Once the world’s leading cocoa producer, Ghana has seen its cocoa industry face significant challenges, culminating in a dramatic decline in recent years.
The country lost its premier position to neighboring Côte d’Ivoire in 1978, when cocoa production plummeted to 159,000 tons, capturing just 17% of the global market share.
Although Ghana’s cocoa sector showed signs of recovery in the late 1980s and early 1990s, with production steadily increasing to over 900,000 tons by 2010, the situation has deteriorated sharply over the past few years.
By 2021, the industry was a vital part of Ghana’s economy, contributing over GHS 3.1 billion, equivalent to $533 million, in revenue.
However, the 2022 crop season marked the beginning of a worrying decline, with production dropping from 1 million tons in the previous year to 683,000 tons—a staggering 32% decrease.
The downward trend continued in the 2022/23 season, with production falling to 654,000 tons, a further 4.2% reduction. Alarmingly, the 2023/24 season saw figures drop to 580,000 tons, an 11.3% decrease.
The severity of the situation was underscored in 2023 when Ghana had to import cocoa beans worth 185.2 million cedis from Côte d’Ivoire, highlighting the critical state of the nation’s cocoa production.
The primary driver of this crisis is illegal mining, known locally as “galamsey,” which has devastated large swathes of cocoa farmland. Over 19,000 hectares of cocoa farms have been lost to these illegal operations. Since 2020, cocoa farmers in Ghana have experienced an average 16% decline in their incomes, leading many to lease their farms to galamsey operators in search of more immediate financial relief.
Even though the government has increased the producer price of cocoa by 58.26%—from GH¢20,928 per tonne to GH¢33,120 per tonne—experts believe that more incentives are necessary to discourage farmers from abandoning their cocoa farms.
The situation is further exacerbated by rampant smuggling. In 2022, Ghana lost 150,000 metric tonnes of cocoa beans to neighboring countries through smuggling, resulting in an estimated $600 million in lost revenue.
As the 2024 elections approach, there is growing concern about the future of Ghana’s cocoa industry. Despite the severity of the crisis, major political parties have yet to present a detailed plan to address these pressing challenges. While some promises have been made, a comprehensive strategy to revive the sector remains elusive.
The future of Ghana’s cocoa industry now hangs in the balance. With further declines projected, urgent and decisive action is needed to address the critical issues plaguing the sector.
The choices made today, and the policies implemented by the next administration, will determine whether Ghana’s cocoa industry can recover or continue its alarming decline.
The nation’s pride in its cocoa legacy depends on the decisions and actions taken in the coming years, and only time will tell if the industry can be saved.
The United Nations (UN) is an international organization founded in 1945, after World War II, to promote peace, security, and cooperation among countries. It currently has 193 member states and operates through various specialized agencies, programs, and bodies that address a wide range of global issues such as human rights, humanitarian aid, sustainable development, and international law. The UN’s primary objectives include maintaining international peace and security, promoting sustainable development, protecting human rights, fostering social progress and better living standards for all people. The organization plays a crucial role in mediating conflicts, providing humanitarian assistance during crises, and coordinating international efforts to tackle global challenges like climate change.
The United Nations (UN) offers a wide range of career opportunities across various fields, including peacekeeping, humanitarian assistance, human rights, and sustainable development. Working for the UN can be a fulfilling experience as it allows individuals to contribute to global peace and security while promoting social progress and better living standards.
Open Job Vacancies at the United Nations
The UN regularly posts job vacancies on its official website and through various specialized agencies. These positions are categorized into different levels based on qualifications and experience:
Professional Positions: These roles typically require advanced degrees and relevant work experience. They cover areas such as policy analysis, project management, legal affairs, and communications.
General Service Positions: These jobs usually require secondary education or vocational training. They include administrative support roles, clerical positions, and technical support.
Field Service Positions: These are often related to peacekeeping missions or humanitarian operations in various countries. They may require specific skills related to logistics, security, or health services.
Internships: The UN also offers internship programs for students and recent graduates looking to gain practical experience in international relations and development work.
To find current job openings at the UN, candidates can visit the UN Careers website. This platform provides a comprehensive list of available positions across different departments and agencies within the UN system.
