WT/CFMC/W/73  
23 February  2018 
(18-1214) Page: 1/43 
 Original:  French  
 
  
DIRECTOR -GENERAL'S CONSULTATIVE FRAMEWORK MECHANISM ON COTTON  
"COTTON ROADMAP" PROJECT  
Communication from the Republic of Benin  
The following communication , dated  21 February  2018, is being circulated at the request of the 
delegation of the Republic of Benin, on behalf of the C4 countries . 
 
_______________  
 
  WT/CFMC/W/73  
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  TABLE OF CONTENTS  
 
1  BACKGROUND  ................................ ................................ ................................ ..............  3 
2  KEY TRENDS IN THE DEVELOPMENT OF THE COTTON SECTOR AND VALUE 
ADDED  ................................ ................................ ................................ .............................  8 
3  TARGET REQUIREMENTS  ................................ ................................ ..............................  9 
4  THE MANDATE OF THE ITC AND EXPERIENCE WITH THE C4 COUNTRIES AND 
THE COTTON SECTOR IN AFRICA ................................ ................................ ....................  11 
4.1  The ITC's mandate with the C4 countries  ................................ ................................ ....... 11 
4.2  The ITC's experience with the C4 countries  ................................ ................................ .... 12 
5  PARTNERS IN THE COUNTRIES  ................................ ................................ ..................  13 
6  PROGRAMME APPROACH  ................................ ................................ ............................  13 
6.1  Programme objective  ................................ ................................ ................................ .. 13 
6.2  Key outcomes expected  ................................ ................................ ...............................  15 
6.3  Beneficiaries  ................................ ................................ ................................ ..............  19 
6.4  Theory of change ................................ ................................ ................................ ........  19 
6.5  Rational framework ................................ ................................ ................................ ..... 20 
6.6  Implementation strategy (impact, results, activities) ................................ .......................  31 
6.7  Monitor programme implementation  ................................ ................................ .............  36 
6.8  Addressing cross -cutting issues concerning gender, young people and the 
environment  ................................ ................................ ................................ .....................  36 
7  PROGRAMME COST  ................................ ................................ ................................ ..... 37 
7.1  Programme finance  ................................ ................................ ................................ ..... 37 
8  RISK MATRIX  ................................ ................................ ................................ .............  37 
9  COMMUNICATION STRATEGY  ................................ ................................ .....................  40 
10  ABOUT THE ITC  ................................ ................................ ................................ ........  42 
 
 
  WT/CFMC/W/73  
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  C4: COTTON ROADMAP PROMOTION  
COTTON/TEXTILES SECTOR AND PRODUCTS THEREOF:  FOR A COMPETITIVE,  
INCLUSIVE AND SUSTAINABLE VALUE CHAIN  
Programme Document  
1  BACKGROUND  
1.1.  The proposed programme  has a four -pronged  approach , which covers : 
a. The Sectoral Initiative in Favour of Cotton ; 
b. The implementation of the C4 country Poverty Reduction Strategy Papers (PRSPs) ; 
c. The implementation  of the mandate for  trade facilitation negotiations ; 
d. The implementation  of the Aid for Trade initiative.  
1.2.  In the framework of the West African Economic and Monetary Union  (WAEMU ), 
a Cotton -Textile Agenda, together with an implementation strategy for the period 2011-2020, was 
finalized with the technical support of the International Trade Centre  (ITC) and financing from the 
European Union . The Cot ton-Textile Agenda, which was created on the basis of a participative 
approach including all stakeholder s in the value chain, provides the subregion with an overview of 
the strategic objectives to be pursued to make the cotton -textile sector more competitive . It 
analyses the potential of cotton, textiles and clothing  in the subregion and highlights  strategic 
phases , with a view to improving the trade performance  of such products . 
1.3.  The strategic objective of WAEMU 's Cotton -Textile Agenda  is to proces s a quarter (25 %) of 
cotton fibre produced  by 2020, with the desired direct and indirect effects of added value and job 
creation . Out of 46 spinning mills that were functional in 2003 in the  WAEMU  region , only ten are 
operational today, and around 2% of the cotton fibre produced is processed locally . 
1.4.  In the framework of the  Economic Community of Central African States (ECCAS) , a strategy 
to develop the cotton, textile and clothing sector in Central Africa was also developed in 2011, with 
the technical sup port of the ITC and financing by the European Union . The strategy aims to create 
the best conditions in which to develop a competitive and integrated sector , one  which provides 
quality cotton and cotton by-products that are recognized and marketed on the r egional and 
international market, and which makes a sustainable contribution to the fight against poverty 
through a fair redistribution of income.  
1.5.  It is therefore timely for the  C4, and for all cotton -producing and exporting countries in  West 
and Central A frica to implement a joint technical assistance programme aimed at  significantly 
improving the competitiveness of the cotton sector , with an impact on the textile and clothing 
industry.  
1.6.  The programme will be  inclusive and multidimensional, and will aim  to respond in an effective 
and sustainable manner to the structural needs of the sector, and provide specific solutions that 
meet the expectations of beneficiaries.  
1.7.  Cotton is a strategic product in all of the regions of the world in which  it is grown . Its interest 
to the private sector, policy -makers, and to a broader extent, civil society, can be explained by a 
number of factors.  
1.8.  Cotton is a strategic product for the following reasons : 
• It is a major source of income for many small -scale family farms that depend on its 
cultivation, particularly in West and Central Africa . Cotton production areas are excellent 
grain production areas , which contribute to the food security of small -scale producers . 
Cotton production generates  direct and indirect income for o ver 15  million  households . 
Almost 70 % of the active population in cotton -producing areas work in the cotton  sector . WT/CFMC/W/73  
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  • When processed , cotton provides a large range of by -products for the agri -food industry , 
and also the cosmetics and health industry . It therefore encourages innovation and 
research.  
• It generates income in  foreign currency for countries, which is why it is necessary to have an 
organized and competitive sector that is oriented towards exports to dynamic markets and 
that offers  attracti ve purchase prices . 
• Its production raises environmental considerations for the sustainable management of the 
resource, which is why it is important to take into account specifications that respect the 
environment during production and processing . Today, organ ic and fair trade cotton are 
niche market s, but new economic challenges are on the horizon . 
• The management of the sector  involves public -private partnerships that require 
infrastructure  not only  to modernize production , but particularly to promote processing and 
open up  production areas . 
• The issue of subsidies granted to the cotton sector in certain countries remains a significant 
challenge in multilateral trade negotiation s. The cotton agenda was once again a topical 
subject at the WTO Ministeria l Conferences held in Bali and Nairobi.  
 
1.9.  In Sub -Saharan Africa and, more specifically, in French -speaking West and Central Africa, the 
four co-sponsors of the Sectoral Initiative in Favour of Cotton  (Benin, Burkina  Faso, Chad and 
Mali), known as the "C4", are leaders in the production of "white gold" in Africa, with a total output  
that is set to surpass  750,000 tonnes of cotton fibre for 2016/2017 , i.e. more than half of the 
continent's production , 3.3% of global  production  and 9% of world exports . 
1.10.   The co tton sector provides a large share  of the exports of the C4 countries, although this 
share has decreased over the last decade.  
1.11.   Cotton 's share in exports for the period 2010-2014 was 32% in Burkina  Faso ( compared 
with 64% in 2000 -2004), 27 % in Mali ( compared with  51% in 2000 -2004), 19 % in Benin 
(compared with 56 % in 2000 -2004) and only  3% in Chad ( compared with  57% in 2000 -2004) , 
mainly  due to the increasing share of gas and oil exports . 
1.12.   Furthermore , the C-4 countries invest significantly in cotton pr oduction, which generates 
over 10 % of their respective GDP s and which remains the main source of livelihood for the 
majority of their rural populations.  
1.13.   During the  2014/2015  crop year , Burkina Faso produced over 280, 000 tonnes of cotton 
fibre, which made it the top African cotton producer ahead of Mali, where production amounted to 
230,000 tonnes . This was  due to a 19 % increase in  the area of cultivated  land, following a  rise in 
cotton prices  on the world market . Benin obtained a fibre yield of  408 kg/ha, which represented an 
increase of over  24%, following the innovative introduction of new seed varieties , which are better 
adapted  to the specific characteristic s of the climate in cotton -producing  regions . Chad has also 
seen its yield grow, with a 25 % increase in the area of cultivated land  thanks to  support from a  
new company , Cotontchad SN . For the crop year  2016/2017, Chad expects to produce  
171,000 tonnes of seed cotton, which represents a 13 % rise compared with the previous crop year 
(150,000 tonn es). 
1.14.   In spite of the above -mentioned  performances  and undisputed potential  of Benin, 
Burkina  Faso, Chad and Mali, these countries  are unable to fully enjoy the economic privileges 
afforded by the cultivation of "white gold",  unlike emerging powers such as Brazil and India . The 
C4 countries remain in the category of least developed countries (LDCs) and have very low human 
development indices  (see Table 1 below ). WT/CFMC/W/73  
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  Table 1 – Macroeconomic indicators for  C-4 countries  
Country  Population  
 
 
(2014)  GDP per 
inhabitant  
 
(US$ ) Human 
development 
index  
(2015)  Doing 
Business  
 
(2015)  FDI 
(millions 
US$) 
(2013)  Logistics 
Fluidity  
Index 
(2014)  
Benin 10,160,556 1,900  166th/188 151st/189 320.06  109th/160 
Burkina 
Faso 18,365,123 1,700  183rd/188 167th/189 374.32  98th/160 
Chad 11,631,456  2,800  185th/188 185th/189 538 113th/160 
Mali 16,455,903 1,600  179th/188 146th/189 410.29  119th/160 
Sources:  The World Factbook, American Central Intelligence Agency ; The World Bank Dataset ; UNCTAD, 
World Investment Report ; The Global Enabling Trade Report, World Economic Forum ; Trade Logistics 
in the Global Economy 2014 . 
1.15.   There are multiple barriers preventing the development of this sector for the C4 countries . 
Nevertheless , these barriers can be explained  mainly in terms of  a lack of competitiveness of the 
cotton/textile sector, low investment in processing (including non-industrial  processing for the 
domestic markets of the C4 countries and the regional markets of the WAEMU , ECOWAS, CAEMC  
and ECCAS  in particular ) and a business  environment that does little to promote the emergence of 
small and medium -sized enterprises  carrying  out non-industrial  or even industrial processing , 
despite the recent progress made . 
1.16.   In general , mill use  of cotton  in French -speaking Africa has stagnated  in recent years at 
17,000 tonnes, which corresponds to 4. 5% of mill use at the continental level and 0.1 % at the 
global level . 
Valorization of  seed cotton by -products  
 
1.17.   The value of the fibre obtained from one tonne of seed cotton is three to four times th e 
combined value of the cotton oil and cake obtained from the processing of the seed . For this 
reason, the cotton oil and cake markets are often overlooked in certain countries . However, in 
some countries, the revenue from seed sales amply covers ginning c osts. In Cameroon , for 
instance , the Cotton Development Company  (SODECOTON ) managed to avoid, for a long time, the 
losses that have affected the other West and Central African  countries, partly thanks to the 
cross-cutting subsidy system for its profitable and integrated trade in cotton oil.  
1.18.   Almost all of the cotton oil produced in the C4 countries is consumed locally . As all of the 
countries import edible oils (palm oil, in most cases ), cotton seed oil is a substitute for imported 
products . The percentage o f consumption of edible cotton seed oil is almost 50 %, and even higher  
in Benin, Burkina Faso and Mali . 
1.19.   Due to the competition represented by palm oil in all of the C4 countries , being  landlocked is 
a significant factor in the cost of land transportation , which is essential for  import ing palm oil . It 
should be noted that this factor partially compensates the ginning companies  in landlocked 
countries for the high land transportation costs that they face when exporting their fibre. 
Burkina  Faso, Chad and Mali  are landlocked, have a shortage of  edible oils and have a high 
demand for cotton oil cake from their livestock sectors . However, the prices paid to their cotton 
companies for cotton seed are lower than in other African countries, according to the World Ba nk. 
Value added and the development of the handicrafts  sector  
 
1.20.   The cotton handicrafts sector has the potential to contribute significantly to job creation and 
poverty reduction . Handicraft s can therefore add value to fibre  and, in turn,  successfully compete, 
in select market segments, with  second -hand and  cheap,  relatively low quality Asian imports, 
which constitute the majority of the clothing worn in most African countries.  WT/CFMC/W/73  
- 6 - 
  1.21.   Furthermore , the "Cotton -Textile Agenda " adopted at WAEMU  level underscores the 
potential of the handicrafts sector and proposes to support the development of a dynamic 
handicraft s sector in the countries selected and in regions that can serve the national and regional 
markets . Through the involvement of regional ass ociations and Regional Economic Communities 
(RECs) , it will be possible to widely circulate the results of the approach in the region in order to 
disseminate knowledge and duplicate successful approaches in other countries.  
Graph 1 – C4 exports in  2014  
 
Source:  ITC TradeMap, 2014 data (based mainly on mirror data ). 
Graph 2 – Countries that import cotton from  the C 4 countries  
 
Source:  ITC TradeMap, 2015  data. 
 
