ETHIOPIA

NATIONAL PULSES STRATEGY

2019-2024

Federal Democratic
Republic of Ethiopia
This National Pulses Strategy was facilitated by Supporting Indian Trade and Investment
for Africa, a South–South trade and investment initiative that aims to improve the com-
petitiveness of select value chains through providing partnerships from institutions and
businesses from India. Supporting Indian Trade and Investment for Africa is funded by
the United Kingdom of Great Britain and Northern Ireland Department for International
Development and implemented by the International Trade Centre (ITC). ITC is the joint
agency of the World Trade Organization and the United Nations.

The Strategy was designed based on the process, methodology and technical as-
sistance of ITC within the framework of its Trade Development Strategy programme.
ITC-facilitated trade development strategies and roadmaps are oriented to the trade
objectives of a country or region and can be tailored to high-level economic goals,
specific development targets or particular sectors, allowing policymakers to choose
their preferred level of engagement.

Technical support was provided by Charles Roberge and Abhilash Puljal. Genzeb Akele
Zewdie managed the design process at the country level, under the overall project man-
agement of Carolin Averbeck and general supervision of Govind Venuprasad.

In-country guidance and coordination of the Strategy design process was led by Assefa
Yohannes, Manager, EPOSEPEA; Abdulsemed Abdo, Crop Development Director,
MoANR; ZegeyeTekilu, Manager Agribusiness, ATA; Mulugeta Mohammed, Crop
Marketing Director, MoT.
The views expressed herein do not reflect the official opinion of ITC. Mention of firms,
products and product brands does not imply the endorsement of ITC. This document
has not been formally edited by ITC.

The International Trade Centre ( ITC )

Street address : ITC, 54-56, rue de Montbrillant, 1202 Geneva, Switzerland

Postal address : ITC Palais des Nations 1211 Geneva, Switzerland
Telephone : + 41- 22 730 0111
Postal address : ITC, Palais des Nations, 1211 Geneva, Switzerland
Email : itcreg@intracen.org
Internet : http :// w ww.intracen.org

Layout: Jesús Alés – www.sputnix.es

 ETHIOPIA
NATIONAL PULSES STRATEGY
VALUE CHAIN ROADMAP FOR PRODUCTION
AND TRADE OF PULSES FROM ETHIOPIA
2019-2024

Federal Democratic
Republic of Ethiopia
II ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024

Photo: (CC BY-SA 2.0) pixabay, by Natalie Gi from Pixabay.


MESSAGE FROM MR. SANI REDI,
MINISTER OF STATE
FOR AGRICULTURE
Pulses are strategically important to Ethiopia as they are
the second most important group of crops, after cere-
als, and together they provide food and income to more
than 10 million households. The overall acreage of pro-
duction is over 1.5 million hectares and overall output is
almost 3 million tons. Pulses are the third most important
group of commodities export, after coffee and sesame,
thereby contributing significantly to the country’s foreign
currency requirements. Ethiopia ranks among the top ten
countries in the world for pulses exports with an estimat-
ed value of USD 248 million and volume of 338,974 tons
in 2016. Ethiopia’s export trend in pulses has reached
an average annual growth rate ( CAGR ) of 16% between
2011 and 2015. The Indian market is a major destina-
tion of Ethiopian pulses which accounts for a total of
about USD 35 million in exports ( Ministry of Trade Annual
Report, 2016 ).
Despite Ethiopia’s growing exports of pulses in recent
years, the country still remains a small player in the global
market representing only 3% of world pulses exports in
2016. The potential of the sector is yet to be fully utilized as
a result of various challenges along the entire value chain.
The National Pulses Sector Strategy responds to these
constraints by providing Ethiopia with a detailed Plan of
Action ( PoA ) that will facilitate growth in the sector within
the next 5-year period. Through the steps outlined in the
PoA, pulses stakeholders in Ethiopia will improve their ca-
pability to offer competitive products. The Strategy also
supports the implementation of Ethiopia’sGrowth and
TransformationPlan II ( GTP II ) that has identified Agro-
processing and respective value chains as priority sectors
for further development given the country’s comparative
advantage.
The Ministry of Agriculture ( MoA ) takes particular pleasure
in welcoming the SITA Pulses Sector Strategy Roadmap
and its detailed Plan of Action with the aim of boosting
Ethiopian Pulse export to the regional and international
market.
ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024 III
The National Pulses Strategy has exceeded our expecta-
tions, not only in the successful mobilization of all sector
stakeholders, but also in facilitating extensive and fruitful
discussions between public and private sector stakehold-
ers. Representatives from public and private sector as well
as research institutions attended three successive consul-
tations, allowing for a realistic evaluation of the challenges
and opportunities of the sector and extensive debates to
define the best way forward. This inclusive approach en-
sured that all stakeholders were committed to the process
and left with a clear understanding of each actor’s role.
A market led strategic orientation, prioritized by the pulses
sector stakeholders and embedded into a detailed imple-
mentation plan, provides a clear road map that can be
leveraged to address constraints to trade, maximize value
addition and support regional integration. This strategy is
articulated around three strategic objectives:
1. Improve sector productivity and quality through en-
hanced public and private support in research, input
distribution, production, processing and export
2. Improve export competitiveness by strengthening
backward production and planning by responding to
market opportunities.
3. Strengthen the capacity of sector stakeholders to im-
prove value addition.
In order to maintain the momentum sparked by the con-
sultations, the Ministry is in the process of establishing a
national pulse sector public-private partnership platform,
which will support the implementation of the operational
objectives defined in this Plan of Action.
We acknowledge the support of the International Trade
Centre ( ITC ), Supporting Indian Trade and Investment for
Africa ( SITA ) project and the Government of the United
Kingdom through DFID for their support in developing
this National Pulse Strategy; their initiative will benefit the
Ministry as well as actors along the entire value chain in
the successful promotion of the sector.
IV ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024

MESSAGE FROM MR. HAILE BERHE,

PRESIDENT OF THE ETHIOPIAN
PULSES, OILSEEDS AND SPICES
PROCESSORS-EXPORTERS
ASSOCIATION (EPOSPEA)

The Ethiopian Pulses, Oilseeds and Spices Processors-Exporters Association

( EPOSPEA ) was established with the objective of building the capacity of
its members to make them competitive in the global market. In this context,
EPOSPEA is pleased to have partnered with International Trade Centre ( ITC ),
Supporting Indian Trade and Investment for Africa ( SITA ) project, since its im-
plementation in 2015, towards achievement of this objective.

This Value Chain Roadmap, aimed at strengthening the Ethiopian Pulses

Sector, is prepared after extensive consultations – on the opportunities and
constraints in relation to production, productivity, quality control, processing,
packing, marketing and market access – with members of EPOSPEA and other
stakeholders at the national level.

I wish to thank ITC, SITA and the Government of the United Kingdom through
DFID, as well as all other stakeholders involved in the formulation of this stra-
tegic document. As we embark on the implementation of the Value Chain
Roadmap, EPOSPEA will endeavor to work closely with all relevant stake-
holders not only for the benefit of its members, but also for the overall Pulses
Sector.
 ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024 V

ACKNOWLEDGEMENTS

The National Pulses Strategy (the Strategy) was developed under the aegis of the Ministry
of Agriculture and Natural Resources and the Ministry of Trade, Government of Ethiopia.
The document benefited particularly from inputs and guidance provided by the members
of this sector that steered the formulation of the Strategy, namely:

Name Organization Position

Dagmawi Engida Senior Expert MOA
Kassahun Bekele General Manager ACOS Ethiopia
Tsegaye Abebe Supervisor Amal Trading PLC
Dr Berhanu Amsalu Pulse Research Coordinator EIAR
Zegeye Tekilu Manager, Agriculture ATA
Commercialization Cluster
Sibhat Temesgen Pulse Team leader MOA
Engidu Legesse General Manager GUTS Agro Processing
Bezu Yicheneku Senior Pulse Expert MOA
Endalkachew Abie General Manager Tsehay Farmers’ Cooperative Union

The full list of public and private stakeholders who contributed their precious time to the
design of this Strategy are detailed in appendix 1.
VI ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024

CONTENTS

EXECUTIVE SUMMARY 1

THE IMPORTANCE OF PULSES 5

GLOBAL TRENDS IN PULSES 8

PRODUCTION TRENDS OF PULSES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

TRADE TRENDS OF PULSES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
MAJOR IMPORTERS OF PULSES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
MAJOR EXPORTERS OF PULSES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

ETHIOPIA’S PULSES SECTOR 14

PRIORITY PULSES IN ETHIOPIA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

PULSE PRODUCTION IN ETHIOPIA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
PULSE TRADE IN ETHIOPIA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
VALUE CHAIN OF THE PULSES SECTOR IN ETHIOPIA . . . . . . . . . . . . . . . . . . . . . . . . . 22
VALUE CHAIN DIAGNOSTICS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
FOCUSING ON THE MOST PRESSING ISSUES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

ON THE PATH TO SUCCESS 31

THE VISION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

THE STRATEGIC OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
THE FUTURE VALUE CHAIN OF THE SECTOR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
THE FUTURE VALUE CHAIN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
THE FUTURE VALUE CHAIN ROADMAP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY 35

MARKET PERSPECTIVE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

VALUE OPTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
INSTITUTIONAL ADJUSTMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
REGULATORY AMENDMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
 ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024 VII

INVESTMENT REQUIREMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

MOVING TO ACTION – IMPLEMENTATION FRAMEWORK. . . . . . . . . . . . . . . . . . . . . . 42
MANAGING STRATEGY IMPLEMENTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

PLAN OF ACTION FOR 2019-2023 45

APPENDICES 53

APPENDIX 1 : COMPLETE LIST OF PRIVATE AND PUBLIC STAKEHOLDERS. . . . . . 53

APPENDIX 2 : ETHIOPIA’S PRODUCTION OF PULSES, 2011–2016 . . . . . . . . . . . . . . . 54
APPENDIX 3 : TOTAL AREA AND PRODUCTION OF DIFFERENT GROUPS
OF CROPS IN ETHIOPIA IN 2016/17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
APPENDIX 4 : ETHIOPIA’S TOTAL PULSE EXPORTS, 2011–2016 . . . . . . . . . . . . . . . . . 55
APPENDIX 5 : ETHIOPIA’S MOST IMPORTANT EXPORT DESTINATIONS
FOR PULSES, 2016 ( US $ MILLIONS ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
APPENDIX 6 : ETHIOPIA’S TOTAL EXPORTS OF PULSES IN COMMODITIES,
2011–2016 ( US $ THOUSANDS ). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
APPENDIX 7 : ETHIOPIA’S EXPORTED GOODS, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
APPENDIX 8 : SHARE OF PULSE CROPS IN GLOBAL EXPORTS IN 2016 . . . . . . . . . 57
APPENDIX 9 : EXPORTS OF PULSES BY REGION OR REGIONAL GROUP,
2007–2016 ( US $ THOUSANDS ). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
APPENDIX 10 : GLOBAL PULSE PRODUCTION BY VARIETY, 2016. . . . . . . . . . . . . . . . 58
APPENDIX 11 : MAJOR PULSE PRODUCERS GLOBALLY, 2016. . . . . . . . . . . . . . . . . . . 58
APPENDIX 12 : GLOBAL PULSE PRODUCTION AND YIELD, 1991–2016
( IN MILLIONS ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

REFERENCES 60
VIII ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024

LIST OF FIGURES

Figure 1 : Profitability of growing cereals and pulses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Figure 2 : Average nitrogen fixation capacity of pulse species . . . . . . . . . . . . . . . . . . . . . . 7

Figure 3 : Global pulses production and yield 1991–2016 ( millions of tons ) . . . . . . . . . . 8

Figure 4 : Major global pulse producers, 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Figure 5 : Global pulse production by variety, 2016. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Figure 6 : Share of pulse crops in global export in 2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Figure 7 : Exports of pulses by region or regional group, 2007–2016 ( US $ thousands ). . 12

Figure 8 : Prioritized pulses and the criteria used . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Figure 9 : Production of pulses ( tons ) and relative share of specific crops
in Ethiopia, 2011–2016 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Figure 10 : Distribution of pulse-growing areas in Ethiopia. . . . . . . . . . . . . . . . . . . . . . . . . 16

Figure 11 : Total area and production of different groups of crops in Ethiopia
in 2016/17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Figure 12 : Coverage of extension service and input use in pulses production,
as compared with cereals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Figure 13 : Ethiopian exported goods in 2016 ( US $ millions ). . . . . . . . . . . . . . . . . . . . . . . . 19

Figure 14 : Ethiopia’s total pulses export in US $ million and tons, 2011–2016 . . . . . . . . 19

Figure 15 : Proportion of pulses exported from Ethiopia, 2016. . . . . . . . . . . . . . . . . . . . . . . 20

Figure 16 : Largest destinations for Ethiopia’s pulse exports, 2016 ( US $ ). . . . . . . . . . . . 20

Figure 17 : Ethiopia’s most important export destinations in US $ million for pulses, 2016.21

Figure 18 : Ethiopia’s total exports of pulses in commodities, 2011–2016

( US $ thousands ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Figure 19 : Existing pulses value chain in Ethiopia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Figure 20 : Strategic objectives for the Ethiopian pulses sector . . . . . . . . . . . . . . . . . . . . . 32

Figure 21 : The future value chain of the pulses sector. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Figure 22 : Strategic objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Figure 23 : Institutional framework for Ethiopian pulses sector development. . . . . . . . . 43
 ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024 IX

TABLES

Table 1 : Major global importers of pulses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Table 2 : Major global exporters of pulses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Table 3 : Pulse production in Ethiopia by region, 2016 ( tons ). . . . . . . . . . . . . . . . . . . . . . . . 15

Table 4 : Ethiopian export earnings from pulses, 2012–2016 ( US $ thousands ) . . . . . . . 22

Table 5 : Value chain segments needing FDI and likely sources . . . . . . . . . . . . . . . . . . . . 41

BOXES

Box 1 : Overview of pulses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Box 2 : Import quotas on pulses in India . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Box 3 : Ethiopia’s product and market opportunities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Box 4 : Support institutions in Ethiopia for the pulses sector . . . . . . . . . . . . . . . . . . . . . . . . 38
Photo: (CC BY-SA 2.0)

ACRONYMS
ATA Ethiopian Agricultural Transformation Agency
BoA Bureau of Agriculture
CIS Commonwealth of Independent States
CSA Central Statistical Agency of Ethiopia
ECCSA Ethiopian Chamber of Commerce and Sectoral
Associations
ECX Ethiopian Commodity Exchange
EIAR Ethiopian Institute of Agricultural Research
EIC Ethiopian Investment Commission
ENAO Ethiopian National Accreditation Office
EPOSPEA Ethiopian Pulses, Oilseeds and Spices
Processors and Exporters’ Association
FAO Food and Agriculture Organization of the United
Nations
FCA Federal Cooperative Agency
ETHIOPIA NATIONAL PULSES STRATEGY 2019-2024 XI
FDI Foreign direct investment
GAP Good Agricultural Practices
GCC Gulf Cooperation Council
GMP Good Management Practices
HS Harmonized System
ICT Information and communications technology
ITC International Trade Centre
MoANR Ministry of Agriculture and Natural Resources
MoFA Ministry of Foreign Affairs
MoFEC Ministry of Finance and Economic Cooperation
MoT Ministry of Trade
PoA Plan of Action
RARI Regional Agricultural Research Institute
SMEs Small and medium-sized enterprises
TVET Technical and vocational education and training
Photo: (CC BY-SA 2.0) Links, Green Lentils.
 EXECUTIVE SUMMARY 1

EXECUTIVE SUMMARY

The pulses sector in Ethiopia has the potential to be a

key accelerator of agricultural development and growth.
It plays a valuable role not only in boosting export earn-
ings but also in enhancing the rural economy and social
development. Pulses are pro-poor crops with a unique
combination of benefits including rich nutritional value,
high income-generation potential and the ability to con-
vert atmospheric nitrogen into a usable form to improve
soil fertility.

Pulses are strategically important to Ethiopia, as they are

the third agricultural export commodity after coffee and
oilseeds, and play a vital role in the country’s economy.
In this Strategy, the following pulses are focused upon,
listed under their appropriate Harmonized System ( HS )
codes from the World Customs Organization.

Photo: (CC BY-SA 2.0) DFID - UK Department for International

Development

HS chapter HS 6-digit product code

HS 0713 : Dried HS 071320 : Chickpeas ( garbanzos ), dried shelled, including seed
leguminous vegetables,
HS 071331 : Beans ( Vigna Mungo ( L. ), Hepper etc. ), dried shelled
shelled, whether or not
skinned or split HS 071310 : Peas, dried shelled, including seed
HS 071332 : Beans, small red ( adzuki ), dried shelled, including seed
HS 071333 : Kidney beans & white pea beans, dried shelled, including seed
HS 071334 : Bambara beans, dried, shelled
HS 071335 : Cowpeas, dried, shelled
HS 071339 : Beans Nesoi, dried shelled, including seed
HS 071340 : Lentils, dried shelled, including seed
HS 071350 : Broad beans & horse beans, dried shelled, including seed
HS 071360 : Pigeon peas, dried, shelled
HS 071390 : Leguminous vegetables, dried shelled, including seed
2 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
Globally, the volume of pulse production has increased
gradually over the last 25 years, from 56.48 million tons
in 1991 to 81.80 million tons in 2016. The largest markets
for food pulses are in India, Bangladesh, Pakistan and
Sri Lanka, while the largest market for animal feed pulses
is the European Union. Five subsectors of pulses ( peas,
kidney beans, chickpeas, lentils and gram beans ) ac-
count for four-fifths of the market share of all traded pulses.
In Ethiopia, broad beans account for the greatest portion
of production ( 32.12 % ), followed by dry beans ( 17.7 % ),
chickpeas ( 16.25 % ), dry peas/field peas ( 12.74 % ), vetch-
es/grass peas ( 10.87 % ) and lentils ( 6.8 % ). Most pulse
production is concentrated in Amhara and Oromia re-
gions, which together account for 87 % of the produc-
tion of broad beans, 95 % of chickpeas, 77 % of common
beans, 78 % of field peas and 93 % of lentils.
Despite being Ethiopia’s third commodity export, there
has been low investment in pulse research compared
with that for cereals, both by the Government and donors.
Similarly, pulse initiatives have been given less priority.
From a world market point of view, Ethiopia’s pulse ex-
ports represent 3 % of world pulse exports.
According to 2016 data ( the most recent available ),
the most important export destinations for pulses are
Pakistan, India, Indonesia and Viet Nam. Pulses ac-
counted for 6.93 % of export earnings in Ethiopia, and
contributed more than US $ 248 million to the country’s
hard currency reserves in 2016. In the last five years,
the growth in exports in value has been 16 % annually,
with broad beans representing the bulk of this growth. At
present, pulses account for 13 % of the cropped land in
Ethiopia. In terms of area, pulses are second in area cov-
erage and production in Ethiopia after cereals, with over
1.5 million hectares and 2.67 million tons of production.
For the pulses sector to continue to add value and inten-
sify market development, public and private industry rep-
resentatives identified the following as the most pressing
issues that should be addressed rapidly :
• Limited use of quality inputs ;
• Extension services are not effective ;
• Low farm productivity ;
• Limited knowledge of value addition practices ;
• Technology for mechanization for value addition is either
out of date or unknown ;
• Poor sourcing practices ;
• Postharvest losses and quality degradation during
storage and processing ;
• Promotion to attract foreign direct investment ( FDI ) to the
sector is limited ;
• Implementation of standards and codes of conduct at
production and processing levels ;
• Limited links between the public and private sectors ;
• Poor dissemination of trade information, and limited
promotion and inadequate brand promotion of pulses in
destination markets ;
• Limited use of contract farming methods between
producers, processors and exporters ;
• Limited postharvest storage infrastructure, leading to
high postharvest losses ;
• Low technology and mechanization adoption ;
• Limited branding and trade promotion capacities ;
• Infrastructure for quality management is insufficient ;
• Expensive and unreliable transportation network.
MARKET ORIENTATION
Based on global trends in the growing pulses sector,
Ethiopia should set the following priorities, with short-,
medium- and long-term goals. Short-term is defined as
immediately to one year, medium-term as one to three
years, and long-term is beyond three years.
Short-term goals :
ƒƒ Continue concentrating on South Asia for trade and
investments.
ƒƒ Promote cooperation with overseas pulse organiza-
tions to learn best practices and develop partnerships.
ƒƒ Introduce a ‘national business code of conduct’ for
pulse exporters.
Medium-term goals :
ƒƒ Move towards value added products.
ƒƒ Incentivize investments.
Long-term goals :
ƒƒ Establish a traceability and certification system for
pulse products. This will enable organic farming.
THE WAY FORWARD
The pulses sector has significant potential to make so-
cioeconomic contributions to Ethiopia through export-led
growth. To realize this potential, competitive constraints
and structural deficiencies must be addressed, and iden-
tified opportunities should be leveraged. The following is a
delineation of the proposed vision and strategic approach
in this direction.
All stakeholders of the pulses sector value chain in
Ethiopia agreed on the following vision statement.
 EXECUTIVE SUMMARY 3

‘
Be a globally competitive exporter of high-quality pulses
through adoption of innovative technologies that support

’
Ethiopian development and increase smallholders’ income. 

