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Impacts of Covid-19 on the horticultural sector in Nigeria
In June, COLEACP conducted surveys to learn from our members and partners in the horticultural sector about the impacts of the current health and economic crisis throughout March–May. Key points: The majority of respondents (64%) saw orders for March–May reduced by more than 25%, with 35% seeing a reduction of over 50% of orders; about a fifth of companies saw a positive increase in sales. Almost half of respondents received higher prices for their produce in comparison with 2019; only a small minority indicated that prices had fallen. Only one company had applied for a Covid loan issued under the guidance of the National Bank of Nigeria, and only 15% of the requested amount was granted.The survey was shared with COLEACP partners and members of the Agricultural Fresh Produce Growers & Exporters Association of Nigeria (AFGEAN). The majority of the 16 companies that responded are operating on the domestic fresh produce market, and the main crops affected are chillies, bell peppers, leafy vegetables, lettuce, cucumber and carrots, followed by tomatoes and herbs. All respondents reported that domestic markets have been impacted by coronavirus, largely due to disturbances to logistics. Closing of markets, hygiene measures and social distancing on the Nigerian open markets have impacted sales of fresh produce. The majority of respondents described medium to high impact on market demand, from both prospective customers (40% of respondents) and existing supply contracts (33%). Some companies have observed changes in consumer behaviour and are responding to demand for home delivery of fresh produce. Half of the respondents have access to an online platform to sell their products, mainly through social media platforms (WhatsApp, Facebook, Instagram) and an occasional online shop or website. The majority of respondents (64%) reported reduced orders for March–May of more than 25%, with 35% seeing a reduction of over 50% of orders. About a fifth of companies saw a positive increase in sales. Notably, almost half of respondents received higher prices for their produce in comparison with the same period in 2019. Only a small minority indicated that prices had fallen. In terms of cashflow, companies face challenges in covering overheads (66.7%), inputs for new production cycles (47%), and fulfilling commitments to financial institutions (26.7%). Only three respondents had benefited from a moratorium on the repayment of loans or delayed payments of taxes. One company mentioned a temporary suspension of lease costs and better payment terms from its buyers. 43% of respondents were not employing any casual workers specifically due to the crisis. One third of respondents said there had been no impact on casual workers. Four companies had laid off a total of 23 permanent staff, a reduction of 10% on the total number of permanent employees in January 2020. Although most respondents are still maintaining employment of staff (53%), other measures taken to reduce overheads include reducing wages (33%), putting a stop on recruitment (20%), or encouraging staff to take unpaid leave. Companies that are working with outgrowers are not able to guarantee a market for their small-scale suppliers (43% of respondents), or to pay outgrowers for their fresh produce (29%). Five companies are scaling down on new planting schedules. The majority of respondents (87%) have taken preventive measures to limit spread of the virus by distributing protective equipment (face masks, hand sanitisers, etc). Over half of the companies have had to change their daily operations, and 40% have set up virtual systems for remote or home working. WHO measures have been implemented at packing and production levels (57% of respondents). Only one company had applied for a Covid loan issued under the guidance of the National Bank of Nigeria, and only 15% of the requested amount was granted. Respondents mention that funding is still a major bottleneck for many companies’ operations due to increased costs of logistics, safety measures, protective clothing, etc. Types of support companies would like to receive include negotiation skills to get more out of partnerships (69%); Covid-19-related procedures for farming and production operations (69%); cashflow management (61%); contingency planning (54%); Covid-19-related procedures for packhouse operations (54%); and HR management in times of economic slowdown (46%). Additional topics suggested include risk management; financing and processing skills; post-Covid market support; regular updates/information on health-related issues; advocacy and pressure groups for improved logistics of fresh produce export at the ports; assistance in getting passes to move products around; market access for bulk purchases by processors or institutions.