List of exporting countries for the selected product in 2014  
Product: 52 Cotton  Value exported, US$ thousand  
     C4  Burkina Faso   Mali   Benin   Chad 
 
Country  Value, US$ thousand  140,000  
120,000  
100,000  
80,000  
60,000 
40,000 
20,000 
0 
Singapore  
 
 
Indonesia  
 
 
China  
 
 
India 
 
 
Switzerland  
 
 
 
Viet Nam  
 
 
Bahrain  
 
 
France  
 
 
 
Thailand  
 
 
Malaysia  
 
 
United  
Kingdom  
 
 
Bangladesh  
 
 
Egypt  
 
 
 
Togo 
 
 
Belgium  
 
Partner countries  List of importing countries for the product 52 – cotton exported  
by the C4 GroupWT/CFMC/W/73  
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  Duration of the programme  
 
1.22.   To allow for substantial interventions that create tangible res ults and impacts, the proposed 
programme shall take place over a period of seven years, with a four -year pilot implementation 
phase , followed by a three -year acceleration phase  (see terms of reference for resource 
mobilization in the annex ). 
Ownership of the programme by beneficiaries  
 
1.23.   It is the responsibility of national stakeholders to take ownership of this concept note and to 
validate its relevance and appropriateness in terms of the needs identified, objectives  to be 
pursued and results to be achieved.  
1.24.   For the dev elopment of the aforementioned p rogramme, the ITC will combine international 
expertise with the skills of local  experts to ensure the effective ownership of the p rogramme by the 
beneficiaries, and to an ticipate the sustainability of the technical interventions to be proposed.  
1.25.   The programme aims to identify and promote each C4 country's comparative advantage as 
regards its potential in terms of production, processing and exports in the last four years, wh ile 
taking into consideration the existing capacity and infrastructure of other countries in the 
subregions of West Africa (in particular, Côte d'Ivoire, Nigeria and Senegal) and Central Africa 
(Cameroon and the Central African Republic) . Considering the r egional dimension of the sector in 
this way, while building on each country's existing achievements, particularly  in terms of 
South -South cooperation, will favour the development of synergies and complementarities in 
terms of expertise, know -how, investments, financing, infrastructure, and trade, in a business 
environment that is more efficient (being more predictable) and more conducive to the 
development of economies of scale.  
1.26.   Regarding the improvement of production, for example, which is the ini tiative's key area of 
action , the programme will draw and expand on the achievements of recent or current projects, 
most notably  the project for the strengthening of technology and  the dissemination of good 
agricultural practices for cotton in the C4 count ries and in Togo, or  "Cotton -4+Togo ", in 
collaboration with the  Brazilian Association of Cotton Producers (ABRAPA) , the Brazilian Agency for 
Cooperation  and the Brazilian Agricultural Research Enterprise (EMBRAPA) . This project's ultimate 
aim is to increas e productivity by disseminating innovative technical strategies  that are adapted to 
the climatic  conditions of the five countries concerned through activities involving  small -scale 
producers . It also aims to create genetic diversity  and improve the quality  of cotton, and has 
helped to revitalize  laboratories in partner countries and establish a collective storage bank . 
1.27.   The economic prosperity of cotton producers is one of the main outcomes that the 
programme seeks to achieve, and food security is a priority  area of action . Synergies with the C4 
Cotton Partnership p rogramme (C4CP)  will also be pursued . 
1.28.   The table below shows several cotton sector initiatives in the C4 countries, with which this 
programme will pursue complementarities and seek to sustain and build on the achievements 
made . 
Table 2 – Cotton sector initiatives in C -4 countries  
PARTNERS  PROGRAMME/PROJECT/ACTIVITIES  BENEFICIARIES  
Netherlands  Support for unions of communal cotton producers  Benin, Burkina Faso, Mali  
Denmark, France, 
Germany, Netherlands, 
Sweden, 
United  Kingdom  Support for the Cotton Initiative through negotiations at 
the WTO (implementation by IDEAS)  C4 
United States  West African Cotton Improvement Programme  
(WACIP)  C4 + Senegal  
United States  C4 Cotton Partnership Programme (C4CP)  C4 
Brazil  Programme for the development of the cotton sector in 
the "Cotton -4" countries (Benin, Burkina Faso, Chad and 
Mali) C4 countries  WT/CFMC/W/73  
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  PARTNERS  PROGRAMME/PROJECT/ACTIVITIES  BENEFICIARIES  
AfDB (in partnership 
with FAO and WAEMU)  Multinational cotton sector support project (PAFICOT)  C4 and  WAEMU  
India Indian programme to provide technical support for the 
cotton sector in Africa  Benin, Burkina Faso, Mali, 
Chad, Malawi, Nigeria, 
Uganda, Ghana, Togo, 
Tanzania, Zambia  
 
2  KEY TRENDS IN THE DEVELOPMENT OF THE COTTON SECTOR  AND VALUE ADDED  
Major trends on the cotton market  
 
2.1.  The share of cotton in the consumption of textile fibres at the end use level has fallen 
unrelentingly and the increased competition represented by poly ester has served to accelerate the 
decline . It has halved in 20 years, falling to around  25% in 2016 . The average yearly consumption 
of cotton fibre per person has not changed  since 1960, while at the same time, the end 
consumption of other textile fibres has increased more than fivefold . 
2.2.  Synthetic fibres are uniform and clean, which make them better adapted to the requirements 
of the modern textile industry than natural fibres . The cotton market share has also suffered from 
highly volatile  prices , while polyester prices fluctuate less  and are lower . The image of the cotton 
industry has also been tarnished by accusations that it involves the "most polluting form of 
farming  in the world", using 25 % of the pesticides consumed in the world on only 2.5 % of 
cultivated land, that it uses child labour , and is drying out the Aral Sea.  
2.3.  In this unpromising context , it is vital for cotton producers to adapt to the demand by 
industrialists in the textile sector , who are oriented towards sustainable development , with the aim 
of meeting the expectations of the ir clients by offering  ethically responsible products that are 
processed sustainably, while respecting good social and environmental practices . With the increase 
in demand for "sustainable" cotton or cotton perceived as sustainable , there is a tendency  to give 
greater  importance to the traceability of cotton throughout  the value chain, and the presence of  a 
certificate or label.  
2.4.  Although organic and fair trade cotton remain niche products, two initiatives aiming to 
expand the market base for sustainable cot ton were launched in 2005 , in response to  the 
requirements of the mass market covered by the  major textile distribution enterprises : the 
Better  Cotton Initiative (BCI) and Cotton made in Africa (CmiA) . The BCI is undeniably a 
marketing success that proves the primacy of perception over reality . By playing cleverly on the 
ambiguous meaning of the word "better", which in this case actually means "improved",  the BCI 
enables industrialists from the textile sector to "green" their brand image, while payi ng a relatively 
low fee and applying  quite lenient standards and testing . In 2012, CmiA and the  BCI signed a 
partner ship agreement under which CmiA-certified cotton can be sold as Better Cotton to a BCI 
member . In other words , CmiA allowed itself to be engulfed by BCI in order to benefit from a 
premium , even though its criteria are more restrictive . 
2.5.  BCI cotton is imposing  its standard to the detriment of conventional cotton, which therefore 
loses value (not better = bad) . The production of  BCI cotton from 1.6 million  cotton producers in  
21 countries totalled 2. 6 Mt in 2015, or 12% of global production . 
2.6.  Today, organic cotton has gone beyond the phase of niche market  for specialized products 
with high value added, such as sports clothing, baby products , underw ear, and bathroom and 
household linen . Nevertheless , supply  (110,000 tonnes in 2015) is struggling to keep up with 
demand , owing particularly to the loss of earnings during the conversion to organic cotton and the 
constraints of the organic production syst em. The fair  trade cotton market seems to be losing 
momentum, undoubtedly because it has been replaced, in terms of demand by industrialists, by 
the BCI, which is less restrictive and which is often (and unfairly ) perceived more or less as an 
equivalent to  fair trade by the general public . 
2.7.  Organic cotton production may constitute an eco -responsible and profitable alternative to 
conventional production , and there is a  clear conceptual complementarity between "organic" 
production, which respects the environment, and "fairtrade", which respects people.  WT/CFMC/W/73  
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A future for cotton from West and Central Africa  
 
2.8.  The C4 countries have a role to play in a challenging context  for cotton . Of course, cotton 
faces a number of obstacles in West and Central Africa (geographical isolation , lack of 
infrastructure  and logistics , weak integration of the cotton -textile value chain , political instability , 
poor brand image , etc.) , but it also has unden iable comparative advantages . In West and 
Central  Africa, cotton is in its preferred natural environment, with sun, heat and an alternation 
between a well -defined humid season and a dry season . African cotton is mainly rainfed and needs 
very little  water, pesticides and chemical  fertilizers, and probably has the best carbon footprint . 
The intrinsic properties of cotton fibre that is harvested manually are better preserved than those 
of cotton fibre that is harvested mechanically . Production costs on the African continent are lower 
than those in developed countries , as cultivation is labour intensive , generally family -based and 
unpaid, whereas in developing countries it involve s a significant amount of equip ment and inputs . 
With the current exchange rates,  the cost prices of fibre from the C4 countries are very 
competitive . Cotton from the C4 countries has a great deal of potential  in terms of both 
productivity and quality.  
3  TARGET REQUIREMENTS  
3.1.  The programme proposes to overcome the main difficulties listed below, which hinder the 
development of the cotton and textile sector in the C4 countries and , more generally , in other 
cotton -producing countries in West and Central Africa:  
Seed cotton  production : 
 
Increasing  productivity is definitely  a priority for improving  the competitiveness and profitability of 
cotton production in West and Central Africa . With good farming  practices, the yield potential  of 
existing  varieties is two  tonnes of seed cotton per hectare, double the current amount . Based on 
an average  yield of one and a half tonnes per hectare, the production of the C4 countries on  
2 million  hectares could reach 1. 3 million  tonnes of fibre in the medium term.  
 