How to Apply for Jobs at the United Nations
Applying for a job at the UN involves several steps:
Create an Account: Candidates must first create an account on the UN Careers portal ( Inspira). This account will allow applicants to submit their applications online and track their status.
Search for Vacancies: Once registered, candidates can search for job vacancies using filters such as job category, level, location, or agency.
Submit Application: After selecting a position of interest, candidates can complete their application by filling out necessary forms and uploading required documents.
Assessment Process: The selection process may include assessments such as written tests or competency-based interviews depending on the position applied for.
Follow Up: After submission, applicants can monitor their application status through their accounts on the UN Careers portal.
The Agribusiness Challenge Fund is a rolling call for proposals open from 18 March 2024 to 22 November 2024, with three application harvest periods in between. The challenge is open to SME applications from any country as long as the projects meet the eligibility criteria and are being implemented in at least one of the 20 focus countries the Fund is targeting.
Support from the Fund includes grants ranging from US$ 500,000 to US$ 2,500,000, disbursed over a three-year period, based on the applicant’s development stage, scalability, and business model, in accordance with agreed periodic milestone targets. The funding structure will be determined on a case-by-case basis after evaluating proposals and organizations. Additional support to successful applicants will include tailored technical assistance in alignment with the Fund objectives over the three-year period.
CATEGORIES OF INTEREST IN THE AGRIBUSINESS CHALLENGE
Primary production
Processing and aggregation
Trading and market linkages
CATEGORIES OF INTEREST WITHIN THE AGRICULTURE VALUE CHAIN
While broadly interested in any agribusiness opportunity that is capable of work creation opportunities for young women and men, those working in these or other parts of the agriculture value chain are encouraged to apply:
Food storage and preservationFarmer training on adaptation techniquesCrop insurance servicesSmart irrigation systemsDrip irrigationSoil moisture sensorsOrganic fertilizersBioenergy production and fossil fuelsSolar powered agricultural toolsCapacity building
Applicants will be requested to also state and describe if they have integrated climate adaptation, climate mitigation or digital aspects to their projects.
ELIGIBILITY CRITERIA:
To be eligible to apply, an SME must:
Be involved in the sector of focus i.e. agriculture.
Be an existing for-profit Small or Medium-sized Enterprise.
Be implementing business in at least one of the 20 focus countries in Africa.
Be requesting for grant funding ranging from US$ 500,000 to US$ 2,500,000, disbursed over a three-year period, based on applicants’ development stage, scalability, and business model. Additional tailored technical assistance will be provided to successful applicants.
Be providing matching contribution of at least 30% of the total project cost.
Have innovative, practical, and scalable businesses that aim to create work opportunities for young women and men, young people with disabilities or refugee youth.
Adhere to fundamental human rights, labour standards, and environmental management laws, both nationally and internationally, including seed laws/policy.
Refrain from any involvement in acts of terrorism or support for terrorist activities.
SELECTION CRITERIA
Applications in the Agribusiness Challenge Fund will be selected based on the following criteria:
Project description and objective
Alignment with Fund for Resilience and Prosperity priorities
The United Nations World Food Programme is the world’s largest humanitarian agency fighting hunger worldwide. The mission of WFP is to help the world achieve Zero Hunger in our lifetimes. Every day, WFP works worldwide to ensure that no child goes to bed hungry and that the poorest and most vulnerable, particularly women and children, can access the nutritious food they need.
Management Services Assistant-Asset Management G4
The role of a Management Services Assistant in Asset Management at the G4 level is pivotal within any organization. This position is responsible for the efficient administration and management of assets, ensuring that all resources are utilized effectively and sustainably. The primary duties include tracking and recording assets, conducting regular audits, and maintaining accurate inventory records. This role requires meticulous attention to detail, strong organizational skills, and the ability to manage multiple tasks simultaneously. A successful candidate will have a comprehensive understanding of asset management principles, excellent problem-solving abilities, and proficiency in relevant software and tools. The position is essential for maintaining the integrity of an organization’s asset portfolio and ensuring that assets are available and in optimal condition when needed.
