Business Cases for Biodiversity: the Smallholder Perspective. Cameroonian apiculture company Guiding Hope. Utrecht University & HIVOS.Ministry Economic Affairs, Den Haag, 1 March 2012

1. Guiding Hope
Verina Ingram, Director
Business Cases for Biodiversity: the Smallholder Perspective
Utrecht University & HIVOS
Ministry Economic Affairs, Den Haag, 1 March 2012

2. I. WHO WE ARE
Guiding Hope (Guide d’Espoir)
Cameroonian enterprise
Founded in 2005, incorporated in 2007
Our mission is to develop environmentally and socially responsible, fair yet profitable trade of apiculture products
Hive products: Organic honey, beeswax & propolis
By-products: Soaps, candles, creams etc.

3. Business Model
Strategy to
guide producers with information and training,
ensuring fair prices, and
access new, near and distant market opportunities
we ultimately aim to assure the relay between disadvantaged producers of high-value apiculture products and equitable markets.

4. Our philosophy
PEOPLE
PLANET
PROFIT

5. Commitment to sustainability
Economic: take a value chain approach to ensure fair prices & salaries
Social: work closely with our supplier communities to empower & equip them and ensure their needs are addressed in our activities; setting up GH foundation
Environmental: production processes strictly organic & environmentally sustainable; engage in reforestation and conservation activities

6. Collecting bamboo for hive production

7. II. WHAT WE DO

8. Technical training in honey, wax & propolis production techniques
Stimulate production of value-added products such as soap and candles, esp. among women
Promote knowledge & production of medicinal by-products (propolis, pollen and medicinal plants e.g. Kofia)
Research & development of cosmetic & household products (e.g. body cream, lip balm, shoe polish)
Organisational training in quality control, administration and accounting & needs-based community development
Capacity building & product development

9. Female-led soap production

10. Needs-based development training

11. Market development & outreach
Conduct market research & outreach
Manage export of wax, honey & propolis
Work with government and sector representatives
gain access for Cameroon to export markets
create national standards for honey production & quality
establish govt. accountability for apiculture sector
Obtain Organic, Ethical Trade* certification and Community Trade (Body Shop) for our products
Lobby for Cameroon honey rights: formed Cameroon Union of Exporters of Apiculture Products and Apiculture Interprofession

12. Certified organic production
Best beekeeping practices with minimal impact
Raising awareness of forage sources
Forest protection
Planting & regeneration - hive materials
Footprint & Environmental Impact Assessment
Reducing fuel inputs and waste streams
Collaborate with others – learn & share
BENEFITS TO BIODIVERSITY

13. Community reforestation
BENEFITS TO BIODIVERSITY

14. “Pa” Paul Nzegha Mzeka,
Director, Apiculture and Nature Conservation Organization
UN Forest Hero 2011

15. Improve living standards chain-wide approach
Improve selling prices up to 25%
Empowerment - esp. marginalized (women & youths)
Secure & diversify incomes and products
Explore collective possibilities, legalise & support groups
Help create local savings cooperatives
Needs assessments
GH Foundation
SOCIO-ECONOMIC BENEFITS

16. Collection center inauguration with village suppliers, March 2009

17. Who benefits (locally)?
Direct beneficiaries
1,000 apiculturers & their households = 10,000 individuals
Indirect beneficiaries
Other beekeepers (through GH expansion, mkt. development; est. 2-3,000 individuals in medium term)
Other exporters from reduced customs, bureaucracy & tax problems
Villagers from services, e.g. drinking water, savings and credit schemes (over 1,000)
Service providers e.g. transporters, labourers, expediters (approx. 100).

18. Diverse support - largely on our terms Great partners (PPPs) Strategic but opportunistic Knowing our sector Business (not an NGO) Entrepreneurial & risk taking Enthusiasm - in face of adversity Varied financial sources Able to bear initial losses Action learning - from mistakes
KEY SUCCESS FACTORS
Cam Iron SA

19. Doing business & finding the “right” clients Sustaining team enthusiasm with growth Preserving quality with up-scaling Cash flow Our professionalization Conserving forests (formal or customary?) New product development Financing environmental & social aspects Maintaining community & supplier expectations Reliable investors, credit suppliers and donors Sticking your head out syndrome…..
CHALLENGES

20. Monitoring impacts
Baselines are important!
Economic impact
Market study Cameroon 2006 (SNV)
National & international Market survey 2008 & 2009
Social baseline 2007, 2009
5 yearly strategic development plans
Environmental & Social impact monitoring
Monthly village meetings
Health & social baseline 2007, 2009
Climate changes & environment 2010, 2011
Annual Organic Audits (Soil Association)
Annual EU residue monitoring scheme tests
Pollen and wax tests 2010
Issues: costs, time and analysis

21. Thank you!
guidinghope@yahoo.fr
www.guidinghope.com
www.ethicalcommunity.com