WT/CFMC/W/83  
4 December  2020 
(20-8726)  Page: 1/6 
Sub-Committee on Cotton  Original: French  
 
  
DIRECTOR GENERAL'S CONSULTATIVE FRAMEWORK  
MECHANISM ON COTTON  
THE COTTON SECTOR IN  BURUNDI  
Communication from the Republic of  Burundi  
The following communication, dated 13 November  2020, is being circulated at the request of the 
delegation of the Republic of Burundi.  
 
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The Permanent Mission of the Republic of Burundi  to the United Nations Office and International 
Organizations based in Geneva presents its compliments to the Secretariat of the World Trade 
Organization (WTO) and has the honour to provide it with the following information:  
AN OVERVIEW OF  THE COTTON SECTOR IN BURUNDI  
BY THE COTTON MANAGEMENT COMPANY  (COGERCO)  
1  INTRODUCTION  
1.1.  The cotton sector is of critical importance to the global, national and family economy on account 
of its contribution in ter ms of revenue  and its role as a provider of jobs. International synergy is 
therefore needed  to move the  cotton sector  forward,  so that it can  contribute significantly to the 
development  of nations , job creation, and the well -being of cotton growers in general and  rural 
women in particular, the latter being the  main actors in this sector in many  countries . 
1.2.  Burundi is firmly committed to the development of the cotton sector. This commitment is 
reflected in various domestic reforms that seek to establish  a framework favour able to all forms of 
investment  and both bilateral and multilateral cooperation in this area . 
1.3.  We wish to extend our sincere  thanks to Brazil, wh ich has already agreed to share its vast 
experience of cotton growing as part of  the "Cotton -Victoria Project ", an undertaking aimed at 
strengthen ing the cotton sector in the Lake Victoria basin . We hope that further  projects will be 
launched to promote the cotton sector . 
2  COGERCO - BACKGROUND  AND MISSION  
2.1.  Cotton was first grown in Burundi in the 1920s, although exclusively in the Imbo natural region 
at an altitude of between 800 and 1,100 m etres. 
2.2.  In 1924, Law No.  52 required e very family to grow between 1,000 and 1,500 square metres of 
cotton in an effort t o promote it as the country's second largest export crop after coffee . From 1935 
onwards, the surface -area requirement increased to 4,000 square metres per married person  and 
2,000 square metres per unmarried  person . 
2.3.  In the 1980s, cotton growing spread to the provinces of Makamba, Rutana and Ruyigi in the 
Moso region, at altitudes of between 1,100 and 1,400 metres . WT/CFMC/W/83  
 
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  2.4.  Cotton is currently grown in two natural regions: Imbo ( altitude: 800  – 1,100 m etres) and 
Moso (altitude: 1 ,100 - 1.400 m etres). These regions were  each selected  at different times for their 
potential in respect of this crop .  
2.5.   COGERCO was established in 1947 under the name " Comité de Gestion des Réserves 
Cotonnières " (Cotton Supply Management Committee ). In 1984, it became the " Compagnie  de 
Gérance du Coton " (Cotton Management Company)  and was tasked with : 
1. providing guidance and support to growers in all cotton -growing  areas ; 
2. collecting seed cotton and processing it into cotton lint ; 
3. marketing cotton lint and cotton seed ; and 
4. promoting cotton growing . 
3  CURRENT SITUATION AS REGARDS COTTON PRODUCTION IN BURUNDI  
3.1.  The number of cotton producers has fallen from over 27,000 in 1993  to less than 10,000  today . 
3.2.  The country's seed cotton output, which reached 8,900 tonnes in 1993 ( a record  high), has 
now fallen to less than 1,000 tonnes . 
3.3.  The crisis and civil war  that took hold of  the country following the assassination of the first 
democratically elected President in 1993 had a severe impact on  the cotton sector, which is still 
suffering th e after -effects. Some cotton growers lost their lives ; others went into exile, and many of 
these did not return to cotton growing after their repatriation. They were much more interested in 
food crops . 
3.4.  The average yield is 600 kg/hectare . The factors that explain this low yield are the weak 
purchasing power of growers, who are unable to buy inputs such as organic and mineral fertilizer 
(fertilizer trials have shown that it is actually possible to obtain yields of 2,000 kg/hectare) , and the 
lack of high -performing varieties  (it should be noted that, for a long time  now, two varieties have 
been grown, Giza and Stam, which have already lost their production potential . Cotton has in fact 
had no such potential since the 1980s ). 
3.5.  Production is often affected by the vagaries of the weather  (floods and drought ). 
3.6.  Cotton is grown  in two of Burundi's natural regions (Imbo and Moso) . 
3.7.  It should be noted that  the last two years, 2018-19 and 2019-20, saw the lowest levels of 
production ever  recorded (900 tonnes and 800 tonnes, respectively) due to successive episodes of 
drought and flooding . 
4  INVESTMENT OPPORTUNITIES IN THE BURUNDIAN COTTON SECTOR  
4.1.  The Government is committed to promoting the cotton sector. This commitment is reflected in 
the introduction of policies, regulatory frameworks and bodies that facilitate, foster  and protect 
investment in various sectors of the national economy, including the cotton sector . Examples thereof 
are provided below : WT/CFMC/W/83  
 