Supply Chain Associate – Commodity Accounting
The Supply Chain Associate specializing in Commodity Accounting plays a crucial role in managing the financial aspects of the supply chain, particularly concerning commodities. This role involves tracking and reporting on the financial transactions related to the procurement, storage, and distribution of commodities. Key responsibilities include ensuring accurate accounting records, analyzing cost data, preparing financial reports, and supporting budget management. The ideal candidate will have strong analytical skills, proficiency in accounting software, and a thorough understanding of supply chain processes. Attention to detail, accuracy, and the ability to work under pressure are essential qualities for this role. By maintaining precise financial records and providing insightful analyses, the Supply Chain Associate ensures that the supply chain operates efficiently and cost-effectively.
Programme Associate – Relief, Transition, and Resilience (G6)
A Programme Associate at the G6 level focusing on Relief, Transition, and Resilience is integral to the successful implementation of humanitarian and development programs. This role involves supporting program planning, implementation, monitoring, and evaluation. Responsibilities include coordinating with various stakeholders, managing program data, and ensuring compliance with organizational and donor requirements. The position demands strong project management skills, excellent communication abilities, and a deep understanding of humanitarian principles. The Programme Associate must be adept at handling complex logistical challenges and capable of working in dynamic and often challenging environments. By ensuring the smooth execution of programs, the Programme Associate plays a critical role in achieving the organization’s objectives in providing relief, facilitating transitions, and building resilience in vulnerable communities.
Supply Chain Officer – CST II
The Supply Chain Officer at the CST II level is a senior role responsible for overseeing and optimizing the entire supply chain process within an organization. This includes procurement, logistics, inventory management, and distribution. The role requires strategic planning, coordination with various departments, and ensuring that supply chain operations align with organizational goals. Key responsibilities include developing and implementing supply chain strategies, managing supplier relationships, optimizing processes to reduce costs, and improving efficiency. A successful candidate will have extensive experience in supply chain management, strong leadership skills, and the ability to drive continuous improvement initiatives. Proficiency in supply chain management software and tools, excellent analytical skills, and a strategic mindset are essential for this role. The Supply Chain Officer ensures that the organization’s supply chain operations are robust, efficient, and capable of meeting the demands of the business.
The 2023 Auditor General Report has urged the Bank of Ghana to recover GH¢8.241 billion owed by the Ghana Cocoa Board (COCOBOD).
According to the report, COCOBOD has consistently defaulted on loan facilities granted by the Bank of Ghana, and as of December 31, 2022, COCOBOD had an outstanding principal amount of GH¢8.241 billion.
It advised the Central Bank to institute policies to address its exposure to quasi-government institutions and ensure clear repayment plans are in place when loans fall due.
Meanwhile, the Auditor General is urging the Bank of Ghana to ensure that a formal agreement on the “Gold Purchase Programme” and sale transactions are concluded with the Precious Mineral Marketing Company (PMMC).
The Central Bank engaged PMMC to purchase and sell gold on its behalf.
The Auditor General said it was, however, not provided with a formal agreement between the Central Bank and PMMC for these transactions.
“As a result, we could not confirm salient terms of the engagement including fees or commissions paid to PMMC for their services. Transactional relationships of this nature must be formalized with an agreement”, it stated.
Cocoa production will not exceed 500,000 metric tonnes in the 2023/2024 crop season due to the swollen-shoot disease, the World Bank has disclosed in its 8th Ghana Economic Update.
In the 2022/2023 crop season, cocoa production fell to around 670,000 tons last season.
The World Bank said the price surged from $2.39 per kilogram in 2022 to a record high of $5.56 per kilogramme in February 2024, the rollover of the presale contracts for the unmet volume over the past two seasons makes it challenging for COCOBOD to pre-sell production for future seasons.
Moreover, COCOBOD has accumulated large losses in the past years due to the high rollover cost of outstanding cocoa bills, high operational costs, fertilizer provision, and rural roads development.
Ghana registered a record over one million metric tonnes of cocoa production in the 2020/2021 crop season.
Meanwhile, Reuters earlier reported that Ghanaian cocoa farmers expect a boost in the 2024/2025 season starting in October 2024 after a sharp fall in production this season contributed to boosting global cocoa prices to record levels.
