Executive summary

The Trade for Development Centre (TDC) of Enabel has delivered sustained, multi-year support to cocoa producer organisations (POs) and selected SMEs in Côte d’Ivoire, Ghana, the Democratic Republic of Congo (DRC), and Uganda. The programme combines long-term strategic coaching with targeted financial subsidies to strengthen organisational capacity, improve market access (particularly fair trade, organic, and sustainable niches), and raise member incomes in a durable manner.

Support is structured around two complementary modalities:

1. Participative, on-site coaching (“learning-by-doing”) delivered through three specialised tracks:
   • Marketing & commercial strategy
   • Financial and business management (FiBuMa)
   • Human Rights and Environmental Due Diligence (HREDD), with particular emphasis on compliance with the EU Deforestation Regulation (EUDR) and Corporate Sustainability Due Diligence Directive (CS3D)
2. Strategic grants focused on removing key growth bottlenecks in three priority areas:
   • Infrastructure and local value addition (fermentation/drying centres, warehouses)
   • Quality systems and compliance (certifications, digital traceability)
   • Resilience and diversification (agroforestry, alternative income streams)

Key results across five transformation pillars

• Governance & professionalisation. Adoption of OGSM planning, procedure manuals, job descriptions, and integrated management software (Perfecto, Gestcoop, SAGE, etc.) has shifted many cooperatives from informal, personality-driven structures to transparent, accountable organisations. Concrete savings (e.g. elimination of unnecessary bank penalties) and restored member trust following internal controls are widely documented.
• Quality & infrastructure. Centralised fermentation and drying stations, precision tools, and improved post-harvest handling have dramatically reduced rejection rates (e.g. from 15% to 2% in COOPARA) and enabled access to premium “Grade 1”, Organic, and Fairtrade markets. Production volumes rose significantly in several supported organisations (e.g. +76% at Ecamom, +160% at Ecam).
• Strategic marketing & market access. Professional branding kits, multilingual websites, institutional videos, and participation in international fairs (Biofach, Salon du Chocolat, Chocoa) have enabled direct B2B relationships with specialty buyers. Single-origin brands such as Gourmet Gardens’ “Mountains of the Moon™” achieved substantial price uplifts (from €1.10/kg to €1.80/kg).
• Sustainability & regulatory preparedness. Georeferencing of producer plots (e.g. 1,237 polygons at Cacao Okapi), traceability systems, agroforestry initiatives, and Child Labour Monitoring Systems position cooperatives for EUDR compliance and strengthen climate resilience.
• Social inclusion & women’s empowerment. Targeted support for female producers (VSLA groups, Dynamic Agroforestry pilots for women, poultry diversification) and advocacy to address the “cardholder risk” in traceability systems are improving gender equity and financial autonomy.

Lessons learned & strategic recommendations

Success hinges on addressing governance and liquidity before intensifying marketing; securing “cash at the gate” to retain member loyalty; adapting strategies to national regulatory frameworks ; and embedding economic diversification to counter cocoa price volatility. Material investments deliver lasting impact only when accompanied by strong human and organisational capital.

After more than a decade of engagement, TDC support has helped transform numerous fragile, informal groups into professional, autonomous organisations capable of active global market engagement, regulatory compliance, and sustainable value creation for their members. The approach demonstrates that “human capital first”, combined with strategic infrastructure and market-oriented coaching, offers a robust pathway toward resilient and inclusive cocoa value chains in West and Central Africa.

Introduction

The cocoa sector relies on a vast network of producers organised into cooperatives. These entities play a crucial role in the collection and marketing of beans, while also acting as vectors of development for their communities.

In this context, the Trade for Development Centre (TDC) of Enabel (the Belgian international cooperation agency) aims to strengthen the capacities of producer organisations to enable them to access different markets (fair trade, sustainable, etc.), thereby improving the incomes of their members in a sustainable manner.

Enabel’s Trade for Development Centre (TDC) is implementing a multi-year support programme for cocoa producer organisations (POs) and SMEs in Côte d’Ivoire and Ghana, as well as in the Democratic Republic of Congo (DRC) and Uganda.