 Low yield  (half of the global average ); 
 Need to improve quality in terms of seed cotton produ ction (during harvesting , storage and 
transportation to ginning mills) to consolidate the progress made in this area in recent 
years ; 
 Need to improve storage infrastructure . 
Cotton ginning : 
 
 Need to continuously improve quality to consolidate the progress made in this area i n 
recent  years;  
 Inadequate and costly transportation  to ports of shipment ; 
 Lack of direct links with cotton spinning mills on the main import markets ; 
 Unfairly poor image of African cotton on the market . Africa needs to improve its image  in 
terms of quality in order to gain a better foothold on the market ; 
 Need to modernize the cotton grading system ; 
 Volatilit y of cotton fibre prices exacerbated by the fluctuating exchange rate bet ween the 
euro and the US dollar ; 
 The benchmark currency on  the world market is the dollar . For countries in the franc zone, 
which have a fixed parity with the euro, the performance  of the exchange rate between the 
US dollar a nd the euro has a strong influence on the competitiveness of their fibre on the 
world mar ket. Revenue in US dollars  must be converted into CFAF for payments at sector 
level. When the euro is expensive, the exchange rate gives rise to lower  cotton fibre prices 
in euros, and results in a decrease in the profit margin of countries in the CFAF zone; 
 Under -use of the potential of seed cotton for the production of oil and other cotton 
by-products  to meet local and regional consumer demand . WT/CFMC/W/73  
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  Logistics : 
 
 High logistics costs which lower the export revenue of C4 countries ; 
 Lack of support for local enterprises that are already active in the processing and 
exportation of cotton, to help them improve their productivity and optimize their logistics 
costs; 
 Need to build the capacity of stak eholders in the cotton value chain  with a view  to improv ing 
their competitiveness in terms of the management of procurement and logistics  (storage, 
freight optimization , etc.).  
Valorization of  seed cotton by -products : 
 
 Low quality of oil produced : a good quality oil  (deodorized , neutrali zed to remove  gossypol, 
and bleached ) can cost twice as much to produce than semi -refined oil;  
 Low capacity of seed processing companies to register a cotton oil trademark  in order to sell 
the product  at a higher price than imported palm oil;  
 Difficulty in obtain ing recognition of cotton oil as a high quality product (which would justify 
a premium  compared with imported palm oil ). While it is the main source of edible oil on the 
domestic market, it only constitutes a small share . Burkina Faso and Cameroon are the only 
countries in West and Central Africa  in which cotton oil is clearly distinguished and  valorized . 
Difficult ies encountered at the intermediary (institution al) level: 
 
 Difficult y for the Regional reference and training centre for cotton technology and p rocessing 
(CERFITEX) to position itself as a regional reference centre for cotton grading;  
 Weak capacity of the African Cotton Association (ACA ) and the Association of African Cotton 
Producers (AProCA)  to take a leading role in the promotion of African cot ton on target 
markets and to develop links with the global  textile industry . 
Difficulties encountered throughout  the cotton,  textile and clothing value chain : 
 
 Low rate of fibre processing : Less than  2% of the fibre produced is processed locally in the 
C4 countries  in a handful of spinning and weaving mills, most of which are obsolete;  
 Low competitiveness of spinning, dyeing and weaving companies . Furthermore , the great 
majority of clothing  factories have closed  down . Nevertheless , the handicrafts  industry  is 
growing,  even though it is mainly dependent on local spinning  and is also increasingly 
subject to competition from imports of industrial counterfeit goods that are imitations of 
local handicrafts ; 
 Lack of raw materials , training and modern equipment, wh ich are needed to offer acceptable 
standardized and quality products on all markets.  
Business environment : 
 
 Insufficient investment in the sector ; 
 Environment not conducive to research ; 
 Weak  performance of institutions  that support production  (information, training , agricultural 
advice ) and marketing ; 
 Limited access to credit ; 
 Ineffective advocacy of stakeholders – weak public -private dialogue, which should be better 
structured in each country and at the C4 level , in order to better take into account the needs 
and expectations of the private sector.  
Multilateral negotiations : 
 
 Need to establish a proper  pool of negotiators who will be responsible for  cotton for a set 
period of five  years;  
 Lack of lobbyist s to support negotiators in multilateral  discussions;  
 Need to take into account the interests of the private sector (all stakeholders in the chain, 
from production to distribution ) in multilateral trade negotiations.  WT/CFMC/W/73  
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  4  THE MANDATE OF THE ITC AND EXPERIENCE WITH THE C4 COUNTRIES AND THE 
COTTON SECT OR IN AFRICA  
4.1  The ITC's mandate with the C4 countries  
4.1.  Thanks to  the recent WTO Ministerial Conference in Nairobi, Kenya, in December  2015, at 
which the elimination of export subsidies for agricultural products  was approved , the extension of 
the African Grow th and Opportunity Act (AGOA)  until 2025, and the development of corridors 
(road and rail ) to facilitate intra - and inter -regional trade , new prospects for an economic 
breakthrough in the cotton sector  have opened up for the C4 cou ntries and for West and 
Central  Africa in general.  
4.2.  In light of the above , the moment has come  for the C4 and West and Central Africa in general 
to design and implement a true competitiveness programme for the cotton sector . This programme 
will consolidate the initiatives underway  in the sector, while placing an emphasis on the significant 
strengthening of the productive and commercial capacities of sector stakeholder s in respect of  
local products with high value added that can satisfy the domestic and regional markets, and meet 
the conditions required to access international markets.  
4.3.  The International Trade Centre  (ITC) has been a partner of the C4 countries for many years . 
The mission of this  technical cooperation agency associated with the United Nations and the WTO 
is to help micro, small and medium -sized enterprises  in developing countries to improve their 
trade performance , particularly in terms of exports . 
4.4.  The ITC's mandate in Sub-Saharan Africa , and particularly in least developed countries such 
as those of  the C4, is to help to upgrade  the supply of products and services  and the productive 
capacities of  micro, small and medium -sized enterprises so as to enable them to take advantage of 
existing market opportunities and thus facilitate their participation  in national, regional and 
international value chains . This increased participation in trade should create conditions favourable 
to greater turnover, employment and revenue for exporters and the communities of producers who 
supply them . 
4.5.  With this mandate a nd with proven expertise in the development of sectors with a high 
potential for exportation and trade facilitation  (particularly  in light of  the implementation of the 
Bali Agreement ), the ITC was officially requested  by the C4,  in December  2015, through t he 
Permanent Mission of Mali to the International Organizations in Geneva , which is the coordinator of 
the C4 group , to assist in developing  terms of reference for the creation of a programme to 
increase the competitiveness of cotton, textiles and their by -products.  
4.6.  The ITC responded favourably to the C4's request, given its previous interventions between 
2005 and 2012 as part of the All ACP Commodities Programme - Cotton, which was financed by 
the European Union under the 9th and 10th European Development Fund (EDF). The evaluation 
results of the p rogramme allowed for the recommendation of a number of actions to stimulate the 
sector and promote  the local processing of cotton into textiles and other by -products for the 
clothing, agri -food, cosmetics and medicine industries.  
4.7.  The outline of a programme entitled  "Cotton roadmap promotion: for a competitive, inclusive 
and sustainable value chain" was validated in the form of a technical concept note, prepared with 
the support of the ITC in G eneva following the 4th Ministerial Coordination Meeting of the Ministers 
of Trade of the C4 countries, which was held in Bamako, Mali, from 26 to 28  October  2016 
4.8.  Upon the request of the C4 Ministers, the ITC also prepared  terms of reference aimed at 
providing policymakers from C4 countries with a policy framework on the "Cotton roadmap 
promotion" initiative, with a view to better:  
 Understanding the structure of the initiative;  
 Endorsing the various stages required for fin alizing the development of the p rogramme and;  
 Determinin g the strategy for mobilizing the resources needed to implement the programme, 
which will benefit the people of the West and Central African subregions.  WT/CFMC/W/73  
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  4.9.  The present  draft programme document is based on the observations and recommend ations 
made following the review of the concept note and the terms of reference by authorized 
C4 stakeholders. It aims to provide the C4 countries with an outcome document, with a view to 
effectively implementing the initiative following its official launc h during the Cotonou Ministerial on 
20 and 21  April 2017.  
4.2  The ITC's experience with the C4 countries  
4.10.   For many years, the ITC has had a working relationship with the C4 countries and, more 
generally, with a good number of cotton -producing countries in Afric a. Its collaboration with the C4 
began in 2004 with the launch of the Cotton Initiative. Since then, the technical assistance 
provided by the ITC to the C4 countries has evolved and now takes into account their needs, their 
economic environment and also wo rld market trends.  
4.11.   More specifically, over the past decade, the ITC has helped the C4 and other African 
countries to implement the following initiatives:  
a. The development of the Cotton Exporter's Guide, which provides all stakeholders 
involved directly or i ndirectly in the production and exportation of cotton with a detailed 
and realistic overview of all aspects of international trade in cotton. The Cotton 
Exporter's Guide has been widely distributed in all African cotton -producing countries, 
and has been us ed on a number of training courses and in training workshops for 
associations of producers and ginners in Africa.  
b. The ITC Initiative for the Development of African Cotton : since 2006, the ITC has 
facilitated South -South cooperation by drawing on the expert ise of the People's Republic 
of China, India, Turkey,  and other African countries, with regard to the cotton, textile 
and clothing  value chain. Furthermore, the creation of commercial ties has increased 
sales of African cotton to cotton consumers such as B angladesh, the People's Republic of 
China, India, Indonesia, Thailand, Turkey and Viet Nam.  
c. Promotion of African cotton on world markets : under the All ACP Agricultural 
Commodities Programme financed by the EU, the ITC has worked with cotton companies 
in East and Southern Africa, and in West and Central Africa, to bring them closer to their 
domestic markets and to help them build strong relationships with the spinning mills that 
consume their cotton. Various training courses on market needs, and promotional  visits 
to major consumer markets such as Bangladesh, Indonesia and Viet Nam were 
organized, in cooperation with the French Cotton Association (AFCOT). These different 
activities have helped to improve the image of African cotton, in particular that of cot ton 
from West and Central Africa, and to increase market transparency. In countries such as 
Senegal, the price of cotton fibre increased after being sold to target spinning mills in 
Bangladesh.  
d. Development of regional cotton -clothing strategies : The ITC ha s facilitated the 
development of three cotton -clothing strategies, using a participatory and inclusive 
approach for Eastern, Southern and Central Africa, which have been approved by the 
political authorities of COMESA, WAEMU  and ECCAS.  
e. Value added and processing of African cotton fibre : Through its Ethical Fashion 
Initiative (EFI), the ITC establishes  a link between the world fashion industry (through 
renowned international designers such as Vivienne Wes twood, Stella McCartney, 
Stella  Jean, and United A rrows) and unknown West African artisans. In Burkina Faso, 
this collaboration enables weaving workshops to improve their technical skills in order to 
meet the orders placed  by international designers with the social enterprise that they 
have created in an effort to work more efficiently and distribute revenue.  
f. Comprehensive approach for the emancipation of cotton producers in Zambia : 
The ITC is working on a pilot project with the Cotton Association of Zambia (CAZ), which 
aims to enable Zambian cotton produc ers to add value to the cotton that they produce. 
This project has allowed for the creation of the sole ginning mill owned and run by 
Zambians. Therefore, Zambian cotton producers, under the supervision of the CAZ, can WT/CFMC/W/73  
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  now sell their seed cotton at a highe r price to their "own" ginning mill. Part of the fibre 
produced is sold and the other part is used to supply local spinners for the production of 
cotton yarn, which is used by women weavers who are also cotton producers. These 
women therefore increase thei r income, not only by selling their seed cotton but also by 
being shareholders in the ginning mills and by using the yarn from their own cotton to 
make handicrafts for the local and regional market.  
4.12.   Synergies will be sought with ongoing  projects, for the p rocessing and 
valorization of cotton and its by -products in the C4 countries and the subregion.  
5  PARTNERS IN THE COUNTRIES  
5.1.  To implement the future programme, it is important to involve all of the stakeholders 
concerned in order to ensure the effective owner ship of the interventions proposed by each actor. 
5.2.  Under the leadership of the Ministers responsible for trade (policymakers), consultations 
could be initiated and could include regulatory bodies from the cotton/textile sector, trade and 
investment promotio n bodies, socio -professional associations and representatives of cotton 
companies (such as the National Agricultural Promotion Company (SONAPRA) and its successor in 
Benin, the Fibre and Textiles Company (SOFITEX), the Gourma Cotton Company (SOCOMA) and 
FasoCoton in Burkina Faso, Cotontchad SN in Chad and the Mali Textile Development Company 
(CMDT)). It is highly recommended that the ACA, which represents the ginning industry, and the 
Association of African Cotton Producers (AProCA) and its national cotton producer associations , be 
included  in the consultations.  
6  PROGRAMME APPROACH  
6.1  Programme  objective  
General objective for the programme proposed by the C4 : 
 