Ghana’s poorest harvests in a decade this season is attributed to harsh weather conditions resulting from El Nino, rampant smuggling and swollen shoot disease.
An increase in production would not only help Ghana’s finances, but also the global chocolate industry that has been grappling with tight supply.
Founder of the Pan African Heritage Museum, Kojo Yankah has said that the Ghana school feeding programme (GSFP) under the Free Senior High School programme is not sustainable.
He argues that no government budget can support the growing number of children in Ghana, a factor that threatens the programme.
Moreover, he said, the programme is too party-oriented depending on who is in government.
The Ghana School Feeding Programme which started in 2005 is an initiative of the Comprehensive Africa Agricultural Development Program (CAADP) Pillar 3 which seeks to enhance food security and reduce hunger in line with the UN Millennium Development Goals (MDGs) on hunger, poverty and malnutrition.
The Immediate objectives of the Programme are to contribute to increase school enrolment, attendance and retention, reduce short-term hunger and malnutrition amongst kindergarten and primary school children and also boost domestic food production.
But in a post on his Facebook page, Mr Kojo Yankah who is also the founder of the African University College of Communications (AUCC) said “the school Feeding programme is not sustainable. First, most children are leaving their original schools to go to schools where there is Feeding.
“Second, it’s making our youth lazy : in our time we had school farms. Third, no government budget can support the growing number of children in Ghana. Foreign funding is needed to bail this program out. Fourth, the programme is too party-oriented depending on who is in Government. Self reliance in an agriculture-based economy should be the driving force ! We have NO excuse.”
President of the African Development Bank Group, Dr Adesina Akiwumi, has indicated that there are five issues that the reinvigorated Arab-Africa partnership should focus on.
At the top of the list, he said, is energy development, second, is the exploitation of the continent’s rich green mineral resources, third, mobilisation of support for green infrastructure in Africa, fourth, food security and lastly, ensuring that the new drive for Arab-Africa partnership revolves around the Africa Investment Forum initiative.
“In the last five years, because of our collective work together, we have been able to attract over 180 billion dollars in investment interest into Africa. So, I am fully confident that as we structure the Arab and African financial institutions’ partnership, around this (Africa Investment Forum) effort, we can deliver even more results” Dr Adesina Akiwumi said at a leader’s breakfast as part of the Arab-Africa Financial Consortium, which took place as part of the launch of the newly established Arab-Africa Financial Consortium (AAFC) and the Arab Bank for Economic Development in Africa (BADEA) 50th anniversary, at the Kempinski hotel, in Accra on Sunday, 21 July 2024.
For his part, President Nana Addo Dankwa Akufo-Addo said that as stakeholders celebrate fifty years of Arab-Africa cooperation there is a need to reaffirm their commitment to the partnership.
He said there was a need to build on the successes of the past and work together to address the challenges of the future.
“Let us strive to create a more prosperous, inclusive, and sustainable future for all our peoples,” President Akufo-Addo said.
He observed that BADEA has, in the last 50 years, played a key role in the development of the African continent and he is confident that with the establishment of the AAFC, the next fifty years will be even more exciting as far as the relationship between the Arab world and the African continent is concerned.
Investment in human capital, infrastructure development, trade and investment growth, and women and youth empowerment, according to President Akufo-Addo, are four key areas that he believes the Arab-Africa Financial Consortium (AAFC) ought to pay attention to and drive.
“Over the past five decades, BADEA has been a beacon of hope, a catalyst for development, and a symbol of the enduring bond between our two regions. Since its inception in 1974, BADEA has been instrumental in fostering economic development and cooperation between African and Arab countries.
“It has played a pivotal role in financing and supporting numerous projects across the African continent from infrastructure development to healthcare, education, and agriculture. These projects have not only contributed to the socio-economic development of our nations and continent but have also strengthened the partnership between Africa and the Arab world,” President Akufo-Addo said.
BADEA’s commitment to Africa according to President Akufo-Addo, “is evident in its track record”. He said that “over the past 50 years, BADEA has financed over 700 projects in more than 44 African countries with a total value exceeding US$6 billion”. These projects, Akufo-Addo said “have created jobs, improved living standards, and spared economic growth across the continent.”