Summary of Supported Organisations.

Country	Supported organisations
Côte d’Ivoire (35)	SCEB, Agrofangan, BARA Bangolo, CADESA, CAF2B, CAMD, CANN COOP, CPSL, COAFAN, CoopCAKF, COOPADO, COOPANEK, COOPARA, ECAM, ECOOKIM (Union), ECAKOOG, ECAMOM, FNFPCC (Federation), GCAC, Kany Scoops, Kapatchiva, Le Rocher, NECAAYO, SCKA, SCAFRA, SCINPA, SCOOPANAB, SCOOPAGED, SCOOPAT, SCOOPRADI, SOCAK-KATANA, SOCODA, SOCOOPEM, Solidaridad, Yeyasso.
Ghana (7)	Asunafo North Municipal Union, Kookoo Pa, Kuapa Kokoo Farmers Union (KKFU), Kukuom Union, Nyame Akwan, Wassa East Cocoa, HapaSpace.
DRC (2)	Cacao Okapi, Gourmet Gardens.
Uganda (2)	Bwamba Cooperative Union (BCU), Gourmet Gardens.

TDC support for the cocoa sector is primarily concentrated between 2017 and 2027. While a Gourmet Gardens project was funded from 2010 to 2012, the broader support initiative spans the 2014–2027 period.

The programme operates through two complementary modalities that can be deployed independently or combined to suit each partner’s specific maturity and needs:

1. Long-term strategic coaching

Designed to be participative and “learning-by-doing”, this on-site support ensures organisations take full ownership of their development. It focuses on three specialised tracks:

• Marketing: Strengthening commercial management, brand positioning, and market access strategies.
• Business management (FIBUMA): Enhancing financial planning, cost structure analysis, and organisational governance.
• Human Rights and Environmental Due Diligence (HREDD): Preparing organisations for environmental sustainability and decent work standards, specifically aiming for compliance with European regulations such as the EUDR and CS3D.

2. Targeted financial support

Financial subsidies act as strategic levers to unlock growth bottlenecks rather than cover operating costs. These investments target three key areas:

• Infrastructure & value addition: Constructing fermentation and drying centres, warehouses to capture more value locally.
• Quality & compliance: Financing international certifications (Organic, Fairtrade) and digital traceability systems essential for modern markets.
• Resilience: Supporting economic diversification projects (e.g., honey, poultry) and community infrastructure to reduce dependency on cocoa price volatility.

This briefing synthesises the outcomes of interventions spanning approximately 2010 to 2025 by categorising results into thematic pillars of transformation.

The pillars of transformation

1.     Institutional governance and operational professionalisation

For a cooperative to achieve commercial credibility with international buyers and financial institutions, internal governance is a prerequisite that cannot be bypassed. Without robust internal controls and clear leadership structures, high-quality production remains vulnerable to financial instability, mismanagement, and the “patriarchal” bottlenecks typical of informal organisations.

Financial and Business Management (FiBuMa) Coaching

The TDC’s FiBuMa coaching has transformed the internal architecture of organisations such as CADESA and SOCAK-KATANA. By implementing specific tools, these cooperatives have moved toward institutional maturity:

• Strategic alignment: Use of the OGSM (Objectives, Goals, Strategies, Measures) framework has allowed leaders to convert long-term visions into concrete operational plans.
• Standardised procedures: The introduction of “Manuals of Procedures” and formal Job Descriptions has professionalised roles, shifting the culture toward delegated governance and accountability.
• Financial discipline: Strategic analysis of bank charges allowed COOPANEK to identify and correct 1,787,770 F CFA in unnecessary agios (penalties) over just five months. Similarly, cooperatives have mastered the calculation of cost prices, a vital skill for negotiating fair contracts with exporters.

