Nigeria promotes plastic crates to cut tomato losses – FreshPlaza

Report on IFDC Initiative to Reduce Tomato Post-Harvest Loss in Nigeria and Advance Sustainable Development Goals

1.0 Introduction: Addressing Food Insecurity and Inefficient Value Chains

The International Fertilizer Development Center (IFDC) has initiated a campaign in Nigeria to address critical post-harvest losses within the tomato value chain. This initiative focuses on replacing traditional raffia baskets with modern plastic crates for transportation and storage. The project is a strategic intervention aimed at enhancing food security, improving farmer livelihoods, and promoting sustainable agricultural practices, directly contributing to several United Nations Sustainable Development Goals (SDGs).

2.0 The Challenge: Post-Harvest Losses and Their Impact on SDG 2 (Zero Hunger)

Nigeria’s tomato sector faces significant challenges that undermine national food security and economic stability. These challenges are a direct impediment to achieving SDG 2 (Zero Hunger).

• High Loss Rate: Post-harvest losses for tomatoes are estimated to be as high as 40%, primarily due to inadequate handling, packaging, and transportation methods.
• Inefficient Logistics: The use of raffia baskets for long-distance transport, such as the 1,000-kilometer journey from Kaduna to Lagos, results in over half of the produce being damaged upon arrival.
• Impact on Food Availability: Such substantial losses reduce the amount of nutritious food available to consumers, contributing to food insecurity and price volatility.

3.0 The Intervention: A Multi-faceted Approach to Sustainable Production

The IFDC’s strategy employs a comprehensive approach that aligns with SDG 12 (Responsible Consumption and Production) and SDG 9 (Industry, Innovation, and Infrastructure).

1. Promotion of Modern Technology: The core of the campaign is the adoption of durable, reusable plastic crates. This shift reduces physical damage to produce, improves quality, and establishes a more sustainable and circular logistics system, directly supporting SDG Target 12.3 to halve per capita global food waste.
2. Capacity Building: IFDC is actively training farmers in improved post-harvest handling techniques, empowering them with the knowledge to minimize waste and maximize the value of their produce.
3. Policy Advocacy: The organization has submitted policy recommendations to Nigeria’s Federal Ministry of Agriculture and Food Security to integrate key vegetable value chains, including tomatoes, into national agricultural planning.
4. Overcoming Financial Barriers: A key component involves addressing financial constraints that have slowed adoption. This is being achieved through strategic partnerships, a cornerstone of SDG 17 (Partnerships for the Goals).

4.0 Key Partnerships and Economic Impact

Collaboration has been essential to scaling the initiative, reflecting the principles of SDG 17. The partnership with the Nigeria Incentive-Based Risk Sharing System for Agricultural Lending (NIRSAL) has been particularly impactful.

• Enhanced Financial Access: NIRSAL increased its credit risk guarantee from 50% to 75%, which unlocked a US$327,000 special intervention program with IFDC.
• Economic Empowerment: This program facilitates the distribution of plastic crates, stimulating local agribusiness and improving economic outcomes for farmers, which contributes to SDG 1 (No Poverty) and SDG 8 (Decent Work and Economic Growth).

5.0 Measured Outcomes and Contribution to SDGs

The initiative has already demonstrated significant positive outcomes, showcasing its effectiveness in advancing multiple SDGs.

• Increased Productivity (SDG 2): Tomato yields among farmers trained by IFDC have risen dramatically, from an average of 9-10 tons per hectare to 24 tons per hectare. Commercial farms have reported yields as high as 40 tons per hectare.
• Reduced Food Loss (SDG 12): The adoption of plastic crates directly tackles the 40% post-harvest loss rate, ensuring more produce reaches the market in good condition.
• Improved Farmer Income (SDG 1): By increasing marketable yields and reducing losses, the program directly enhances the income and economic resilience of smallholder farmers.
• Sustainable Infrastructure (SDG 9): The initiative represents a modernization of the agricultural supply chain, building more resilient and efficient infrastructure for the nation’s food system.

1. Which SDGs are addressed or connected to the issues highlighted in the article?

The article discusses several issues that connect to multiple Sustainable Development Goals (SDGs). The primary focus on reducing food loss, improving agricultural productivity, and fostering partnerships directly aligns with the following SDGs:

• SDG 2: Zero Hunger

  This goal is central to the article’s theme. The initiative to reduce post-harvest tomato losses from 40% directly contributes to increasing food availability and ensuring access to food, which are key components of achieving zero hunger. By improving the efficiency of the vegetable value chain, the project helps secure the food supply.