“BADEA has not only evolved to meet the expectations of the continent and shareholders but also to demonstrate agility and responsiveness to meet development challenges from the COVID-19 response to becoming pledges in the Arab coordination group on food security, climate change, and resilient infrastructure. As we celebrate fifty years of Arab-Africa cooperation through BADEA, let us reaffirm our commitment to this vital partnership.
“Let us build on the successes of the past and work together to address the challenges of the future. Let us strive to create a more prosperous, inclusive, and sustainable future for all our peoples. I call on all stakeholders, governments, the private sector, civil society, and international organisations to join hands in this endeavour,” President Akufo-Addo said.
The Arab Bank for Economic Development in Africa (BADEA) was established under the resolution of the 6th Arab Summit Conference at Algiers (28 November 1973). The Bank began operations in March 1975. BADEA is a financial institution owned by eighteen Arab member countries of the League of Arab States (LAS) which signed its Establishing Agreement on 18 February 1974.
The Bank is an independent International Institution enjoying full international legal status and complete autonomy in administrative and financial matters. It is governed by the provisions of its Establishing Agreement and the principles of international law.
The Arab Coordination Group (ACG), an alliance of Arab development institutions established to promote and coordinate financial and technical assistance to developing countries, primarily in the Arab world and Africa, is partnering with BADEA to launch the Arab – Africa Financial Consortium (AAFC).
The ACG comprises several key institutions including; the Abu Dhabi Fund for Development, the Arab Bank for Economic Development in Africa, the Arab Fund for Economic and Social Development, the Arab Gulf Programme for Development, the Arab Monetary Fund, the Islamic Development Bank, Kuwait Fund for Arab Economic Development, OPEC Fund for International Development, Qatar Development Fund, and the Saudi Fund for Development.
Several other key Arab institutions will also play an instrumental role in leveraging the partnership between the Arab and African countries through the establishment of the AAFC. Among them are, the Abu Dhabi Investment Authority, SaudiExim Bank, UNIDO ITPO office Bahrain, AIM Global Foundation, and the Arab Authority for Agricultural Investment and Development (AAAID).
The rest are the Public Investment Fund PIF, Halal Products Development Company, the Emirates Investment Authority, the Kuwait Investment Authority (KIA), the Investment Corporation of Dubai, the Qatar Investment Authority, the Oman Investment Authority, the Islamic Trade Finance Corporation (ITFC), and the Islamic Corporation for the Insurance of Investment and Export Credit (ICIEC).
Figures highlight ongoing severity of disease outbreak – expert
Ghana previously said 25.7% of total cocoa growing land infected
By Maytaal Angel
LONDON, July 18 (Reuters) -A major cocoa producing region in Ghana, the world’s second largest cocoa grower, is 81% infected with swollen shoot disease, according to the International Cocoa Organisation (ICCO).
Prices for the chocolate ingredient have roughly doubled this year because of adverse weather and disease in top cocoa producers Ghana and Ivory Coast, but hopes are rising for improved output next season.
The two countries together produce about 60% of the world’s cocoa.
Dashing output recovery hopes somewhat are the figures on bean disease in Western North, Ghana’s third largest cocoa region by output, which highlight the ongoing severity of the outbreak.
Swollen shoot virus first reduces yields before killing trees, usually within a few years. Once infected, trees must be ripped out and the soil treated before cocoa can be replanted.
According to the ICCO, Ghana’s Western North region covers an area of 410,229 hectares and has 330,456 hectares infected. The intergovernmental body was citing data from the Cocoa Health and Extension Division (CHED) of Cocobod, Ghana’s cocoa industry regulator.
In April, the chief executive of that industry regulator, Joseph Aidoo, told Reuters at an industry event that a total of 500,000 hectares were infected in the country at large – equivalent to 25.7% of Ghana’s 1.94 million hectares of cocoa growing land.
Another 100,000 hectares is unproductive due to aged trees, he said, and the country has so far treated a separate 100,000 hectares for swollen shoot. After rehabilitation, replanted trees take two to four years to mature and produce beans.