The TDC is expanding its successful Financial and Business Management (FiBuMa) coaching model to the emerging cocoa sector in East Africa:

• Bwamba Cooperative Union (BCU), Uganda: Established in 2020 in the Bundibugyo District, BCU will start receiving tailored, two-year FiBuMa coaching from 2026. This capacity building aims to strengthen its organisational and financial governance, covering business planning, budget forecasting, stock management, and risk analysis. The Union currently represents 18,795 registered farmers.

Digital transformation in cooperative management

Modernisation has been accelerated through the adoption of specialised management software, providing the transparency required for external audits and credit applications.

Cooperative	Digital Tool	Primary Use Case
SCEB	Perfecto	Integrated accounting, stock management, and payroll.
Yeyasso	Gestcoop / TRAA	Traceability mapping and electronic weighing integration.
SOCODA	AGRICE / SAGE SAARI	Comprehensive financial statements and plot mapping.
BARA Bangolo	WHISP / DFTG	EUDR compliance and soil occupation classification.

Risk mitigation through internal controls

The necessity of these structures is highlighted by the Asunafo Union, which implemented rigorous financial monitoring systems following a case of fund misappropriation by former managers. These controls have been vital in restoring member trust and institutional credibility.

2.     Quality enhancement, infrastructure, and production capacity

To move beyond the commoditised bulk market and access high-value “Grade 1,” Organic, or Fairtrade niches, cooperatives must master quality control at every stage of the post-harvest process.

The Centralisation model: from individual to industrial quality

• The COOPARA case study demonstrates the strategic advantage of shifting from individual farm-level processing to centralised treatment. Supported by a €47,649 grant, COOPARA established centralised fermentation and drying units across three pilot sections. This move reduced bean rejection (réfaction) rates from 15% to 2%. This quality gain allowed members to secure a quality premium of 15 FCFA/kg, which directly increased household income while significantly reducing the labor burden on individual farmers.
• Cacao Okapi, DRC: The cooperative is undertaking a co-investment to establish two new Central Fermentation and Drying Stations (CFS), increasing its total to six. This infrastructure will raise the cooperative’s optimal capacity to 60 tonnes of dry beans per month. This enables them to target 48 tonnes for the European specialty market, securing a significant commercial advantage.
• Gourmet Gardens, DRC & Uganda: The TDC supported this structure to position its production on high-value niche markets. A co-financing of €105,000 between 2010 and 2012 enabled the installation of solar-powered fermentation stations. These central stations were critical for ensuring the quality control necessary for ‘Single Origin’ and Fairtrade-Organic certified cocoa, increasing the average selling price from a baseline of €1.10/kg to €1.80/kg.

High-value infrastructure in emerging markets

Targeted subsidies are crucial for positioning the high-quality cocoa from emerging regions in demanding niche markets:

• Gourmet Gardens, DRC & Uganda: TDC co-financing (€105,000) was used to install solar-powered fermentation stations and central drying/storage facilities for this ‘Single Origin’ supply chain. These facilities were critical for quality control, reducing post-harvest losses, and maintaining the integrity required for premium certifications (Fair for Life and Organic).

Tangible results of infrastructure grants

Targeted subsidies have provided the hardware necessary for professional quality management:

• Precision tools: Acquisition of moisture meters, electronic scales, and guillotines for “cut-tests” (e.g., ECOOKIM, SOCAK-KATANA).
• Infrastructure: Construction and rehabilitation of warehouses and solar dryers (e.g.,COOPANEK, Wassa East).
• Transport: Fleet expansions to ensure timely collection of beans, preventing the degradation that occurs during prolonged farm-gate storage (e.g., BARA Bangolo, Yeyasso).

Impact on production volumes and membership

Although not the only factor, the support provided by the TDC contributed to the increase in production and membership.

• At Ecamom (Côte d’Ivoire), during the coaching period (2016-2018), production sold increased by 76%, from 5,077 tonnes to 8,980 tonnes.
• Marketing coaching at Ecam (Côte d’Ivoire) has been a catalyst, contributing to a 160% jump in production volume, which rose from 2,500 tonnes (2016) to 6,500 tonnes in 2020.
• Yeyasso witnessed a 61% increase in membership between 2017 and 2019, growing from 1,493 to 2,400 producers as farmers migrated toward the benefits of professional management.
• At SCEB (Côte d’Ivoire), awareness-raising and training campaigns funded by the TDC have expanded the social base by 21%, from 267 members in 2019 to 323 members in 2022.