6.1.  Improve  the productivity and competitiveness of the cotton/textile/ clothing  sector 
in order to promote the local processing and valorization of  cotton and increase 
opportunities on both subregional and international markets , with a positive impact on 
the creation of direct and sustainable jobs for people of the C4 countries  
(particularly  those living in cotton -producing regions, and women and young people participating 
in the value chain).  
6.2.  This increased competitiveness will benefit not only the C4, but also, more generally, other 
cotton -producing countries in West and Central Afr ica. The Cotton Roadmap programme will aim to 
pursue the drive for deeper regional integration by connecting the various links in the cotton, 
textiles and by -product value chain , in order to increase supply at the regional level  so as to better 
meet local,  regional and international demand.  
6.3.  Specific objectives of the programme : 
 Develop the sector to meet regional and international purchaser needs  thereby aligning  
supply and demand;  
 Develop  the non-industrial, semi -industrial and industrial processing of cotton with a view to 
increasing  the value added of products, with the creation of immediate opportunities on 
subregional market s; 
 Promote the transfer of know -how and technology, particularly but not exclusively, fr om 
emerging countries;  
 Strengthen the structure of the sector, for example, through the establishment of coalitions 
of cotton industries capable of negotiating and advocating strongly for greater consideration 
of the interests of sector stakeholders with r egard to trade policies and negotiations;  
 Facilitat e trade through existing logistical corridors in West and Central Africa.  WT/CFMC/W/73  
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  6.4.  Direct results expected : 
 Improvement of the business environment with a view to increasing investment in the 
cotton sector, which i s likely to have a positive impact on the industrialization of the sector;  
 Improvement of the quality of, and increase in the price of , seed cotton, which will result in 
a higher  income for producers and increased profits for  cotton companies;  
 Increased pr oductivity of cotton, textile and clothing  companies, which will boost the 
competitiveness of the cotton -textile sector;  
 Diversification of cotton products and the promotion of the marketing of cotton and cotton 
by-products on the regional market;  
 Increase d intra - and inter -regional trade in cotton, textile and clothing  products.  
Impacts expected : 
 
 The creation of jobs in the cotton/textiles sector and the economic benefits this will bring;  
 An increase in the cash income of sector stakeholders;  
 Improved liv ing conditions for communities on cotton production and processing sites in 
C4 beneficiary countries;  
 Higher cotton yields per hectare in C4 countries;  
 A significant improvement in the processing rate for locally produced cotton in our countries;  
 An increase in cotton's contribution to the GDP of beneficiary countries.    
  WT/CFMC/W/73  
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6.2  Key outcomes expected  
Table 3 - Objectives, action and key outcomes expected  
Thematic results  Objectives  Action and key outcomes expected  Contribution to UN Sustainable 
Development Goals (SDGs)  
Result  I: An improvement 
in the  quality and 
promotion of cotton from 
West and Central Africa 
on regional and 
international markets  Improved fibre quality   Cleaner cotton products.  
 Improved quality of cotton bales delivered and increased 
transparency along the value chain: reduction in unfair 
trading practices, increased transparency between buyers 
and suppliers.  
 Promotion of fibre labelling.  
 Increased cotton sales and premiums obtained for c lean 
cotton (with an impact on producers).  
 Enhanced  capacities of ginning suppliers.  
 Complete autonomy of the ACA's Grading and Metrology 
Commission enabling it to adopt the role of leader among 
its members in order to improve the quality of cotton and 
ensure the application of international standards.  The programme and the set of expected 
outcomes will contribute to the attainment of 
the SDGs adopted by the United Nations in 
2015, in particular:  
 
 Goal 1: End poverty in all its forms 
everywhere;  
 Goal 2: End hunger, achieve food 
security and improved nutrition and 
promote sustainable agriculture;  
 Goal 3: Ensure healthy lives and 
promote well -being for all at all ages;  
 Goal 8: Promote sustained, inclusive 
and sustainable economic growth, full 
and productive  employment and 
decent work for all;  
 Goal 9: Build resilient infrastructure, 
promote inclusive and sustainable 
industrialization and foster innovation;  
  Improved productivity and 
cotton production   Expansion of varietal research  to improve  yields in the 
C4 countries.  
 Application and dissemination of the results of the SOTUBA 
experimental project ; other research.  
 Launch of programme to improve and harmonize the 
different cotton varieties.  
 Modernization of the grading 
system to meet market 
requirements   Operationalization of cotton fibre measuring instruments in 
collaboration with CERFITEX.  
 Compliance with the quality requirements of the 
international market and elimination of concessions on 
African cotton prices.    
  WT/CFMC/W/73  
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Thematic results  Objectives  Action and key outcomes expected  Contribution to UN Sustainable 
Development Goals (SDGs)  
 ISO certification of the main 
cotton companies in the 
subregion   Certification of the main cotton companies.  
 Strengthening of the capacities of cotton companies to 
meet the requirements of buyers, including traceability and 
environmental requirements.  
 Increased productivity of factories and improved production 
quality.   Goal 10: Reduce inequality within and 
among countries;  
 Goal 15: Protect, restore and promote 
sustainable use of terrestrial 
ecosystems, sustainably manage 
forests, combat desertification,  and 
halt and reverse land degradation and 
halt biodiversity loss.   Improvement of seed cotton 
and cotton fibre logistics in 
the region   Increased competitiveness of cotton companies thanks to 
lower logistical costs and response and delivery times.  
 Provision of training on good logistical practices for 
stakeholders and dissemination of such practices in the 
field. 
 Formalization of partnerships among input suppliers, 
transporters and cotton companies.  
 Promotion of African cotton 
on world markets   Strengthening of the capacity of cotton societies to 
negotiate with trading companies and spinners.  
 Improved image of African cotton on target markets.  
 Strengthening of the capacity of institutions and 
enterprises to design and implement promotional 
progra mmes.  
 Full operationalization of the ACA's Technical Commission 
for Commercialization and Marketing.  
 Development of partnerships with favoured buyers who 
propose long -term purchase commitments.    
  WT/CFMC/W/73  
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Thematic results  Objectives  Action and key outcomes expected  Contribution to UN Sustainable 
Development Goals (SDGs)  
 Institutional strengthening 
of CERFITEX, ACA and 
AProCa   Strengthening of the technical capacities of CERFITEX, ACA 
and AProCa and promotion of these associations as 
regional institutions for the cotton, textile and clothing 
sector.  
 Preparation of the CERFITEX laboratory for ISO 17025 
accreditation; and training  of staff on the grading of cotton, 
testing of instruments, testing of yarn and fabric, supply of 
material, development of products and designs, and export 
marketing for textiles and clothing.  
 Operationalization in the region of an efficient support 
network for the textile and clothing  sector, including 
CERFITEX at the regional level, and complementary 
institutions.  
 Formal establishment of cooperation links with similar 
institutions in Africa an d at the international level.   
Result  II: Value added to 
cotton seed and fibre in 
the subregion  Support for the textile and 
clothing  sector   Improved productivity of textile and clothing enterprises 
and increased efficiency of the cost management of their 
operations.  
 Development of products/collections by textile and clothing  
enterprises, which satisfy the preferences of buyers on 
target markets.  
 Provision of access to market knowledge for stakeholders 
and the building of their skills to effectively use this 
knowledge.  
 Strengthening of the capacity of textile and clothing  
enterprises to successfully communicate  with potential 
buyers and offer competitive products on growing markets.  
 Use of a quality label to support an innovative image for 
textile and clothing products and promotion of this image 
on target markets.  
 Promotion of centres of excellence for training on textiles 
and clothing .  
 Creation of value added 
through the local processing 
of fibre and facilitation of 
market access to develop the 
handicrafts  sector   Mapping of the handicrafts sector and identification of 
potential production clusters.  
 Identification of potential markets for marketing at 
national, regional and international level.  
 Strengthening the production and marketing capacities  of 
selected groups of artisans (training of handicraft 
producers on the latest technical standards, development 
and implementation of a quality assurance programme for 
handicrafts, support for the creation of new designs and 
products (fabric and clothing ) in accordance with the 
preferences of target markets).    
  WT/CFMC/W/73  
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Thematic results  Objectives  Action and key outcomes expected  Contribution to UN Sustainable 
Development Goals (SDGs)  
 Forging of South -South cooperation partnerships for the 
transfer of technology relating to production.  
 Promotion of the labelling of artisanal products.  
 Greater commercialization of handicrafts on tar get national, 
regional and international markets.  
 Feasibility study and 
comparative analysis for the 
establishment of a spinning 
mill and a clothing  factory in 
the C4 countries.   Conduct and validation of a feasibility study for the 
establishment of spinning mills and other textile and 
clothing  operations (including an analysis of the viability of 
the "competitiveness forums" of the Cotton -Textile 
Agenda).  
 Identification of regiona l partners who could support 
factories throughout  the value chain.  
 Development of business plans for these new 
value -added -creating industries.  
 Improvement/development 
of the quality of cotton 
by-products and their 
marketing in the subregion   Increased production of high quality cotton oil.  
 Valorization of  cotton oil on regional markets and ability of 
this product to compete with other edible oils consumed in 
the region.  
 Identification and promotion of cotton by -products on 
regional markets.  
Result  III: Promotion of 
investment and the 
transfer of technology and 
know -how in the context 
of South -South 
partnerships  Promotion of investment in 
the cotton, textile and 
clothing  sector   Strengthening of the business environment.  
 Development of promotional mater ial and investment 
initiatives (e.g. investment forums).  
Transfer of know -how and 
technology   Establishment and maintenance of partnerships between 
cotton companies  in West and Central Africa and the target 
markets ' preferred spinning mills.  
 Facilitation of the transfer of know -how and technology 
with partners in the context of South -South cooperation , in 
addition to consideration of North -South cooperation.  
Result  IV: Fall in the costs 
and time involved in 
transport and clearance 
operations  at ports and 
border posts on the main 
West and Central African 
corridors along the cotton 
value chain   Trade facilitation in the 
subregions   Strengthening and streamlining of distribution channels 
towards target markets.  
 Implementation of trade facilitati on reforms in a 
harmonized and coordinated manner along the main 
corridors, and increase d competitiveness of enterprises 
thanks to  compliance with regulatory and procedural 
requirements at border s. 
 Strengthening of private sector stakeholders ' capacity  to 
meet border agency requirements . WT/CFMC/W/73  
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  6.3  Beneficiaries  
Direct beneficiaries:  
 
 Rural cotton -producing communities;  
 Cotton -processing (non -industrial and industrial) stakeholders;  
 Micro, small and medium -sized enterprises that market and export cotton , textiles and 
cotton  by-products.  
Indirect beneficiaries:  
 
 Trade and  investment support structures;  
 Bodies in charge of quality and standards, analysis laboratories in the C4 countries and the 
West and Central African subregion;  
 Ministries responsible for trade, industry, agriculture, the economy and finance (particularly 
the customs authorities).  
Final beneficiary:  
 
Civil society in the C4 countries and, more generally, in West and Central Africa, a region 
committed to  greater regional integration (with the free movement of people, goods, services and 
capital, particularly  for WAEMU ). 
 