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Pest Free Areas workshop
The Plant Protection and Regulatory Services Directorate (PPRSD) of MOFA, Ghana, with #COLEACP, gathered 20 stakeholders in the curry leaves sector (at the Hotel Paloma and via Zoom). This participatory workshop brought together key representatives from both public and private sectors in Ghana to create awareness about the challenges in establishing and maintaining Pest Free Areas for production and export of curry leaves. The workshop was conducted by Mr. Daniel Kwagbenu - COLEACP Liaison Officer / Senior Expert, with the participation of PPRSD and COLEACP experts, as part of COLEACP’s Fit For Market programme.
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Impacts of Covid-19 on Kenyan horticultural SMEs
A COLEACP survey on the impacts of Covid-19 on companies’ operations in May shows that despite all the measures taken to cut costs and secure revenues, almost three-quarters of companies responding did not financially break even in May, an increase on 64% that failed to do so in April. Many companies will struggle to survive if this situation persists.This survey, covering May 2020, was carried out among the 65 horticultural companies in Kenya that benefit from COLEACP’s technical assistance programmes. A total of 23 companies (35%) responded. This is the third survey in a series that started in March 2020. The objective is to gather first-hand information on the impact of the Covid-19 crisis on Kenyan operators of horticultural businesses, and assess how support from COLEACP and other partners could best be redirected as a response.Regarding impacts on trade, the majority of respondents (65%) report impacts on French beans, followed by snow peas and sugar snaps. Avocado is mentioned by half of the companies, and to a lesser extent passion fruit (22%). The majority of negatively affected markets are in Europe, mainly the Netherlands, the UK and France. The impact on the Netherlands market (cited by 83% of respondents) has increased on March and April, which could be due to reduced logistical routes, or to the importance of avocado exports where the Netherlands are a hub for further distribution across the EU market. 26% of respondents also note a relatively high impact on Kenyan domestic markets.52% of respondents state that they have not been able to honour existing contracts due to logistical challenges, compared with 46% in April and 79% in March. Orders from prospective clients reduced in May for 52% of respondents, and 70% have seen falling orders from existing clients. Disruptions to both local logistics and air freight have been a major bottleneck: 96% of respondents mention negative impacts of local measures such as curfews, checkpoints and exit passes. 70% of respondents mention that overall high cargo costs are having an impact on their operations, down from 92% for April.52% of respondents say that market demand in May was reduced compared to April; a quarter mention demand being similar; and 21% see an improved market. Half of the respondents state that produce not exported is going to waste (including dumping and composting). And 57% highlight they are not buying from their suppliers as a result, pushing the losses along the value chain – a rise from one-third of respondents not buying from suppliers in April.The total lost revenue due to the crisis for May, for 18 respondents, is estimated at 105 million KES (€900,000). Total combined losses for March (19 respondents), April (26 respondents) and May (23 respondents) add up to 612 million KES (€5.35 million).Given the variance in company size, the median value provides the best representation of average lost revenue. Based on the three monthly surveys March–May, the median Kenyan SME has seen an estimated monthly loss of revenue of 5.5 million KES, or an accumulated direct loss of turnover of 15.5 million KES (€135,000) over the three months, not taking into account higher transaction costs or cargo costs. Importantly, this value remains stable over the three months.In May, 45% of respondents reported having lost more than 50% of anticipated revenues, compared with two-thirds of respondents in March and April. In May half of the responding companies lost 25–49% of projected revenues. Half of respondents consider the prices they are fetching at the market to be lower than in May 2019; around one-third of respondents mention that prices are similar.The majority (78%) of SMEs report that they are not receiving any support from their buyers to ease the impact of the crisis. Some companies mention receiving better payment terms (e.g. quicker payment turnaround), while only one company reported clients participating in increased cargo costs.Importantly, only a small proportion of respondents have been able to develop alternative market channels for their produce: 18% are finding ways of processing existing fresh produce supplies, and 14% are selling more on domestic markets. Based on the sales projections of exporting SMEs, Kenyan operators translate sales orders back into planting schemes for their suppliers. These are often small-scale farmers (outgrowers) who are grouped by location and grow a specific crop variety for an exporter. May saw respondents sourcing from only 2332 outgrowers, a 68% decrease on planned numbers, compared with a 71% decrease in April and a 48% decrease in March.Most companies (74%) are not able to guarantee a market for their small-scale suppliers, and almost half of respondents are scaling down on new planting schedules (43%, compared to 55% in April), which will have an impact on future supply and missed revenue in the coming weeks/months. Around 26% of respondents report being unable to pay their outgrowers, who have no other options for selling their fresh produce. This apparent improvement on April (40%) may be because companies have already downscaled.In May, employment was provided to 1594 casual workers, a reduction of 48% on planned numbers, a similar percentage to April and up on 40% in March. 