3.     Strategic marketing, branding, and global market access

The TDC has guided cooperatives in transitioning from “passive supply” – waiting for buyers to arrive – to “active market engagement” through professional storytelling and branding.

Branding and the “Kit professionnel”

• By establishing a cohesive brand identity, cooperatives have transitioned from community-based groups into structured entities capable of engaging more effectively with international partners.
• For instance, SCINPA, Kukuom, and Wassa East developed “Professional Kits” comprising logos and multilingual websites to sharpen their market positioning for premium buyers.
• Beyond digital assets, the TDC funded the creation of graphic charters, pull-up banners, and brochures for cooperatives like ECAM and COOPANEK to ensure a uniform appearance at international trade fairs.
• Multimedia storytelling further enhanced credibility, with CADESA producing institutional films and NECAAYO staff training in smartphone video production to document their work with transparency.
• Strategic coaching also focused on B2B networking via LinkedIn and local visibility through Facebook.
• To solidify this professional image, many redefined their core identities through slogans, such as COOPANEK’s “Together let us produce a sustainable future”.

International trade fair participation

Direct market access was facilitated by attendance at global events like Biofach (Nuremberg) and the Salon du Chocolat (Paris).

• SCEB and Yeyasso utilised these platforms to move up the value chain, securing contracts with specialised buyers such as Cocoa Source and the Belgian chocolatier Galler.
• SCINPA leveraged the SARA (Abidjan) trade fair to transition from mere “visibility” to “active B2B prospection,” internalising 100% of their communication logistics and securing partnership proposals directly.

Accessing the ‘single origin’ niche market

Beyond general trade fair participation, the focus on specific certifications and quality infrastructure allows access to the highly valuable ‘Single Origin’ market segment:

• Gourmet Gardens, DRC & Uganda: The improvement in quality for their ‘Mountains of the Moon™’ brand secured market recognition from premium European chocolatiers, including Blanxart (Spain), Georgia Ramon (Germany), and Morin (France). This commercial success saw the average selling price increase from a €1.10/kg baseline to €1.80/kg, demonstrating the direct return on investment in quality infrastructure and branding.

Regional market limitations

While branding is powerful, it faces distinct regulatory constraints. In Ivory Coast, cooperatives have found success in direct negotiation. However, in Ghana, the Cocobod single-buyer system limits price-setting, meaning marketing efforts focus on attracting better Fairtrade partners rather than setting independent prices—the “Artisan Baker” can bake the best bread, but in a single-buyer system, he must still sell it at the bulk wheat price.

4.     Sustainability, climate resilience, and HREDD compliance

With the advent of the European Union Deforestation Regulation (EUDR), “Green Cocoa” is a requirement for market survival. The TDC’s focus on Human Rights and Environmental Due Diligence (HREDD) prepares cooperatives for these stringent requirements.

EUDR readiness and the deforestation progression

• The GCAC cooperative (Global Crop Agro-Conseil), located in Danané, provides a clear illustration of how the TDC’s HREDD (Human Rights and Environmental Due Diligence) coaching track prepares organisations for new international regulations.
  Following an initial coaching mission in June 2025, the organisation performed an EUDR readiness self-assessment, achieving an overall score of 50%. The assessment provided a detailed breakdown of their progress and the challenges remaining:
  Traceability (63%) and Legality (63%): The cooperative demonstrated a solid baseline in these areas, backed by an existing digital presence and participation in traceability pilot phases.
  Deforestation (25%): This lower score identified a critical need for improvement, specifically regarding the mastery of georeferencing data and its comparison with forest risk maps.
  Strategic Response: To address these findings, the GCAC has integrated specific actions into its 2025–2027 strategic plan. This includes comparing soil occupation maps with member plot polygons to identify potential risks and improving the collection of yield data to ensure total transparency for European buyers. This “learning-by-doing” approach ensures the cooperative can transform regulatory compliance into a competitive advantage while securing the sustainable livelihoods of its members.