Strategic objectives of these targets. Industry representatives recommended

The Plan of Action ( PoA ) will respond to this vision by
addressing the sector’s constraints and leveraging op-
portunities in a comprehensive manner. To this end, spe-
cific efforts will be made to meet the following strategic
objectives.
Coordinating activities, monitoring progress, increasing
institutional capacities and mobilizing resources for im-
plementation will be critical to successful achievement
that a ‘national pulses network’ be rapidly established,
operationalized and empowered. This advisory commit-
tee is to be responsible for overall coordination, provision
of policy guidance and monitoring industry development
against the strategic objectives. An effectively organized
and supported committee can plan industry development
strategically. High-level support from the Government, in
collaboration with strong championship by the private
sector, will be the real drivers to transform Ethiopia into a
global pulses destination.

Strategic objective 1: Improve sector

productivity and quality through
enhanced public and private support in
research, input distribution, production,
processing and export.
• Increase in quantity and improvement in quality of pulses
produced in Ethiopia.
• Successfully implement Good Agricultural Practices
(GAP) and Good Management Practices (GMP).

Strategic objective 2: Improve export • Strengthen capacities to improve competitiveness,

competitiveness by strengthening leading to improved exports.
backward production and planning • Make quality information freely accessible along
by responding to market opportunities. the value chain.

Strategic objective 3: Strengthen • Ensure stakeholders are strengthened in order

the capacity of sector stakeholders to improve value addition.
to improve value addition. • Facilitate access to finance.
Photo: (CC BY-SA 2.0) Swathi Sridharan, Market in Addis Ababa.
 THE IMPORTANCE OF PULSES 5

THE IMPORTANCE OF PULSES

The Ministry of Agriculture and Natural Resources
( M oANR ) has mandated the Ethiopian Agricultural
Transformation Agency ( ATA ) to develop a harmonized
“National Pulses Strategy.” To achieve this task, national
public and private stakeholders collaborated to identify
systemic bottlenecks along the pulses value chain and
propose long-term strategic interventions to strengthen
the sector. These interventions are intended to guide the
trade development of the pulses sector in a coordinated
way, with the objective of bringing about holistic transfor-
mation across the value chain. This Strategy will be im-
plemented under a 5-year time frame, from 2019 to 2024,
and will be updated and refined by national stakeholders
as sector development evolves.

Box 1 : Overview of pulses

The Food and Agriculture Organization of the United Nations ( FAO ) has identified pulses as a
subgroup of legumes, crop plant members of the Leguminosae family that produce edible dry
mature seeds which are used for human and animal consumption. Only legumes harvested for
dry grain are classified as pulses. For example, grain legumes used mainly for oil production,
such as soybean and peanuts, are not considered pulses. Likewise, legumes used for sowing
purposes ( such as clovers and alfalfa ) or as vegetables ( like green beans and green peas ) are
not considered pulses. Pulses include dry beans, dry peas, dry broad beans, chickpeas, lentils,
cow peas, pigeon peas, lupins and vetches.
From an agricultural point of view, multiple cropping systems that include pulses enhance soil
fertility, improve yields and contribute to a more sustainable food system. Importantly, pulses
have a very low water footprint compared with other protein sources and can be grown in very
poor soils where other crops cannot be cultivated. Crop residues of pulses, and legumes in
general, can also be used as animal fodder, thus increasing the quality of the animal diet.
From a health perspective, pulses are very high in protein and fibre, are low in fat and are a vital
source of proteins and amino acids for humans. They also contain significant amounts of other
essential nutrients like calcium, iron and lysine. Pulses can help lower blood cholesterol and
attenuate blood glucose, which is a key factor in fighting diabetes and cardiovascular disease.
In a study published by the International Journal of Multidisciplinary in 2016, doctors found that
a dietary pulse intake significantly reduces low-density lipoprotein cholesterol levels, another
study conducted in 2015 demonstrated that increased consumption of pulses decreases the
risk of colorectal cancer.1 In fact, pulses are a large part of many countries’ traditional diets and
are the main protein source for lower-income people worldwide. Pulses are a key ingredient in
the average Ethiopian diet and an important source of protein.
Pulses can play an important role in climate change adaptation, since they have a broad genetic
diversity from which climate-resilient varieties can be selected and/or bred. They play a diverse
role in the farming systems of many developing countries, including as a food crop ( consumed
as grain, green pods and leaves ) ; a cash crop ( which would be a higher source of income ) ; a
fodder crop ( contributing to the productivity of the livestock system ) ; importantly, as a rotation
crop, intercropped with cereals and roots/tubers ( reduces soil pathogens and provides nitrogen ) ;
and finally they can grow in harsh environments such as in drought-prone areas where there
are few options ( food security ).
6 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
In Ethiopia, pulses have the potential to increase incomes
for smallholders. Pulses are generally more profitable than
cereals, giving smallholders an economic incentive to in-
crease pulse production ( see figure 1 ). Broad bean gives
up to 77 % higher profit than wheat and up to six times
more profit than barley. Similarly, chickpea gives up to
20 % higher profit compared with teff, four times higher
compared with barley, and comparable returns to wheat.1
There is also significant untapped potential for pulses in
domestic and international markets. Demand for most
pulse imports is expected to increase in many destina-
tion markets, particularly in Asia, where domestic pro-
duction is expected to fall short of demand. Ethiopia has
the potential to capitalize on the competitive advantage
of geographic proximity to major export markets relative
to other pulses exporters, and move towards supplying
premium-quality grains and processed products to high-
value markets.
1. Government of Ethiopia ( 2015 ). National Pulses Value Chain
Development Strategy of Ethiopia ( Working Document 2016-2020 ).
Addis Ababa. Available from https ://www.agriknowledge.org/
downloads/nc580m674.
Figure 1 : Profitability of growing cereals and pulses
Source : FAO ( 2 014 ).
Pulses improve soil fertility and enhance ecosystem re-
silience : When associated with the right strain of rhizo-
bium bacteria ( biofertilizer ), pulses can fix up to 200kg of
atmospheric nitrogen per hectare, equivalent to 0.4 tons
of urea fertilizer. Further, the root system of pulses can
go as deep as 2 metres and break the different layers of
the soil, thus improving the structure of the soil and water
infiltration, and nutrient recycling. Growing pulses and
cereals alternately on the same land reduces the spread
of diseases, insect pests and weeds.
Pulses are a source of high-quality animal feed : Globally,
up to 25 % of pulses are used as feedstuff, particularly for
pigs and poultry. Three main areas of current use globally
are pet food, aquaculture, and traditional livestock diets,
including for poultry, swine and cattle. In Ethiopia, pulse
residues play an important role in the nutrition of livestock,
supplying up to 12 tons/ha of residues with crude protein
content of 8–14 %.2
2. Keftasa, Daniel ( 1988 ). Role of Crop Residues as Livestock Feed
in Ethiopian Highlands. In African Forage Plant Genetic Resources,
Evaluation of Forage Germplasm and Extensive Livestock Production
Systems : Proceedings of the Third Workshop held at the International
Conference Center Arusha, Tanzania, 27–30 April, 1987, B.H. Dwozela,
ed. Addis Ababa : Pasture Network for Eastern and Southern Africa.

Photo: pixabay, Image by Vijaya narasimha from Pixabay.
Figure 2 : Average nitrogen fixation capacity of pulse species
Source : Zapata, F. and others ( 1987 ).
The importance of pulses, as outlined above, makes
them ideal crops for simultaneously achieving three de-
velopmental goals – reducing poverty, improving human
health and nutrition, and enhancing ecosystem resil-
ience. Because of their versatility and nutritional value,
the global market for pulses is large and rapidly increas-
ing. Indeed, the FAO and its Member States declared
2016 the ‘International Year of Pulses.’
THE IMPORTANCE OF PULSES 7
Photo: pixabay, Image by alexdante from Pixabay.
With over 2 million hectares under cultivation and 3.2 mil-
lion tons in annual production, and cultivated by over 9
million rural households ( Central Statistical Agency of
Ethiopia ( CSA ), 2016 ), pulses are pro-poor crops that
have high potential for improving the livelihoods of the
rural poor in Ethiopia. To lead the transformation of the
agricultural sector, pulses have been selected as one of
the priority value chains in Ethiopia’s second five-year
Growth and Transformation Plan target ( to double the
2014 yield by 2020 ).
8 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

GLOBAL TRENDS IN PULSES

Pulses represent a global industry worth over US $ 100
billion at the retail level, underpinned by 81 million tons of
production which is exported to over 55 countries.
Rising income levels, along with population growth and an
increase in middle-income classes in developing coun-
tries, have increased demand for foodstuffs, including
pulses. Some econometric studies estimate the range of
demand elasticities for pulses to be between 1.5 and 2.3
This indicates that an annual increase in per capita in-
come of around 6 % would lead to an increased demand
of more than 10 % for pulses.4 The growth of middle-in-
come classes in non-traditional markets such as those in
Africa and Asia, and the rise of a supermarket culture in
developing countries have led to increased demand for
processed foods, which also drives increased demand for
pulses, especially pigeon peas, chickpeas and dry peas.
3. Knight, R., ed. ( 2000 ). Linking Research and Market Opportunities
for Pulses in the 21st Century : Proceedings of the Third International
Food Legumes Research Conference. Springer Publishing.
4. Alagh, Y.K. ( 2011 ). Future of Indian Agriculture. Indian Economic
Journal, vol. 59, No. 1, April–June, pp. 40–55.
Change in dietary patterns is another key driver of in-
creased demand for pulses. With greater awareness of
coeliac disease and gluten sensitivity, demand is rising for
pulses such as yellow peas, lentils and chickpeas, which
are some of the best available gluten-free options. Pulses
have now gained acceptance as the ‘new and improved’
centre of healthy eating.
PRODUCTION TRENDS
OF PULSES
The global volume of pulses production has increased
gradually in the last 25 years, from 56.48 million tons in
1991 to 81.80 million tons in 2016. The world produc-
tion of pulses is dominated by a few countries which in-
clude India ( 21.47 % ), Canada ( 10.03 % ), China ( 5.19 % ),
Myanmar ( 8.03 % ) and Nigeria ( 3.78 % ), which together
account for more than half of the world’s output. African-
origin pulses have gained significant importance in re-
cent years.

Figure 3 : Global pulses production and yield 1991–2016 ( millions of tons )

90
81,8
80
69,8
70
62,4
60 56,48 54,57 56,23

50

40

30

20

10

0
1991 1996 2001 2006 2011 2016

Production (tons) Area (ha)

Source : FAOSTAT.
 GLOBAL TRENDS IN PULSES 9

Figure 4 : Major global pulse producers, 2016

Australia; 3,09%
Brazil; 3,21%

Canada,
10,03% China; 5,19%

Others, 29,54% Egypt ;

0,31%
Ethiopia; 3,34%

United States of
India, 21,47%
America; 2,98%
United Republic of
Tanzania; 2,45%
Turkey; 1,32%
Russian Federation;
3,60% Mexico; 1,68%
Nigeria; 3,78% Myanmar; 8,03%

Source : FAOSTAT.

Figure 5 shows the share of pulse products ( by varie-

ty ) produced globally. Dry beans account for one-third
( 32.80 % ) of global production, followed by chickpeas
and dry peas.

Figure 5 : Global pulse production by variety, 2016

Pulses, nes; 4,85% Vetches; 1,03% Bambara

beans; 0,20%
Pigeon peas; 5,49%

Beans, dry, 32,80%

Peas, dry , 17,56%

Lupins; 1,57% Lentils,

7,72%

Chick peas; Broad beans, horse

14,78% beans, dry ; 5,45%
Cow peas, dry; 8,55%

Source : FAOSTAT.
10 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

TRADE TRENDS OF PULSES

The global trade in pulses accounts for 7.88 % of global
production, with 92.12 % of production consumed local-
ly.5 Still, the global trade in pulses is not a residual mar-
ket, as several countries produce pulses for export, while
many others rely on the world market to meet domestic
demand. Since 1961, global trade in pulses has expanded
by an average of 5.5 % per annum, reaching a volume of
17.2 million tons in 2016.6

Global consumption of pulses can be categorized into

two major markets. One concerns the demand driven
by human consumption, and the second by the alternate
use of pulses for animal feed. Traditionally, low-quality,
cheap pulses have been consumed as animal feed.
In addition, there is some minor use of pulses in non-food
sectors, including seeding and wastage. It can be safely
assumed that there is limited variation in stocks from year
to year, and that the non-food uses of pulses are a small
percentage of total production. As a result, global con-
sumption is more or less equal to global production. The
largest markets for food pulses are in India, Bangladesh,
5. Calculations based on United Nations Comtrade and FAOSTAT
( 2016 ). The production quantity figures available from FAOSTAT are
Bambara beans, beans ( dry ), broad beans, chickpeas, cowpeas,
lentils and pulses n.e.s.
6. FAOSTAT estimate ( 2016 ).
Photo: (CC BY-SA 2.0) by PDPics from Pixabay.
Pakistan and Sri Lanka, while the largest market for animal
feed pulses is the European Union.7
Five subsectors of pulses ( peas, kidney beans, chick-
peas, lentils and gram beans ) account for four-fifths of the
market share of all traded pulses. Figure 6 shows the main
prod­ucts which are imported within the pulses sector. The
most exported products are dried peas, which account for
almost a quarter of global pulse imports ( with India being
the high­est importer at 41.9 % in terms of value ).
7. FAO ( 2002 ). Agricultural Commodities : Profiles and Relevant WTO
Negotiating Issues. Available from www.fao.org/docrep/006/y4343e/
y4343e02.htm.

Figure 6 : Share of pulse crops in global export in 2016

Dried broad beans and Dried pigeon peas Dried leguminous

horse beans/ faba 2,18% vegetables
beans 2,64%
3,70%

Dried peas
22,77%

Dried lentils
22,89%

Dried beans Dried chickpeas

3,08% 14,85%

Dried cow peas

0,21% Dried kidney beans
14,39% Dried beans
Dried bambara beans
0,03% 12,15%
Dried red 'adzuki'
beans
1,11%

Source : ITC calculations based on United Nations Comtrade statistics.

 GLOBAL TRENDS IN PULSES 11

MAJOR IMPORTERS
OF PULSES
India has been by far the largest importer of pulses over
the past decade and accounts for about 31.5 % of world
imports. Specifically, India’s imports increased from
US $ 1.459 billion in 2008 to US $ 4.017 billion in 2016.
The high demand for pulses in India is mostly due to its
vegetarian population, the increase of purchasing pow-
er across its poorest population and unfavourable local
weather conditions.8
Another country that has shown an impressive rise of de-
mand for pulses during the past five years is China. Its
share has risen from a 2 % average for 2008–2009 to a 6 %
average for 2012–2013.9 In fact, due to its growing use of
dry pea protein to enrich vermicelli noodles and the coun-
try’s slow expansion of pulse production, China is likely
to change from being a net exporter to a net importer of
pulses. It may also overtake India as the number one im-
porter of yellow peas in the near future.

8. Reddy, A. Amarender, Bantilan, M.C.S. and Mohan,

Geetha  ( 2013 )  Pulses Production Scenario : Policy and Technological
Options ( Policy Brief No. 26 ). Patancheru, Andhra Pradesh, India :
International Crops Research Institute for the Semi-Arid Tropics,..
Available from http ://oar.icrisat.org/6812/1/26_Policy_BriefIndia %20
_2013.pdf. 9. Ibid.

Table 1 : Major global importers of pulses

Value Quantity Annual growth Annual growth

imported imported Share in world
Importers in value in quantity
in 2016 in 2016 imports ( % )
2012–2016 ( % ) 2012–2016 ( % )
( US $ billions ) ( million tons )
World 12.74 16.78 6 8 100.0
India 4.02 6.18 17 14 31.5
Pakistan 0.70 0.89 18 15 5.5
Bangladesh 0.48 0.85 13 11 3.8
United Arab Emirates 0.43 0.48 16 10 3.4
China 0.42 1.07 -10 7 3.3
United States of America 0.39 - -4   3.1
Egypt 0.38 0.43 -2 1 3.0
Turkey 0.38 0.47 16 15 3.0
Brazil 0.33 0.41 -8 -4 2.6
Italy 0.26 0.31 -1 3 2.0
Others 4.94 5.68     38.8
Source : ITC calculations based on United Nations Comtrade statistics.

MAJOR EXPORTERS
OF PULSES
In the past three decades, there has been impressive
growth in the global exports of pulses. The compound an-
nual growth rate between 2007 and 2016 was 10.1 %.10 By
2016, pulse exports reached a record high of US $ 12.091
billion.

10. Calculations based on United Nations Comtrade data for

2007–2016. Photo: (CC BY 2.0) pixabay, “seeds dried” by Rachel Tayse
12 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

Figure 7 : Exports of pulses by region or regional group, 2007–2016 ( US $ thousands )

14 000 000
World
12 000 000
Asia
10 000 000
Africa
8 000 000
Americas
6 000 000
Europe
4 000 000
Oceania
2 000 000 CIS
0 GCC
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Source : ITC, Trade Map database.

Note : Gulf Cooperation Council ( G CC ) members include, Saudi Arabia, Kuwait, the United Arab Emirates, Qatar, Bahrain,
and Oman ; Commonwealth of Independent States ( C IS ) members include Azerbaijan, Armenia, Belarus, Kazakhstan,
Kyrgyzstan, Moldova, the Russian Federation, Tajikistan, Turkmenistan, Uzbekistan and Ukraine.

The pulses sector has also seen an increase in the num-
ber of exporters over the last five years. The number of
countries with export values above US $ 1 million went
from about 70 in the early 2000s to 78 in 2008, and
reached 90 in 2013. Leading exporters of pulses, such
as Canada and Myanmar, steadily increase the value of
their exports while new suppliers such as Australia, the
United Republic of Tanzania and the Russian Federation
are also rapidly catching up. Table 2 provides details of
today’s world-leading exporters of pulses.

Table 2 : Major global exporters of pulses

Quantity
Value exported Annual growth Annual growth
exported Share in world
Exporters in 2016 in value in quantity
in 2016 exports ( % )
( US $ billions ) 2012–2016 ( % ) 2012–2016 ( % )
( million tons )
World 12.09 15.83 6 10 100.0
Canada 3.12 5.69 13 13 25.8
Australia 1.46 2.13 10 6 12.1
Myanmar 1.39 0.49 3   11.5
United States 1.02 -  3   8.4
China 0.70 0.64 -11 -13 5.8
Argentina 0.51 0.67 6 13 4.2
Russian Federation 0.38 0.96 11 10 3.2
Turkey 0.34 0.32 15 8 2.8
Ethiopia 0.22 0.31 1 1 1.8
India 0.22 0.17 -3 -3 1.8
Others 2.73 4.45 22.6
Source : ITC Trade Map ( 2 015 ).
 GLOBAL TRENDS IN PULSES 13

Photo: (CC BY-SA 2.0) Swathi Sridharan, Securing incomes for women in Ethiopia.