6.4  Theory of change  
6.5.  The addition of value in the C4 countries will be increased through an integrated approach to 
the value chain. T his approach includes solutions that improve the trading environment for small 
and medium -sized enterprises; incr ease the supply of services provided by Trade Support 
Institutions (TSIs), in collaboration with cotton stakeholders such as CERFITEX, APro Ca and ACA; 
build platforms for a large -scale change; create competitive trade strategies; increase the quality 
and e fficiency of supply and production; implement sustainable operation and management 
practices; introduce innovation; and provide new trade opportunities for cotton, textile and 
clothing  companies.  
6.6.  All of the activities linked to programmes on cotton, textil es and clothing  that are of benefit 
to the C4 countries begin with a thorough understanding of the value chain, based on figures and 
a clear knowledge of buyers' and producers' needs. The programme will highlight the importance 
of transparency throughout  the value chain so that it benefits all stakeholders.  
6.7.  This programme takes into account a multidimensional view of value added along the value 
chain, which begins with cotton production and ends with clothing . The interventions focus on 
five types of value added, which are displayed in the table below. These types are adapted to the 
realities of  the cotton, textile and clothing  sector at international level.  
Table 4 – Five types of value added  
Type of 
value 
added  Approach to take for valorization  
Value 
acquisition  Improve efficiency (and reduce waste) in cotton companies and textile and clothing  enterprises 
in the C4 countries at all stages  of the value chain, thereby increasing  their competitiveness.  
Value 
retention  Retain a greater  value by taking on more functions at each stage  of the value chain, for 
example, by proposing services to buyers throughout  the chain (for example, offering cost and 
freight transportation of cotton and facilitating the grading of cotton using instruments , or the 
use of by -products, etc.).  
Value 
addition  Increase and add value within  enterprises and the sector at all stages  of the value chain (for 
example, by offering a product that has been improved thanks to cotton quality control or, for 
textiles, by using new fabrics or by improving the perception of their value, thanks to the 
certification of the product or a branding s trategy).  WT/CFMC/W/73  
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  Type of 
value 
added  Approach to take for valorization  
Value 
creation  Create value in enterprises by taking advantage of new value chains such as the value chain for 
by-products, and adding even more value to cotton fibre, particularly through the improved 
grading of cotton with the use of instrumen ts.  
Value 
distribution  Increase the impact of cotton, textile and clothing  enterprises on development, by involving 
producers and poor communities in enterprises in the sector and the cotton value chain, while 
respecting parity and the environment.  
 
6.5  Rational framework  
6.8.  The Cotton Roadmap programme aims to achieve four thematic results , which include the 
following specific results:  
6.9.  Result  I: Improvement in the  quality and promotion of cotton from West and 
Central Africa on regional and international markets (focus on the entire production 
chain from seed quality to harvesting, and on better  post-harvest techniques 
and quality)  
1. Improvement of fibre quality.  
2. Improvement of productivity and cotton production.  
3. Modernization of the cotton grading system in order to meet international market  standards . 
4. ISO certification of the main cotton companies in the subregion.  
5. Improvement of seed cotton and cotton  fibre logistics in the region.  
6. Promotion of African cotton on world markets.  
7. Institutional strengthening of CERFITEX, ACA and AProCa.  
 
6.10.   Result  II: Value added to cotton seed and fibre in the subregion  
1. Support for the textile and clothing  sector.  
2. Creation of value added through the local processing of fibre and the facilitation of market 
access to develop the handicrafts  sector . 
3. Feasibility study and comparative analysis for the establishment of a spinning mill and a 
clothing  factory in the su bregion.  
4. Development/improvement of cotton by -products and their marketing in the subregion.  
 
6.11.   Result  III: Promotion of investment  and the  transfer of technology and know -how 
in the context of South -South partnerships  
1. Promotion of investment in the cotton, textile and clothing  sector.  
2. Transfer of know -how and technology.  
 
6.12.   Result IV: Fall in the costs and time involved in transport and clearance operations 
at ports and border posts on the main West and Central African  corridors along the 
cotton value chain  
1. Trade facilitation in the subregions.  
 
6.13.   These four results  have been structured around a rational framework that meets the 
programme's needs at the political, institutional and enterprise level. At the enterprise level, the 
rational framework identifies capacity -building for cotton, textile and clothing  companies and 
handicraft workers, on one hand, and the creation of sustainable links with the market, on the 
other.  
   
  WT/CFMC/W/73  
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Table 5  
Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Impact  Impact indicators     
Improved living conditions for communities 
at cotton production and processing sites in 
C4 countries through job creation in the 
cotton/textiles sector; income -generation 
(producers,  communities, SMEs); and 
higher cotton yields per hectare.  
 
Significant improvement in the local 
processing rate for cotton produced in 
C4 countries.  
 
An increase in cotton's contribution to the 
GDP of the C4 countries.  Number of jobs created and consolidated in the 
cotton/textiles sector in the C4 countries.  
 
Rise in the number of enterprises benefitting from the 
improvement in exports.  
 
Rise in the number of people (young people, women) 
benefiting from the improvement in exports.  
 
Rising income ( producers, communities, SMEs).  
 
An increase in cotton's share of the GDP in the 
C4 countries.  
 
An increase in th e local processing rate for cotton fibre  
in the C4 countries.  
  Baseline, medium -term 
and final studies.  
 
National reports and 
statistics.  
 
Reports by beneficiary 
enterprises.  
 
Final project 
assessment.  Risks: 
Lack of qualified staff in 
the sector/Barriers to the 
inclusion in the sector of 
young people and 
women.  
 
Assumptions : 
Improved 
competitiveness leads to 
business transactions 
that are re flected in 
additional income and 
investment 
opportunities.  
 
Business improvement 
leads to job creation and 
additional income in the 
sector, especially for 
young people and 
women.    
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Key result  Impact indicators     
Greater competitiveness in the cotton, 
textiles and clothing sector in the 
C4 countries.  Number of sectoral strategies, roadmaps and action 
plans implemented.  
 
Number of institutions noting improvements in services 
and managerial and operational performanc e. 
 
Number of enterprises noting improvements in their 
international competitiveness.  
 
Number of enterprises conducting transactions 
(measurable against the following criteria: rise in export 
revenues, number of new clients, number of enquiries 
from foreig n clients).  
 
Rise in exports of products from the 
cotton/textiles/clothing sector in the C4 countries.  
  Reports by beneficiary 
enterprises.  
 
Reports by Trade 
Support Institutions 
(TSIs).  
 
Baseline/p erformance 
assessment study.  
 Risks: 
Lack of commitment and 
monitoring by TSIs and 
beneficiary enterprises.  
 
Assumptions : 
The TSIs and enterprises 
have sufficient capacity 
to make use of technical 
assistance and to benefit 
from actions performed 
under the programme.  
 
The TSIs work closely 
together throughout th e 
programme and have a 
multiplier effect on 
sector stakeholders.  
 
The enterprises work 
closely together 
throughout the 
programme to take part 
in activities and report 
the results achieved to 
partners.    
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Interim result 1  Interim result 1 indicators     
Adoption by public and private stakeholders 
of national and regional policies to improve 
logistics, enhance the business environment 
and facilitate varietal research.  Number of national and regional policies formulated and 
adopted.  
 
Number of action plans adopted and incorporated into 
national and regional policies.  
  National  and regional 
policy documents/a ction 
plans.  
 
Baseline/p erformance 
assessment study.  
 Assumptions : 
Strong political 
commitment between 
public and private 
stakeholders that 
facilitates the joint 
formulation and 
implementation of 
national and regional 
policies.  
 
Risks: 
Political tensions and a 
lack of commitment and 
coordination between 
national and regional 
stakeholders impede 
policy formulation and 
implementation.  
Result 1.1.: Identification and promotion of 
investment opportunities in the textiles and 
clothing sector, and facilitation of 
technology and know -how transfer.  Number of feasibility and benchmarking studies 
conducted with a view to constructing a spinning mill 
and a c lothing factory in the subregion.  
 
Number of incentives developed and adopted (tax 
breaks or subsidies) in the textiles and clothing sector.  
 
Number of partnerships set up and established in the 
sector between cotton companies and the target 
markets' prefe rred spinning mills.  
 
Number of investment -promotion materials produced.   Reports by beneficiary 
enterprises.  
 
Reports by TSIs and 
regional institutions.  
 
Promotional materials . 
 
Feasibility and 
benchmarking studies.  
 Risk: 
Spinning mills do not 
have the capacity and/or 
interest in investing at 
subregional level.  
 
Assumptions : 
Public and private 
stakeholders are 
committed to promoting 
incentives for investment 
and partnership creation.  
   
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 1.2.: Enhanced regulatory frame work 
and freedom of transit practices on the 
main corridors concerned.  Number of recommendations drawn up to simplify and 
streamline the procedures, formalities and the 
documents required at ports and borders on the main 
corridors concerned.  
  Recommendati on and 
analytical reports . Risks: 
Political tensions and a 
lack of commitment and 
coordination between 
national and regional 
stakeholders impede the 
drafting of 
recommendations.  
 
Assumptions : 
Public and private 
stakeholders are 
committed to 
strengthening the 
regulatory framework.  
Result 1.3.: Implementation of trade 
facilitation mechanisms.  Number of key measures identified as requiring 
implementation.  
 
Number of reforms implemented in a streamlined and 
coordinated fashion on the main corridors.  
 
Number o f enterprises whose competitiveness has grown 
as a result of compliance with border requirements and 
procedures.  
  Reports by beneficiary 
enterprises.  
 
Reports by TSIs and 
regional institutions . 
 Risks: 
Political tensions and a 
lack of commitment and 
coordination between 
national and regional 
stakeholders impede 
implementation of 
reform.  
 
Assumptions : 
Public and private 
stakeholders comply with 
the new regulatory 
requirements.    
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 1.4: Expansion of varietal research 
to improve yields in C4 countries.  
 
 Number of recommendations implemented to harmonize 
varieties at national/regional level.  
  National and regional 
policy documents/a ction 
plans.  
 
Analytical and 
recommendation 
reports.  
 Risks: 
Lack of coordination 
between public and 
private sta keholders to 
draft and implement 
recommendations.  
 
Assumptions : 
The varieties are made 
available to national and 
regional research 
centres.  
Interim result 2  Interim result  2 indicators     
Expansion and improvement by Trade 
Support Institutions (TSIs) of  their services 
for the cotton, textiles and clothing sector 
at national and regional level.  Number of services developed and improved by 
CERFITEX, the ACA and the AProCa for stakeholders in 
the cotton, textiles and clothing sector.  
 
Number of TSIs whose operational and managerial 
performance has improved.  
 
Number of clients (SMEs, associations) that have noted 
improvements in the services provided by the selected 
TSIs. 
  Reports by Trade 
Support Institutions 
(TSIs).  
 
Reports by beneficiary 
enterprises.  
 
Baseline/p erformance 
assessment study.  
 Risks: 
The TSIs do not have the 
operational or 
managerial capacity to 
meet the sector's needs.  
 
Assumptions : 
The TSIs work closely 
together throughout the 
programme and have a 
multiplier effect on 
sector stakeholders.  
Result 2.1: Enhanced capacity of TSIs to 
manage, monitor and assess performance.  Number of institutional benchmarking assessments 
conducted.  
 
Number of business plans drawn up.  
 
Number of formalized cooperative relationships with 
similar institutions in Africa and at international level.  
  Reports by Trade 
Support Institutions 
(TSIs).  
 
Benchmarking 
documents.  
 
Business plans.  Risks: 
Lack of commitment and 
monitoring by TSIs.  
 
Assumptions : 
The TSIs work closely 
together throughout the 
programme.    
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 2.2.: Enhancement of TSIs' technical 
capabilities.  CERFITEX cotton fibre analysis laboratory upgrade 
(ISO 17025 accreditation).  
 
Number of trained CERFITEX technical staff.  
 
Number of ACA technical committees in operation.  
 
  Accreditation document.  
 
CERFI TEX and ACA 
reports.  
 
Training assessment 
form.  Risks: 
Lack of commitment and 
monitoring by TSIs and 
their staff.  
 
Assumptions : 
The TSIs work closely 
together throughout the 
programme.  
 
The TSI staff have  the 
capacity to implement 
their enhanced technical 
skills.  
Interim result 3  Interim result  3 indicators     
Operational changes made by cotton, 
textiles and clothing companies and 
improvements in their competitiveness.  Number of SMEs registering measura ble changes in 
business management and improvements in 
international competitiveness.  
 
Number of enterprises certified as complying with 
quality, management and environmental standards.  
 
Number of new products launched on 
local/regional/international marke ts. 
  Reports by beneficiary 
enterprises.  
 
Accreditation documents 
for standards.  
 
 Risks: 
Staff do not have enough 
time available and/or the 
necessary skill. / Staff 
turnover rate too high.  
 
Assumptions : 
The beneficiary 
enterprises have the 
capacity and the 
commitment to develop 
their business 
management and 
marketing skills.    
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 3.1: Producers receive support to 
improve seed cotton output and quality.  Number of trained pilot producer groups in receipt of 
support to improve quality and boost yields.  
  Reports by beneficiary 
enterprises.  
 
Training assessment 
form.  
 