“Swollen shoot is clearly a serious problem that’s not improved in the last 12 months and is not going away,” said Steve Wateridge, a veteran world expert on cocoa and head of research at Tropical Research Services by Expana.
The ICCO said swollen shoot is also spreading in Ivory Coast, though authorities there have been more circumspect about revealing the extent of the outbreak publicly.
Wateridge previously told Reuters that up to 30% of Ivorian cocoa plantations were likely infected.
Ghana traditionally produces more than 800,000 tons of cocoa a year, but is expected to produce just over half that amount this season because of disease, aging trees, illegal gold mining, climate change and smuggling.
The Peasant Farmers Association of Ghana (PFAG) has revealed that about 80 percent of farmers have not been registered on the government’s Planting for Food and Jobs Programme Phase II (PFJ 2.0) as of June 2024.
The National President of the Association, Wepia Awal Addo, said the situation is worrying since the planting season is very close. He added that farmers are uncertain about their future, as they do not have an idea where and when to receive farm inputs such as fertilisers and seeds.
“As at June, around 80 percent of the farmers have not been registered and their farms have not been mapped. Which is a source of worry for us because the raining season has started. If you go to many places people are planting and they need the inputs to be able to grow food.” Mr. Addo said.
He made the revelation when the PFAG, in collaboration with the Ministry of Food and Agriculture (MoFA), and the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), hosted a national validation workshop for the assessment report on the implementation of the PFJ 2.0 on July 17, 2024 in Accra.
Mr. Addo said there appears to be a lack of interest in farmers’ welfare, particularly as farmers are not provided with any information to aid in planning.
Describing the PFJ Phase II as uninspiring, he stated that the agriculture sector has been neglected with no direct investment to farmers.
Mr. Addo pointed out for example that plans to expand irrigation projects and improve road networks have been left unattended to.
Purpose of the PFAG II The Planting for Food and Jobs Phase II (PFJ 2.0) was launched by the Ministry of Food and Agriculture (MOFA) in response to the challenges encountered during the programme’s initial phase.
The challenges included limited access to agricultural credit, insufficient adoption of the value chain approach, budgetary constraints on the government, and low prioritization of national food storage capacity.
Furthermore, issues such as smuggling, rent-seeking, and corruption were highlighted by PFAG’s annual assessment reports, leading to a significant call for a review of the programme.
The PFJ 2.0 aims to modernize the agricultural sector through the development of selected agricultural value chains for food crops, while promoting private sector participation.
This shift from direct input subsidy to a smart agriculture input credit system is designed to enhance food security, resilience, and export potential. The programme also seeks to create jobs among agriculture value chain actors.
The national validation workshop aims to validate the findings from these consultations and ensure that stakeholder feedback is incorporated into the final assessment report. The workshop featured presentations on the assessment findings, panel discussions, and interactive sessions to discuss and refine the recommendations.
The roll-out of PFJ 2.0 began in March 2024 with a registration process announced by the sector Minister. Despite the commencement, concerns have been raised about the timing, design, and implementation of the programme. The reliance on anchor farmers or aggregators for input and service provision, minimal central government involvement, and the late registration process have been points of contention among stakeholders.
In response, PFAG, with support from OXFAM, has undertaken an assessment of PFJ 2.0 to identify emerging issues, roll-out gaps, and propose solutions for maximizing programme output. Two stakeholder consultation workshops have been conducted in Tamale and Techiman, engaging farmers, input dealers, agricultural directors, and other relevant stakeholders from the Northern, Upper West, Upper East, North East, Ashanti, Ahafo, Bono, and Bono East regions. These consultations served to gather insights, sensitize farmers, and provide a platform for stakeholders to engage with the ministry on emerging issues.
About the Programme
“Sustainable Employment through Agribusiness (AgriBiz) in Ghana”.
The programme “Sustainable Employment through Agribusiness (AgriBiz) in Ghana” was commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ). Running from April 2021 until December 2025, the programme operates nationwide with a strong focus on promoting dynamic micro, small, and medium enterprises (MSMEs), both formal and informal, along with their Member Based Business Organizations (MBBOs) and business development service (BDS) provider.
The programme aims to strengthen the capacities of MSMEs and their associations to enable the private sector to create productive employment in the agribusiness sector.