Box 2 : Import quotas on pulses in India

The Indian government has tightened norms for the import of pulses to ensure that its domestic
prices do not fall below the minimum support price. The prices of most pulses have been below
the minimum support price levels, leading to farmer unrest in the main pulse-growing areas.
Processors and traders have demanded that the government stop even restricted imports by
the end of March 2019. India has imposed a quota of 5 million tons on annual imports of pulses
which, if not terminated, will add to the already mounting stocks in the country. Domestic prices
of most pulses such as pigeon pea, green gram and Bengal gram are below the minimum
support price.
In August 2017, the Government restricted imports of pigeon peas, green gram and black gram.
The free import of these varieties has been restricted by imposing a quota of 2 million tons on
pigeon peas and 3 million tons on green gram and black gram taken together, except if imported
by millers. In May 2018, the Government imposed an import cap on split and milled dal as well.
Exporting pulses, which was not allowed for more than a decade, was also freed up in 2017.
However, domestic prices have improved very little. Then the government fixed the quantity
for imports to millers at 150,000 tons each of black gram and green gram along with 200,000
tons of pigeon peas, including split and other forms. According to government estimates, India
imported 4.7 million tons of pulses between April 2017 and November 2017, which is 71 % of
what the country imported during the 2016/17 fiscal year and 80.8 % of what it imported in the
2015/16 fiscal year.

For more information on import quotas in India please see : Madhvi Sally ( 2018 ). Government tightens norms
for import of pulses, Economic Times, 14 May. Available from: https ://economictimes.indiatimes.com/markets/
commodities/news/government-tightens-norms-for-import-of-pulses/articleshow/64155924.cms.
14 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

ETHIOPIA’S PULSES SECTOR

PRIORITY PULSES
IN ETHIOPIA
Of the various pulse species grown in Ethiopia – broad
beans ( V icia faba L. ), field peas ( Pisum sativum L. ),
chickpeas ( Cicer arietinum L. ), lentils ( L ens cultinar-
is Medik. ), grass peas ( L athyrus sativus L. ), common
beans ( Phaseolus vulgaris L. ), cowpeas ( Vigna unguicu-
lata L. ), pigeon peas ( Cajanus cajan L. ) and mung beans
( Vigna radiata L. Wilczek ) – the following varieties have
been prioritized as focus products for this Strategy : broad
beans, common beans ( also known as haricot beans,
white pea beans or red kidney beans ), chickpeas ( kabuli
and desi ), field peas, lentils and mung beans. Prioritization
was decided based on the order of their importance
in terms of area coverage and volume of production
across Ethiopia.

Figure 8 : Prioritized pulses and the criteria used

Source : ATA and stakeholder analysis.

 ETHIOPIA’S PULSES SECTOR 15

PULSE PRODUCTION
IN ETHIOPIA
As shown in figure 9, among the individual pulses, broad
beans account for the greatest portion of production
( 3 2.12 % ), followed by dry beans ( 17.7 % ), chickpeas
( 16.25 % ), dry peas/field peas ( 12.74 % ), vetches/grass
peas ( 10.87 % ) and lentils ( 6.8 % ).
While pulses are grown throughout the country and ac-
count for 13 % of cropped land, production is concen-
trated in Amhara and Oromia regions, which together
account for 87 % of broad bean production, 95 % of chick-
pea production, 77 % of common bean production, 78 % of
field pea production and 93 % of lentil production. Table 3
provides a snapshot of production levels disaggregated
by region and pulse crop. The distribution of pulse-grow-
ing areas in Ethiopia can be seen in figure 10.11
11. The data and maps for geographic distribution of pulse growing
areas in Ethiopia are only available for 2006 ( Tadesse, M. and others
( 2006 ). Atlas of the Ethiopian Rural Economy. International Food
Policy Research Institute, CSA & Ethiopian Development Research
Association, Addis Ababa ). Updated data for 2016 are not available.

Figure 9 : Production of pulses ( tons ) and relative share of specific crops in Ethiopia, 2011–2016

12 0%

10 0%
12,17% 11,44% 9,67% 10,73% 10,87%
13,59%
2,19% 2,76%
2,03% 2,10% 4,24%
2,19%
80 % 13,18% 12,06%
11,71% 12,24% 13,70% 12,74%
Vetches
5,66% 5,28% 5,00%
5,69% 5,74% 6,08%
Pulses, nes
60 % 15,31% 14,77% 17,64% 17,63%
17,80% 16,25% Peas, dry

Lentils

40 % Chick peas

35,28% 35,76% 32,27% 31,66%

31,78% 32,12% Broad beans, horse
beans, dry
Beans, dry
20 %

17,24% 17,31% 16,49% 19,76% 20,15% 17,70%

0%
20 11 20 12 20 13 20 14 20 15 20 16

Source : FAOSTAT.

Table 3 : Pulse production in Ethiopia by region, 2016 ( tons )

Broad Common Chickpeas Field Grass Mung

Region Lentils Total
beans beans peas peas beans
Amhara 272 644.0 105 820.0 233 265.00 114 930.00 181 624.60 79 895.00 35 297 1 023 476.00
Oromia 465 080.7 208 135.2 181 606.10 152 231.30 103 568.60 78 354.68 0 1188 977.00
Southern Nations, 123 691.0 154 082.0 18 382.00 71 999.00 0.00 532.00 472 369 158.00
Nationalities, and
Peoples’ Region
Tigray 15 109.0 0.0 10 502.65 7 763.26 10 453.45 7 470.00   51 298.35
Benishangul 1 486.0 9 125.0 371.00 0.00 0.00 0.00 1 516 12 498.00
Gumuz
Dire Dawa 0.0 1 067.0 0.00 0.00 0.00 0.00 0 1 067.00
Total 878 010.7 478 229.2 444 126.70 346 923.60 295 646.60 166 251.70 37 285 2 646 473.00
Source : Central Statistical Agency of Ethiopia ( 2 016 ).
16 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
Figure 10 : Distribution of pulse-growing areas in Ethiopia
Source : Tadesse, M. and others ( 2 006 ).
As shown in figure 11, pulses are second in area cover-
age and production in Ethiopia after cereals, with over
1.5 million hectares and 2.8 million tons of production. In
contrast, cereals cover 10.1 million hectares and contrib-
ute more than 23 million tons of grain. The annual growth
rate of area coverage and production of pulses was also
less than that of cereals and vegetables 2007–2012.
According to the Ethiopian Ministry of Agriculture and
Natural Resources ( MoANR ), despite pulses being given
importance as source of protein, for income, and for en-
vironmental services, they have not been given as much
attention as other crops in the past, as result of which
production techniques at farmer level have made little
progress.
 ETHIOPIA’S PULSES SECTOR 17

Figure 11 : Total area and production of different groups of crops in Ethiopia in 2016/17

Production ('000 tons)

25 385

4 621
2 815
839 813 792

Cereals Pulses Oilseeds Vegetables Root crops Fruit crops

Area ('000 ha)

10 219

1 550
805
240 229 108

Cereals Pulses Oilseeds Vegetables Root crops Fruit crops

Source : CSA ( 2 016 ).

There has been low investment in pulses research com-

pared with cereals, by both the Government and donors.
Similarly, pulse initiatives have been given less priority.
As shown in figure 12, extension service coverage has
been far less on pulses : only 6 % compared with 27 %
coverage for cereals, 25 % for vegetables and 15 % for
root crops.12 Moreover, most farmers face great short-
ages of high-yielding, disease-resistant varieties because
of low access to improved seed ; currently, less than 1 %
of pulse land is covered with improved seed annually,
while for cereals the coverage is 8 %. Similarly, the use of
chemical fertilizers and pesticides for pulses is negligible.
Among the pulse crops, common beans and chickpeas
have relatively better seed use than the other pulses, while
broad beans, field peas and common beans enjoy higher
fertilizer application than the other pulses.

12. The data for coverage of extension service and input use in pulses
production as compared with cereals in Ethiopia is only available for Photo: (CC BY-SA 2.0) ICRISAT
2012–2013 : updated data for 2016 is not available.
18 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

Figure 12 : Coverage of extension service and input use in pulses production, as compared with cereals

Source : CSA ( 2 013 ).

PULSE TRADE IN ETHIOPIA

Ethiopia’s most prevalent export goods are coffee, tea,
maté and spices ( US $ 1,049 million ( 21 % ) ), as well as
edible vegetables, to which pulses belong ( US $ 897 mil-
lion ( 18 % ) ). Ethiopian exports of pulses reached US $ 240
million in 2015, and represented 5 % of Ethiopia’s total
goods exported.13

Out of the total Ethiopian production of 296,156 tons of

pulses in 2016, nearly 29 % of pulses were exported ( see
figure 15 ).14 From a world market perspective, Ethiopian
exports of pulses represent 3 % of world pulse exports.
With this, Ethiopia ranks among the top 10 countries in
world pulse exports with an exported value of US $ 240
million and exported volume of 338,974 tons in 2015.
Ethiopia’s export trend in pulses reached a compound
annual growth rate of 16 % between 2011 and 2015.

13. ITC calculations based on United Nations Comtrade statistics
( 2016 ).
14. ITC calculations based on FAOSTAT ( 2016 ) and United Nations
Comtrade ( 2016 ).
Photo: (CC BY-SA 2.0) Swathi Sridharan, Tsedeke Abate,
ICRISAT scientist, visits a small market in Addis Ababa to look
at chickpea sales.
 ETHIOPIA’S PULSES SECTOR 19

Figure 13 : Ethiopian exported goods in 2016 ( US $ millions )

Electrical machinery Others

and equipment 8%
Raw hides and skins and Coffee, tea, maté and
Live animals 1% spices
leather 3%
3% 29%
Natural or cultured
Meat and pearls, precious metals,
edible metals
meat offal 4%
4% Live trees and other
plants; bulbs, roots and
the like; cut flowers and
ornamental foliage
8%
Oil seeds and Edible vegetables and
oleaginous fruits certain roots and tubers
20% 20%

Figure 14 : Ethiopia’s total pulses export in US $ million and tons, 2011–2016

350 400 000

300 350 000

286.99
248.74
239.41 240.7 300 000
250
199.25 250 000
200
USD million

200 000
tons

150 139.27
150 000
100
100 000

50 50 000

0 0
2011 2012 2013 2014 2015 2016

Trade value (US$) Net weight (kg)

Source : ITC calculations based on United Nations Comtrade statistics ( 2 016 ).
20 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

Figure 15 : Proportion of pulses exported Figure 16 : Largest destinations for Ethiopia’s pulse exports, 2016 ( US $ )
from Ethiopia, 2016

100%
Malaysia 5343 449
90%
Russian Federation 6098 710
80%
Yemen 6666 530
70% Not
South Africa 7130 513
export
60% 71%
Sudan 8798 218
50%
Kenya 11331 827
40%
United Arab Emirates 12689 443
30%
Viet Nam 27374 384
20% Export Indonesia 27671 834
29%
10%
India 27789 588
72980 447
0%
Pakistan
1

Total pulse production : 2.73 million tons Quantity exported annually, 2016

Source : ITC calculations based on FAOSTAT ( 2 016 ) and United Nations Comtrade statistics ( 2 016 ).
Note : The total production quantity estimate represents the sum of the production quantities of beans ( d ry ), broad beans, chick-
peas, pulses n.e.s., peas ( d ry ) and vetches.

According to the most recent available data ( 2 016 ),

the most important export destinations for pulses are
Pakistan, India, Indonesia and Viet Nam, with export val-
ues of US $ 72.98 million, US $ 27.78 million, US $ 27.67
million and US $ 27.37 million respectively ( see figure
16 ). These countries already represent more than half
of Ethiopia’s export destinations in value, which means
that market concentrations have improved. Moreover, the
number of markets with sales valued above US $ 1 mil-
lion grew from six in 2001 to 24 in 2014.15 Hence, Ethiopia
has diversified its significant export market in the past
few years.

A closer look at Ethiopia’s pulses trade with India reveals
that Ethiopia sold 11.17 % of its exported pulses to India in
2017, and between 2012 and 2016, pulse exports to India
grew with an annual growth in value of 61.3 %.
15. ITC calculations based on United Nations Comtrade statistics ( 2016 ).
Photo: CC, by Maia C is licensed under CC BY-NC-ND 2.0.
Pulses accounted for 6.93 % of export earnings in Ethiopia,
and contributed more than US $ 248 million to the coun-
try’s hard currency reserves in 2016. Export earnings from
pulses have been growing at an annual growth rate of
16 %. Among the pulse crops, the top exported pulses
are common beans, broad beans and chickpeas ( see
table 4 ).
 ETHIOPIA’S PULSES SECTOR 21

Figure 17 : Ethiopia’s most important export destinations in US $ million for pulses, 2016

Other
14%
Malaysia Pakistan
Russian Federation 2% 29%
2%
Yemen
3%
South Africa
3% Sudan
4%
India
Kenya
11 %
5%
United Arab Indonesia
Emirates 11.1%
5% Viet Nam
11%

Source : ITC calculations based on United Nations Comtrade statistics ( 2 016 ).

Figure 18 : Ethiopia’s total exports of pulses in commodities, 2011–2016 ( US $ thousands )

300

250 Chickpeas

200 Mung
Kidney Beans
150
USD Million

Cowpeas
100 Lentils
Broad Beans
50
Pigeon Peas
0
2012 2013 2014 2015 2016

Source : ITC calculations based on United Nations Comtrade statistics ( 2 016 ).

As figure 19 shows, Ethiopia’s most traded pulse vari-
ety is kidney beans. They represent almost two-thirds of
all pulse exports. Leguminous vegetable beans, broad
/ horse beans and chickpeas are also frequently traded
varieties.
increased in 2016.16 Although their exports have grown
fast, these varieties still represent a small proportion of
exports compared with kidney beans. Exports of lentils,
cowpeas and broad beans decreased in 2016 ( see ap-
pendices for details ).

In the last five years, the export growth in value terms

has been 16 % annually, with broad beans represent-
16. Data for cowpea exports from Ethiopia is only available for 2015 ;
ing the bulk of this growth. Looking into export trends data for pigeon pea exports from Ethiopia is only available for 2014 ;
for each variety, exports of mung beans and chickpeas and data for lentil exports from Ethiopia is not available for 2015.
22 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

Table 4 : Ethiopian export earnings from pulses, 2012–2016 ( US $ thousands )

2012 2013 2014 2015 2016

Type of
pulse crop Volume Volume Volume Volume Volume
Value Value Value Value Value
( tons ) ( tons ) ( tons ) ( tons ) ( tons )
Chickpeas 73 735 48 039 46 338 25 681 47 832 24 061 49 909 40 988 76 692 75 166
Broad beans 35 929 21 718 38 985 20 629 38 552 18 945 37 613 26 612 10 828 5 933
Red kidney 68 183 41 272 76 652 48 857 94 612 62 740 86 156 43 114 95 360 45 964
beans
White pea 86 271 58 887 59 628 61 574 41 930 33 368 45 574 24 924 41 241 30 050
beans
Others beans 28 763 22 275 56 346 40 419 56 449 35 686 54 822 31 995 41 984 29 170
( speckled,
cream,
mottled )
Mung beans 17 396 16 712 22 737 27 534 22 719 27 822 28 174 32 876 68 818 68 836
Soya beans 33 732 18 818 35 606 19 988 27 475 13 296 67 241 28 158 47 837 20 784
Grass peas 5 783 2 998 12 545 4 964 6 243 2 536 750 412 720 384
Lupines 6 279 1 801 4 808 1 375 5 955 1 837 3 555 1 150 7 979 2 766
Pigeon peas - - - - - - 2 174 2 240 1 823 1 174
Field peas - - - - - - - - - -
Lentils - - - - - - - - 0 1
Total 356 071 232 520 353 645 251 021 341 767 220 290 375 969 232 469 393 282 280 226
Source : Ministry of Trade.

CURRENT VALUE CHAIN

OF THE PULSES SECTOR
The current value chain of the Ethiopian pules sector is
presented in figure 20. The description of the value chain
below it enables a better understanding of the process-
es involved in the production and distribution of pulses.
Understanding the dynamics of the value chain is impor-
tant to identify the issues affecting sector performance.
producers generate heavy volumes of pulses due to ad-
vanced and more efficient production techniques accom-
panied by easy access to finance. Large-scale producers
also tend to focus on exports. These models are currently
both essential and complementary for the development
of the pulses sector in Ethiopia.

The key elements to consider in the Ethiopian pulses

value chain are that there are three different channels of
production – smallholder subsistence agriculture ( 95 % ), VALUE CHAIN
state commercial farms ( roughly 1–2 % ) and private com-
mercial farms ( approximately 3 % ). Each of these models
OF THE PULSES SECTOR
has their specificities. Smallholder agriculture is often less IN ETHIOPIA
efficient since it is characterized by limited technical ca-
pacity and intercropping based on lower-yielding varieties The value chain analysis enables a better understanding
of seeds. This model also faces volume consistency and of the dynamics and the issues affecting performance of
productivity challenges. It is accompanied by inadequate the industry.
access to finance and difficulties in commercialization.
Nevertheless, it is an important means of food securi-
ty in rural regions, where almost half the production is
used for household consumption. In contrast, large-scale
Figure 19 : Existing pulses value chain in Ethiopia
ETHIOPIA’S PULSES SECTOR
23
 24
VALUE CHAIN DIAGNOSTICS

Inputs Production Assembly/processing Markets

Coordination capacities between stakeholders is slowly evolving – (i) Struggling with a long supply channel with many middlemen in the value chain. (ii) Information sharing between stakeholders is limited and minimal use of information and communications
technology (ICT) tools. (iii) Coordination and communication between institutions in the value chain is weak. (iv) Ability of platforms to share information between stakeholders is weak.

Institutional capacities are insubstantial – Limited expertise in areas such as policy advocacy, market intelligence gathering and dissemination, and trade promotion.

Infrastructure for quality management is insufficient – (i) The Ethiopian National Accreditation Office (ENAO) lacks international accreditation, which is a major challenge for global trade. (ii) Promotion to attract FDI is limited – Limited skills in
The laboratories to perform relevant tests are also limited by infrastructure and capacities. (iii) Limited or no third-party consulting services are available locally to certify quality. (iv) There is no relevant agencies to identify, approach and engage
institution for food safety dealing with aflatoxins. with potential investors.

Finance is expensive or difficult to access – (i) Inadequate skills on loan and risk analysis at banks, including a limited legal framework for providing finance. (ii) Access to foreign exchange is limited. (iii) Frequent delays in processing financial transactions.
(iv) Information on the creditworthiness of debt seekers is limited or unavailable. (v) Stringent collateral requirements. (vi) Limitations on the amount of credit available (no entity can borrow more than US$22 million).

Expensive and unreliable transportation network – (i) High port handling fees in Djibouti. (ii) Poor road and rail infrastructure, particularly in rural areas. (iii) Limited transportation services and not enough trucks, leading to high logistics costs. Also, competition in
the trucking industry is negligible, exacerbating high logistics costs.

Inadequate contract enforcement mechanisms – (i) Lack of arbitration mechanisms. (ii) Conflicts between exporters and importers for price and quality defaults inadequately addressed. (iii) Inadequately designed or developed futures contracts. (iv) The legal
framework for contract farming is limited.