Baseline/p erformance 
assessment study.  
 Risks: 
Lack of investment by 
producers and cotton 
companies.  
 
Assumptions : 
Pilot groups are 
operational and keen to 
take part in training 
sessions.  
 
Cotton companies are 
committed to supporting 
the pilot groups.  
Result 3.2: Improvement in the quality of 
the cotton fibre  produced at the ginning 
stage.  Number of cotton companies implementing an improved 
seed cotton classification system in response to market 
recommendations.  
 
Number of cotton companies implementing initiatives to 
improve cotton fibre, cotton fibre  packaging and bale 
coding.  
 
Percentage of instrument -tested cotton bales produced.  
  Reports by beneficiary 
enterprises.  
 
ACA assessment repo rt 
(technical committees).  Risks: 
Enterprises' operational 
capacity is not enough 
for them to be able to 
respond to market 
recommendations.  
 
Assumptions : 
The beneficiary 
enterprises have the 
capacity and the 
commitment to invest in 
order to improve cotton 
fibre quality.    
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 3.3.: Development of/improvement 
in the quality and marketing of cotton 
by-products (cotton seed oil and cotton 
seed oil cake).  Number of feasibility studies conducted into the 
development of value -added products.  
 
Number of promotional materials drawn up for cotton 
by-products.  
 
Increased production of superior quality cotton  seed oil.  
 
Number of SMEs noting improved quality and marketing 
of cotton  seed oil and cotton  seed oil cake in the 
subregion.   Feasibility study drawn 
up into the development 
of value -added products.  
 
Promotional materials.  
 
National reports and 
statistics.  
 
Reports by beneficiary 
enterprises.  
 Risks: 
The market for 
by-products falls short of 
its anticipated potential.  
 
The quantity and quality 
of the seed cotton does 
not meet market needs.  
 
Assumptions : 
The cotton enterprises 
have the commitment 
and the capacity to 
improve the quality of 
by-products.  
 
Result 3.4: Rise in the output capacity of 
existing textiles and clothing enterprises.  Number of ente rprises noting a rise in output of textiles 
and clothing products.  
 
Number of enterprises noting productivity and efficiency 
gains in cost management.  
 
Number of S outh-South cooperative ties and 
partnerships for technology transfer.  
  Reports by beneficiar y 
enterprises.  
 
 
 Risks: 
Enterprises' operational 
capacity is not enough 
for them to be able to 
improve production.  
 
Assumptions : 
Enterprises make 
operational changes that 
result in improved 
production capacity.  
 
Enterprises establish 
South -South 
partnerships.  
   
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 3.5.: Increase in weaving trades' 
capacity to add value when producing 
textiles.  Number of artisans whose production output has 
increased.  
 
Rise in the output of artisan products.  
 
  National reports and 
statistics.  
 
Reports by 
workshops/beneficiary 
enterprises.  
 Risks: 
Products do not meet 
market needs in terms of 
quality and quantity.  
 
Assumptions : 
Artisans have the 
technical skill to develop 
products with high value  
added.  
Interim result 4  Interim result  4 indicators     
Cotton companies and textiles and clothing 
enterprises are connected to the market.  Number of companies that have established market 
links.  
 
Number of enterprises recording sales or purchasing 
plans from potential clients.  
 
Number of B2B meetings arranged and participation in 
trade events.  
  Reports by beneficiary 
enterprises.  
 Risks: 
Technical assistance 
does not result in specific 
action by enterprises.  
 
Assumptions : 
The beneficiary 
enterprises have the 
commitment and 
capacity to exploit new 
markets.  
 
The beneficiary 
enterprises respond to 
buyers' demands.  
   
  WT/CFMC/W/73  
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Operating strategy  Performance indicators  Target  
(to be 
determined in 
line with the 
final allocated 
budget)  Means of verification  Risks and assumptions  
Result 4.1: Promotion and marketing on 
world markets of African cotton, 
by-products and textile products.  Number of partnerships developed with key purchasers 
for long -term procurement.  
 
Number of cotton companies noting increased sales and 
selling prices (premiums earned).  
 
Number of enterprises noting more extensive marketing 
of their products nationally, regionally and/or 
internationally.  
 
Number of materials/promotional initiatives 
implemented i n institutions and enterprises.  
 
Number of new products/collections marketed in target 
markets.  
  Reports by beneficiary 
enterprises.  
 
Promotional materials 
developed.  Risks: 
Enterprises' products do 
not meet buyers' needs 
or requirements.  
 
Assumptions : 
The beneficiary 
enterprises have the 
commitment and 
capacity to exploit new 
markets.  
 
The beneficiary 
enterprises respond to 
buyer demands.  
Result 4.2: Improvement in logistics for 
seed cotton and cotton fibre  in the region.  Number of cotton companies not ing an improvement in 
their competitiveness following a fall in logistics costs 
and delivery times.  
 
Number of stakeholders trained in good practice in 
logistics on the ground.  
 
Number of partnerships formalized between input 
suppliers, transporters and co tton companies.   Reports by beneficiary 
enterprises.  
 
Baseline/ performance 
assessment study.  
 Risks: 
Staff are not sufficiently 
available and/or do not 
have the necessary skill. 
/ High staff turnover.  
 
Assumptions : 
The various stakeholders 
involved in seed  cotton 
logistics cooperate 
closely.  WT/CFMC/W/73  
- 31 - 
  6.6  Implementation strategy (impact, results, activities)  
6.14.   The aim of the programme will be to promote diversification in the cotton/textiles sector, 
encourage processing in West and Central Africa, and thus achieve better integration and 
remuneration for stakeholders in the region's cotton industry, especially small producers.  
6.15.   The programme will also take account of the thrust of regional integration in process, 
primarily in West and Central Africa, and will seek out potential points of common interest and 
synergies with a vi ew to establishing a genuine regional industrial policy specifically relating to 
cotton/textiles. The policy should encourage implementation of "The Cotton Roadmap" by 
providing for infrastructure to improve product quality, encourage product transportatio n and 
reduce transaction costs at each link in the chain.  
6.16.   Where the content of operations is concerned, the types of technical assistance envisaged 
consist of training to improve product supply; advice and B2B support in respect of market access 
and invest ment promotion; study missions and market research in respect of the transfer of 
know -how and technology; and trade facilitation in conjunction with West and Central African 
corridors.  
6.17.   The programme will be implemented along the entire length of the value chain from 
agricultural production to the marketing of finished cotton products.  
6.18.   Interim result 1: Adoption by public and private stakeholders of national and 
regional policies to improve logistics, enhance the business environment and promote 
investment.  
6.19.   Thematic result III: Promotion of investment and the transfer of tech nology and 
know -how as part of South -South partnerships . 
Result 1.1.: Identification and promotion of investment opportunities in the textiles and 
clothing sector, and facilitation of technology and know -how transfer.  
 
6.20.   In 2011, UNIDO (United National Industrial Development Organization) published a 
feasibility study for a cotton spinning mill in 11 Sub -Saharan African countries. The study 
concluded that such a mill could be established in Côte d'Ivoire or Nigeria in West Africa. The data 
that were used to assess feasibility date back to 2007. Since then, the situation in the cotton, 
textiles and clothing market has changed and a fresh analysis is required in order to determine the 
viabil ity of an investment of this nature.  
6.21.   Drawing on the results of that analysis, a feasibility study will be undertaken to identify and 
evaluate the viability of "competitiveness clusters" as referred to in the WAEMU "Cotton and 
Textiles Agenda".  
6.22.   A modern app roach to promoting investment in the textiles and clothing sector will be drawn 
up and implemented in the region. It will involve not only incentives to invest in the sector but also 
a plan to develop long -term partnerships, starting in the cotton sector. Ultimately, the plan is for 
greater investment in the sector given that macroeconomic and regulatory systems offering good 
support are already in place.  
6.23.   While support for existing infrastructures is very important, a critical mass of viable 
enterprises all  along the value chain is essential in order to ensure long -term viability. To that end, 
further investment is required and the region must attract more investors. In order to do so, 
two major requirements must first be met. The first is that there must be  an environment in which 
new investors can establish an industry and make money. However, in and of itself this may prove 
inadequate unless the conditions offer a huge advantage over other locations for industry globally. 
Therefore in order to encourage in vestment in the region, governments must provide incentives in 
the form of tax breaks or subsidies that are better than those in other regions of the world. 
Alternatively, a partnership development approach could be drawn up, starting with cotton 
(sufficie nt condition). The partnership approach is a long -term effort that starts by establishing 
trust between the cotton suppliers and the textile mills that purchase cotton directly. Based on 
trust, relationships built over time and local knowledge gained in th e process, these mills could WT/CFMC/W/73  
- 32 - 
  become future investors in the region if they spot business potential and the opportunity to 
develop close ties with partners they trust.  
6.24.   We therefore propose to support the C4 and its member countries in establishing a 
favoura ble environment, developing material to promote investment, and designing a partnership 
development programme that will make cotton consumers potential investors in the textiles and 
clothing sector in West and Central Africa.  
6.25.   One important aspect to append  to technology transfer is know -how transfer. The latter is 
essential when promoting artisan and especially industrial processing, because it makes the 
purchase of processing units and their maintenance costs an affordable proposition for  
C4 stakeholders. There should be encouragement for technology and skills transfers from 
Mauritius; Asian countries such as India, Bangladesh, Turkey, Uzbekistan; and Brazil in order to 
promote South-South cooperation and trade partnerships.  
Activities:  
1. Conduct feasibili ty and benchmarking studies into constructing a spinning mill and a clothing 
factory in the subregion.  
2 Promote investment opportunities to potential investors.  
3. Hold an investment forum for the cotton, textiles and clothing sector.  
4. Facilitate transf er of know -how and technology with partners as part of South-South 
cooperation.  
 
6.26.   Thematic result IV: Reduction in the costs and time involved in transport and 
clearance operations at ports and border posts on the main West and Central African 
corridors alo ng the entire cotton value chain.  
Result 1.2.: Enhanced regulatory framework for freedom of transit practices on the main 
corridors concerned.  
Activities:  
1 Conduct a detailed analysis of the regulatory framework, procedures and formalities, 
effective prac tices, and costs and time -frames involved on the corridors concerned that 
govern the movement of goods in transit in the countries concerned.  
2. Support countries and regional economic communities (WAEMU/ECOWAS and CAEMC) in 
implementing recommendations, i ncluding the regulatory framework, the simplification of 
formalities at border posts, the implementation of the international customs transit system 
TIR and/or TRIE carnet, and compliance with the requirements of the Revised Kyoto 
Convention and the WTO Tr ade Facilitation Agreement.  
3. Facilitate cooperation between countries that share a common border in order to correlate 
business hours, procedures and formalities, and the documents required, and to coordinate 
the associated inspections and controls.  
4. Raise border officials' awareness of the international obligations entered into by their 
countries in relation to freedom of transit.  
 
Result 1.3.: Implementation of trade facilitation mechanisms.  
Activities:  
1 Establish/strengthen an institutional mechanism (e.g.  Performance Observatory) to monitor 
the time and cost of transport and customs clearance along the main corridors.  
2 Support countries in implementing trade facilitation mechanisms, including training for 
border regulatory agency officials.  
3. Raise the private sector's awareness of their freedom of transit rights to encourage them to 
advocate trade facilitation reforms.  
 
Result 1.4 .: Expansion of varietal research to improve yields in C4 countries.  
Activities:  
1. Launch a programme to impro ve and harmonize varieties.  
2. Conduct trials of varieties in pilot producer groups.  
3. Implement recommendations on harmonizing varieties at national/regional level.  WT/CFMC/W/73  
- 33 - 
   
6.27.   Interim result 2: Expansion and improvement by Trade Support Institutions (TSIs) 
of thei r services for the cotton, textiles and clothing sector at national and regional 
level.  
Result 2.1.: Enhanced capacity of TSIs to manage, monitor and assess performance.  
 
Activities:  
1. Conduct an institutional benchmarking assessment.  
2. Draw up a perform ance improvement roadmap.  
3. Draw up a business plan.  
4. Strengthen monitoring and assessment capacity in order to oversee and expand the cotton 
promotion programme.  
 