• Cacao Okapi, DRC: The cooperative is proactively preparing for the European Union Deforestation Regulation (EUDR). This involves the georeferencing of all producer plots. Between July and September 2025, the cooperative reached a major milestone by exceeding its initial targets: it successfully geolocated nearly 1,000 producers, mapping a total of 1,237 polygons (plots), significantly higher than the original target of 625. Despite persistent security challenges in certain areas such as Mungamba, these achievements ensure rigorous traceability for the Mambasa, Mayuano, and Babungbe sections.

Climate-smart agriculture (CSA) and agroforestry

• Kukuom: The cooperative is currently distributing 27,000 shade tree seedlings to its members, a move intended to improve local microclimates.
• Kany Scoops: A 20-hectare Dynamic Agroforestry (DAF) pilot is being launched specifically for female landowners, with the long-term goal of restoring biodiversity.
• NACFA: Members are in the process of transitioning to organic production methods and biological soil management, with a target of reaching 95% adoption across the organisation.
• Cacao Okapi, DRC: This ongoing project seeks to integrate agroforestry systems across more than 667 hectares. By prioritising high-value commercial shade trees such as Macadamia and Cordia, the initiative is working towards increasing yields whilst adhering to the strict conservation limits of the Okapi Wildlife Reserve.

Human rights and ethical standards

The TDC has institutionalized ethical labor standards by implementing Child Labour Monitoring and Remediation Systems (SSRTE) at SCINPA and Kukuom, proactively identifying risks to maintain Fairtrade and Rainforest Alliance certifications.

5.     Social inclusion and women’s economic empowerment

Leadership and human capital evolution

TDC interventions is providing female leaders with the technical tools to modernise production. Kany Scoops is implementing a pilot project in Dynamic Agroforestry specifically targeting female landowners to restore biodiversity and improve climate resilience.

The National Federation of Women Coffee and Cocoa Producers of Côte d’Ivoire (FNFPCC) is being supported through marketing coaching (2025–2027) to transition from a strictly institutional and lobbying role to becoming a commercial actor.

The VSLA model and diversification

Village Savings and Loan Associations (AVEC) have become vital tools for financial autonomy. The FNFPCC Federation and CAF2B (an all-female cooperative) use these groups to bypass the lack of traditional bank financing. In CAF2B, women use group savings to invest in processing equipment (cassava grinders) to diversify income. ECAM established a poultry project specifically to provide off-season income for female members.

The land tenure and traceability risk

A critical barrier remains: land tenure and the “Cardholder” risk. In many regions, women cultivate land they do not own. A significant risk in national traceability systems is that premiums may be paid to the male “head of household” (the cardholder) rather than the woman doing the labor. CAF2B has initiated advocacy with local land chiefs to secure certificates of land attribution for women, ensuring the economic benefits of cocoa premiums return to the actual producers.

Case studies

This section presents three case studies to illustrate the depth of the changes made. Each cooperative represents a distinct model of success.

1.     SCEB – Leadership in organic cocoa and diversification

The Société Coopérative Equitable du Bandama (SCEB), created in 2008 in M’Brimbo (Tiassalé), has established itself as a pioneer of organic cocoa in Côte d’Ivoire, obtaining Ecocert organic certification as early as 2010. Building on historical partnerships with Ethiquable and its commitment to fair practices, it benefited from dual support from the TDC combining coaching (marketing, financial management, and business management) and targeted grants.

Context and strategy

• Since its creation, SCEB has focused on traceability, agroforestry, good social practices, and the fight against child labour, with a fair trade model guaranteeing producers a price higher than the conventional market (1,350 FCFA/kg in 2019 versus 750 FCFA/kg for standard cocoa) and additional premiums of 600 FCFA/kg.