Farm productivity low – (i) Farmers have limited or Inadequate access and expensive trade intelligence – (i) The value chain is dominated by middlemen (they do not
Extension services have not been exploited fully –
no technical skills, including adequate agronomic serve as information conduits and simply put space between producers and final markets). (ii) Limited availability of
Limited knowledge and application of best agronomic
ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

practices.
Limited use of quality inputs – (i) Farmers are unable to
obtain quality inputs as they are dispersed and fragmented
across the country and mostly smallholders. (ii) Limited
availability of productive land (only 15% of the country’s
total area is arable and only 1% is currently cultivated). (iii)
Limited or no use of fertilizers due to high cost and
inaccessibility of fertilizers. (iv) Inefficient irrigation systems
(high dependency on natural factors such as rain). (v)
Capacities of the agriculture sector are weak. (vi) Limited
availability of improved seed varieties. (vii)
Adulteration/mixture of seed varieties upon delivery (both
intentional and unintentional).
Legend:
Enterprise performance issues
Regulatory and policy issues
Institutional and coordination issues
practices to improve yields. (ii) Low capacity
utilization on farms. (iii) Limited aggregation of
smallholders for commercial production. (iii) Limited
mechanization (out-of-date machinery and unaware
of machinery in the market, limited financial ability to
invest in mechanization). (iv) Poor irrigation methods
(no financial means to irrigate, no awareness of what
they should be doing). (v) Limited use of appropriate
agro-inputs including certified seeds, pesticides and
fertilizers. (vi) Limited or no use of GAP or GMP. This
is mostly due to lack of knowledge about such
practices.
Limited knowledge of international demand at
producer level – (i) Limited business skills among
farmers, assemblers and cooperatives on global
demand and awareness about customer
requirements. (ii) Limited or no exposure to export
markets. (iii) Poorly developed market research
departments at SMEs and support institutions.
information and advisory services for market data and intelligence. (iii) Data and information from the private sector is
expensive. (iv) Limited links to relevant public services, especially for SMEs, and between associations and institutions to
analyse and use trade intelligence.
Limited value addition – (i) Limited knowledge of
value addition practices. (ii) Technology for
mechanization for value addition is either out-of-
date or unknown. (iii) Poor sourcing practices.
Postharvest losses and quality degradation
during storage and processing – (i) Inadequate
warehousing space domestically. (ii) Poor
warehouse management skills and improper
storage practices that lead to degradation of
produce quality. (iii) Inadequate sanitation of
premises.
Confined branding and trade promotion capacities – (i)
Weak international market links. (ii) No brand presence for
the Ethiopian pulses sector, leading to absence of a
coherent ‘voice’ for the sector as there is no marketing and
branding strategy. (iii) Weak financial and technical
capacities at institutions. (iv) Limited common promotional
and outreach material readily available to promote the
industry and its products in foreign markets. (v) Limited
market information and poor knowledge of export markets
and their requirements. (vi) Few opportunities for
participation in international exhibitions. (vii) Limited
support from Government, with no incentives to export and
limited information support from embassies and trade
attachés overseas.
Limited capacities of the Customs department – (i) Weak
infrastructure for Customs enforcement, especially limited
use of ICT technologies for faster Customs processing. (ii)
Customs officers inadequately trained in international
standards for commodities. (iii) Customs processes
cumbersome and complex. (iv) Insufficient or no fast-track
systems for reputable importers/exporters. (v) Global price
information not updated at Customs posts.

FOCUSING ON THE MOST
PRESSING ISSUES
A review of literature and stakeholder consultations has re-
vealed a number of constraints in the pulses sector which
affect its long-term performance. The issues mentioned
below represent the challenges in the value chain. In order
to ensure the Strategy is efficient and specific, only the
most critical bottlenecks are presented in further detail,
followed by an explanation of how they will be addressed
through the activities of this Strategy.
Supply-side issues for input provisions
Limited use of quality inputs
ƒƒ Land : Ethiopia has a total area of 112 million hectares.
Only 15 % of this is arable and only 1 % is currently
cultivated.17 Pulses are grown throughout Ethiopia,
particularly concentrated in the Amhara and Oromia
regions.18 However, they account for roughly 13 % of
cropped land area and are dispersed and fragmented
across the country. Moreover, contract farming prac-
tices are largely absent so pooling of land resources
is also not practised effectively.
ƒƒ Water : Agriculture in Ethiopia is largely rain-fed and
technologies for irrigation are weak or absent for most
farmers. This is due to the high cost of irrigation and at
times lack of information on irrigation practices. Lack
of drainage systems also causes losses, as it is not
uncommon for full crop losses to occur in areas with
high rainfall.
ƒƒ Seeds : Most pulse seeds in Ethiopia are procured from
local farmers who retain from their produce. This leads
to decreased crop quality due to low genetic poten-
tial. Moreover, farmers have limited knowledge of best
practices to grow better quality seed ; nor do they have
access to improved seed varieties.
ƒƒ Mechanization : Ethiopian agriculture is characterized
by its low level of mechanization. Land on smallhold-
ings is typically prepared with oxen. Ethiopia’s major
agricultural imports include agricultural machinery ;
however, the purchase and use of modern machinery
such as tractors and combine harvesters is typically
limited to large-scale farms. This is because of the high
cost and low availability of modern farming machinery
for smallholders.
ƒƒ Fertilizers and pesticides : Most fertilizers and pesti-
cides, if they are not from natural sources such as ani-
mal and plant residue, are imported from international
17. Netherlands-African Business Council ( 2015 ). Business Opportunity
Report : Oilseeds and Pulses. Available from www.nabc.nl/uploads/content/
files/BOR  % 20Oilseeds  % 20  % 26  % 20Pulses  % 20-  % 20Final(  1   ) .pdf.
18. Ibid.
ETHIOPIA’S PULSES SECTOR 25
providers, making access to these products limited
and expensive. Hence, most smallholders rely on natu-
ral fertilizers and pesticides. This lowers the yield.
The following activities of the PoA focus on these issues :
1.2.1, 1.2.2, 1.2.3
Inadequate extension services
Farmers in Ethiopia have limited skills, especially techni-
cally advanced skills, as they do not have a chance to
build their knowledge through private training or capacity-
building. Their knowledge and application of best agro-
nomic practices is also limited and needs support from
extension services. However, extension services focus on
rain-fed agriculture and technology not specific to agro-
ecologies, with slow adoption of technology.
These constraints are addressed through PoA 1.3.1, 1.3.2.
TOP ISSUES TO BE ADDRESSED
FOR PRODUCTION
Low farm productivity
The main causes of low productivity among smallholders
are : limited pesticide and fertilizer use, the lack of crop
rotation, low-yielding seeds and the lack of mechaniza-
tion. The causes of the low quality of pulse yields are :
absence of quality diagnostics, low seed quality, the ab-
sence of quality incentives, the lack of technical skills,
poor postharvest techniques, unskilled labour and out-
dated machinery, and especially the non-use of GAP or
GMP. Limited aggregation of smallholdings to build scale
for commercial production also limits productivity.
Technology for mechanization to increase value addition
is either out of date or unknown.
Research and development of mechanization technolo-
gies for on-farm production and postharvest process-
ing of pulses is in its infant stage. Limited attention has
been given to upgrading mechanization technologies and
adapting modern methods of production. Existing mecha-
nization technologies for pulse production in Ethiopia are
tie ridges, tillage implements, row planters and broad bed
makers.19 This highlights the need to capitalize on mecha-
nized technologies.
19. EIAR, MoANR and ATA ( 2013 ). Working Strategy for Strengthening
Ethiopia’s Chickpea Value Chain : Vision, Systemic Challenges
and Prioritized Interventions. Addis Ababa. Available from
https ://agriknowledge.org/downloads/2r36tx551.
26 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
Poor sourcing practices.
Very limited availability of improved seeds ( most puls-
es are grown from unimproved cultivars with low genetic
potential ) and substandard procurement practices re-
sult in the production of inferior-quality pulses. Despite
the release of a large number of improved pulse varieties
which are adapted to a wide range of rainfall, soil and
altitude conditions, the use of certified improved seeds
by farmers is very low. A combination of factors explains
low adoption. On the one hand, supply-side constraints
– including extension services – limit smallholders’ knowl-
edge of production practices and the benefits of diversi-
fication. On the other hand, a set of market-led demand
constraints, particularly price instability in 2008, have led
to diminished trust in the pulses sector following declin-
ing market returns.20 Even though seeds are provided by
MoANR, they are not in high demand for export. MoANR
and the Ethiopian Institute of Agricultural Research ( EIAR )
do not supply tailored-made packages or different vari-
eties to producers of a specific type of pulse. Targeted
research programmes to verify improved quality seeds
are essential.
Issues of Aflatoxin and MRL ( Maximum residual limit )
The limited utilisation of GAP causes issues with utilisation
of chemicals for productions. This is particularly crucial
for export to EU. Smallholder famers are using excessive
farm and storage chemicals that has caused high chemi-
cal residue-white pea bean is a typical example. Likewise
the recent ban of red kidney bean by Pakistan is related
to Aflatoxin.
This constraint is addressed through PoA 1.3.2, 1.3.3, 1.3.4
TOP ISSUES TO BE ADDRESSED
FOR ASSEMBLY/PROCESSING
Limited value addition
Limited knowledge of value addition practices and a focus
on the bulk national market.
Significant potential for productivity gains in the pulses
sector clearly exists : however, it is constrained by inad-
equate knowledge about efficient agronomic practices
and postharvest management. This has further resulted
in poor quality and low-yielding pulses. The prime cause
20. Boere, Auke and other ( 2015 ). Investment Opportunities in the
Ethiopian Oilseeds and Pulses Sub-sector : #5 in the series written
for the ‘Ethiopian Netherlands business event’ 5-6 November 2015,
Rijswijk, The Netherlands. Available from www.rvo.nl/sites/default/
files/2015/11/Rapport_Oilseed_Ethiopi %C3 %AB.pdf.
can be attributed to restricted funding for research and
development and negligible attention paid to technolo-
gy development. Moreover, the bulk of pulses are con-
sumed on-farm, with marketed output accounting for only
13–28 % of production, depending on the variety.21 In or-
der to ensure a sustainable increase in farm productivity,
investments in research and knowledge of value addition
practices are required.
This constraint is addressed through PoA 1.2.3, 1.3.3,
1.3.4, 1.3.5.
Postharvest losses and quality degradation
during storage and processing
In Ethiopia, the most common storage method used is
storing produce indoors in industrially produced sacks
made of polypropylene or jute. However, insect and ro-
dent infestations are common threats when pulses are
stored this way. Storage issues mainly stem from the lack
of adequate warehouse space ; poor warehouse man-
agement skills ; improper storage practices that lead to
infestation, moisture and sunlight exposure ; temperature
management ; and inadequate sanitation of premises. The
absence of private extension services to provide tempo-
rary storage solutions ( temporary silos ) worsens the situ-
ation and discourages quality product.
This constraint is addressed through PoA 1.3.6
TOP ISSUES TO BE ADDRESSED
FOR EXPORTS AND MARKET ENTRY
Promotion to attract FDI to the sector is limited
FDI triggers technology spillovers, assists human capital
formation, contributes to international trade integration,
helps to create a more competitive business environment
and enhances enterprise development. In Ethiopia, ex-
change rate volatility, the political situation, a lack of clear
policies and regulatory impediments were identified as
the four main factors that have deterred foreign invest-
ment. The following issues can be addressed : i ) quality
information needed by investors has not been provided
due to insufficient coordination and links with relevant
authorities, and ; ii ) investor service is limited to the initial
21. Yirga, Chilot and other ( 2010 ). Pulses Value Chain Potential
in Ethiopia : Constraints and Opportunities for Enhancing
Exports. International Food Policy Research Institute.
Available from www.researchgate.net/profile/Shahidur_Rashid/
publication/282730151_Pulses_Value_Chain_Potential_in_
Ethiopia_Constraints_and_opportunities_for_enhancing_exports/
links/561a089f08ae044edbafe415/Pulses-Value-Chain-Potential-in-
Ethiopia-Constraints-and-opportunities-for-enhancing-exports.pdf.

stage of the investment and not aftercare, particularly for
certain cumbersome administrative procedures after the
operational phases of value addition projects for pulses
that have been invested in. Limited skills in relevant agen-
cies to identify, approach and engage with potential inves-
tors has exacerbated this scenario. Negligible attempts
to create an attractive investment climate and poor coor-
dination among the investment promotion agencies have
discouraged the flow of foreign investments.
This constraint is addressed through PoA 2.2.6 and 2.2.7.
Limited branding and trade promotion
capacities
The global north perceives Ethiopia to be food insecure,
leading to a lack of confidence from international buy-
ers. This image is further hindered by the inconsistent
quality of pulses coming from Ethiopia. As long as these
negative perceptions persist, they will continue to present
roadblocks to market expansion and investment promo-
tion. Also, the absence of a coherent ‘voice’ for the sec-
tor – due to no marketing and branding strategy for it,
poor market information and limited knowledge of export
markets and their requirements – has damaged the sec-
tor’s reputation.
Moreover, there is no adequaetly organized effort made
by national actors for trade promotion. The Ethiopian
Export Promotion Agency tends to fall short on ade-
quate capacities, and engages in limited and unstruc-
tured participation in trade fairs. Confined exposure to
foreign markets, a shortage of trade intelligence, absence
of in-market support from institutions and insufficient sup-
port from embassies and trade attachés overseas all limit
trade in the sector.
This constraint is addressed through PoA 1.2.2, 1.2.3,
1.2.5, 1.3.1, 2.1.2, 2.1.3, 2.2.5, 2.2.6.
Limited capacities of the Customs authority
According to the World Bank Doing Business report for
2017, it takes 17.2 days to import to and 6.2 days to export
from Ethiopia ( to complete border and documentary com-
pliance ), significantly longer than the six hours to export
from Lesotho and seven hours to import from Botswana,
both from the sub-Saharan region and landlocked coun-
tries like Ethiopia.22
22. World Bank ( 2017 ). Doing Business 2017 : Equal Opportunity
for All – Regional Profile ( 2017 ) Sub-Saharan Africa. Washington,
D.C. Available from www.doingbusiness.org/reports/~/media/WBG/
DoingBusiness/Documents/Profiles/Regional/DB2017/SSA.pdf.
ETHIOPIA’S PULSES SECTOR 27
This is due to the limited infrastructure available to
Customs enforcement, especially the limited use of ICT
for faster Customs processing. Also, Customs officers are
inadequately trained in international standards for com-
modities and many Customs processes are cumbersome
and complex. Furthermore, there are few or no fast-track
systems for reputable importers or exporters.
This constraint is addressed through PoA 2.3.1, 2.3.2,
2.3.3.
TOP ISSUES TO BE ADDRESSED ACROSS
THE VALUE CHAIN
Coordination capacities between institutions
and stakeholders are slowly evolving
There is limited expertise in areas such as policy advo-
cacy, market intelligence gathering and dissemination,
and trade promotion. This implies that the coordination
of effective dialogue between the private sector and oth-
er stakeholders has not been realized yet, which means
capacity-building through training programmes and
knowledge-building workshops for local and national
representatives is vital.
( i )  Struggling with a long supply channel with many
middlemen.
As illustrated in the current value chain diagram, brokers,
primary cooperatives, local retailers, local wholesalers,
regional wholesalers, farmers’ unions and other middle
parties between customers and suppliers face the chal-
lenge of being price-competitive and service-responsive
while still making a profit. With all these pressures to com-
pete and to differentiate one’s product, these parties tend
to charge exorbitant prices and multiply inefficiencies in
the system. This ultimately leads to a lack of transparen-
cy between producers and customers, thereby reducing
the level of trust among both national and international
consumers.
( ii )  Limited information-sharing between stakeholders of
the value chain and minimal use of ICT tools.
Agricultural producers and traders in Ethiopia need an
appropriate space to share and access available infor-
mation regarding technological advancements, competi-
tiveness of the market and the potential of pulse crops.
Information-sharing between national and local represent-
atives is a well-recognized challenge in the Ethiopian puls-
es value chain, due to which information often remains
scattered and locked within different stages of the sup-
ply chain. Gaining full socioeconomic benefits by using
28 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
available information regarding market players, inputs
procurement and prices therefore becomes impossible.
( iii )  Coordination and communication between institu-
tions is slowly evolving.
The existing institutional arrangements, with multiple en-
tities involved, tend to raise the complexity of the overall
value chain of pulses. This leads to a lack of coordina-
tion and effective communication between stakehold-
ers at every stage of the chain. It is possible that poor
knowledge management and outreach practices add to
the difficulty.
( iv )  The ability of networks to share information between
stakeholders is weak.
The major systemic bottleneck identified in the Ethiopian
pulses sector is poor technical know-how accompanied
by irregular knowledge-sharing platforms. According to
ATA and MoANR, farmer-based organizations and farmer-
driven groups act as the prime source of market informa-
tion.23 They serve as hubs for knowledge and centres for
developing best practices. However, their weak capacities
to provide extension support to farmers and information
to other stakeholders creates an information gap in the
pulses market.
This constraint is addressed through PoA 1.1.1, 1.1.2, 1.1.3,
3.1.1, 3.1.2, 3.1.3.
Finance is expensive or difficult to access
Access to financial services either through credit, sav-
ings or other financial instruments is essential to purchase
high-quality inputs. As highlighted by MoANR, Ethiopian
Seed Enterprises and ATA in 2011, the cost of chickpea
seed on a per-hectare basis is up to two or three times
more expensive compared with other crops due to its
high yield rate.24 Smallholders – who constitute 95 % of
total pulse producers – tend to face liquidity crunches
and are not in a favourable position to buy high-quality
inputs. This situation is aggravated by the limited infor-
mation available on credit and access to other financial
resources. This clearly stresses the significance of credit,
which is an important tool to help farmers afford inputs,
including improved seed.
23. ATA and MoANR ( 2014 ). National Strategy for Ethiopia’s
Agricultural Extension System : Vision, Systemic Bottlenecks and Priority
Interventions. Addis Ababa. Available from https ://agriknowledge.org/
downloads/0c483j399.
24. EIAR, MoANR and ATA ( 2013 ). Working Strategy for Strengthening
Ethiopia’s Chickpea Value Chain : Vision, Systemic Challenges
and Prioritized Interventions. Addis Ababa. Available from
https ://agriknowledge.org/downloads/2r36tx551.
( i )  Weak skills on loan and risk analysis at banks, includ-
ing limited legal framework for providing finance
With regard to the capabilities of the financial sector in
Ethiopia, risk management stands out as a key issue. The
Association of Ethiopian Microfinance Institutions stated
in 2010 that commercial banks in Ethiopia lack the skills
to properly assess borowers, including the microfinance
institutions that in turn primarily serve the pulses sector.25
Also, the results from the National Bank of Ethiopia’s
Risk Management Survey Report ( 2009 ) mentioned that
in 87 % of Ethiopian banks, a significant share of board
members did not have risk management training ; and in
60 % of banks, the board of directors is not provided with
relevant and up-to-date economic, business and market
data for informed decision-making.26 This shapes in lim-
ited legal frameworks in place and adds to the weak or-
ganizational capacities of the financial institutions.
( ii )  Limitations on the amount of credit available.
According to the World Bank Doing Business report
( 2018 ), Ethiopia ranks 173 out of 190 countries for ease
of getting credit.27 The data also suggest that no entity
can borrow more than US $ 22 million. Another World Bank
indicator, the ‘Depth of Credit Information Index’, meas-
ures rules and practices affecting the coverage, scope
and accessibility of credit information available through
either a public credit registry or a private credit bureau,
and has been identified as an effective way to estimate the
credibility of the information. On a scale of 0–8, Ethiopia’s
depth of credit index is zero, which emphasizes the need
to revise the financial and legal frameworks of the bank-
ing industry.28
This constraint is addressed through PoA 3.2.1, 3.2.2,
3.2.3, 3.2.4.
Expensive and unreliable transportation
network
Ethiopia is a landlocked country dependent on Djibouti
for its port facilities. The port handling fees in Djibouti are
high and connectivity to there is expensive due to poor
road and rail infrastructure, particularly in rural areas. Lack
of competition in the trucking industry and an insufficient
number of trucks also increase the cost of transporta-
tion. These issues effect the logistics of pulses as well.
25. Association of Ethiopian Micro-Finance Institutions ( 2010 ).
Agricultural finance potential in Ethiopia : Constraints and Opportunities
for Enhancing the System. Available from https ://agriknowledge.org/
downloads/5m60qr91n.
26. Ibid.
27. World Bank ( 2017 ). Doing Business – Measuring Business
Regulations : Data – Ethiopia. Available from www.doingbusiness.org/
data/exploreeconomies/ethiopia#getting-credit. Accessed 21 May 2018.
28. Ibid.