Result 2.2.: Enhancement of TSIs' technical capabilities.  
 
6.28.   Plans include providing the te chnical assistance required to upgrade th e CERFITEX 
laboratory to bring it up to ISO  17025 accreditation standard.  
Activities:  
1. Facilitate participation by CERFITEX in ICAC/SITC meetings on classification by instrument in 
order to ensure that calibration  and test results are in compliance with international 
standards.  
2. Prepare CERFITEX for future accreditation for yarns and fabric testing.  
 
6.29.   Interim result 3: Operational changes made by cotton, textiles and clothing 
companies and improvements in their co mpetitiveness . 
6.30.   Thematic result I: Improvement in the quality of cotton from West and Central Africa 
(emphasis on better post -harvest techniques ). 
6.31.   The aim of these activities is to optimize the quality of African cotton fibre  so that it meets 
the expectatio ns of end consumers, i.e. the spinning mills. The ITC approach is to encourage 
partnerships with quality experts working for spinners in Asia, and to train cotton producers and 
ginning enterprises to improve the quality of their cotton. As a result of this  training, quality 
experts and cotton users will be able to teach producers how to preserve cotton's quality and take 
remedial action to improve it. As a result, the price of African cotton will rise at world level. In line 
with purchaser recommendations, this activity also includes improvements to packaging and bale 
coding for traceability.  
6.32.   Result 3.1: Producers receive support to improve seed cotton output and quality  
Improved cotton fibre  quality begins at the production stage (seed cotton logistics, gin ning and 
logistics to the loading port). The ITC proposes working with AProCa and a pilot group of 
1,000  producers to produce quality cotton. Where ginning plants and logistics are concerned, the 
ITC will work with C4  cotton enterprises and the ACA. The sp inning enterprises that consume 
cotton will be closely involved in each of the activities.  
 
Activities:  
1. Train producer pilot groups and build their capacity in agricultural production (inputs, 
harvesting equipment, etc.).  
2. Encourage the spread of good  agricultural practice in the target cotton areas by running 
awareness -raising campaigns and developing materials/initiatives.  
 
6.33.   Result 3.2: Improvement in the quality of the cotton fibre  produced after ginning  
6.34.   Although Burkina Faso (SOFITEX), Mali (CMDT) a nd some regions of Côte d'Ivoire have 
already benefited under a programme financed by the European Union (EU) and the Common Fund 
for Commodities (CFC) to reduce cotton contaminants at the production and ginning stages, the 
programme had no close market li nks. Consequently, the main international cotton trading WT/CFMC/W/73  
- 34 - 
  enterprises and mills were not involved in the project and they therefore do not recognize the work 
it has done. This proposal seeks to draw on that work, consolidate it and introduce the link to the  
market that has been lacking. International buyers who are directly involved will be able to set out 
their points of view and will therefore be more likely to pay a better price for non -contaminated 
cotton.  
6.35.   The use of instruments to test cotton fibre  has become the norm in the international cotton 
trade. All cotton producer and exporter countries, including the United States, Brazil, Australia, 
and the People's Republic of China, use precision instruments to test 100 % of their cotton. As a 
result it has no w become common practice in the cotton trade to discriminate against hand -tested 
cotton, negatively affecting the price. In order to counter this, the introduction of precision 
instruments to test cotton from West and Central Africa is absolutely essential . 
6.36.   Moreover, the use of instruments to test the quality of cotton in bales ensures that the 
information on the bales is correct and accurate, and that the cotton can be sold for its true value. 
The results of instrument -led analysis will provide the data re quired in order to set a price and 
select a marketing approach.  
6.37.   It will also help to eradicate the common practice among international cotton traders of 
purchasing West and Central African cotton at a given grade and re -selling it at a higher grade, 
often to the detriment of the exporting ginner's reputation.  
6.38.   In relation to technical assistance for ginning mills to improve quality and implement an 
ISO 9001/ISO  14001 -compliant management system, the mills will be chosen in line with criteria 
that are validat ed by the Ginning Committee and the Quality and Marketing Committee of the ACA. 
Technical assistance includes training for local advisers who will be supervised by an international 
expert.  
6.39.   The only cotton company in the subregion with ISO  9001 certificatio n is SODEFITEX in 
Senegal. Their certification gives them a competitive advantage over other cotton companies 
because their activities are well organized, they produce a better quality of cotton fibre  and they 
have a stronger market reputation.  
6.40.   Ginning mil ls will be chosen in line with criteria that are validated by the Ginning Committee 
and the Quality and Marketing Committee of the ACA.  
Activities:  
1 Analyse the classification system for seed cotton and draw up recommendations for 
improvement for each cou ntry. 
2. Upgrade classification centres to international standards in line with the recommended 
improvements.  
3. Achieve ISO certification of the leading cotton companies in the subregion.  
4. Build the capacity of technical staff working on ginning to improve cotton quality in 
conjunction with the target spinners.  
 
6.41.   Thematic  result II: Added value for seed cotton and cotton fibre in the subregion.  
Result 3.3. : Development/improvement in the quality of cotton by -products (cotton seed 
oil and cotton seed oil cake) . 
 
Activities:  
 
1. Conduct a feasibility study into the development of value -added products using cotton stems 
to produce panels.  
2. Implement recommendations to improve the quality of cotton by -products (see also interim 
result 1).  
 WT/CFMC/W/73  
- 35 - 
  6.42.   Result 3.4.: Rise in the output capacity of existing textiles and clothing enterprises . 
6.43.   International textile and clothing buyers are increasingly seeking out suppliers who can 
provide a comprehensive solution that absolves them from providing significant supervision a nd 
control, by delivering a product that meets market demand and satisfies consumers' changing 
requirements and tastes.  
6.44.   Support for the textiles and clothing sector will start with an assessment of its situation as it 
stands in the region in order to ident ify units that are competitive or that could be competitive with 
the support of the project, with a view to building them into suppliers who provide a range of 
complete products and services that meet target market requirements.  
6.45.   The enterprises identified will receive support in the following areas:  
 Improvement in productive capacity and quality control;  
 Development and enhancement of creative and design skills for products aimed at regional 
and international target markets;  
 Marketing and promotion on regio nal and international target markets of clothing designed 
in West and Central Africa.  
6.46.   Cooperation with various regional stakeholders in the sector will also be promoted in order 
to construct a more vertically integrated regional value chain. In order to ac hieve this it will be 
necessary to establish and formalize partnerships between existing units, starting with local 
designers.  
Activities:  
 
1. Assess industrial plant in terms of yarns, fabrics and items of clothing and identify 
opportunities to improve pr oductivity.  
2. Advise enterprises on how to reduce waste and increase productivity.  
3. Develop and strengthen creative and design skills for products aimed at international and 
regional target markets.  
 
6.47.   Result 3.5.: Increase in weaving trades' capacity to add value when producing textiles . 
6.48.   The world of high fashion is increasingly drawn to traditional know -how such as weaving in 
Burkina Faso and is willing to pay a premium for traditional textiles. Establishing a relationship 
with the fashion industry provi des significant economic opportunities for local weaving 
communities by fostering sustainable job creation.  
Activities:  
1. Identify the stakeholders skilled in traditional weaving techniques in the subregion and 
assess their production and marketing capaci ties. 
2. Facilitate technology transfer through South-South cooperation and partnerships especially 
with other African or Asian countries with a proven track record in the sector 
(c.f. Result  III). 
3. Provide assistance in developing products and designs t hat meet target market 
requirements.  
 
6.49.   Interim  result 4: Cotton companies and textiles and clothing enterprises  are 
connected to the market.  
6.50.   Thematic result I: Broader promotion of West and Central African cotton on 
regional and international markets . 
6.51.   Resul t 4.1: Promotion and marketing on world markets of African cotton, by -products and 
textile products . 
6.52.   Development of a publicity programme to promote African cotton (C4): digital media 
campaign, public relations and real -world events.  WT/CFMC/W/73  
- 36 - 
  6.53.   The aim of this activi ty is to counter the negative image that African cotton sometimes has 
in the target markets and create a closer relationship with purchasers who would like to buy more 
African cotton or begin to use it. The project will help to promote African cotton using  marketing 
tools, trade missions and campaigns in the main cotton importer and consumer countries such as 
Bangladesh, Indonesia and Viet  Nam, and in Singapore in its capacity as the leading trade platform 
in Asia. Arrangements will be made for spinners fro m those countries to visit the African 
cotton -producing countries.  
6.54.   The promotion will be conducted in partnership with the French Cotton Association (AFCOT), 
which includes the bulk of international cotton traders.  
Activities:  
1. Arrange visits by spinners  to C4 countries to promote the quality of the cotton system in 
West and Central Africa.  
2. Arrange promotional tours of the largest cotton consumer markets in Asia.  
3. Promote and market textile products and clothing designed in West and Central Africa an d 
by-products on international and regional target markets (trade fairs, buyer visits to Africa, 
meetings with buyers, etc.).  
 
6.55.   Result 4.2: Improvement in the logistics of seed cotton and cotton fibre  in the region . 
6.56.   The approach includes training and public ity for good logistics practice on the ground with 
the stakeholders concerned, supply techniques, strategies for controlling logistics costs, and cargo 
optimization techniques for transport by road, sea or air (for samples).  
6.57.   The ITC will work with (coach) cotton companies implementing the practices referred to 
above in order to optimize transport and reduce both delivery times and costs.  
Activities:  
1. Analyse the logistics of transporting cotton fibre  to the loading port and implement 
recommendations for improvement.  
2. Analyse the logistics of transporting seed cotton between the place of production and 
ginning mill warehouses, and implement recommendations for improvement.  
3. Draw up a feasibility st udy to construct a warehouse to store West and Central African 
cotton bales at a strategic hub in Asia in order to reduce delivery times to end clients 
(spinners).  
 