Key results and impacts

• Professional management and tools: SCEB strengthened its accounting and financial management (acquisition of Perfecto software, installation on five workstations, training for leaders), updated its procedures, and professionalised its teams. Membership and governance were consolidated (AG participation rate of 80-86%).
• Income diversification: The cooperative developed the production of bio-fertilisers (763 organic bags produced and distributed), generating over 20 to 35 million FCFA in complementary income, used to finance a 350-tonne storage warehouse with its own funds.
• Commercial partnerships and visibility: Thanks to the grant, SCEB participated for the first time in international trade fairs (Biofach Nuremberg, Salon du Chocolat Paris), received an SPP bronze medal, and signed two new structuring commercial contracts (Cocoa Source via OCEAN SA, SACO).
• Social and environmental commitment: The cooperative runs community programmes (support for schools, dispensaries, donations to villagers), provides training in agroforestry and ecosystem preservation, and geo-locates 178 plots for traceability in compliance with European regulations.
• Professionalisation, autonomy, and resilience: TDC support enabled SCEB to strengthen its financial autonomy (mobilised equity), the quality of its services to members, and its resilience.
• The TDC partly contributed to the following results: organic cocoa production doubled, increasing from 150 tonnes in 2020 to 300 tonnes in 2022, with a significantly increased turnover (370 to 555 million FCFA). Its social base grew from 216 members in 2019 to 323 members including 25 women in 2022, thanks to TDC awareness and training campaigns (12 training sessions on organic farming, 32 lead producers trained on bean fermentation and drying).

Point of attention

• Even though the diversification of commercial contacts accelerated thanks to SCEB’s marketing coaching and international visibility, dependence on Ethiquable for organic cocoa remains a structural weakness (main client for 100 tonnes/year).

Conclusion

TDC’s support for SCEB demonstrates how the synergy between human capacity building and material investments generates growth, diversifies income (bio-fertilisers, new export contracts), and professionalises management.

2.     COOPANEK – Integrated growth and accelerated professionalisation

COOPANEK (Coopérative Agricole Nan Elitinou de Kranzadougou) illustrates how dual and intensive support can lead to rapid professionalisation and structured growth.

Context

Based in Duékoué, Côte d’Ivoire, COOPANEK is an ambitious cooperative with a clear vision: to professionalise in order to eventually become an exporting company. Its slogan, “Together let’s produce a sustainable future,” testified to this collective ambition. In 2019, it had 1,240 members and was Fairtrade certified since 2017. It sought to strengthen its governance, structure its financial management, and secure its access to certified markets.

TDC intervention

Between 2020 and 2022, the organisation benefited from dual coaching (financial management and Marketing/Sales) and a grant to finance strategic material investments.

Results and impact

The successes are numerous. The recruitment of a full-time accountant (September 2022) formalised the separation of duties from the general management. 7 key people (accountant, PCA, director, etc.) were trained in seven digital management tools (dashboards, cash flow plans, loss monitoring). The analysis of bank fees (agios) made it possible to identify 1,787,770 F CFA in penalties, leading to corrective actions. Gender promotion was achieved through the election of two women to vice-presidency positions.

The grant financed the installation of accounting and traceability software, the acquisition of quality control equipment (2 electronic scales, 2 moisture meters), computer hardware, and the distribution of 10 mobile phones to producer relays. Professional communication tools were created (presentation flyers, a new logo, a website, business cards, and an institutional video). The planting of 18,000 trees promotes agroforestry.

Commercial performance is spectacular: signing of a major contract with SACO (September 2020), growth of certified volumes to 1,312,586 kg with a premium in 2020-2021 (i.e., 49% of the total volume), and production reaching 3,000 tonnes of cocoa. Obtaining the Rainforest Alliance certificate in 2022 is a major asset. Membership grew from 1,348 members (2019) to nearly 2,000 members in 2022, with ambitious targets of 4,500,000 kg for 2023-2024.

Conclusion

TDC support enabled a systemic transformation affecting governance, financial management, operations, commercial activity, and sustainability.