The recently inaugurated Addis Ababa – Djibouti – Port
of Doraleh railway line has made connectivity accessible
and cheaper, but transporting produce from the rural ar-
eas of Ethiopia it is still a challenge.
This constraint is addressed through PoA 1.2.2, 1.2.3.
Inadequate contract enforcement mechanisms
In Ethiopia, there is not much regard for contract farming
as there is no legal framework to support it. It is not unu-
sual for exporters to default on international buyers and
vice versa. The major issues are the lack of arbitration
mechanisms ; conflicts between exporters and importers
for price and quality defaults ; inadequately developed
futures contracts ; and an inadequately developed legal
framework for contract farming.
( i )  Lack of arbitration mechanisms.
The absence of dedicated grievance and redressal mech-
anisms results in serious disputes among stakeholders
and parties involved in the supply chain. Due to its loose
contract enforcement guidelines, Ethiopia experiences a
variety of conflicts, which in other countries are often ad-
dressed by an alternate dispute resolution mechanism,
but this does not exist in Ethiopia. This means that litiga-
tion is the only option for dispute resolution, and court
case tend to take a long time to resolve. Repeated ad-
journments and the resultant delays in resolution of cases
are associated problems observed in African judiciaries.
In Ethiopia, courts are overburdened by cases and it is
commonplace for cases to take many months and even
years to be finally settled.29
( ii )  Conflicts between exporters and importers for price
and quality defaults are inadequately addressed.
The communication gap between exporters and import-
ers regarding quality standards for price, and lack of
transparency in enforcement mechanisms lead to seri-
ous clashes between trading partners. The diverseness
of regional trade agreements tends to create confusion
about different aspects of trade such as quality checks,
payment terms and conditions, supply guidelines and in-
tellectual property rights. This can be accredited to a lack
of universal certification and a quality standard system.
29. Aemero, Yoseph ( 2012 ). Process, Challenges and Prospect of
Civil Litigations, in Ethiopian Business Law Series, The Resolution of
Commercial/Business Disputes in Ethiopia : Towards Alternatives to
Adjudication? ( in Amharic ), Yazachew Belew, ed., vol. 5, December,
pp. 15–18. See also : Bereket Alemayehu Hagos, Mehrteab Leul and
associates ( 2016 ). Is ADR a knell for litigation in Africa or a partner, and
how far has it gone so far? International Bar Association. Available from
www.ibanet.org/Article/Detail.aspx?ArticleUid=1ff86bf3-f39c-48ec-
be48-e144ab6aa7b0#_edn7.
ETHIOPIA’S PULSES SECTOR 29
Photo: (CC BY-SA 2.0) Alina, Seed producer Bedilu Mamo
from Tulu Rae central Ethiopia
( iii ) Inadequately designed or developed futures contracts.
Poorly drafted and designed contracts are often the prime
source of claims. If they contain contradictions or am-
biguities, it is natural for each party to interpret the in-
consistencies to their advantage, thus giving grounds for
contention and dispute. This again highlights the lack of
technical capacities of lenders and financial institutions
to ensure that contracts are clear, concise and address
every feature of the trade involved. In Ethiopia, there is no
modern collateral registry in which registrations, amend-
ments, cancellations and searches can be performed
online by any interested third party.30
( iv )  The legal framework for contract farming is limited.
Contract farming arrangements are important in linking
commercial and development objectives. The inclusion
of small-scale farmers in market-oriented value chains is
expected to both augment production volumes and boost
farmer income. This double impact is exactly why govern-
ments and development organizations have supported
contract farming arrangements in Ethiopia. Contract farm-
ing moves away from spot market transactions, where
producers and buyers agree on price at the time of sell-
ing. However, detractors of contract farming stress the
vulnerability and powerlessness of smallholders in the
contract relationship. In many contract farming schemes,
there is disparity in price information between the farmers
and the firm. Also, because of the high prices of inputs,
smallholders may be locked into the arrangement due to
the debts they accumulate.31 Critics view contract farm-
30. World Bank ( 2017 ). Doing Business – Measuring Business
Regulations : Data – Ethiopia. Available from www.doingbusiness.org/
data/exploreeconomies/ethiopia#getting-credit. Accessed 21 May
2018.
31. Holtland, G., ed. ( 2017 ). Contract Farming in Ethiopia : Concept
and Practice. Arnhem, The Netherlands : AgriProFocus. Available
from https ://images.agri-profocus.nl/upload/Contract_Farming_in_
Ethiopia_-_Concept_and_Practice1495022084.pdf.
30 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
ing as supporting the penetration of cash crops at the
expense of food security. As there is no unified school
of thought, the legal framework for contract farming is
extremely limited.
This constraint is addressed through PoA 2.1.1, 2.1.2, 2.2.2,
2.2.3.
TOP ISSUE TO BE ADDRESSED ACROSS
THE INPUTS, PRODUCTION AND ASSEMBLY/
PROCESSING ASPECTS OF THE VALUE CHAIN
Infrastructure for quality management
is insufficient
ENAO lacks international accreditation, which is a major
challenge for global trade.
An absence of the recognition of and affiliation to inter-
national statistical standards and classifications poses a
challenge for global trade and discourages participation
in the international market. Without such accreditation,
consultations on common grounds such as quality, pay-
ment gateways and other trade variables cannot be fa-
cilitated. International standards and certification systems
tend to provide a common framework for collecting and
organizing information about trade indicators and statisti-
cal variables. Their use, either directly or through national
adaptations, facilitates the exchange and comparability of
statistics and other information between countries.
The laboratories to perform quality tests are also limited
by infrastructure and capacities.
There are only 15 quality testing laboratories in Ethiopia
which have officially received accreditation from ENAO.32
They exhibit poor implementation capacities, low levels
of knowledge and limited infrastructure. Assessor train-
ings are also quite infrequent. Hence, inability to credibly
signal high quality may be a hindrance to farmers’/firms
performance and exporting in other countries. The World
Bank is trying to investigate whether improving the nation-
al quality infrastructure system in Ethiopia can promote
quality upgrading, firm growth and exporting.33
32. ENAO ( 2018 ). Directory of accredited facilities. Available from www.
enao-eth.org/facilities.php?type=Testing+Laboratories.
33. World Bank Group ( 2017 ). Ethiopia National Quality Infrastructure
Development in Ethiopia Concept Note. Available from http ://pubdocs.
worldbank.org/en/156261510247742377/Ethiopia-National-Quality-
Infrastructure.pdf ; quality infrastructure is defined as an institutional
framework that establishes and implements a number of interlinked
activities among standardization, accreditation, metrology, and
conformity assessment ( testing, inspection, and certification ).
Limited or no third-party conformity assessment bodies
are available locally to certify quality.
Seed quality control/assurance, which is vital along the
entire value chain, is almost neglected by most stakehold-
ers in the sector. The Ethiopian seed system has been
evolving in an attempt to seeds of the required quality
are available at an affordable price. However, due to the
lack of both financial and technical resources in Ethiopia,
there is no concept of a third-party certification process
where a third party provides its consultancy services to
commercial farmers and smallholders to verify that pro-
duce has met certain quality standards. This also reflects
the information gap both on behalf of the producers and
the Government.
This constraint is addressed through PoA 1.2.4, 1.2.5,
1.3.4, 1.3.5, 1.3.6, 2.4.1, 2.4.2, 2.4.3.
TOP ISSUE TO BE ADDRESSED ACROSS
THE ASSEMBLY/PROCESSING AND MARKET
ENTRY ASPECTS OF THE VALUE CHAIN
Inadequate access to and expensive
trade intelligence
Ethiopia enjoys preferential market access to the United
States under the African Growth and Opportunity Act, to
the European Union under the Everything But Arms initia-
tive, and to the Common Market for Eastern and Southern
Africa by virtue of its membership. As a result, many puls-
es can enter some of the most important regional and
international markets duty free. Even so, stakeholders
have thus far been unable to fully benefit from these mar-
ket access opportunities. The key constraints on export
expansion are :
ƒƒ Limited understanding of the opportunities offered by
these markets and the requirements of entry ;
ƒƒ A multilayer value chain dominated by middlemen ( who
do not serve as information conduits and simply put
space between producers and final markets ) ;
ƒƒ Finite information and advisory services ;
ƒƒ The high cost of data from the private sector ;
ƒƒ Infrequent availability of relevant public services ;
ƒƒ Scarce extension services ; and
ƒƒ Limited skills at small and medium-sized enterprises
( SMEs ), associations and institutions to analyse and
use trade intelligence.
This constraint is addressed through PoA 1.2.3, 1.2.5,
2.3.1, 2.3.2, 2.3.3, 3.1.1, 3.1.2 3.1.3.
 ON THE PATH TO SUCCESS 31

Photo: (CC BY-SA 2.0) Swathi Sridharan, Chickpea seller in Addis Ababa, Ethiopia.

ON THE PATH TO SUCCESS

The previous section of this document highlights the cur-

rent value chain of the pulses sector and its operators. It
also reviews the overall positioning of Ethiopian pulses in
the global industry and reviews its current performance.
The following section discusses the strategic develop-
ment and positioning of the sector in order to promote de-
velopment and increase the competitiveness of Ethiopian
pulses. It tends to answer two major questions – ‘where
do we want to go?’ and ‘how do we get there?’.
THE VISION
The pulses sector has significant potential to make so-
cioeconomic contributions to Ethiopia through export-led
growth. To realize this potential, competitive constraints
and structural deficiencies will have to be addressed and
identified opportunities will be leveraged in this Strategy.
The following is a delineation of the Strategy’s proposed
vision and strategic approach.

Through the definition of the sector vision and specific All stakeholders of the pulses sector value chain in
strategic objectives, the roadmap and future value chain Ethiopia agreed on the following vision statement.
set the goals to be achieved over the next five years. The
future value chain has been described in detail and dis-
cusses the major focus areas and priorities for structural
improvements to sector operations, defines market op-
portunities and identifies target areas for development.

‘
Be a globally competitive exporter of high-quality pulses
through adoption of innovative technologies that support

’
Ethiopian development and increase smallholders’ income. 
32 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

THE STRATEGIC
OBJECTIVES
The PoA responds to this vision by addressing the sec-
tor’s constraints and by leveraging opportunities in a com-
prehensive manner. To this end, specific efforts will be
made along the following strategic directions.

THE FUTURE VALUE CHAIN

OF THE SECTOR
Unlocking the potential of Ethiopia’s pulses sector will
require transformations throughout the value chain. The
targeted efforts detailed in the PoA of the Strategy will
address the constraints identified earlier. The future value
chain will be characterized by improved input production,
better overall coordination and governance, enhanced
forward planning, and increased product and market
development.

Photo: CIAT (CC BY-SA 2.0)

Figure 20 : Strategic objectives for the Ethiopian pulses sector

Strategic objective 1: Improve sector

productivity and quality through
enhanced public and private support in
research, input distribution, production,
processing and export.
• Increase in quantity and improvement in quality of pulses
produced in Ethiopia.
• Successfully implement Good Agricultural Practices
(GAP) and Good Management Practices (GMP).

Strategic objective 2: Improve export • Strengthen capacities to improve competitiveness,

competitiveness by strengthening leading to improved exports.
backward production and planning • Make quality information freely accessible along
by responding to market opportunities. the value chain.

Strategic objective 3: Strengthen • Ensure stakeholders are strengthened in order

the capacity of sector stakeholders to improve value addition.
to improve value addition. • Facilitate access to finance.
THE FUTURE VALUE CHAIN
Figure 21 : The future value chain of the pulses sector
ON THE PATH TO SUCCESS
33
 34
THE FUTURE VALUE CHAIN ROADMAP

Inputs Production Assembly/processing Market entry

Establish a ‘National Public and Private Sector Pulses Industry Ethiopian Pulses Network’ that acts as a focal point for the sector. The main function of the network will be to represent the interests of the sector and to
coordinate the efforts of all stakeholders in the value chain. The network should comprise representatives from both the public sector and the private sector, led by the latter.

Design and introduce a cell phone-based knowledge platform to disseminate real time and up-to-date information relevant to stakeholders, including a visual directory of pulses.

Strengthen coordination between the research system and concerned stakeholders (seed producers, seed users, seed inspectors, input suppliers, processors and Foster cooperation between the Ethiopian
exporters) to enable the availability of required seeds through organization of twice-yearly meetings (link to sector coordination). Pulses Network and overseas pulse
organizations to learn best practices and
develop partnerships.
Promote improved technologies (varieties, agronomic practices, machineries, inputs) and responsible use of Encourage investors to engage in processing
pesticides and fertilizers by developing model demonstration stations for farmer training. and other value addition activities with joint
venture initiatives. Discuss with the Ethiopian Commodity
Exchange (ECX) the possibility of
Take stock of existing registered varieties that have increasing the number of pulse
Develop a manual with guidelines on fertilizer and pesticide use in pulse production and postharvest handling. commodities to be traded on its platform.
not been commercialized, introduce them and, if
required, import new and improved varieties of
pulses for production as per market requirements. Encourage farmers, farmers’ organizations and assemblers to use contract farming and similar contractual arrangements to avoid market defaults and to streamline
the number of intermediaries in the pulses sector.

Strengthen farmers’ associations and agro-dealers
to play a role in distributing seeds, pesticides,
fertilizers and other key inputs required for pulses
production.
Identify and map regions with crops with the
highest potential for crop rotation, soil
characteristics and the type and quantity of
fertilizers and the maximum amount of pesticides
Improve the capacities of existing soil testing
laboratories and set up laboratories at the
regional level.
Develop the capacities of diplomatic
missions, especially trade attachés, to
promote Ethiopian pulses abroad by
introducing training sessions about the
ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

for sustainable development of the sector. Also sector for trade attachés before they are
introduce appropriate integrated pest management deputed to foreign missions. Also,
recommendations for different agro-ecologies. encourage trade attachés to attend trade
fairs in their host countries and share
relevant information with the industry
through the Ethiopian Pulses, Oilseeds and
Encourage the private sector to engage in agri-business services such as rental of pre-harvest and postharvest equipment, distribution, storage management, testing Spices Processors-Exporters Association
services, etc. Investment from overseas should be encouraged for such service provision. (EPOSPEA).

Review the ban on raw pulse exports by foreign traders. Improve the FDI capacity of the sector by:
A. Developing an investment profile for
Ethiopia’s pulses sector along with
Establish a funding and credit guarantee plan for producers, processors and exporters involving commercial information to share through trade attachés
banks, microfinance institutions and donors. The guarantee would be provided against a combination of overseas and promoting FDI by organizing
factors, including the ‘expected’ return on capital. business-to-business missions.
B. Encouraging investment from overseas
to provide agri-mechanization services.

Establish a traceability and certification system for pulse products. This will enable organic farming and exports.
Legend:
Market perspective
Develop a ‘national business code of conduct for pulse exporters’ that will help reduce the impact of
Value options
defaulting local exporters, increase use of confirmed Letters of Credit with risky markets, and
Institutional adjustments
increase compliance with market requirements, trade agreements and regulations of the important
Regulatory amendments
importing countries.
Investment requirements
 OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY
OPPORTUNITIES FOR THE
ETHIOPIAN PULSES INDUSTRY
The future value chain of the pulses sector is driven by its
market development objectives, which effectively drive
value chain enhancement and highlight focus areas for
investment. There is great potential for pulses sector
growth, expansion of existing products, development of
new products and timely entry into new markets.
MARKET PERSPECTIVE
Based on global trends in the growing pulses sector, it is
suggested that Ethiopia set the following priorities, with
short-, medium- and long-term goals. Short-term is de-
fined as immediately to one year, medium-term is one to
three years and long-term is beyond three years.
SHORT-TERM GOALS
CONTINUE CONCENTRATING ON SOUTH
ASIA FOR TRADE AND INVESTMENTS
South Asia is the largest producer and consumer of puls-
es in the world. Among the six countries ( India, Pakistan,
Canada, Myanmar, Australia and the United States ) that
dominate global production, there are only two net im-
porters : India and Pakistan. India is both the largest pro-
ducer and importer, accounting for 26 % of the global
import market. Pakistan is the second-largest produc-
er and seventh-largest importer, accounting for 3.5 % of
the global import market. With high consumer demand
and expertise in the production and marketing of pulses,
India and Pakistan are the two most likely sources of FDI
in the pulses sector. As such, South Asian investors are
under competitive pressure to cut out middlemen and
directly source their inputs. These investors present very
immediate opportunities for investment generation in the
pulses sector and could be targeted for investment pro-
motion, backed by sector-strengthening public policies to
increase Ethiopia’s competitiveness with alternatives like
the United Republic of Tanzania and Myanmar.
35
PROMOTE COOPERATION WITH OVERSEAS
PULSE ORGANIZATIONS TO LEARN BEST
PRACTICES AND DEVELOP PARTNERSHIPS
Foster cooperation with overseas pulse organizations
( India Pulses and Grain Association, Saskatchewan Pulse
Growers, the East African Grain Council, etc. ) to learn best
practices and develop partnerships. Inter-agency coop-
eration will also help identify the challenges and weak-
nesses of the pulses sector ; and allow stakeholders to
propose concrete strategies to overcome the demand
and supply mismatch and put forward specific interven-
tions for existing, pipeline and potential programming in
Ethiopia. This will result in developing monitoring and
evaluation frameworks for the pulses sector to assess
the performance of the interventions.
INTRODUCE A ‘NATIONAL BUSINESS CODE
OF CONDUCT’ FOR PULSE EXPORTERS
Develop a ‘national business code of conduct’ for pulse
exporters that will help reduce the impact of defaulting lo-
cal exporters, increase use of confirmed Letters of Credit
with risky markets, and increase compliance with market
requirements, trade agreements and regulations of impor-
tant importing countries. The code of conduct will be built
on extensive research from various studies and consulta-
tions. This will serve as the fundamental mandate for trade
partners and facilitate smoother operational workflow.
MEDIUM-TERM GOALS
MOVE TOWARDS VALUE ADDED PRODUCTS
The move towards gluten-free diets is promoting the
use of pulses. The last few years have seen important
changes in dietary patterns that affect pulses. For exam-
ple, greater awareness of coeliac disease and gluten sen-
sitivity has increased demand for gluten-free products.34
34. Gluten is comprised of proteins ( e.g. gliadin, glutenin )
predominantly found in cereal grains such as wheat, rye and barley.
36 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

A variety of gluten-free grains, flours and starches can be
substituted for wheat, rye and barley in product formula-
tions. However, replacing grains with gluten-free alterna-
tives in food products is not easy. Pulses – such as yellow
peas, lentils and chickpeas – are already gaining recog-
nition as the ‘new and improved’ heart of healthy foods.
The high-quality protein in pea, lentil and chickpea flour
makes for a perfect amino acid offering when blended
with other gluten-free grains such as rice flour. What is
more, these pulses deliver quantity as well as quality. Dry
pea, lentil and chickpea flours contain 22–25 % protein,
are high in lysine and are listed as both a vegetable and
protein. This is pushing the demand for pulses from non-
traditional consuming countries.
Pulses are increasingly being used for products like noo-
dles, pasta, chips and as ingredients in other processed
foods as an alternative to animal protein. The rise of the
middle class in non-traditional markets like Africa and
Asia, followed by the rise in supermarket culture, has led
to increased demand for processed foods. The types of
pulses that are increasingly being used by the processing
industry overseas are chickpeas and dry peas. These are
precisely the varieties that are grown in Ethiopia. Keeping
this in mind, it may be plausible to consider value addi-
tion of pulse products to address the growing demand for
gluten-free products.
INCENTIVIZE INVESTMENTS
Improve the FDI capacity of the sector by incentivizing
new investors and retain existing ones by developing an
investment profile for Ethiopia’s pulses sector along with
promotional materials to share through trade attachés
overseas, and organizing business-to-business missions
and online publications. This will facilitate mutual bilateral
and multilateral trade relations and promote investment.
Efficient investment servicing at home – such as licensing
and aftercare services targeting both home and foreign
investors – will attract investments in the pulses sector.
Aftercare services involving investment support and fol-
low-up services at the request of investors will aid in gar-
nering a positive response.
LONG-TERM GOALS
ESTABLISH A TRACEABILITY AND
CERTIFICATION SYSTEM FOR PULSE
PRODUCTS. THIS WILL ENABLE ORGANIC
FARMING.
In the long run, it is important to support implementa-
tion of traceability and compliance with fair trade and
organic standards because organic pulses are anoth-
er strongly expanding segment, especially in the South
Asian, European, Middle Eastern and Asia–Pacific mar-
kets, where there is a growing consumer preference for
certified organic and fair trade pulses.
With Ethiopia’s natural endowments such as soil and cli-
matic conditions and an available infrastructure for the
growth and production of pulses, the country is well-po-
sitioned to benefit from these rapidly changing global
trends and to cater to these demands. Although process-
ing is an option in the short-to-medium term given the
low costs to process pulses in Ethiopia, processing for
products like pasta and chips may take more time. Box 3
illustrates the product and market opportunities available
to the sector.