6.7  Monitor programme implementation  
6.58.   The programme will be implemented under the guidance of a Steering Committee that will 
supervise the conduct of activities in line with the institutional approach set out at national and 
regional levels.  
6.59.   The Steering Committee will be composed of representatives from the public and private 
sectors of the countrie s concerned, as well as representatives from implementing agencies and 
donors.  
6.60.   The Steering Committee will meet every six months either during missions or by 
videoconference, in order to draw up and review working plans, resolve difficulties, consider 
overall progress, and recommend changes to project implementation. It will approve work plans 
and oversee compliance with them.  
6.8  Addressing cross -cutting issues concerning gender, young people and the 
environment  
6.61.   The proposed programme will take into account ge nder issues and will highlight the 
economic role of women at each link in the chain. It is important that women are not restricted 
solely to production but that they are mainstreamed into processing and marketing, which 
generally provide higher incomes to cover their needs.  WT/CFMC/W/73  
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  6.62.   Similarly, involvement by young people is strongly recommended, especially young people 
setting out in the clothing sector who design their own products to meet regional and international 
demand.  
6.63.   In the light of Thematic Result I and the  objective of improved productivity and cotton 
production, the programme will contribute to UN SDG  15 [to] "Protect, restore and promote 
sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and 
halt and reverse lan d degradation and halt biodiversity loss". The Programme will develop 
approaches and strategies to adapt to climate change, especially through varietal research to 
improve yields by reducing pressures on soil fertility caused by overuse of inputs. Account must be 
taken of the legal provisions governing these matters in the region.  
7  PROGRAMME COST  
7.1.  In view of the needs that have been identified and the results chain proposed, the intention is 
to mobilize  an envelope of approximately US$20  million from technica l and financial supporters 
who support trade and development of the C4 countries. The envelope will be revised upwards if 
the acquisition of equipment and materials used for artisan and/or industrial processing are to be 
accounted for directly under the pr ogramme (and off C4 country budgets).  
7.1  Programme finance  
7.2.  A resource mobilization  strategy should be implemented promptly in the C4 countries and 
with the technical and financial partners who support them. (See the terms of reference for 
resource mobilizatio n in the Annex.)  
8  RISK MATRIX  
8.1.  Successful completion of the programme will involve overcoming a wide variety of potential 
risks (commercial, environmental, financial, human, operational, organizational, socio -political and 
technical in nature) of varying deg rees of severity, as set out in the table below.    
  WT/CFMC/W/73  
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Table  6 - Risk matrix  
Nature of the 
risk Description  Likelihood of 
occurrence  Potential 
impact  Preventive measures  Corrective measures  
Commercial  Volume and quality of seed cotton do not 
meet market needs.  Unlikely  Serious  Implementation of measures to improve 
productivity and  quality.  Enhanced improvement 
measures.  
Commercial  Products produced by textiles sector 
enterprises do not meet market requirements 
in terms of volume or quality.  Not likely  Major  Implementation of measures to improve 
productivity and quality.  Enhanced improvement 
measures.  
Commercial  Market in by -products does not fulfil its 
anticipated potential.  Not likely  Minor  Campaigns to promote by -products.  Diversification of outlets.  
Commercial  Promotion campaigns not effective enough in 
reversing buyers' negative perceptions.  Likely  Major  Promotion highlighting the objective 
facts.  Escalation of promotion 
campaigns.  
Environmental  Uncertainty over rainfall and climate -change 
that affect cotton volume and/or quality.  Likely  Serious  None ( force majeure ). Communication about the 
cyclical nature of these 
uncertainties.  
Financial  Delay in mobilizing resources.  Unlikely  Serious  Robust programming based on firm 
commitments.  Follow -up of donors and 
deferred implementation of 
activities.  
Financial  Producers and  cotton companies have 
insufficient investment capacity.  Likely  Major  Raise banks' awareness to encourage 
them to make long -term loans to the 
sector.  Further raise awareness among 
the banking sector.  
Financial  Lack of capacity and/or interest on the part of 
stakeholders to invest in the textiles sector in 
the subregion.  Very Likely  Minor  Raise stakeholders' awareness and 
support for investment finance.  Further raise awareness among 
stakeholders.  
Human  Lack of q ualified staff available in the sector.  Likely  Major  Training tailored to the sector's needs.  Step up training.  
Human  High staff turnover in the sector.  Very Likely  Major  Raise awareness among stakeholders 
and appoint replacements for key posts.  Training for permanent 
replacements.  
Human  Lack of commitment and motivation on the 
part of stakeholders in the sector.  Likely  Major  Raise stakeholders' awareness of the 
beneficial effects expected from the 
programme.  Further raise awareness among 
stakeholders.  
Operational  Lack of operational and managerial capacity in 
the TSIs to meet the sector's needs.  Likely  Minor  Build the TSIs' operational and 
managerial capacities.  Step up capacity -building 
measures.    
  WT/CFMC/W/73  
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Nature of the 
risk Description  Likelihood of 
occurrence  Potential 
impact  Preventive measures  Corrective measures  
Operational  Lack of operational and managerial capacity in 
enterprises to improve production and 
respond to market needs.  Likely  Major  Build enterprises' operational and 
managerial capacities.  Step up capacity -building 
measures.  
Operational  Failure by enterprises to translate technical 
assistance into  specific actions.  Unlikely  Minor  Raise awareness among stakeholders of 
the anticipated benefits of technical 
assistance.  Follow -up and assessment of 
technical assistance 
programmes.  
Organizational  Lack of coordination between stakeholders 
nationally and regionally that impedes policy 
formulation and implementation.  Likely  Major  Ongoing monitoring of programme 
implementation by the members of a 
Steering Committee between the 
two six-monthly meetings.  Holding of consultations 
involving national and regional  
stakeholders.  
Organizational  Lack of coordination between public and 
private stakeholders in making and 
implementing recommendations.  Likely  Major  Ongoing monitoring of programme 
implementation by members of the 
Steering Committee between the 
two six-monthly meetings.  Holding of consultations 
involving public and private 
stakeholders.  
Organizational  Lack of commitment and monitoring by TSIs 
and beneficiary enterprises.  Very Likely  Minor  Raise awareness among TSIs and 
beneficiary enterprises.  Step up awareness -raising.  
Socio -political  Political tensions and insecurity.  Likely  Serious  None ( force majeure ). Reallocation of activities to 
other countries.  
Socio -political  Barriers to the integration of young people 
and women into the sector.  Likely  Minor  Raise awareness among stakeholders 
(proactive policy).  Build young people's and 
women's skills.  
Technical  Precision instrument technology is difficult to 
master.  Unlikely  Major  Train operators in advance.  Train staff, service equipment.  WT/CFMC/W/73  
- 40 - 
  9  COMMUNICATION STRATEGY  
9.1.  Cotton Roadmap communications will focus on two obje ctives:  
a. To provide information and share experience across the region and continent: an 
ongoing exchange of information will enable the project partners to learn from each 
other and build on their own experience when adopting a comprehensive approach to 
development in the sector along the entire value chain.  
b. Programme visibility and promotion: the "Cotton Roadmap" Programme will receive 
regular publicity through effective promotion in the media in the partner countries and 
through other communication channe ls. Donor acknowledgement (visibility) will be 
highlighted.  
COMMUNICATION PLAN  
 
9.2.  The communication plan for the Cotton Roadmap Programme will be tweaked in the light of 
the needs and circumstances of the C4 countries. It will be tailored to the various channels of 
communication to enable the project to reach a high number of sector stakeholders (including at 
grassroots level) and strengthen the intra -African business partnership. Communication in each 
partner country will ensure that other development st akeholders are kept abreast of the 
programme's activities and that synergies with other cotton -sector -related initiatives can be 
created.  
COMMUNICATION STAKEHOLDERS  
 
9.3.  Communication stakeholders represent various bodies, groups, partners, institutions, units  or 
any third party who has a role or function in the "Cotton Roadmap" programme. Synergies will be 
explored with the Pan -African Cotton Investment Programme (2  PIC) currently being drawn up by 
the African Union as part of NEPAD implementation.  
9.4.  The table b elow gives an overview of the communication stakeholders and describes their 
roles.  
Table  7 – Communication stakeholders  
Stakeholders  Communication channels  
ITC and C4 staff and management teams involved in the 
Cotton Roadmap programme.  Website, newslette rs, press releases, 
promotional material, reports.  
Stakeholders on the ground:  
Small and Medium -Sized Enterprises, Trade Support 
Institutions, government representatives, 
decision -makers, donor -country embassies, 
development partners.  Website, newsletters, press releases, 
promotional material, social networks.  
Stakeholders in Geneva and other development 
partners:  
Members of the WTO in Geneva, members of the ICAC 
and stakeholders working in the cotton sector, including 
development partners.  Website, newsletters, promotional material, 
press releases if appropriate (newspapers).  
Representatives of target export markets:  
Associations in the cotton and the textiles and clothing 
sectors, and potential buyers.  Website, newsletters, promotional material, 
press releases if appropriate.  
Social networks.  
Wider audience:  
All stakeholders other than those mentioned above.  Press releases, ITC Forum magazine, ICAC 
publications, magazines published by other 
development aid partners, social networks, 
newspapers.  WT/CFMC/W/73  
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  TYPE OF COMMUNICATION  
 
9.5.  In line with the needs and results identified for the Cotton Roadmap programme, several 
types of communication will be used in order to achieve the objectives set. ITC and C4 logos as 
well as the donor's logo will appear on major communications. The name " Route du Coton"  
[Cotton  Roadmap] will also appear on important communications. The ITC tagline "Trade Impact 
for Good" will be used judiciously.  
INFORMATION SHARING  
 
9.6.  Communication focuses on an exchange of relevant information and the lessons learned as 
the programme develops. Information sharing will facilitate an exchange of best practice that can 
be referred to for other similar projects. An ongoing exchange of information will also enable 
stakeholders to adjust to hazards more quickly and more effective ly. The target audience could be 
either an internal or external project stakeholder.  
PROMOTIONAL ACTIVITIES  
 
9.7.  This type of communication is the responsibility of the programme's public relations and 
marketing team. It will enable the donor to be held public ly accountable to its members for its 
work and the financial resources committed. The targets for this type of promotional message are 
generally external, whether beneficiaries or a wider audience with an interest in these types of 
activities.  
COMMUNICATIO N CHANNELS  
 
Cotton Roadmap website  
 
9.8.  In order to ensure that the programme remains visible, the "Cotton Roadmap" website will 
relay information on project activities, results and production, as well as the findings of the 
monitoring reports. The website will be a subset of the ITC site and will be in line with the 
institutional requirements of the ITC. The graphic design of the "Cotton Roadmap" internet site will 
mirror the close partnership between ITC and the C4 and will make for streamlined presentatio n of 
the programme. The web design will be the work of the ITC Communications and Events section in 
consultation with the C4. The same graphic elements will be used and tweaked for newsletters, 
publications and press releases.  
9.9.  The site will be updated regu larly and will include information on forthcoming activities and 
the results achieved once those activities have been completed. The events will be posted on a 
calendar of events, which in turn will draw on the ITC's own calendar of events. The ITC will fo cus 
in particular on updating the site with important information on the background work for each 
aspect of the programme, for example success stories. Newsletter content (see below) will also be 
closely linked to the website content. In addition to writte n information, the website will contain 
videos, photos and other footage of work in progress on the ground.  
Newsletters  
 
9.10.   The programme will send out a regular newsletter (roughly every quarter) in order to 
encourage people to share and transfer their knowl edge. The newsletter is a key tool in the Cotton 
Roadmap for informing the target audience of the activities conducted and how they contribute to 
achieving the programme's objectives.  
Press articles in the ITC journal and magazines specializing in cotton  
 
9.11.   In order to promote the Cotton Roadmap and share information on the substantive content 
of the programme, the ITC will regularly publish articles in the its Forum  magazine. The magazine 
has an extensive readership and will help to increase the programme's profile.  
9.12.   Newspapers, magazines on development cooperation, and publications specializing in 
textiles and clothing can also be used to inform the wider public.  WT/CFMC/W/73  
- 42 - 
  Press releases  
 
9.13.   Press releases will be published for each major event (signature ceremonies, work shops, 
etc.) and for each individual major activity. The content will be coordinated by the ITC 
Communication and Events section and streamlined with the C4. Partners on the ground will also 
be consulted. Any press release published by a partner Trade Supp ort Institution must have the 
prior approval of the ITC. Similarly the ITC will publish press releases in close cooperation with the 
partner institution on the ground.  
Brochures and other promotional material  
 
9.14.   A leaflet or brochure will be devised to prese nt the programme and its content. It will give 
the reader a brief overview of the programme and the results it expects to achieve. The leaflet will 
summarize the information available on the website.  
Social networks  
 
9.15.   Where social networks are relevant and able to add value to the project and the 
programme, the Cotton Roadmap will use social media to achieve a broader spread of information 
and encourage people to share their experience. ITC and C4 staff, partner institutions, consultants 
and everyone partici pating in the project activities will be involved in creating multimedia content 
(video, podcasts) through engaging on social networks.  
10  ABOUT THE ITC  
10.1.   The ITC is the joint technical cooperation agency of the United Nations and the WTO, set up 
in 1964, with headquarters in Geneva. Its mission is to encourage sustainable economic 
development and to contribute towards achieving the sustainable development goals (SDGs) of 
developing countries and countries with economies in transition through international trade . 
10.2.   In fulfilling its terms of reference, the ITC lays special emphasis on implementing projects in 
least developed countries, landlocked developing countries, and small island developing States. 
The ITC provides integrated solutions around a hub consisting of six areas of intervention. These 
constitute a coherent series of interventions adapted and personalized in order to provide solutions 
relevant to the needs and expectations of beneficiaries.  
 
WT/CFMC/W/73  
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FOR MORE INFORMATION:  
 
 
Aissatou Diallo  
Senior Trade Prom otion Officer  
Office for Africa  
International Trade Centre (ITC)  
Palais des Nations, CH -1211 
Geneva 10, Switzerland  
+41 22 730 02 84  
diallo@intracen.org  
http://www.intracen.org  Matthias Knappe  
Programme Manager for Cotton, Textiles and Clothing  
Market Development Division  
International Trade Centre (ITC)  
Palais des Nations, CH -1211 
Geneva 10, Switzerland  
+41 22 730 03 21  
knappe@intracen.org  
http://www.intracen.org  
 
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