17% of companies reported having all of their permanent employees working on a full-time basis (down from 40% in April); some SMEs are encouraging workers to take paid leave (30%) and unpaid leave (35%). Eight companies (35%) had cut wages to reduce costs, and 17% had to lay off permanent staff.Most companies responding to the survey have taken measures to protect their workforce (74%), and 52% have had to change their daily operations to adapt to Covid-19 measures. One-third of respondents had implemented a business continuity plan; 22% and had sought financial assistance. Most respondents highlight that cashflow management and the lack of working capital are among the key financial challenges. In general, sales have plummeted while production costs have increased; transport costs have increased while staff working hours and productivity are reduced. This has an impact on meeting financial obligations to cover overhead costs (including staff), pay small-scale suppliers, and buy inputs for new production cycles. Challenges in covering commitments (repayments) to financial institutions are faced by 61%, compared with 69% and 42% in April and March, respectively.One improvement is that 22% of respondents cited freight payments as a major challenge, down from 42% in April, which may be due to the reported lowering of airfreight costs for Kenyan fresh produce since early May.Some companies are using the crisis as a way to drive efficiencies in processes; others are looking to diversify their business model, investigating local sales or value addition, seeking (financial) partnerships, and implementing financial planning and cost reduction measures. Six of 12 companies that responded to this question are benefiting from extensions to loan repayments; 42% have delayed payment of taxes and 33% delayed restitution of VAT.
News
Impacts of Covid-19 on Kenyan horticultural SMEs
A COLEACP survey on the impacts of Covid-19 on companies’ operations in May shows that despite all the measures taken to cut costs and secure revenues, almost three-quarters of companies responding did not financially break even in May, an increase on 64% that failed to do so in April. Many companies will struggle to survive if this situation persists. This survey, covering May 2020, was carried out among the 65 horticultural companies in Kenya that benefit from COLEACP’s technical assistance programmes. A total of 23 companies (35%) responded. This is the third survey in a series that started in March 2020. The objective is to gather first-hand information on the impact of the Covid-19 crisis on Kenyan operators of horticultural businesses, and assess how support from COLEACP and other partners could best be redirected as a response. Regarding impacts on trade, the majority of respondents (65%) report impacts on French beans, followed by snow peas and sugar snaps. Avocado is mentioned by half of the companies, and to a lesser extent passion fruit (22%). The majority of negatively affected markets are in Europe, mainly the Netherlands, the UK and France. The impact on the Netherlands market (cited by 83% of respondents) has increased on March and April, which could be due to reduced logistical routes, or to the importance of avocado exports where the Netherlands are a hub for further distribution across the EU market. 26% of respondents also note a relatively high impact on Kenyan domestic markets.52% of respondents state that they have not been able to honour existing contracts due to logistical challenges, compared with 46% in April and 79% in March. Orders from prospective clients reduced in May for 52% of respondents, and 70% have seen falling orders from existing clients. Disruptions to both local logistics and air freight have been a major bottleneck: 96% of respondents mention negative impacts of local measures such as curfews, checkpoints and exit passes. 70% of respondents mention that overall high cargo costs are having an impact on their operations, down from 92% for April. 52% of respondents say that market demand in May was reduced compared to April; a quarter mention demand being similar; and 21% see an improved market. Half of the respondents state that produce not exported is going to waste (including dumping and composting). And 57% highlight they are not buying from their suppliers as a result, pushing the losses along the value chain – a rise from one-third of respondents not buying from suppliers in April. The total lost revenue due to the crisis for May, for 18 respondents, is estimated at 105 million KES (€900,000). Total combined losses for March (19 respondents), April (26 respondents) and May (23 respondents) add up to 612 million KES (€5.35 million). Given the variance in company size, the median value provides the best representation of average lost revenue. Based on