Box 3 : Ethiopia’s product and market opportunities

Existing pulses New pulses

Existing Deepen the market Product development
markets Haricot beans, pea beans, horse • Processed pulses to regional markets, the
beans, chickpeas and lentils – Gulf United States and the United Kingdom.
states ( Saudi Arabia, Yemen, Israel ), • Processed pulse flours to the United Arab
European Union, Asian countries Emirates and the European Union.
( mainly Pakistan ) and neighbouring
African countries.
New Market development Diversification
markets Mung beans and lentils to India. • Pigeon peas to India.
• New varieties of chickpeas to India,
Pakistan and the United Arab Emirates.
 OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY
VALUE OPTIONS
INTRODUCE A CELL PHONE-BASED
KNOWLEDGE PLATFORM
Design and introduce a cell phone-based knowledge
platform to disseminate real-time and up-to-date infor-
mation relevant to pulses value chain stakeholders, in-
cluding a visual directory of pulses. This platform will help
harness the vast potential of ICT in the pulses sector, in
particular to help smallholders, who can gain access to
technical information and expand their knowledge base
with respect to production techniques and value addition
practices. Additionally, improve capacities of existing soil
testing laboratories and set up laboratories at the regional
level by sharing information sources on the cell phone-
based knowledge platform.
ESTABLISH MODEL DEMONSTRATION
STATIONS TO EDUCATE FARMERS
Promote improved technologies ( varieties, agronomic
practices, machineries, inputs ) and responsible use of
pesticides and fertilizers by developing model demon-
stration stations to educate farmers. This will enhance
capacities for learning and innovation at different levels
– individual, organizational and systems – which will allow
smallholders and small institutions to realize their exist-
ing potential, helping them adapt and respond to dynam-
ic challenges and opportunities to develop the pulses
industry.
The primary goal of this exercise will be to train local farm-
ers, governmental extension workers and model farmers
to produce fertilizer from local resources to restore soil fer-
tility and improve the nutrient supply to and of their crops.
The training will illustrate how to make use of available
technologies to upgrade the quality of their produce. This
will also open the door for more discussions and allow
trainers to gather more information about the real chal-
lenges faced by smallholders. A secondary objective is
to gain general information about other agronomic ( soil,
water, climate and plant ) and socioeconomic factors that
limit pulse production.
TAKE STOCK OF EXISTING VARIETIES
AND IMPORT NEW IMPROVED VARIETIES
Take stock of existing registered varieties that have not
been commercialized, introduce them and, if required, im-
port new and improved varieties of pulses for production
as per market requirements. Diversification and promo-
tion of different varieties of pulses will improve the quality
37
of the beans, providing farmers with a comparative ad-
vantage. Furthermore, this will expose smallholders to
numerous channels of trade and place them in a better
bargaining position.
MAP REGIONS WITH CROPS FOR IMPROVED
YIELD
Identify and map : regions with crops with the highest po-
tential for crop rotation ; soil characteristics ; the type and
quantity of fertilizers ; and the maximum amount of pes-
ticides for sustainable development of the sector. Also
introduce appropriate integrated pest management rec-
ommendations for different agro-ecologies. Carry out a
detailed study of the distribution of pulse-growing areas
in Ethiopia to identify the major needs of each region.
Supply them with adequate resources and develop best
practices to ensure the productivity of the land meets its
potential.
DEVELOP A FERTILIZER AND PESTICIDE
USAGE MANUAL
Develop a manual with guidelines on fertilizer and pesti-
cide use in pulse production, postharvest handling and
quality assurance for effective service delivery. This will
serve as the fundamental guiding principle for farmers.
These technical advisory guidelines will be tailored for
different social categories of farmers, including small-
holders, using specific technical domains and innovative
solutions to maximize the use of fertilizers.
INTRODUCE FUNDING AND CREDIT
GUARANTEE PLANS IN EXISTING
INSTITUTIONS
Establish a funding and credit guarantee plan involving
commercial banks, microfinance institutions and donors
that would be provided against a combination of factors
including the ‘expected’ return on capital. This does not
mean establishing new institutions, but rather existing in-
stitutions creating products that can lead to a reduction
in the information gap between borrowers and lenders.
38 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

INSTITUTIONAL
ADJUSTMENTS
The development of the pulses sector depends signifi-
cantly on the functions and roles of trade and investment
support institutions and overall inter-institutional coordi-
nation. These institutions are divided into four main cat-
egories : policy support, trade support, business support,
and academia and civil society. They are the drivers for
future pulses sector growth but capacity and resource
issues must be addressed to ensure their effective sup-
port for the sector.

Photo: Image by kamilla02 from Pixabay.

Box 4 : Support institutions in Ethiopia for the pulses sector

Policy support • MoANR

• Bureau of Agriculture ( BoA )
• ATA
• Ministry of Trade ( MoT )
• Ministry of Finance and Economic Cooperation ( MoFEC )
• Ministry of Women and Children Affairs
• Ministry of Environment, Forest and Climate Change

Trade support • ECX

• Ethiopian Revenue and Customs Authority
Business support • Federal Cooperative Agency ( FCA )
• Ethiopian Seed Enterprise
• Ethiopian Investment Commission ( EIC )
• Development Bank of Ethiopia
• ENAO
• EPOSPEA
• Ethiopian Chamber of Commerce and Sectoral Associations ( ECCSA )
Academia, • EIAR
research and civil • Regional Agricultural Research Institutes ( R ARIs )
society • State universities
• Federal Technical and Vocational Education and Training ( T VET ) Agency
• Melinda and Bill Gates Foundation ( Tropical Legumes III project on
chickpeas )
• International Crops Research Institute for the Semi-Arid Tropics ( for
pigeon peas )
 OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY
ESTABLISH A ‘NATIONAL PULSES NETWORK’
Establish a public and private sector ‘national pulses net-
work’ to act as the focal point for the sector. The main
function of the network will be to represent the interests
of the sector and to coordinate the efforts of all the stake-
holders in the value chain. The network should monitor
and document the outcomes of certification and oth-
er mechanisms introduced by national stakeholders to
gauge the effects of such interventions on production
quantity and the quality of the yield.
STRENGTHEN COORDINATION BETWEEN
RESEARCH SYSTEMS AND STAKEHOLDERS
FOR THE INTRODUCTION OF NEW
TECHNOLOGIES
Strengthen coordination among the research system
and concerned stakeholders by organizing a twice-year-
ly meeting ( input suppliers and processors ) to ensure the
availability of required seeds and other input materials.
STRENGTHEN FARMERS’ ASSOCIATIONS
AND AGRO-DEALERS TO EXPAND
DISTRIBUTION NETWORKS
Strengthening farmers’ associations and agro-dealers
to play a role in distributing seeds, pesticides, fertilizers
and other key inputs required for pulses production. To
materialize this goal, both awareness-raising on the im-
portance of groups and capacity-building training to plug
critical knowledge gaps on topics such as group forma-
tion, group dynamics, business plan development, partic-
ipatory approaches, leadership and conflict management
are essential.
Existing groups need to be strengthened by building
the capacity of group leaders and members, continu-
ous follow-up and technical support, and linking groups
to research and extension services. If the capacity of
groups is strengthened, it will have an impact on the live-
lihood of individual members and their families through
them being able to access better extension services and
technologies, and harnessing joint learning. Moreover,
creating sustainable and financially viable farmer-based
groups can build the decision-making capacity of farm-
ers and spread information more widely through en-
hanced participation, peer-to-peer learning and social
networking.
39
INCREASE THE EFFICIENCY OF THE VALUE
CHAIN THROUGH CONTRACT FARMING
Increasing integration between value chain actors via
contract farming helps with quality control and produc-
tion traceability. It also assures a seamless, real-time
flow of information, technology, knowledge and experi-
ence across the value chain. Contract farming practices
in Ethiopia at present are not adequately evolved and
have no appropriate legal framework. Small and marginal
farmers can be brought into the fold to increase both the
production base and quality assurance. The authorities
may want to introduce a mechanism to assure fair deals
for all stakeholders.
DISCUSS WITH ECX THE POSSIBILITY
OF INCREASING THE NUMBER OF PULSE
COMMODITIES TO BE TRADED ON ITS
PLATFORM.
ECX potentially includes pulses under its trading umbrella.
If it takes on more pulses ( besides haricot beans ), this
will multiply opportunities for Ethiopia to represent itself
in the international export market and increase the sales
revenue of the Government.
IMPROVE THE CAPACITIES OF EXISTING
SOIL TESTING LABORATORIES AND SET UP
LABORATORIES AT THE REGIONAL LEVEL.
Strengthening the technical know-how and skills of the
authorities and providing information on the latest equip-
ment can facilitate the process of quality checks, ensur-
ing the final produce is of the desired quality and meets
international standards.
DEVELOP THE CAPACITIES OF DIPLOMATIC
MISSIONS TO PROMOTE ETHIOPIAN PULSES
The capacities and knowledge base of diplomatic mis-
sions, especially trade attachés, to promote Ethiopian
pulses abroad will be enhanced by introducing training
sessions on the pulses sector for trade attachés before
they are deputed to foreign missions. Also, trade atta-
chés will be encouraged to attend trade fairs in their host
countries and share relevant information with the industry
through EPOSPEA.
40 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
Photo: Image by Rudy and Peter Skitterians from Pixabay.
REGULATORY
AMENDMENTS
Ethiopia presents several obstacles to investors which
competing locations do not, and which seriously threaten
to neutralize its advantages. These include a ban on raw
pulse exports by foreign traders, high-profile and contro-
versial failures of large-scale pulse farming projects by
Indian investors, and the difficulty experienced by South
Asian buyers in obtaining the short-term visas needed to
inspect pulse shipments prior to purchase and shipment.
The Ethiopian ban on raw pulse exports by foreign trad-
ers is a major impediment to the sector’s attraction of FDI
and its market-organizing, efficiency-promoting benefits,
such as contract farming arrangements and connectivity
to export markets. An investor might choose to enter the
market further downstream but a company venturing into
unfamiliar territory for the first time is unlikely to risk skip-
ping the earlier steps in that evolutionary path in favour of
more sophisticated, more capital-intensive steps, espe-
cially where competitors have not already demonstrated
the possibility of success. This added risk and the higher
level of industrialization in a competitor such as Kenya
makes Ethiopia relatively uncompetitive in attracting FDI
in pulse processing.
The activities of a company successfully investing in a
foreign country tend to follow a typical evolutionary path,
depending on the product and sector. For a commodity
such as pulses, one might expect to see foreign investors
first establishing buying offices to procure and export of
raw supply, then investing in basic processing, then in
increasingly diverse product lines and value added pro-
cessing. This allows investors to secure supply of inputs,
learn the particularities of doing business in a new loca-
tion and establish marketing channels before committing
larger amounts of capital.
FDI would both follow these improvements and play a role
in achieving them. For example, a few early successes
Photo: by PublicDomainPictures from Pixabay.
in attracting contract farmers or foreign development of
seeds would make it easier for other investors to follow.
In this way, FDI is both a means and an objective of sec-
tor development.
INVESTMENT
REQUIREMENTS
The following investments in the value chain are seen as
key to achieving a positive outcome for the pulses sector.
ENCOURAGE INVESTORS TO ENGAGE IN
PROCESSING AND OTHER VALUE ADDITION
ACTIVITIES WITH JOINT VENTURE INITIATIVES
Encourage domestic and foreign investors to invest in
quality control services and storage facilities so as to meet
the quality standards established by the Government.
PRIVATE SECTOR TO ENGAGE IN
AGRIBUSINESS SERVICES
Encourage the private sector to engage in agribusiness
services such as rental of pre-harvest and postharvest
equipment, distribution, storage management, testing
services, etc. Investment from overseas should be en-
couraged for such service provision
Table 5 presents the value chain segments where FDI is
both needed and viable, along with leading sources of
such FDI and competing locations in the region where
investors are active. Where a company is already present
in Ethiopia, it may not yet be active in the product lines
of most benefit to the pulses sector ( e.g. seed pulses,
pulse-specific herbicides, pulse cultivation machinery,
pulse processing technology ).
 OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY 41

Table 5 : Value chain segments needing FDI and likely sources

Value chain segments where FDI is Leading companies with Source Eastern and Southern African countries with an
needed and viable foreign affiliates in Eastern country existing affiliate
and Southern Africa
Seeds, fertilizers, and pesticides –sales, BASF Germany South Africa
distribution, manufacturing, and research
and development Bayer Crop Science Germany Mozambique, South Africa, Sudan, Zambia, Zimbabwe
Dow Agrosciences United States South Africa
Dupont ( Pioneer ) United States Ethiopia, Kenya, South Africa, United Republic of
Tanzania, Zambia, Zimbabwe
KWS ( seeds ) Germany Kenya, South Africa, Sudan
Monsanto United States Kenya, Malawi, South Africa, Zimbabwe
Syngenta Switzerland Ethiopia, Kenya, Mozambique, South Africa, Sudan,
United Republic of Tanzania, Zambia, Zimbabwe
Farm machinery and equipment –sales, AGCO United States None
distribution, manufacturing, operation,
maintenance and repair CLAAS Germany None
CNH Netherlands South Africa
John Deere United States South Africa
Kubota Japan Kenya, Madagascar, Mozambique, South Africa, United
Republic of Tanzania, Uganda
SAME Deutz-Fahr Italy None
Animal feed – manufacturing and research Brasil Foods Brazil None
and development
Cargill United States Kenya, Mozambique, South Africa, Zambia, Zimbabwe
Charoen Pokphand Thailand None
New Hope Group China None
Tyson Foods United States None
Vertically integrated trading, including Archer Daniels Midland United States None
warehousing, transportation, and risk
management ( as well as agricultural Bunge United States Kenya, South Africa
consulting and manufacturing of biofuels and Cargill United States Kenya, Mozambique, South Africa, Zambia, Zimbabwe
animal feed in some cases )
Louis Dreyfus Commodities Netherlands Kenya, South Africa
Interested in procurement, trading and Mahindra & Mahindra India Kenya
warehousing2
Patanjali India None
Adani India None
Quality testing and certification Cotecna Switzerland South Africa
Intertek United Kingdom Djibouti, Kenya, Mozambique, South Africa, United
Republic of Tanzania, Uganda
NSF United States South Africa
SCS United States None ( only Ghana in Africa )
SGS Switzerland Burundi, Djibouti, Ethiopia, Kenya, Madagascar, Malawi,
Mauritius, Mozambique, South Africa, United Republic
of Tanzania, Uganda, Zambia, Zimbabwe

Sources : Shand, Hope ( 2 012 ) ; Noealt Corporate Services ( 2 013 ) ; Peter Best and Ken Jennison ( 2 012 ) ;
Murphy, S., Burch, D. and Clapp, J. ( 2 012 ) ; and company websites.
42 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
Furthermore, most of the companies already have pres-
ences in the region. Future investment projects in Ethiopia
might originate with headquarters or with these regional
affiliates. For the companies with no presence in Ethiopia,
a first venture would likely take the form of a sales of-
fice. Although this does not create the jobs, technology
spillovers or skill spillovers of a manufacturing project, for
example, the possibility of a sales office should not be
MOVING TO ACTION
– IMPLEMENTATION FRAMEWORK
Figure 22 : Strategic objectives
dismissed by investment promoters as being of low value.
A first sales office is an opportunity for a foreign com-
pany to make tentative entry into a new market, learning
the business landscape and achieving a level of comfort.
Of more immediate importance, it can provide Ethiopia’s
pulses sector with valuable access to more afforda-
ble, high-quality inputs that are essential to strengthen
the sector.
 OPPORTUNITIES FOR THE ETHIOPIAN PULSES INDUSTRY
The strategic objectives delineated for the pulses sec-
tor define the main thrusts that will guide the Strategy’s
implementation to achieve the vision laid out by the
industry. In order to be able to build the future value
chain, a structured five-year defined Strategy must be
followed through a consultative process between pub-
lic and private sector stakeholders. Achieving the fu-
ture value chain of the pulses sector depends heavily
on the ability of sector stakeholders to implement the
activities defined in this Strategy. The PoA flows from
the operational objectives that respond to the vision by
addressing the sector’s constraints and by leveraging
opportunities in a comprehensive manner. To this end,
specific efforts will be made along the following strate-
gic directions ( see figure 22 ) :
ƒƒ Improve the production and productivity of Ethiopia’s
pulses sector by ensuring quality control in accordance
with global standards.
ƒƒ Led by industry stakeholders, integrate and simplify the
policies and governance framework relating to pulses
while at the same time strengthening coordination be-
tween stakeholders.
ƒƒ Establish the ‘national pulses network’ to act as the fo-
cal point for the sector. The main function of the network
will be to represent the interests of the sector, coordi-
nate the efforts of all stakeholders in the value chain and
maintain a healthy public–private dialogue.
ƒƒ Build collaboration with national and international tech-
nical and financial partners to support implementation
of the Strategy.
ƒƒ Strengthen the ability of key national institutions to attract
national and international investment to the value chain.
Figure 23 : Institutional framework for Ethiopian pulses sector development
43
These actions aim to enable the implementation of the
Strategy’s PoA in a coordinated and transparent manner.
MANAGING FOR RESULTS
It is the actual translation of priorities into implementable
projects that will contribute to achieving the substantial
increase in export earnings and export competitiveness
envisaged under this Strategy. These will be driven by re-
forming the regulatory framework, optimizing institutional
support to exporters and strengthening private sector ca-
pacities to respond to market opportunities and challeng-
es. Allocation of human, financial and technical resources
is required to efficiently coordinate, implement and moni-
tor overall implementation.
Success in executing activities will depend on stakehold-
ers’ abilities to plan and coordinate actions in a tactical
manner. Diverse activities must be synchronized across
public and private sector institutions to create sustainable
results, and it is important to foster an enabling environ-
ment and create an appropriate framework for Strategy
implementation.
Key to achieving the targets will be coordinating activities,
monitoring progress and mobilizing resources for imple-
mentation. Industry representatives recommended that a
public-private advisory committee for the pulses sector be
rapidly established, operationalized and empowered. The
‘national pulses network’ would be responsible for overall
coordination, provision of policy guidance and monitoring
of industry development in relation to the Strategy.
44 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
The development of the future value chain for the pulses
sector is a five-year project defined through a consulta-
tive process between public and private sector stake-
holders in the country. Achieving the future value chain of
the pulses sector depends heavily on the ability of sector
stakeholders to implement the activities defined in the
Strategy. Pulses being a growing sector, a large share of
value chain development will fall under the responsibil-
ity of the private sector as key drivers and beneficiaries.
By enabling and supporting private sector operators to
develop the sector, policymakers will be able to contribute
to overall national development goals.
MANAGING STRATEGY
IMPLEMENTATION
The public and private sector stakeholders who led the
development of this sector Strategy propose setting up a
‘national pulses network’ as the key driving force behind
implementation of the Strategy. The creation of this net-
work aims to bring together key industry representatives
with Government representatives to discuss matters of
common interest for the development of the pulses sec-
tor in Ethiopia. It also aims to enhance national competi-
tiveness and the profitability of the pulses sector, as well
Photo: ICRISAT, Livestock graze on chickpea stalks in dryland Ethiopia.
as providing a unique forum for the private sector and
Government. The overarching objective of the network
is to encourage the private sector and Government to
identify priority issues and to foster collaborative private
sector and Government action to secure enduring mar-
ket performance.
It is anticipated that the ‘national pulses network’ will have
the following mandate.
ƒƒ Create a shared understanding of key market chal-
lenges and opportunities facing the sector ;
ƒƒ Set goals and targets that, if achieved, will strength-
en the sector’s competitive position and enhance
Ethiopia’s overall capacity to meet the changing de-
mands of markets ;
ƒƒ Propose key policy changes to be undertaken and
promote these policy changes among national deci-
sion makers ;
ƒƒ Support the coordination, implementation and moni-
toring of activities in the sector by the Government,
private sector, institutions or international organizations
to ensure alignment to goals and targets ;
ƒƒ As required, contribute to resource identification and
alignment.
 ETHIOPIA
NATIONAL PULSES STRATEGY 2019-2024

PLAN OF ACTION FOR 2019-2023

To achieve the vision and strategic objectives that have
been discussed, a robust, actionable and realistic strate-
gic PoA is required. This is provided in the section below,
and effectively constitutes the heart of this Strategy.