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  4.1  Codes, laws and ordinances on investment protection,  which provide investors with  
a wide range of benefits : 
1. Code on public and private enterprises ; 
2. Investment c ode of Burundi;  
3. Commercial code ;  
4. Industrial property law ; 
5. Law establishing the  general regime for public -private contracts ; 
6. Law governing cooperative societies in Burundi, which grant s a wide range of benefits for, and 
facilitates, the creation of cooperative societies ; 
7. Joint ministerial ordinance (2015) establishing arrangements for granting visas to foreign 
tourists and investors . 
4.2  Bodies such as : 
1. The Investment Promotion Agency  (API);  
2. The Public -Private Partnership Contract Support Agency (ARCP);  
3. Other s. 
4.3  Strategic documents such as : 
1. The Burundi National Development Plan 2018-27 (PND , Burundi 2018 -27); 
2. The National Strategy for Revitalizing the Cotton -Textile -Clothing Industry  (SNCTH  2019-27); 
3. Other s. 
4.4  There are many other factors conducive to  cotton growing, including : 
1. The existence of a number of rivers and other waterways for crop irrigation ; 
2. The possibility of extending the land area used for crops (Imbo plain , Moso, Buyogoma and 
Bugesera);  
3. The existence of research and s eed production support bodies : ONCCS and ISABU;  
4. Local artisans  specializing in the production of clothing, and an abundant labour supply, that 
together offer significant potential  for a professionally organized sector that can produce items 
for the domestic market and for export ; 
5. The d evelopment of online sales systems ; 
6. A secure cottonseed cake market  thanks to the national policy on the permanent stalling of 
animals and opportunities f or exporting any surplus at the regional level ; 
7. The existence of a programme promoting  edible mushroom growing (possibility of adding 
value to cotton substrates: mushroom -growing medium) . 
5  CHALLENGES  
1. Lack of high -performing varieties: for a long time now, w e have grown two varieties, Giza 
and Stam, which have deteriorated ;  
2. Low level of mechanization and disappearance of bovine traction ; 
3. Many  tiring tasks (weeding  must be  carried out at least three times ); it is mainly women 
who take care of cotton crops while also bearing  the responsibility for other household tasks: 
weed-killer and bovine traction  are needed ; 
4. Lack of interest shown by young people in the cotton -growing activities of the older 
generation (a s considered unprofitable) ; 
5. Low purchasing power of cotton growers in terms of obtaining inputs, particularly organic 
and mineral fertilizers : subsidies  are needed ; 
6. Producer remuneration offers little incentive  compared to that in other areas of farming ; 
7. Organizational structur ing of producers re mains weak ; 
8. Lack of interest shown by development partner s; 
9. The ginning mill  (with its Continental Eagle gin installed in 1987)  is in a dilapidated state 
and needs renovating; the rolling stock is also outdated ; 
10. Lack of investment or financial support from technical -financial partn ers and private 
operators ; 
11. The lack of adequate funding prevents COGERCO from properly carrying out its mission : the 
low level of production recorded over the last two years has plunged  COGERCO into 
enormous financial difficulties that prevent it from successfully completing its mission ; WT/CFMC/W/83  
 
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  12. Unfair competition : same terms and conditions of sale for cotton lint as in countries that  
subsidize cotton production . 
6  REFORMS  AND OTHER ACHIEVEMENTS  IN THE COTTON SECTOR  
6.1.  The reforms carried out in the cotton sector  seek,  first and foremost , to establish  a framework 
that is conducive not only to investment and South -South cooperation for the development of the 
cotton -textile -clothing industry , but also to the development of internal capacity . These reforms and 
activities include, most notably : 
1. The creation of a legal framework (code, laws, ordinances) conducive  to the development of the 
cotton sector (see the section on opportunities) ; 
 
2. The cr eation of bodies that facilitate private investment by guiding and supporting private 
investors ; 
 
3. The Investment Promotion Agency (API) : API ha s taken steps to  reduce the amount of time it 
takes to establish  a business to less than one day ; 
 
4. The Public -Private Partnership Contract Support Agency (ARCP) ; 
 
5. The drafting of strategy papers ; 
 
6. The Burundi National Development Plan 2018-27 (PND , Burundi 2018 -27); 
 
7. The drafting and adoption by the Government, in Octo ber 2019, of the  National Strategy for 
Revitalizing the Cotton -Textile -Clothing Industry  (SNCTH , 2019-27); 
 
8. The m obilization of domestic  financin g; 
 
9. A memorandum of understanding on cotton production revitalization , signed by the State of 
Burundi and the domestic textile firm AFRITEXTILE  in May 2020 ; 
 