the three monthly surveys March–May, the median Kenyan SME has seen an estimated monthly loss of revenue of 5.5 million KES, or an accumulated direct loss of turnover of 15.5 million KES (€135,000) over the three months, not taking into account higher transaction costs or cargo costs. Importantly, this value remains stable over the three months. In May, 45% of respondents reported having lost more than 50% of anticipated revenues, compared with two-thirds of respondents in March and April. In May half of the responding companies lost 25–49% of projected revenues. Half of respondents consider the prices they are fetching at the market to be lower than in May 2019; around one-third of respondents mention that prices are similar. The majority (78%) of SMEs report that they are not receiving any support from their buyers to ease the impact of the crisis. Some companies mention receiving better payment terms (e.g. quicker payment turnaround), while only one company reported clients participating in increased cargo costs. Importantly, only a small proportion of respondents have been able to develop alternative market channels for their produce: 18% are finding ways of processing existing fresh produce supplies, and 14% are selling more on domestic markets. Based on the sales projections of exporting SMEs, Kenyan operators translate sales orders back into planting schemes for their suppliers. These are often small-scale farmers (outgrowers) who are grouped by location and grow a specific crop variety for an exporter. May saw respondents sourcing from only 2332 outgrowers, a 68% decrease on planned numbers, compared with a 71% decrease in April and a 48% decrease in March. Most companies (74%) are not able to guarantee a market for their small-scale suppliers, and almost half of respondents are scaling down on new planting schedules (43%, compared to 55% in April), which will have an impact on future supply and missed revenue in the coming weeks/months. Around 26% of respondents report being unable to pay their outgrowers, who have no other options for selling their fresh produce. This apparent improvement on April (40%) may be because companies have already downscaled. In May, employment was provided to 1594 casual workers, a reduction of 48% on planned numbers, a similar percentage to April and up on 40% in March. 17% of companies reported having all of their permanent employees working on a full-time basis (down from 40% in April); some SMEs are encouraging workers to take paid leave (30%) and unpaid leave (35%). Eight companies (35%) had cut wages to reduce costs, and 17% had to lay off permanent staff. Most companies responding to the survey have taken measures to protect their workforce (74%), and 52% have had to change their daily operations to adapt to Covid-19 measures. One-third of respondents had implemented a business continuity plan; 22% and had sought financial assistance. Most respondents highlight that cashflow management and the lack of working capital are among the key financial challenges. In general, sales have plummeted while production costs have increased; transport costs have increased while staff working hours and productivity are reduced. This has an impact on meeting financial obligations to cover overhead costs (including staff), pay small-scale suppliers, and buy inputs for new production cycles. Challenges in covering commitments (repayments) to financial institutions are faced by 61%, compared with 69% and 42% in April and March, respectively. One improvement is that 22% of respondents cited freight payments as a major challenge, down from 42% in April, which may be due to the reported lowering of airfreight costs for Kenyan fresh produce since early May. Some companies are using the crisis as a way to drive efficiencies in processes; others are looking to diversify their business model, investigating local sales or value addition, seeking (financial) partnerships, and implementing financial planning and cost reduction measures. Six of 12 companies that responded to this question are benefiting from extensions to loan repayments; 42% have delayed payment of taxes and 33% delayed restitution of VAT. Download the complete of survey results on the impact of Covid-19 Kenyan horticultural SMEs: COVID19 - SURVEY - KENYA
News
Impacts of Covid-19 on Cameroon’s horticultural sector
RHORTICAM, in collaboration with COLEACP, carried out a survey of companies and cooperatives in the horticultural sector in Cameroon during May to help assess the impact of the current health and economic crisis and to identify support needs. The ten companies that participated in the survey are mainly active in several production sectors simultaneously, with pineapple being the most frequently mentioned sector. The majority of respondents export to the European market (70%), the remaining 30% being active on the local market. All participating companies, on both local and European markets, stated that they are being impacted by the current crisis. The main impacts are at the level of customer demand (90% of companies are experiencing a drop in demand); and impacts on supply chain logistics, from the supply of products (50% of companies mentioned blocked supplies) to exports (50% lack freight capacity for their products). The companies on average are losing 12.5 tonnes of product per week as a result of these problems, and only one-third of them have found alternative markets (generally local markets). The identification of alternative markets would be a key benefit to the companies at this time. From an operational point of view, all participating companies reported that they are experiencing liquidity problems and are unable to pay suppliers (100% of respondents) or employees (80%). The main obstacles to operations are related to supply (80% of respondents), transport (80%) and to a lesser extent the absence of employees (40%). Companies did not feel well informed about the government aid available to them, and would welcome information and support in applying for and obtaining financial aid. The majority of World Health Organization (WHO) recommendations (barrier actions) are known and understood by companies and their workers (73% of respondents said that WHO recommendations for all measures combined were known and understood by the company and workers). However, some measures are not applied in day-to-day activities: 65% of respondents said that measures are applied in the stations; 60% said measures are applied at harvest time; and less than 50% said they are transmitting WHO recommended measures to subcontractors (producers, etc.). The survey results suggest the following priorities for support. COLEACP support: Market access: identify alternative markets for companies to sell their products. Commercial negotiation: once alternative markets have been identified, enhance managers’ skills to promote their products and defend the interests of their company. Crisis management support: inform companies about ways to manage their cashflow and secure their supply chain. Support for raising awareness on barrier gestures: offer training in good hygiene practices and dissemination of key messages (e.g. via COLEACP’s courses and online training platform). Access to finance: identify financing structures that may be able to respond favourably to requests for financing from companies, and assist with required investment plannig. RHORTICAM support: Market access: identify alternative markets for companies to sell their products. Information and communication: provide information on barrier gestures and public health; and also on the aid measures put in place by government (and, where possible, assist companies to apply for government aid). Lobbying: approach the government to defend horticultural companies and promote their need for subsidies and/or tax relief in this time of crisis.
News
Introductory Zoom session with national plant protection organisations on #COVID19 training
[COLEACP in ACP countries] - Introductory Zoom session with national plant protection organisations on #COVID19 training - part of our work offering stakeholders in #ACP horticulture practical guidelines on how national inspectors/companies can integrate #COVID19 measures in their food safety management systems.
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AAA Growers in Kenya: Gains from COLEACP's digital training on COVID-19
As part of COLEACP’s response to the global Covid-19 pandemic, we are offering our members and partners online training on implementing Covid-19 measures through customised coaching sessions for horticultural companies. Frank Obure, General Manager Packhouses of AAA Growers in Kenya, provides some insights on how digital learning is contributing to his company’s overall mission."Covid-19 is touching businesses around the globe. Though we had already implemented preventive measures as per local and international guidelines, it is important to remain updated and act accordingly to mitigate any potential risk. It is crucial for horticultural businesses to comply with regulations and ensure safety of our customers, employees and communities. This was our first real experience with digital, remote learning. I have to say we were not willing to let go of this coaching opportunity provided by COLEACP, as compliance and risk mitigation are important processes for the company. I am pleased to share some practical learning:Discipline and habits are different from physical sessions, though very well manageable. It is even more lean and efficient compared to physical training: there are less logistical challenges to get staff and trainer(s) together on site; no interruption of day-to-day operations as sessions do not extend over 1h30/session. You also have more time to review and absorb technical content. People participate even from the field or from more remote growing areas.Throughout the process, we have had very interactive live and follow up sessions to discuss priorities, review documentation and procedures, comment, etc. In addition, we could bring in relevant staff when required. Of course, learning will now be shared with the rest of the staff and community.Overall, our team has been very positive of this intervention. We have to appreciate these online sessions are part of the way to go."
News
Fit for Market programme in action at Wamu Investments Ltd
COLEACP's Fit for Market in action at Wamu Investments Ltd, a Kenyan exporter of French beans and snow peas. Fit For Market is facilitating the implementation of SMETA requirements, a social standard that is commonly requested by European customers, including some of Wamu’s clients. With respect for local COVID-19 measures, a refresher training was organized for Wamu’s team on the ETI base code, followed by customized coaching to adapt implementation requirements to the company’s context.