ETHIOPIA

By OCHA, CC BY 3.0
 46
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
1. Improve sector 1.1 Conduct research 1.1.1. Strengthen coordination among the 1 1/1/2019 31/12/2023 »»A minimum of two consultative »»MoANR »»EIAR 70,000
productivity and driven by market research system and concerned stakeholders meetings every year between »»BoA
quality through demand to improve ( seed producers, seed users, seed inspectors, stakeholders »»RARIs
enhanced public sector performance input suppliers, processors and exporters ) »»FCA
and private and in line with the through organization of twice-yearly meetings
support in second Growth and ( link to sector coordination ), to ensure the
research, input Transformation Plan of availability of required seeds.
distribution, Ethiopia.
1.1.2 Strengthen capacity for pulse seed 2 1/1/2020 31/12/2023 »»Two short-term training sessions »»MoANR »»EIAR 500,000
production, research and multiplication ( breeding, with experience-sharing every year »»BoA
processing and agronomy, mechanization, seed multiplication ). »»Two long-term training sessions »»RARIs
export. »»Human capacity-building through short- on breeding, agronomy, seed »»National
term and long-term training, and experience- multiplication and mechanization Agricultural
sharing. during the entire project period Research
»»Strengthen partnerships with international »»Forge partnerships with a minimum Council
research institutes to identify varieties and of three international research
technologies aligned to the needs of Ethiopia. institutes in the project term, with
»»Develop demand-driven stable varieties that training visits included in the
combine high yields and resistance to biotic understanding with the institutions
and abiotic stress. »»Minimum of at least one new variety
»»Import new varieties / pulse crops as per of each pulse type imported in the
market requirements. project period
1.1.3 Conduct research and develop agronomic 1 01/1/2019 31/12/2019 »»National map of crop matching »»EIAR »»MoANR 750,000
recommendations for these topics : with regions for crop rotation, »»ATA
ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

»»Matching regions and crops with the highest agro-climatic conditions for pulse »»Ethiopian
potential for crop rotation, including pest production expansion and integrated Mapping
management recommendations for different pest management recommendations Agency
agro-ecologies. »»List of non-commercialized pulse »»National
»»Soil characteristics and the type and quantity varieties available in Ethiopia Agricultural
of fertilizers and the maximum amount of »»One new stable variety for each Research
pesticides for sustainable development of the pulse type that is high-yielding Council
sector. and resistant to biotic and abiotic »»RARIs
stresses
1.2. Enable pulse 1.2.1. Encourage regional and national seed 1 01/01/2019 31/12/2022 »»Increase in the production of quality »»Ethiopian Seed »»MoANR 100,000
farmers to access enterprises to : pulse seeds through partnerships Enterprise »»ATA
affordable and high- »»Produce basic seeds of pulses, operating with seed multipliers, with minimum »»FCA
quality inputs to under a system of minimum quotas – quotas
increase yields supported by performance-based contracts – »»Identification of at least one model
and the quality of for each priority pulses variety. seed producer in each district
production. »»Expand direct seed marketing and direct »»Double the existing seed and
inoculant marketing. inoculant spread year on year

At the same time, strengthen / develop a

community-based seed multiplication model.

1.2.2. Encourage biofertilizer producers, by 1 01/01/2019 31/12/2022 »»Increase in the production of »»MoANR »»ATA 20,000
guiding them to expand their distribution inoculants with wider distribution
network, to produce more inoculants and ensure
extended distribution.
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
1. Improve sector 1.2. Enable pulse 1.2.3 Build both capacities of farmers’ 1 01/01/2019 31/12/2022 »»A 35 % increase in distribution »»MoANR »»ATA 45,000
productivity and farmers to access associations and agro-dealers’ role in of agro commodities for pulse »»FCA
quality through affordable and high- distributing seeds, pesticides, fertilizers and production
enhanced public quality inputs to other key inputs required for pulse production.
and private increase yields
and the quality of 1.2.4 Improve the capacities of existing soil 2 01/06/2019 31/12/2021 »»Ensure all employees of existing soil »»EIAR »»MoANR 25,000
support in testing laboratories and set up laboratories at testing laboratories are trained as per »»ATA
research, input production.
the regional level. global standards in soil testing
distribution, »»Set up at least one soil testing
production, laboratory in each zone ( rural ) that
processing and produces pulses
export.
1.2.5 Encourage the private sector, through 2 01/01/2019 31/12/2022 »»Four private sector agribusiness »»ATA »»MoANR 35,000
indirect incentives, to engage in agribusiness service providers, of which at least »»EIC
services such as rental of pre-harvest and one is a foreign investor »»MoFEC
postharvest equipment, distribution, storage
management, testing services, etc.
1.3 Enhance sector 1.3.1. Build capacities at BoA and Rural BoA 2 01/01/2019 31/12/2020 »»All technical employees of BoA »»ATA »»MoANR 35,000
productivity, levels to provide short-term weather forecast and Rural BoAs trained in weather »»BoA
knowledge and and advisory services. forecasting
adoption of proven
pulse technologies.

1.3.2. Promote production of green mung beans 1 01/01/2019 31/12/2019 »»A 35 % increase in production of »»MoANR »»ATA 20,000
and pigeon peas in non-traditional areas with green mung beans and pigeon peas »»FCA
the potential to grow these crops. due to cultivation in non-traditional
areas
1.3.3. Demonstration or model farms 2 01/01/2019 31/12/2023 »»A minimum of two demonstration »»MoANR »»EIAR 175,000
( farmer field schools ) for farmers should be stations need to be established – »»ATA
established by the private sector alongside the one in an urban setting and the other »»FCA
Government, in a public–private partnership in a rural area
mode, to understand the benefits of improved »»Capacities of at least 100 farmers a
technologies, pre-harvest and postharvest year strengthened
handling management, and optimum use of »»Strengthened capacities of farmer
pesticides and fertilizers. field schools
These demonstration farms should showcase
appropriate farm mechanization technologies
( r aw planters, combine harvesters and
threshers ) in priority pulse production zones.
1.3.4. Provide coaching to farmers on 2 01/01/2019 31/12/2023 »»Improved knowledge of »»Ministry of »»MoANR 20,000
supplemental irrigation, especially in semi-arid supplemental irrigation, especially in Water, Irrigation »»ATA
areas, through tapping surface and underground semi-arid areas and Electricity
water resources – through farmer field schools
1.3.5. Strengthen and promote the use of 2 01/01/2019 31/12/2023 »»Improved pest management »»BoA »»MoANR 20,000
integrated pest management practice by practices, reducing the incidence of »»Regional BoAs
providing specialized training and capacity- crop losses due to pests by 50 %
building to farmers’ associations in priority
PLAN OF ACTION FOR 2019-2023

pulses – through farmer field schools.

47
 48
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
1. Improve sector 1.3 Enhance sector 1.3.6 Promote modern storage facilities by 2 01/01/2020 31/12/2021 »»Upgrading of existing storage units »»FCA »»ATA
productivity and productivity, facilitating refurbishment of existing storage to modern levels
quality through knowledge and and establishing new model storage facilities at »»Establishment of new storage
enhanced public adoption of proven cooperative level. facilities at cooperative level
and private pulse technologies. »»Additional revenue stream for
support in cooperatives
research, input
distribution,
production,
processing and
export.
2. Improve export 2.1. Strengthen 2.1.1. Establish a national public and private 1 01/01/2019 31/12/2019 »»Establishment of the ‘national pulses »»EPOSPEA »»MoANR 30,000
competitiveness coordination between sector pulses industry network ( ‘national pulses network’ with a defined governance »»ATA
by strengthening institutions to ensure network’ ) that acts as the focal point for the structure, funded by public and »»ECX
backward effective exchange of sector. The main function of the network will private sector stakeholders »»MoT
production information along the be to represent the interests of the sector and »»A netwrok for coordination is »»National
and planning value chain. to coordinate the efforts of all stakeholders in established for the pulses sector Exchange
by responding the value chain. The network should comprise Actors
to market representatives from both the public sector and Association
the private sector, led by the latter. »»ECCSA
opportunities.
2.1.2. Foster cooperation between the Ethiopian 1 01/01/2019 31/12/2023 »»Develop a minimum of three »»EPOSPEA »»MoANR 150,000
‘national pulses network’ and overseas partnerships with overseas »»MoT
ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

pulse organizations ( India Pulses and Grain organizations »»Trade

Association, Saskatchewan Pulse Growers, »»Bridge the gap and improve Promotion
East African Grain Council, etc. ). to learn best communication between importers Directorates
practices and develop partnerships. and Ethiopian exporters

2.1.3. Establish a cell phone-based knowledge 2 01/07/2019 30/06/2020 »»Establishment of an Internet-based »»EPOSPEA »»MoANR 250,000
platform that disseminates real-time and up-to- cell phone platform to disseminate »»Ministry of
date information relevant to stakeholders in the information Foreign Affairs
pulses value chain. This would include a visual »»At least 10,000 beneficiaries ( MoFA ) ( trade
directory of pulses within the platform for the accessing the platform attachés )
benefit of all stakeholders. »»A visual directory of pulses »»BoA
»»This platform will disseminate information incorporated within the platform »»ATA
through bulk text messages and integrate for »»Showcase new technologies through »»ECX
dissemination through radio and television bulk text messages, radio and »»ECCSA
shows. television shows »»RARIs
»»Write a manual with guidelines on fertilizer »»Manual on fertilizer and pesticide
and pesticide use in pulse production and use published
postharvest handling.
2.1.4. Increase the number of varieties of pulses 2 01/01/2020 31/12/2020 »»Increase in the number of pulse »»EPOSPEA »»ECX 1,000
to be traded at ECX. Haricot beans are already varieties trade on the ECX platform »»MoT
present on the ECX platform.
2.2. Improve the 2.2.1. Improve quality standards by reviewing 1 01/01/2019 30/12/2019 »»Creation of the quality standards »»ENAO »»MoANR 35,000
capacity of the pulses the existing Ethiopian pulse standards and gap map »»EPOSPEA
sector to compete in aligning with standards in the international »»Pulse quality benchmarking
target markets. market. document created
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
2. Improve export 2.2. Improve the 2.2.2. Encourage ENAO to develop a network of 1 01/01/2019 30/12/2023 »»Mutual recognition for ENAO with
competitiveness capacity of the pulses mutual recognition agreements with conformity partner global institutions
by strengthening sector to compete in assessment bodies and similar institutions
backward target markets. globally.
production 2.2.3. Develop and enforce a ‘national business 1 01/01/2019 30/06/2019 »»National code of conduct published, »»MoT »»EPOSPEA 20,000
and planning code of conduct’ for pulse exporters that will with inputs that help Ethiopian pulse
by responding help reduce the impact of defaulting local exporters conduct business as per
to market exporters. international standards
opportunities.
2.2.4. Develop the capacities of diplomatic 1 01/01/2019 31/12/2019 »»Information about Ethiopian pulses »»MoFA »»EPOSPEA 45,000
missions – especially trade attachés – to disseminated globally
promote Ethiopian pulses abroad, by introducing »»Trade attachés trained and capacities
training sessions for trade attachés to inform improved with respect to the pulses
them about the pulses sector before they are sector
deputed to foreign missions. Also, encourage »»Ethiopia represented in trade fairs
trade attachés to attend trade fairs in their host worldwide
countries and share relevant information with
the industry through EPOSPEA.

2.2.5 Increase international exposure of the 1 01/01/2019 31/12/2023 »»Brand ‘Ethiopian Pulses’ established »»MoT »»MoFA 200,000
industry by improving the branding of ‘Ethiopian »»EPOSPEA
Pulses’. »»ECCSA
2.2.6 Participate regularly in trade missions 1 01/01/2019 31/12/2023 »»Improved awareness of opportunities »»MoT »»MoFA 150,000
overseas, organizing visits to foreign countries for trade overseas »»EPOSPEA
for investment promotion to explore investment »»ECCSA
opportunities for new markets, new products,
and new business partners.
2.2.7. Improve FDI capacity of the sector by : 2 01/01/2019 31/12/2022 »»Promotional material specific to »»EIC »»MoFA ( trade 30,000
»»Developing an investment profile for Ethiopia’s pulses designed and published attachés )
pulses sector along with promotional »»Increase of at least two investors »»ECCSA
materials to share through trade attachés investing in the pulses processing »»MoT
overseas, and promoting FDI by organizing space in four years
business-to-business missions. »»Introduction of at least two overseas
»»Encouraging investment from overseas for investors for provision of agri-
providing agri-mechanization services mechanization services

2.3 Improve the 2.3.1. Streamline the sequencing of cleaning, 1 01/01/2019 31/12/2019 »»Streamlined procedures for »»MoANR »»MoT 35,000
business environment testing, fumigating and obtaining phytosanitary sequencing of exports
and ease regulatory certificates so that the time required to perform
procedures to attract all these procedures can be reduced to the
local and foreign minimum.
investment into the
pulses industry. 2.3.2 Speed up development of an online 1 01/01/2019 31/12/2019 »»Single window system operational »»MoT »»ECCSA 350,000
single window system centre to facilitate for online submission of pulse export »»Ethiopian
administrative processes for pulse exports and processes and receipt of approvals Standards
introduce training programmes on preparation »»At least 500 exporters get trained in Agency
PLAN OF ACTION FOR 2019-2023

and submission of documentary requirements export practices and regulations »»MoANR

for export.
49
 50
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
2. Improve export 2.3 Improve the 2.3.3. Build a one-stop-shop facility for export 1 01/01/2019 30/06/2020 »»Centralized location for support MoT »»ECCSA 800,000
competitiveness business environment processing. In these premises, exporters should services for exporters »»EPOSPEA
by strengthening and ease regulatory be able to get all necessary support for services »»Commercial
backward procedures to attract such as cleaning, fumigation, phytosanitary Bank of Ethiopia
production local and foreign inspections, storage, etc.
and planning investment into the
by responding pulses industry.
to market 2.4 Ensure quality of 2.4.1 Develop and implement complete 2 01/01/2020 31/12/2020 »»Detailed directive on pulse marketing »»MoT »»MoANR 30,000
opportunities. produce from field to regulations / directives on pulse marketing, procedures
market including disposal unmarketable pulses, or »»Remedies in place for disposal of
transformation to animal feed and safe use. unmarketable pulses
»»High nutrient animal feed as a by-
product
2.4.2 Strengthen the pesticide quality control 1 01/01/2019 31/12/2023 »»Improved quality of produce »»MoANR 30,000
system through coordination, training and »»Increased awareness of pesticide
awareness creation at all levels. usage
2.4.3. Ensure quality of produce from field 2 01/01/2019 30/06/2019 »»Traceability procedures and »»ECX »»MoANR 30,000
to market by establishing a traceability and certification system for pulses is in »»MoT
certification system for pulse products. This will place
enable organic farming. »»Introduce / strengthen organic
farming
3.Strengthen the 3.1. Encourage 3.1.1 Promote joint venture partnerships with 1 01/01/2019 31/12/2023 »»At least 10 joint ventures are »»EIC »»MoFA 30,000
ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

capacity of sector investors to engage international processors and Ethiopian investors established between Ethiopian »»Ministry of
stakeholders to in processing and and encourage value addition of pulses in entrepreneurs and international Industry
improve value other value addition Ethiopia. investors »»ECCSA
addition. activities in the sector. »»Attraction of new technologies,
capacities and capital infusion
3.1.2 Identify and source pulse processing 1 01/01/2019 31/12/2020 »»At least a 25 % increase in the value »»EPOSPEA »»MoANR 50,000
technologies to increase the value of pulses of pulses produced in Ethiopia »»ATA
produced in Ethiopia.
3.1.3 Encourage investors to engage in 2 01/01/2019 31/12/2023 »»Fiscal and non-fiscal benefit scheme »»Ministry of »»MoFEC 35,000
processing and other value addition activities in introduced to attract investors Industry
the sector by introducing fiscal and non-fiscal specifically for value addition
incentives to attract investments.
3.2. Facilitate access 3.2.1 Scale up the input voucher system. 1 01/01/2020 31/12/2023 »»Improved input voucher system in »»MoANR »»MoFEC 50,000
to finance for SMEs place »»EPOSPEA
along the value chain.