10. Other activities : 
 
• Support and facilitation measures for reorganizing cotton growers into cooperatives : five 
cooperatives were established in October 2020 ; 
• Suitab ility testing has begun in new regions (Bugesera and Buyogoma) with a view to the 
expansion of cotton growing ; 
• Purification tests  (ongoing ) for the old varieties  Giza and Stam;  
• Type-approval testing for five varieties brought in  from Mali  has been taking p lace for the 
past two seasons ; 
• Initiative to promote the wearing of Burundian clothing on national holidays and at other 
national events . 
7  OUTLOOK  
7.1.  The outlook for cotton is summarized  in the SNCTH 2019 -27, which envisages working "towards 
a cotton -textile -clothing industry  that is integrated and competitive at the international level and 
that significantly contributes to the transformation of the agro -industrial economy , the creation of 
decent jobs, sustainable development and the well -being of Burundi's cotton stakeholders ". 
7.2.  The SNCTH comprises  seven strategic objectives : 
Strategic objective 1  – To increase the national output of cotton lint to 5,000 
tonnes (i.e. 12,000 tonnes of seed cotton ) in order to meet the needs  of the 
domestic industry , while setting aside any surplus for regional and 
international exports : this strategic objective seeks to significantly increase  
Burundian cotton production so as to further the development of the national textile 
industry. The main elements of this object ive essentially relate to making more than 
1,000 hectares of additional land available for cotton growing and updating cultivation 
methods.  WT/CFMC/W/83  
 
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  Strategic objective  2 – To build and improve the country's technological 
industrial processing capacities by improving and updating the equipment 
used : this strategic objective seeks to improve and update the various types of 
outdated equipment used in the industry , while making sure that such equipment  meets 
international standards and operates in such a way as to ensure optimal production in 
terms of quantity and quality .  
Strategic objective  3 – To professionalize the sector and develop human capital 
and technological capacities so that the industry is able to meet the conformity 
requirements of regional and in ternational markets : this strategic objective seeks 
to raise the level of the sector so that it is professional and able to compete with other 
more advanced cotton sectors in the region . This can be achieved by acquiring human 
resources and sector professi onals with the necessary skills . 
Strategic objective  4 – To promote activities related to design, clothing 
production and handcrafted items  by building the technical capacities of those 
concerned and establishing a favourable framework : this strategic objective seeks 
to support and organize the subsector of small and medium -sized enterprises 
comprising artisan designer s, dressmakers and tailors, so that they are able to produce 
a wide range of high -quality textile items , in large quantiti es, that can hold a significant 
share of the domestic market, while also being easily accepted on the regional and 
international markets . 
Strategic objective  5 – To organize, revitalize and improve the marketing of 
cotton -textile -clothing products : this st rategic objective reflects the ultimate goal  
of the entire strategy , which is to significantly increase the marketing flows of Burundian 
textile products on the domestic and international markets .  
Strategic objective  6 – To promote and develop the public -private partnership, 
private investment, and support from technical -financial partners in the 
cotton -textile -clothing industry: this strategic objective seeks to facilitate and 
attract private investment in every area of t he Burundian cotton -textile -clothing 
industry. The level of p rivate investment currently remains very low in this sector, 
particularly as regards production and processing . 
Strategic objective  7 – To set up an institutional and regulatory framework 
conduci ve to the development of the cotton -textile -clothing industry : this 
strategic objective seeks to ensure that the country's highest authorities make  the 
development of the cotton -textile -clothing industry  and the introduction of a n 
appropriate  institutional  framework economic priorities  for the country . 
8  CONCLUSION  
8.1.  The SNCTH provides great scope and opportunity for investment in the cotton -textile -clothing  
sector , an industry that  has thus far remain ed untouched . This is explained in the following extract 
from the letter addressed to SNCTH readers by H. E. the Minister for the Environment, Agriculture 
and Livestock :  
"This strategy is a logical follow -up to the Burundi National Development Plan 2018-27, 
which envisages the development of related sectoral policies. Lasting nine years 
(2019 -27), it has been designed  to address the above -mentioned challenges and will, 
in time, enable Burundi to develop a comprehensive and competitive cotton -textile -
clothing industry at the regional and international level. It has been developed  through 
the joint efforts of experts from various Ministries, the private sector with technical 
support from the Office for Strategic and Development Studies of the Office of the 
President of t he Republic, and independent experts. This study was funded by 
COGERCO. We therefore call on all the actors and partners of the Burundian cotton -
textile -clothing industry to take ownership of the strategy  and to work together to 
achieve  the economic and social development objectives  concerned. We also call on our 
development partners to increase their  assistance to the sector and to take full 
advantage of  the opportunities provided by this strategy  and invest in the areas of their WT/CFMC/W/83  
 
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  choice on the basis of  Burundi's relevant regulatory framework s, most notably its 
legislation on public -private partnerships (PPP). We remain convinced that by combining 
our efforts  we will, together, fulfil our great socio -economic ambitions , which  are set 
out in this strategy paper ". 
 
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