3.     Yeyasso – Transition to premium markets

The Yeyasso cooperative (located in Man in the Tonkpi region, Côte d’Ivoire) illustrates how TDC support can accelerate the transition of an already structured cooperative towards international fair trade and organic markets.

Context

With 2,400 producer members and its mission to “guarantee transparency and equality to all its members to improve their living conditions year after year,” Yeyasso sought access to premium European markets, including the organic market.

TDC intervention

The support was structured around two complementary modalities:

1. After a first cycle of coaching (2017–2019) focused on marketing and internal structuring, Yeyasso was supported by the TDC from 2020 to 2022 as part of a “Beyond Chocolate” project, in partnership with La chocolaterie Galler, the Universities of Ghent and Gembloux, and the Zoto company. The objective: to structure its access to fair trade and organic markets while strengthening its management tools, communication, and international visibility.
2. A grant enabled the professionalisation of management, the development of communication (website, videos, promotional materials), participation in the Chocoa Amsterdam and Salon du Chocolat Paris trade fairs, and support for inclusion (gender, child rights, environment). Amount: 13,581 euros.

Key results and impacts

Access to premium markets. Thanks in part to meetings prepared during the coaching modules, and to the Fairtrade certification obtained in 2019 following TDC support, Yeyasso benefited from an increase in financing from Olam (from 60 to 90-120 million FCFA) and Saco (from 30 to 60 million FCFA). Coaching as part of the “Beyond Chocolate” project structured the pilot project and enabled the opening of new markets, notably a contract with Ocean (Ivorian subsidiary of Cocoasource, Switzerland).

Professionalisation and traceability. The digital ecosystem put in place (Gestcoop, traceability system, electronic scales) reduced weighing discrepancies and ensured precise management of volumes and payments.

Living income gap. The calculation of the Living Income Gap carried out among 350 producer households (in collaboration with other partners) notably highlighted that 11% of households were below the extreme poverty line, that cocoa represents 48% of household income, and that Fairtrade certification generates 13% additional income. This calculation made it possible to develop an action plan aimed at trying to reduce this income gap.

Lessons learned and strategic recommendations

Based on more than a decade of interventions spanning 2014 to 2026, the Trade for Development Centre (TDC) has identified several critical lessons for the sustainable development of cocoa cooperatives in West and Central Africa. These insights highlight that while material investments are necessary, they cannot be sustained without a strong foundation of human and organisational capital.

1.     Governance as the essential foundation

No amount of material investment or marketing can sustain a cooperative if its internal governance is dysfunctional.

• Prioritise institutional over personal power: Cooperatives must move away from the “one-man show” or patriarchal model toward delegated governance. This requires a clear separation of roles between the Board of Directors (strategic) and the management team (operational), as seen in the successful transformation of CADESA and COOPANEK.
• Institutionalise strategic planning: Organisations should adopt formal frameworks such as OGSM (Objectives, Goals, Strategies, Measures) to convert long-term visions into concrete operational actions that are regularly reviewed.
• Professionalise human resources: Recruitment should focus on young, qualified external talent for technical roles (e.g., accounting, communication) rather than relying solely on family or internal circles.

2.     The “cash is king” liquidity dilemma

One of the most sobering lessons is that liquidity is the ultimate bottleneck for cooperative survival. Even with excellent marketing plans, cooperatives like COAFAN faced collapse when they lacked the “cash at the gate” needed to pay farmers immediately. In the competitive West African landscape, if a cooperative cannot pay on the spot, producers will often bypass their own organisation to sell to “pisteurs” (middlemen) who offer immediate cash, even at lower prices. Consequently, securing autonomous working capital or reliable pre-financing is a prerequisite for achieving volume targets.

3.     From passive supply to active engagement

Professional branding must be viewed as an investment in credibility rather than a luxury expense.