3.2.2 Promote pulses as a strategic crop and 1 01/01/2019 31/12/2020 »»Creation of an export development »»National Bank »»MoFEC 500,000
introduce easy terms of finance for exporters by fund of Ethiopia »»EPOSPEA
establishing an export development fund. »»Access to export finance »»MoANR
»»Participation of private and public »»ATA
stakeholders, especially financial
institutions
»»At least 200 export orders make use
of such funds in five years
Strategic Operational Activities Priority Start date End date Targets Lead Supporting Estimated
objective objective implementation implementation costs
partner partners ( US $ )
3.Strengthen the 3.2. Facilitate access 3.2.3. Encourage farmers, farmers’ 3 01/01/2020 31/12/2022 »»Concept of contract farming »»Ministry of »»MoANR 30,000
capacity of sector to finance for SMEs organizations and assemblers to use contract introduced Justice »»EPOSPEA
stakeholders to along the value chain. farming and similar contractual arrangements »»Stakeholders supported with »»ECCSA
improve value to avoid market defaults and to streamline the standard formats for taking on
addition. number of intermediaries in the pulses sector. contract farming
»»Regular legal counsel provided
3.2.4. Support establishment of an Agricultural 1 01/01/2020 31/12/2023 »»A bank that addresses credit issues »»National Bank »»MoFEC 1,000,000
Bank. for pulses and other agricultural of Ethiopia »»MoANR
products is established »»ATA

3.3 Develop the  3.3.1. Enhance youth and women’s capacity to 2 01/01/2019 31/12/2022 »»A 10 % increase in value chain actors »»EPOSPEA »»Ministry of 30,000
required skills for men participate in the value chain. capacitated from the youth and Women and
and women, especially »»Organize a stakeholder consultation with female segments of the population Children Affairs
youth, to efficiently women’s associations and representatives, »»Federal TVET
contribute to sector and TVET stakeholders. Agency
development. »»Map the specific ways in which the legal »»ATA
system might be impeding the participation of
women across all the segments in the value
chain ( access to arable land in particular ).
»»Organize a consultative body of women that
lobbies for change in impeding laws and
advocates gender-sensitive issues in the
pulses sector.
3.3.2. Strengthen the business and management 2 01/01/2019 31/12/2022 »»A 10 % increase in value chain actors »»EPOSPEA »»Ministry of 30,000
skills of youth actors, especially women, to from the youth and female segments Women and
take on skills to improve coordination between of the population Children Affairs
processors and exporters : »»Business and management skills »»Federal TVET
»»The curriculum of the training should include enhanced Agency
production, marketing, finance, market links, »»ATA
etc.
»»Provide training to women and youth on
productivity-enhancing management of
production techniques for the pulses sector.
»»Provide training to women and youth on
international trade.
PLAN OF ACTION FOR 2019-2023
51
Photo: (cc) Brad Smith
 APPENDICES 53

APPENDICES

APPENDIX 1  : COMPLETE LIST OF PRIVATE

AND PUBLIC STAKEHOLDERS

Name Position Organization

Abdulsemed Abdo StM Advisor MOA
Teshager Abebaw Senior Agronomist MOA
Dagmawi Engida Senior Expert MOA
Dr Mekasha Chichayibelu Researcher EIAR
Dr Endalikachew W/Meskel Country Coordinator, R&D ILRI-N2Africa
Jembol Molla Planning and Programing Director MOT
Kindyihun Mamo Marketing Manager Southern Farmers’ Cooperative Federation
Kassahun Bekele General Manager ACOS Ethiopia
Tujar Kassim D/General Manager Sorti International Trading PLC
Tsegaye Abebe Supervisor Amal Trading PLC
Fekade Wondimagegn Specialist, AGP MOA
Assefa Yohannes General Manager EPOSPEA
Bulbula Tulle General Manager Sorti International Trading PLC
Dr Berhanu Amsalu Pulse Research Coordinator EIAR
Zegeye Tekilu Manager, Agriculture ATA
Commercialization Cluster
Birhan Abdulkadir Research officer, N2Africa ILIRI
Mesfin Abebe A/Director, Crop Marketing MOT
Sibhat Temesgen Pulse Team leader MOA
Engidu Legesse General Manager GUTS Agro Processing
Essayas Lemma Director, Crop Development MOA
Mulugeta Mohammed Director, Crop Marketing MOT
Bezu Yicheneku Senior Pulse Expert MOA
Endalkachew Abie General Manager Tsehay Farmers’ Cooperative Union
54 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

APPENDIX 2  : ETHIOPIA’S PRODUCTION OF PULSES,

2011–2016

Name of the pulse 2011 2012 2013 2014 2015 2016

Beans, dry 387 802 463 009 457 411 513 725 595 511 483 923
Broad beans, horse beans, dry 714 796 943 964 991 700 838 944 935 481 878 010
Chickpeas 400 208 409 733 409 733 458 682 520 965 444 146
Lentils 128 009 151 500 159 121 137 354 147 637 166 274
Peas, dry 263 266 327 378 379 813 342 637 356 477 348 145
Pulses, n.e.s. 49 278 54 264 58 181 56 887 81 529 115 803
Vetches 305 575 325 581 317 322 251 439 317 107 297 097

Source : FAOSTAT

APPENDIX 3  : TOTAL AREA AND PRODUCTION OF

DIFFERENT GROUPS OF CROPS IN ETHIOPIA IN 2016/17

Crop Tons ( thousands )

Cereals 25 384.72
Pulses 2 814.63
Oilseeds 839.20
Vegetables 812.63
Root crops 4 621.42
Fruit Crops 792.36

Crop Ha ( thousands )
Cereals 10 219.44
Pulses 1 549.91
Oilseeds 804.75
Vegetables 239.61
Root crops 229.08
Fruit Crops 107.89

Source : CSA ( 2 016 ).

 APPENDICES 55

APPENDIX 4  : ETHIOPIA’S TOTAL PULSE EXPORTS,

2011–2016

Year Net weight ( tons ) Trade value ( US $ )

2011 210 0013 139 273 768
2012 281 626 199 253 458
2013 359 505 239 412 897
2014 371 160 286 995 014
2015 338 973 240 700 142
2016 296 156 248 742 416

Source : United Nations Comtrade Statistics 2016.

APPENDIX 5  : ETHIOPIA’S MOST IMPORTANT EXPORT

DESTINATIONS FOR PULSES, 2016 ( US $ MILLIONS )

Quantity exported Trade value ( US $ ) Ethiopian Percentage of

Importing country ( tons ) pulse exports
Pakistan 85 294 72 980 447 29.34
India 33 696 27 789 588 11.17
Indonesia 22 174 27 671 834 11.12
Viet Nam 23 408 27 374 384 11.00
United Arab Emirates 12 975 12 689 443 5.10
Kenya 26 459 11 331 827 4.56
Sudan 12 483 8 798 218 3.54
South Africa 9 414 7 130 513 2.87
Yemen 8 750 6 666 530 2.68
Russian Federation 7 840 6 098 710 2.45
Malaysia 4 328 5 343 449 2.15
Other 49 336 34 867 473 14.02

Source : United Nations Comtrade Statistics 2016.

56 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

APPENDIX 6  : ETHIOPIA’S TOTAL EXPORTS OF PULSES

IN COMMODITIES, 2011–2016

Commodity 2012 2013 2014 2015 2016

Pigeon peas - - 52 756 597 667 -
Broad beans 23 629 814 24 265 690 28 523 674 47 289 895 6 646 663
Lentils 835 10 776 10 722 - 874
Cowpeas - - - 27 400 -
Kidney beans 96 639 312 149 441 499 182 909 741 130 386 878 107 577 824
Mung beans 452 888 3 472 358 2 658 334 598 035 15 017 600
Chickpeas 55 096 562 40 710 798 26 849 862 29 971 309 67 238 315

Source : United Nations Comtrade Statistics 2016.

Note : - represents data not available for the respective year.

APPENDIX 7  : ETHIOPIA’S EXPORTED GOODS, 2016

(US$ THOUSANDS)

Code Product label Exported value in 2016 ( US $ )

‘09 Coffee, tea, maté and spices 757 312
‘07 Edible vegetables and certain roots and tubers 526 952
‘12 Oil seeds and oleaginous fruits 516 851
‘06 Live trees and other plants ; bulbs, roots and the like ; cut flowers 216 156
and ornamental foliage
‘71 Natural or cultured pearls, precious metals, metals 117 578
‘02 Meat and edible meat offal 93 648
‘41 Raw hides and skins and leather 67 606
‘01 Live animals 90 743
‘85 Electrical machinery and equipment 20 431
Others 208 654

Source : ITC Calculations based on United Nations Comtrade Statistics 2016.

 APPENDICES 57

APPENDIX 8  : SHARE OF PULSE CROPS IN GLOBAL

EXPORTS IN 2016 (US$ THOUSANDS)

Value (US$
HS code Product Thousands)
71310 Dried, shelled peas ‘Pisum sativum’, whether or not skinned Dried peas 6 195 717
or split
71320 Dried, shelled chickpeas ‘garbanzos’, whether or not Dried chickpeas 2 442 020
skinned or split
71331 Dried, shelled beans of species ‘Vigna mungo [L.] Hepper Dried beans/ mung 984 491
or Vigna radiata [L.] Wilczek’, whether or not skinned or split
71332 Dried, shelled small red ‘Adzuki’ beans ‘Phaseolus Dried red ‘Adzuki’ beans 199 302
or Vigna angularis’, whether or not skinned
71333 Dried, shelled kidney beans ‘Phaseolus vulgaris’, Dried kidney beans 1 899 491
whether or not skinned or split
71334 Dried, shelled bambara beans ‘Vigna subterranea Dried bambara beans 2 905
or Voandzeia subterranea’, whether or not skinned
71335 Dried, shelled cow peas ‘Vigna unguiculata’, Dried cow peas 32 639
whether or not skinned or split
71339 Dried, shelled beans ‘Vigna and Phaseolus’, Dried beans 706 302
whether or not skinned or split ( excluding beans )
71340 Dried, shelled lentils, whether or not skinned or split Dried lentils 3 142 665
71350 Dried, shelled broad beans ‘Vicia broad var. major’ Dried broad beans and horse 963 118
and horse beans ‘Vicia broad var. equina’ beans/ broad beans
71360 Dried, shelled pigeon peas ‘Cajanus cajan’, Dried pigeon peas 317 741
whether or not skinned or split
71390 Dried, shelled leguminous vegetables, whether Dried leguminous vegetables 308 066
or not skinned or split ( excluding peas, chickpeas )

Source : ITC calculations based on United Nations Comtrade and ITC statistics.

APPENDIX 9  : EXPORTS OF PULSES BY REGION

OR REGIONAL GROUP, 2007–2016 ( US $ THOUSANDS )
Year Asia Africa Americas Europe Oceania CIS GCC World
2007 1 092 809 251 806 2 290 028 545 096 283 080 97 298 44 480 4 607 627
2008 1 284 062 396 450 3 265 791 704 890 380 771 109 328 90 356 6 234 524
2009 1 398 680 409 742 3 246 172 558 359 441 172 192 317 41 401 6 293 461
2010 2 431 109 473 340 3 404 625 586 731 576 761 157 282 134 805 7 768 689
2011 2 442 145 474 365 3 671 440 714 377 838 014 360 492 155 697 8 662 950
2012 2 375 891 559 923 3 722 947 719 120 1 148 650 449 816 67 351 9 048 662
2013 2 796 848 649 348 4 156 758 1 008 638 842 190 337 575 115 346 9 456 367
2014 2 592 362 929 259 4 664 049 1 035 909 800 295 390 752 118 331 10 038 949
2015 2 949 360 911 131 4 891 459 1 134 850 1 324 424 488 695 175 850 11 250 207
2016 3 198 667 807 394 5 041 471 1 469 914 1 491 114 680 715 200 857 12 091 459
Source : FAOSTAT.
58 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024

APPENDIX 10  : GLOBAL PULSE PRODUCTION

BY VARIETY, 2016

Variety Percentage Production ( tons )

Bambara beans 0.20 164 589
Beans, dry 32.80 26 833 394
Broad beans, horse beans, dry 5.45 4 459 655
Chickpeas 14.78 12 092 950
Cow peas, dry 8.55 6 991 174
Lentils 7.72 6 315 858
Lupins 1.57 1 284 843
Peas, dry 17.56 14 363 099
Pigeon peas 5.49 4 489 874
Pulses, n.e.s. 4.85 3 965 503
Vetches 1.03 838 868

Source : FAOSTAT.

APPENDIX 11  : MAJOR PULSE PRODUCERS GLOBALLY, 2016

Country Percentage Production ( tons )

Australia 3.09 2 523 550
Brazil 3.21 2 623 088
Canada 10.03 8 201 200
China 5.19 4 242 072
Egypt 0.31 251 036
Ethiopia 3.34 2 733 398
India 21.47 17 562 850
Mexico 1.68 1 371 971
Myanmar 8.03 6 569 194
Nigeria 3.78 3 092 607
Russian Federation 3.60 2 943 331
Turkey 1.32 1 079 656
United Republic of Tanzania 2.45 2 004 368
United States 2.98 2 440 852
Others 29.54 24 160 634
 APPENDICES 59

APPENDIX 12  : GLOBAL PULSE PRODUCTION

AND YIELD, 1991–2016 ( I N MILLIONS )

Year Area ( ha ) Production ( tons )

1991 70.84 56.48
1996 69.74 54.57
2001 67.76 56.23
2006 73.37 62.40
2011 79.60 69.80
2016 82.38 81.80

Source : FAOSTAT.
60 ETHIOPIA NATIONAL PULSES STRATEGY • 2019-2024
REFERENCES
Aemero, Yoseph ( 2012 ). Process, Challenges and Pros-
pect of Civil Litigations, in Ethiopian Business Law Se-
ries, The Resolution of Commercial/Business Disputes
in Ethiopia : Towards Alternatives to Adjudication? ( in
Amharic ), Yazachew Belew, ed., vol. 5, December, pp.
15–18.
Alagh, Y.K. ( 2011 ). Future of Indian Agriculture. Indian Eco-
nomic Journal, vol. 59, No. 1, April–June, pp. 40–55.
Association of Ethiopian Micro-Finance Institutions ( 2010 ).
Agricultural Finance Potential in Ethiopia : Constraints
and Opportunities for Enhancing the System. Available
from https ://agriknowledge.org/downloads/5m60qr91n.
ATA and MoANR ( 2014 ). National Strategy for Ethiopia’s
Agricultural Extension System : Vision, Systemic Bottle-
necks and Priority Interventions. Addis Ababa. Available
from https ://agriknowledge.org/downloads/0c483j399.
Bereket Alemayehu Hagos, Mehrteab Leul and associ-
ates ( 2016 ). Is ADR a knell for litigation in Africa or a
partner, and how far has it gone so far? International
Bar Association. Available from www.ibanet.org/Arti-
cle/Detail.aspx?ArticleUid=1ff86bf3-f39c-48ec-be48-
e144ab6aa7b0#_edn7.
Boere, Auke and other ( 2015 ). Investment Opportunities
in the Ethiopian Oilseeds and Pulses Sub-sector : #5 in
the series written for the ‘Ethiopian Netherlands busi-
ness event’ 5–6 November, Rijswijk, The Netherlands.
Available from www.rvo.nl/sites/default/files/2015/11/
Rapport_Oilseed_Ethiopi %C3 % AB.pdf.
Chaudhary, U. ( 2016 ). International E-Seminar : Paper pres-
entation International Year of Pulses-2016. Research
Review International Journal of Multidisciplinary, Octo-
ber, pp.1–96. Available from https ://rrjournals.com/wp-
content/uploads/2018/05/IYP-Final_Papers_upload.pdf
CSA ( 2 016 ). Report on Area and Production of Major
Crops. Addis Ababa.
CSA ( 2013 ). Report on Farm Management Practices ( Pri-
vate Peasant Holdings, Meher Season ). Addis Ababa.
EIAR, MoANR and ATA ( 2 013 ). Working Strategy for
Strengthening Ethiopia’s Chickpea Value Chain : Vision,
Systemic Challenges and Prioritized Interventions. Ad-
dis Ababa. Available from https ://agriknowledge.org/
downloads/2r36tx551.
ENAO ( 2 018 ). Directory of accredited facilities. Avail-
able from www.enao-eth.org/facilities.php?type=
Testing+Laboratories.
FAO ( 2014 ). Landscaping Study : Legume Value-Chains in
Ethiopia. Bill & Melinda Gates Foundation.
FAO ( 2002 ). Agricultural Commodities : Profiles and Rel-
evant WTO Negotiating Issues. Available from www.fao.
org/docrep/006/y4343e/y4343e02.htm.
Government of Ethiopia ( 2015 ). National Pulses Value
Chain Development Strategy of Ethiopia ( Working Doc-
ument 2016-2020 ). Addis Ababa. Available from www.
agriknowledge.org/downloads/nc580m674.
Holtland, G., ed. ( 2017 ). Contract Farming in Ethiopia :
Concept and Practice. Arnhem, The Netherlands :
AgriProFocus. Available from https  ://images.agri-
profocus.nl/upload/Contract_Farming_in_Ethiopia_-_
Concept_and_Practice1495022084.pdf.
Keftasa, Daniel ( 1988 ). Role of Crop Residues as Live-
stock Feed in Ethiopian Highlands. In African Forage
Plant Genetic Resources, Evaluation of Forage Germ-
plasm and Extensive Livestock Production Systems :
Proceedings of the Third Workshop held at the Inter-
national Conference Center Arusha, Tanzania, 27–30
April, 1987, B.H. Dwozela, ed. Addis Ababa : Pasture
Network for Eastern and Southern Africa.
Knight, R., ed. ( 2000 ). Linking Research and Market Op-
portunities for Pulses in the 21st Century : Proceedings
of the Third International Food Legumes Research Con-
ference. Springer Publishing.
Madhvi Sally ( 2018 ). Government tightens norms for im-
port of pulses, Economic Times, 14 May. Available from
https ://economictimes.indiatimes.com/markets/commod-
ities/news/government-tightens-norms-for-import-of-
pulses/articleshow/64155924.cms.
Madhvi Sally ( 2016 ). Private players feel the pulse, keen
to partner government in farm trade. Economic Times,
20 September. Available from https ://economictimes.
indiatimes.com/industry/cons-products/food/private-
players-feel-the-pulse-keen-to-partner-Government-
in-farm-trade/articleshow/54418354.cms.

Murphy, S., Burch, D. and Clapp, J. ( 2012 ). Cereal se-
crets : The world’s largest grain traders and global ag-
riculture. Oxfam Research Reports, August.
National Bank of Ethiopia ( 2009 ). Banking Industry Risk
Management Survey Report. Addis Ababa. Availa-
ble from www.nbebank.com/pdf/bankrisk/SurveyRe-
port %20revised.pdf.
Netherlands-African Business Council ( 2015 ). Business
Opportunity Report : Oilseeds and Pulses. Available
from www.nabc.nl/uploads/content/files/BOR %20Oil-
seeds %20 %26 %20Pulses %20- %20Final( 1 ).pdf.
Noealt Corporate Services ( 2013 ). Annual Strategy Dos-
sier – 2013 – World’s 6 Leading Agriculture Equipment
Manufacturers – Key Strategies, Plans, SWOT, Trends
& Strategic Outlook.
Peter Best and Ken Jennison ( 2 012 ). Special report :
top feed companies 2011–2012, 31 August. Watt-
AgNet.com. Available from www.wattagnet.com/
articles/13420-special-report-top-feed-companies
-2011-2012.
Reddy, A. Amarender, Bantilan, M.C.S. and Mohan,
Geetha  ( 2 013 )  Pulses Production Scenario : Policy
and Technological Options ( Policy Brief No. 26 ). Pa-
tancheru, Andhra Pradesh, India : International Crops
Research Institute for the Semi-Arid Tropics..Available
from http ://oar.icrisat.org/6812/1/26_Policy_BriefInd-
ia %20_2013.pdf.
Shand, Hope ( 2012 ). The big six : a profile of corporate
power in seeds, agrochemicals, & biotech. The Herit-
age Farm Companion ( Summer ), pp. 10–15.
REFERENCES 61
Tadesse, M. and others ( 2006 ). Atlas of the Ethiopian Rural
Economy. International Food Policy Research Institute,
CSA & Ethiopian Development Research Association,
Addis Ababa.
World Bank ( 2017 ). Doing Business 2017 : Equal Opportu-
nity for All – Regional Profile ( 2017 ) Sub-Saharan Africa.
Washington, D.C. Available from www.doingbusiness.
org/reports/~/media/WBG/DoingBusiness/Documents/
Profiles/Regional/DB2017/SSA.pdf.
World Bank ( 2017 ). Doing business – measuring business
regulations : data – Ethiopia. Available from www.doing-
business.org/data/exploreeconomies/ethiopia#getting-
credit. Accessed 21 May 2018.
World Bank Group ( 2 017 ). Ethiopia National Qual-
ity Infrastructure Development in Ethiopia Concept
Note. Available from http ://pubdocs.worldbank.org/
en/156261510247742377/Ethiopia-National-Quality-In-
frastructure.pdf.
Yirga, Chilot and other ( 2010 ). Pulses Value Chain Po-
tential in Ethiopia : Constraints and Opportunities for
Enhancing Exports. International Food Policy Re-
search Institute. Available from www.researchgate.
net/profile/Shahidur_Rashid/publication/282730151_
Pulses_Value_Chain_ Potential_ in_ Ethiopia_Con-
straints_and_opportunities_for_enhancing_exports/
links/561a089f08ae044edbafe415/Pulses-Value-Chain-
Potential-in-Ethiopia-Constraints-and-opportunities-for-
enhancing-exports.pdf.
Zapata, F. and others ( 1987 ). Time course of nitrogen fixa-
tion in field-grown soybean using nitrogen-15 method-
ology. Agronomy Journal, vol. 79, No. 1, pp. 172–176.
Available from https ://dl.sciencesocieties.org/publica-
tions/aj/abstracts/79/1/AJ0790010172.
FSC is an independent, non-governmental, not for profit
organization established to promote the responsible management
of the world´s forests.

Printed by ITC Reprographic Service on FSC paper, which is

environmentally-friendly paper (without chlorine) using vegetable-
based inks. The printed matter is recyclable.
 With the financial support of:

Street address: ITC,

54-56, rue de Montbrillant,
1202 Geneva, Switzerland

Postal address: ITC,

Palais des Nations,
1211 Geneva 10, Switzerland

Telephone: +41-22 730 0111

Fax: +41-22 733 4439
E-mail: itcreg@intracen.org Ethiopian Pulses, Oilseeds and Spices
Internet: www.intracen.org Processors-Exporters Association