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NExT programme in action in Kenya
Discussions between COLEACP’s regional programme manager Yessie Meyer, project manager Wester Schepers and Fresh Produce Consortium of Kenya's CEO Okisegere Ojepat to explore synergies and collaboration opportunities through the new EU-funded NExT Kenya programme. Fresh Produce Consortium of Kenya (FPC KENYA) is one of the country’s fresh produce trade associations.
News
New EU Organic Regulation postponed by one year
In a press release issued on 4th September, The European Commission (EC) has announced a proposal to postpone the entry into force of the new organic regulation (EU) 2018/848 from January 2021 to January 2022. The proposal still needs to be ratified by the European Parliament, but seems certain to go ahead.COLEACP welcomes this important move, which was originally requested by Member States, the European Parliament, third countries, and other stakeholders, including the Organisation of Africa, Caribbean Pacific States (OACPS) and COLEACP itself.This decision by the EC will provide more time for consultation on the secondary legislation that has to be adopted before the new organic regulation is applied. This secondary legislation is complex, covering many subject areas, and in considerable detail. It involves an extensive consultation process with stakeholders, the European Parliament and Member States. According to the EC, as many implementing and delegated acts would have been adopted at the end of 2020, it was going to be very challenging for stakeholders to start applying the new rules within a few weeks or days of publication, particularly in the context of the coronavirus crisis.The work plan to adopt the secondary legislation was already very demanding, but the coronavirus crisis has made the timeframe unfeasible. Many of the key players have been forced to divert attention to other pressing matters, and this has slowed down the consultation process. It is in recognition of this that the European Parliament has asked for more time to ensure that all stakeholders have the opportunity to take part in the proper scrutiny of the various implementing and delegated acts.This postponement is important for ACP countries. It will provide more time to adapt to the new rules, helping to maintain the flow of organic exports to the EU. In the meantime, COLEACP will continue to actively engage with partners in the consultation process, ensuring that the implications and impacts of the new rules for ACP countries are fully taken into consideration.
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Calls for expressions of interest for service providers
In the context of the implementation of its programmes, COLEACP has developed a large network of experts rigorously selected through tendering procedures. COLEACP regularly publishes contract notices requesting service providers to express their interest in the form of an online application file. Service providers are advised to regularly consult this page to check current Calls for Expression of Interest (CEI)Below are the current Calls for Expression of Interest (CEI): AO 201164 - Support services for the communication and visibility of COLEACP’s programmes and the association’s members and partners: Development, support, and front-end and/or back-end maintenance of websites and platforms (post date 19/08/2020) - EXPRESSION OF INTEREST AO 201153 - Support for the development of training and monitoring tools in areas related to sanitary and phytosanitary quality, sustainable production systems and responsible social practices (post date 29/04/2020) - SHORTLIST AO 201147 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Ghana - NOTIFIED AO 191135 - Communication support services and visibility of COLEACP and its programmes - Production of Information and Communication material Photos and/or Videos and/or Audio-visual animations - NOTIFIED AO 191134 - Analytical and technical information support services in crop production and crop protection to facilitate compliance of the ACP horticultural industry with the requirements of domestic and international markets - NOTIFIED AO 191132 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Guinea (Conakry) - NOTIFIED AO 191131 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Madagascar - NOTIFIED AO 191130 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Sierra Leone - CANCELLED (Post date 05/11/2019 - unsuccessful procedure) AO 191129 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Benin and Togo - NOTIFIED AO 191128 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Côte d’Ivoire - NOTIFIED AO 191127 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Suriname - NOTIFIED AO 191126 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Brukina Faso and Mali - NOTIFIED AO 191125 - Support to the COLEACP team for the implementation and monitoring of COLEACP programme activities in Cameroon - NOTIFIED
