3. Natures Way Cooperative
(Fiji) Ltd.
Nature’s Way Cooperative (NWC) is based in Fiji and has
120 shareholders who are growers and exporters, with
the vast majority being small farmers. Established in 1995
Through the services it provides it helps small farmers to
access export markets.
Location - Nadi International Airport
Number of Staffs - 14 Staffs
Number of Members - 162 Members
8. BQA EXPORT FLOWCHART
COMPONENTS
RESPONSiBILTIES
GROWER
REGISTRATION
BAF, EXTENSION,
RESEARCH, EXPORTER,
NWC, FARMER
ON – FARM PRODUCTION
EXTENSION
FARMER
FARMER
HARVEST
TRACE
BACK AUDIT
(BAF)
REJECT
600 UNITS INSPECTION
PASS
HTFA RECIEVAL
CORRECTIVE
MEASURES
(FARMER, EXTENSION,
BAF)
EXPORTER, BAF
BAF
NATURES WAY, BAF
TREATMENT 47.2˚C
INSPECTION
FOR COMPLIANCE
(BAF)
LOAD INTO CHAMBER
NATURES WAY, BAF
GRADING PACKING
INSPECTION CERTIFICATION
UPLIFT OF SUSPENSION
(BAF)
POST TREATMENT
NATURES WAY, BAF
BAF
BAF
9. EXPORT REQUIREMENTS
IMPORTING
COUNTRY
• NEW ZEALAND
• AUSTRALIA
• USA
• JAPAN
• CANADA*
REQUIREMENTS
• QUARANTINE 1ST
COMMERCIAL 2ND
COMMERCIAL 1ST
QUARANTINE 2ND
Transship via Hawaii
10. THE FRUIT FLY
In Fiji the species is Bactrocera xanthode
The New Zealand breadfruit pathway
requires that:
1. Fruit for export must be sourced from trees
and farmers that are registered by Fiji
Quarantine.
2. Trees must be bait sprayed each week for a
period of seven weeks prior to harvesting.
3. All fruit for export must be HTFA treated at
the Natures Way Cooperative facility at
Nasoso Rd Nadi Airport
12. BAF WILL VERIFY
THE FIELD
RECORDS (FARM
REGISTRATION,
BIN #,
EXPORTER,
WEIGHT
RECEIVED)
TRANSFER FROM
FIELD BIN
COMBINED ONTO
INSPECTION TRAY
FOR PHYSICAL
INSPECTION (BAF)
SELECTED FRUITS
TRANSFER FROM
INSPECTION
TRAY ONTO
TREATMENT BIN
(BAF)
19. EVAN AFFECTS EXPORTS
Biggest papaya producers were badly hit by
the floods in 2012 and Tropical Cyclone Evan
Exports declined from 60 tonnes a week to 15
to 20 tonnes
20. SWOT ANALYSIS
STRENGTHS
• No competitors
• Fruits and vegetables for Export
to undergo HTFA
• Quality and continuity of
Management
• An appropriate PPP
• Facility core function aligned to
national interest- promote
export earnings
WEAKNESSES
• Inadequate administrative
support- COOP
• Under capitalization
• The risk of an unjustified change
in management
• High operating expenses
21. SWOT ANALYSIS
OPPORTUNITIES
• Increasing demand for
horticultural products
THREATS
• Natural disasters
• Climate change
• Expansion into new markets
• New pest and disease
• Diversification
• Political instability
22. BENEFITS
Increase in foreign Trade
Economic Growth
Creates Employment to locals
Promotes Fiji in International Market
Creates sets standards and improve quality of
farm produce
Chemical free treatment produce
23. FACTORS CONTRIBUTING
TO SUCCESS
The quality and continuity of management
NWC works with farmers to improve their
systems
An appropriate public private sector
partnership.
Shareholders have not interfered operations.
Quarantine treatment fees have been set at
an economic rate.
.
24. OTHER HTFA FACILITIES
IN REGION
Tonga, Samoa, Cook Islands, Vanuatu, New
Caledonia, Hawaii
2 HTFA facilities only operational ( Fiji & Hawaii)
Closure of facilities in the region- due to
government operating the facility (Dept. of
Agriculture), insufficient throughput for viability,
limited airfreight capacity, other quarantine
treatment of choice (Irradiation in Hawaii)
25. Benchmark studies in the
Pacific for HTFA quarantine
treatment
Hawaii – successful venture
Tonga – not a successful venture
Cook Islands - not a successful venture
Samoa - not a successful venture
Vanuatu - not a successful venture
New Caledonia- not a successful venture
26. RECOMMENDATION
Proper management of operational
expenditures
Strategic planning
Diversifying into other operations
Integration with partners
Review equity of stakeholders
27. LESSONS LEARNED
An appropriate public private sector partnership
Succession Plan enabled continuity of the program
Cooperative - a successful venture
Commercial scale treatment facility should by run by
a Private sector
The division of responsibility between quarantine
treatment business and quarantine service
28. LESSONS LEARNED
Business success depends on good management
Financial viability depends on maintaining a sufficient
level of throughput
For sustainability, business must charge economic
rates
.
29. FIELD PRODUCTION - PROCESS
Farm Registration
Field Agronomic Process Extension Division (MAF)
Field records
The industry-owned cooperative works in partnership with the public and private sectors, and receives additional funding from domestic and overseas agencies.
NWC provides an important income source for many farmers, particularly those who have suffered due to the decline of the sugar industry, once Fiji’s primary agricultural export.
Body representing the needs of the horticultural exports industry
Total grant funding approved: ECF A$263,321
120 shareholders who are growers and exporters, with the vast majority being small farmers.
Baiosecurity Authority of Fiji
Initially a small enterprise handling just 30 tonnes of papaya each year, NWC now treats and packs about 1,200 tonnes of papaya, mango, breadfruit and eggplant annually.
Importing countries- requirement (BQA), use of chemicals banned to treat fruitfly- use HTFA
Planning to double Fiji’s quarantine treatment capacity for fresh produce over a five year period, NWC has invested in infrastructure, systems and equipment. A new heat-treatment chamber and handling and grading equipment have increased capacity to about 1,200 tonnes per year.
Increase from 2010 and slowed down to 2012.
Due to – Natural Disiasters
Decrease in Profit due to Overhead Expenditures .
•Hawaii – successful venture
-Privately owned
- Moved away from HTFA treatment to irradiation treatment facility because it allows for harvesting of riper fruits, treatment time is much shorter (5 to 6 hours) and treatment can be undertaken in cartons ready to ship.
•Tonga – not a successful venture
-USAID project – required quarantine treatment to be the responsibility of the private sector, however the country showed considerable resistance to the concept of private sector responsibility.
•Cook Islands - not a successful venture
-Lack of suitable agricultural land
-Public sector initiative
-Highly dependent on one commodity- papaya
-High fixed cost structure of quarantine treatment
•Samoa - not a successful venture
-Public sector initiative(run by Dept of Agriculture). What was needed was the appropriate form of public private sector partnership
-Lack of seriousness given to breadfruit as the core product
-Major fungal diseases caused root and stem rots in sunrise papaya
-Shelf life of fruit has been quite poor under Samoan condition.(Fiji has a comparative advantage in growing this variety)
•Vanuatu - not a successful venture
-Facility owned by local supermarket owner
-Large capacity but insufficient throughput to approach viability
-Constraints are, availability of supply and limited airfreight capacity to NZ
•New Caledonia- not a successful venture
-Facility run as a quasi-government operation used to treat citrus for export to NZ.