPACITY BUILDING

The Ethiopian Horticulture Producer Exporters Association (EHPEA) has made significant progress in enhancing its training services to support the sector’s growth and sustainability. Key achievements include:

EHPEA Strengthens Training Services for Horticulture Sector

• Legal Framework Development: EHPEA is developing a robust legal framework for its TVET center, including Articles of Association, bylaws, and operating procedures.
• Curriculum Expansion: Four new units of competence have been developed, covering essential skills in quality standards, nursery activities, and postharvest handling.
• E-Learning Platform Development: EHPEA has developed e-learning modules on farm operations and established a comprehensive e-learning and knowledge management system.
• Trainer Certification: Four trainers have achieved Level One Certification of Competence in Basic Horticulture Crop Production.
• License Renewal: EHPEA successfully renewed its training center license for two years.
• Training Program Delivery: EHPEA has conducted various training programs on safe pesticide use, pesticide storekeeping, farm safety, environment committees, crop scouting, and FCM management.

These initiatives have equipped horticulture farms with essential skills, knowledge, and techniques, fostering a more sustainable and competitive sector.

EHPEA’s Gender and Sustainable Development Initiatives

EHPEA has successfully implemented various gender-related training programs and initiatives to promote sustainable development and create equitable workplaces within the horticulture sector.

Key accomplishments include:

• Gender Transformative Training: Conducted training for 18 participants from eight farms on integrating gender-transformative practices into farm operations.
• Gender Auditing and Budgeting: Trained 16 management teams on gender-responsive budgeting and auditing, empowering them to create equitable workplace environments.
• Workplace Sexual Harassment Prevention: Delivered training to 148 gender committee members on preventing workplace sexual harassment and GBV.
• Conflict Management and Grievance Handling: Trained 70 participants on effective conflict resolution and grievance handling mechanisms.
• Committee Awareness Creation: Conducted follow-up visits to assess the impact of committee awareness creation programs.
• Gender-Related Training for Men: Provided training to 145 male employees on challenging harmful gender norms and promoting gender equality.
• VAWG Training: Trained 130 gender committee members on violence against women and girls (VAWG).
• HR and Conflict Management Training: Trained HR managers and farm managers on relevant topics.
• Corporate Due Diligence Workshop: Organized a workshop on the German Act on Corporate Due Diligence and the EU regulation.
• Experience Sharing: Conducted experience-sharing sessions on SRHR, GE, and OSH practices.

These initiatives have contributed to creating more inclusive and equitable workplaces, promoting gender equality, and advancing sustainable development within the horticulture sector.

PROMOTION OF THE SECTOR AND MARKET LINKAGE

EHPEA Drives Horticulture Sector Growth Through Strategic Initiatives

The Ethiopian Horticulture Producers and Exporters Association (EHPEA) has been instrumental in promoting investment and exports within the Ethiopian horticulture sector. Here’s a concise overview of their achievements:

• International Representation: The Ethiopian Horticulture Producers and Exporters Association (EHPEA) has successfully promoted Ethiopian horticulture products on the international market through active participation in four trade fairs. These events provided a platform for EHPEA to connect with over 246 potential buyers, fostering business opportunities and expanding the sector’s reach.

By showcasing Ethiopia’s diverse range of horticulture products, EHPEA has strengthened the country’s reputation as a reliable and competitive supplier.

• Experience Sharing Events: EHPEA facilitated knowledge sharing through events like the “FCM experience sharing program” which empowered flower farms to combat False Codling Moth (FCM). Additionally, a media tour program raised awareness about advancements in Ethiopian horticulture.
• Promotional Materials: EHPEA published informative booklets and folders highlighting investment opportunities and sector updates. They also distributed New Year giveaways and maintained a strong social media presence to promote the sector.

These initiatives have significantly contributed to:

• Promoted Ethiopian Horticulture Brand: By showcasing Ethiopia’s potential, EHPEA promoted the country horticulture sector globally.
• Export Market Growth: Participation in international fairs and buyer connections have expanded export opportunities for member farms.
• Knowledge Sharing and Capacity Building: Educational events and media outreach have empowered stakeholders and improved farming practices.
• Sector Visibility: EHPEA’s promotional efforts have enhanced the global recognition of Ethiopian horticulture.

In conclusion, EHPEA’s commitment to promoting investment, exports, and knowledge sharing has positioned Ethiopia’s horticulture sector for sustainable growth and international success.

The Ethiopian Horticulture Producer Exporters Association (EHPEA) recently organized a study tour to Thailand for a delegation of seventeen members. The group, comprised of representatives from the Ministry of Agriculture, EHPEA, the Ethiopian Institute of Agricultural Research, and the Agricultural Transformation Institute, aimed to learn from Thailand’s successful horticulture investment sector.

During their visit, the delegation explored the legal, operational, and marketing frameworks that underpin Thailand’s horticulture industry. They studied incentive schemes, market infrastructure, and agro-logistics services, all of which are essential for a thriving horticulture value chain. Additionally, the delegation gained insights into the collaborative efforts between research centers, universities, and producers in driving innovation and improving productivity.

Key areas of focus included understanding wholesale markets, retail segments, consumer behavior, organic farming models, the seed industry, and the integration of ecotourism with horticulture. The lessons learned from these areas will inform decision-making and strategic planning as Ethiopia strives to enhance its own horticulture sector.

By studying Thailand’s experiences, Ethiopian stakeholders can identify bottlenecks and develop effective strategies to promote horticultural investments and improve market access for Ethiopian products.

Ethiopia’s agricultural sector is blossoming, with horticulture emerging as a powerful driver of economic development. This dynamic industry is creating jobs, empowering communities, and contributing significantly to foreign exchange earnings.

The horticulture industry offers a diverse range of Job opportunities for Ethiopians of all skill levels. From specialized graduates to general workers, over 200,000 jobs have been directly and indirectly created. Notably, 80% of these opportunities are filled by women, fostering greater gender inclusivity.

As demand for fresh produce, flowers, and ornamental plants soars globally, Ethiopian horticulture is not only just ensuring food security, but also catalyzing sustainable employment. Recognizing the importance of fair wages, the Ethiopian Horticulture Producer Exporters Association (EHPEA) has established a pioneering cluster-based minimum wage system in Ethiopia.

In the absence of a national minimum wage threshold, EHPEA, in collaboration with the Ministry of Labor and skill and trade unions, has implemented a system where farms within specific clusters collectively set fair and standardized minimum wages. This approach ensures equitable compensation that reflects the cost of living, local economic realities, and the nature of horticultural work.

The introduction of the cluster-based wage system has led to a significant increase in the average wage within the sector. 

EHPEA’s cluster-based wage system serves as a leading example for addressing the lack of a formal minimum wage threshold. Through an inclusive and participatory process, involving farm management and worker unions with the witness of EHPEA and The Federation of Farm, Plantation, Fishery & Agro-industry Trade Unions (NFFPFATU), the annual minimum wage is determined, considering factors like farm performance, inflation, and cluster-specific living standards.

Ethiopia’s bargaining horticulture sector offers a compelling story of growth, empowerment, and responsible practices. By prioritizing fair wages and fostering a collaborative environment, EHPEA is paving the way for a sustainable and thriving future for this vital industry.