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Important information on EU MRL changes
This news provides updates on recent changes to EU Maximum Residue Limits (MRLs) for plant protection products (PPPs). Where an MRL has been lowered, it is important for any grower using the PPP to make any necessary adjustments in good time to ensure continued compliance with EU regulations. This may mean adapting production practices (GAP) or using alternative control methods.It also includes a complete list of the MRL changes introduced so far in 2020, and changes applicable in 2021.If you require additional information, or face particular problems as a result of these changes, please contact COLEACP at: network@coleacp.org (link sends e-mail) Lowering of MRLs of chlorpyrifos and chlorpyrifos-methyl The approval in the EU of chlorpyrifos and chlorpyrifos-methyl expired on 16 February 2020. As a result, all EU MRLs for these PPPs will be set at the limit of determination (LOD) 0.01 mg/kg.This change was published in Regulation (EC) 2020/1085 on 24 July 2020, with a Corrigendum on 30 July 2020. The new MRLs for chlorpyrifos and chlorpyrifos-methyl will come into force on 13 November 2020; this means, in effect, that they can no longer be used after this date.Operators in ACP countries that use these PPPs must take note of the change, and ensure that they find alternative control methods in good time. If you require further information, please contact COLEACP at: network@coleacp.org (link sends e-mail). Change of MRLs for chlorate Chlorates are banned in the EU and all authorizations for PPPs containing them have been withdrawn since 2009 (Decision 2008/865/EC). This means that no MRL was set, so the default MRL of 0.01 mg/kg was applicable in all food and feed.However, the European Commission (EC) realized that this MRL was problematic as chlorate residues can also be present due to the use of chlorine-based disinfectants in food processing, or its presence in potable water used for product washing or processing. EFSA recognized that it is currently not possible, despite the application of good practice, to achieve residue levels of chlorate that comply with the default MRL of 0.01 mg/kg.On June 8 2020, the EC published an amendment to the regulations to set MRLs for chlorate taking these uses into account. For the full list of MRLs, please see the Annex to Regulation (EU) 2020/749. These MRLs apply from June 28 2020.Note that in case of an MRL exceedance, the grower / processor will be asked to provide evidence that the residues arose as a result of processes used (e.g. use of potable washing water) and not from the use of PPPs. New MRL changes applicable from July 2020 On June 19 2020, the EC published a regulation setting higher MRLs for cyantraniliprole, cyazofamid, cyprodinil, fenpyroximate, fludioxonil, fluxapyroxad, imazalil, isofetamid, kresoxim-methyl, lufenuron, mandipropamid, propamocarb, pyraclostrobin, pyriofenone, pyriproxyfen and spinetoram. These new MRLs are applicable from July 9 2020.To see details on all changes, please consult the full text here. MRL changes affecting key horticultural export crops in ACP countries are presented in Table 1, here. New MRL changes becoming applicable in 2021 On June 2020, the European Commission published 2 regulations setting new MRLs and applicable in 2021: COMMISSION REGULATION (EU) 2020/770 OF 8 JUNE 2020 AMENDING ANNEXES II AND III TO REGULATION (EC) NO 396/2005 OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL AS REGARDS MAXIMUM RESIDUE LEVELS FOR MYCLOBUTANIL, NAPROPAMIDE AND SINTOFEN IN OR ON CERTAIN PRODUCTS COMMISSION REGULATION (EU) 2020/785 OF 9 JUNE 2020 AMENDING ANNEXES II AND III TO REGULATION (EC) NO 396/2005 OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL AS REGARDS MAXIMUM RESIDUE LEVELS FOR CHROMAFENOZIDE, FLUOMETURON, PENCYCURON, SEDAXANE, TAU-FLUVALINATE AND TRIAZOXIDE IN OR ON CERTAIN PRODUCTS Changes affecting the PPP myclobutanil for key ACP export crops are presented in Table 2, here. For details on the other active substances, please use the above links to access the regulations. ALL MRLS CHANGES INTRODUCED TO-DATE IN 2020 Table 3, here, presents a review of EU-MRL changes since the beginning of 2020. If you require additional information, or face particular problems as a result of these changes, please contact COLEACP at: network@coleacp.org