• SDG 12: Responsible Consumption and Production

  The campaign’s main objective is to tackle “tomato wastage.” This directly addresses the need for sustainable consumption and production patterns by focusing on the reduction of food losses along the production and supply chains, a core element of SDG 12.

• SDG 8: Decent Work and Economic Growth

  By modernizing agricultural logistics and increasing yields, the initiative supports higher levels of economic productivity in the agricultural sector. Reducing losses means more produce reaches the market, increasing income for farmers and other actors in the value chain, thereby contributing to economic growth.

• SDG 9: Industry, Innovation, and Infrastructure

  The article highlights the shift from traditional “raffia baskets” to “plastic crates” as a modernization of agricultural logistics. This represents an upgrade in infrastructure related to the food supply chain, making it more resilient and efficient, which is a key aspect of SDG 9.

• SDG 17: Partnerships for the Goals

  The success of the initiative is built on collaboration. The article explicitly mentions the partnership between the International Fertilizer Development Center (IFDC), the Nigerian Federal Ministry of Agriculture and Food Security, and the Nigeria Incentive-Based Risk Sharing System for Agricultural Lending (NIRSAL). This multi-stakeholder partnership is a clear example of the collaboration required to achieve the SDGs.

2. What specific targets under those SDGs can be identified based on the article’s content?

Based on the article, the following specific SDG targets can be identified:

1. Target 12.3: Halve Food Waste and Reduce Food Losses

   This is the most direct target addressed. The article states that the campaign aims to “reduce post-harvest losses” in the tomato sector, which are currently as high as “40 per cent.” The entire initiative is designed to reduce food losses along the supply chain, from farm to market.

2. Target 2.3: Double the agricultural productivity and incomes of small-scale food producers

   The article notes that as a result of IFDC’s training and interventions, “tomato yields among trained farmers have increased from an average of 9–10 tons per hectare to 24 tons.” This significant increase in productivity directly aligns with the goal of doubling agricultural output. Reducing losses also ensures that more of the produced food translates into income for farmers.

3. Target 8.2: Achieve higher levels of economic productivity through diversification, technological upgrading and innovation

   The introduction of plastic crates is presented as a technological upgrade over traditional raffia baskets. The article quotes an official saying, “Plastic crates are not just durable; they reduce losses, improve produce quality, and support a more sustainable value chain.” This shift represents a move towards higher productivity through innovation in logistics.

4. Target 17.17: Encourage and promote effective public, public-private and civil society partnerships

   The project is a collaborative effort. The article details the partnership between IFDC (an international organization), the Federal Ministry of Agriculture and Food Security (a public entity), and NIRSAL (a public-private financial institution). This partnership unlocked a “US$327,000 special intervention program,” demonstrating an effective multi-stakeholder collaboration.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

Yes, the article provides several quantitative and qualitative indicators that can be used to measure progress:

• Indicator for Target 12.3 (Food Loss Reduction)

  The article provides a clear baseline metric: “post-harvest losses in Nigeria’s tomato sector remain as high as 40 per cent.” Progress towards Target 12.3 can be measured by tracking the reduction of this percentage over time as the use of plastic crates becomes more widespread. This aligns with the official SDG indicator 12.3.1 (Global food loss index).

• Indicator for Target 2.3 (Agricultural Productivity)

  A direct indicator of productivity is provided: “tomato yields among trained farmers have increased from an average of 9–10 tons per hectare to 24 tons, and up to 40 tons per hectare.” This data directly measures the volume of production per unit of land, which is a key component of SDG indicator 2.3.1 (Volume of production per labour unit or area of farmland).

• Indicator for Target 17.17 (Partnerships and Financial Mobilization)

  The article mentions specific financial figures resulting from the partnership: NIRSAL raising its “credit risk guarantee from 50 to 75 per cent” and the subsequent launch of a “US$327,000 special intervention program.” These figures serve as indicators of the financial resources mobilized through the multi-stakeholder partnership, a key measure of the effectiveness of such collaborations.

4. Create a table with three columns titled ‘SDGs, Targets and Indicators” to present the findings from analyzing the article.

Source: freshplaza.com