• Lead with governance, follow with branding: Strategic marketing and storytelling should only be intensified once financial transparency and internal controls are established.
• Diversify client portfolios: To reduce structural vulnerability, cooperatives must actively prospect for new partners rather than relying on a single historic buyer (the “SCEB/Ethiquable challenge”).
• Target specialty niches: In highly regulated environments like Ghana, where price-setting is restricted, cooperatives should focus on “Single origin” or Organic/Fairtrade niches to attract partners willing to pay higher quality premiums.

4.     Resilience: evidence-based diversification

Relying solely on cocoa exports leaves farmers vulnerable to price volatility and climate change.

• Apply multicriteria feasibility studies: Before committing capital to new ventures, cooperatives must use multicriteria matrices to evaluate the technical and financial feasibility of diversification projects (e.g., poultry, bio-fertilisers, transport).
• Focus on accessible value addition: While full-scale chocolate production is often technically out of reach for most cooperatives, “intermediate” transformations such as soap making, cocoa butter, or bio-fertilisers offer higher margins with lower entry barriers.
• Pace export ambitions: Direct exportation is a specialised profession with high risk and low incremental margins; it should only be pursued by organisations with proven managerial maturity and robust liquid reserves.

5.     Operationalisation and team ownership

The effectiveness of coaching depends heavily on internal commitment and dedicated resourcing. Projects often stall when implementation relies on only one or two overworked staff members or when top leadership is not fully involved. The TDC has learned that “learning-by-doing” is the most effective methodology, ensuring that the cooperative remains the owner of its strategic choices and digital data. Finally, to avoid the “decertification trap,” cooperatives must internally ring-fence funds specifically for recurring certification audit costs rather than relying on external grants.

6.     Sustainability: EUDR Compliance and Gender Resilience

As global regulations tighten, “Green Cocoa” and ethical standards have become prerequisites for market access.

• Own the data through traceability: Cooperatives must prioritise the georeferencing of member plots (GPS polygons) and maintain their own databases rather than relying solely on exporter systems.
• Address the “cardholder” risk: Traceability systems must be gender-sensitive. Organisations like CAF2B recommend advocacy with local chiefs to secure land attribution certificates for women, ensuring premiums are paid to the actual producer rather than just the male head of household.
• Institutionalise child labour monitoring: Implement independent SSRTE (Monitoring and Remediation Systems) to proactively identify risks and protect international certifications.

Conclusion: a proven pathway to resilient and autonomous cocoa value chains

Over more than a decade of engagement in the cocoa sector, Enabel’s Trade for Development Centre (TDC) has shown that placing human and organisational capital at the centre — supported by carefully targeted strategic investments — can transform fragile, informal producer groups into professional, credible, and autonomous cooperatives.

The journey of the supported organisations reveals a clear, replicable sequence:

• first strengthen governance, financial transparency, and internal processes;
• then professionalise post-harvest quality and infrastructure to unlock premium markets;
• next build active market presence in high-value niches (organic, Fairtrade, single-origin);
• finally secure long-term resilience through economic diversification and readiness for evolving regulatory demands (notably the EUDR and CS3D).

This deliberate “human capital first” logic has consistently outperformed isolated infrastructure projects or premature branding efforts. Tangible outcomes include sharply increased commercialised volumes, near-elimination of rejection rates in several cases, sustained access to premium prices, steady progress towards full regulatory compliance, meaningful economic advancement for women producers, and diversified income streams that reduce vulnerability to cocoa price swings.

Today, many of the accompanied organisations have moved beyond mere survival in the value chain: they have become proactive players. They own their traceability data, negotiate directly with discerning international buyers, anticipate tightening sustainability rules, and shield their members from market and climate shocks.

The most enduring legacy of the TDC programme is this regained autonomy. These cooperatives are no longer wholly dependent on external grants or long-standing single buyers; they now possess the management tools, skills, and market credibility to steer their own development and deliver decent, sustainable livelihoods for their members over the long term.

In a global context where traceability, environmental integrity, and social inclusion have become non-negotiable conditions for market access, the TDC’s demanding yet pragmatic model offers a credible, field-tested roadmap for building genuinely inclusive, resilient, and future-oriented cocoa supply chains across West and Central Africa.