logo
South Africa: Eastern Cape blended finance scheme supports 30 agribusinesses

South Africa: Eastern Cape blended finance scheme supports 30 agribusinesses

Zawya03-04-2025

A blended finance scheme by the Eastern Cape Development Corporation (ECDC) and the Eastern Cape Rural Development Agency (ECRDA) has provided R50.5m in funding to 30 agricultural businesses since its launch in 2023.
The scheme, designed to enhance growth and competitiveness in the sector, disbursed funds as a combination of loans and incentives. ECRDA contributed R33.3m toward incentives, while ECDC allocated R25 million for loans. By 31 December 2024, R28.3 million had been disbursed as incentives and R22.2m as loan funding.
Beneficiaries are spread across the Amathole, Chris Hani, Sarah Baartman, OR Tambo, and Alfred Nzo districts, as well as Nelson Mandela Bay and Buffalo City metros.
The funded farmers produce a range of agricultural products, including beef, dairy, poultry, sorghum, cannabis, yellow and white maize, macadamia nuts, and seasonal crops such as spinach and cabbage. Supporting sustainable agribusiness growth
Zinzile Nkonki, ECDC executive manager for enterprise finance and business support, says: "The response to the scheme was overwhelming, to the extent that we were not able to fund all farmers that had applied for consideration due to limited resources. The blended finance scheme mainly funds input costs, production and processing equipment of qualifying applicants as set out in their respective business plans.
"These include fertilisers, seeds, irrigation, mechanisation, livestock feed and other agricultural operations activities against which a clear income stream will be derived. It also provides asset-based finance for tractors, vehicles, agricultural machinery, and other movable assets required in the agricultural operations of the applicant enterprises.
'The ECDC in partnership with the ECRDA, launched the pilot phase of the Agri-Blended Finance Scheme to promote access to finance for agri-businesses operating in the agriculture value chain, by providing de-risked loans given the high risk nature of the agriculture sector which often results in funding institutions being reluctant to issue funding.
"This is a useful instrument in an environment where agriculture funding is mainly directed at established commercial agricultural enterprises."
Nkonki says the agri-blended finance scheme aims to leverage public and private sector resources to increase the scope of available support (financial, technical, and non-financial) and to unlock and enhance agricultural value chains with a clear commercial intent. The idea is to use blended finance instruments such as this one to de-risk credit and financial risks that tend to render agribusinesses refundable. Case study: LM Holdings expands production
One of these agribusinesses is LM Holdings, whose 15 Idutywa-based co-operatives farm sorghum, white maize, soya beans and other grains. The scheme disbursed R3,9 million to the business, with R1.9m being an incentive and R1.9m being a loan. Their business model involves partnering with communal landowners and smallholder farmers in commercialising the use of their land.
"The funding helped LM Holdings to acquire production inputs, a planter, boom spray and harvester. The business also has United National Breweries in Durban as its market.
"This season, LM Holdings has cultivated 600 hectares in the Ngxakaxa cooperative, 300 hectares in the Chachazela cooperative, 150 hectares in the Qhorha cooperative, 210 hectares in the Ndakeni cooperative, 150 hectares in the Nqandu cooperative, 90 hectares in the Mangwevini Cooperative, and 200 hectares in the Fort Malan cooperative. The crops planted in these cooperatives include sorghum, soybean, sunflower, white and yellow maize," Nkonki says.
Founded by two rural youths, Mzimasi Jalisa, 29, and Siphe Joyi, 31, Jay Jay Farming is based in rural Mputhi in Mthatha. Jay Jay Farming received R2,2m from the Agri-Blended Finance Scheme. Of this amount, R1.084m was an incentive and R1.1m a loan. The funds went to the procurement of maize crop production inputs, the development of infrastructure such as the construction of a storage shed, and working capital.
A total of 202 hectares have been planted with white maize, while 130 hectares have been cultivated with soya beans. The business has employed 15 permanent workers and employs a further 15 seasonal workers. Their produce is being sold to Mthatha, Ngcobo and Kokstad retailers, animal feed companies and to local communities.
Also based in Mthatha, EC Poultry received R1,026m from the scheme, with R706,400 being an incentive and R320,367 being a loan. The enterprise specialises in the rearing of chickens (layers) and the cultivation of vegetables.
The funding facilitated the purchase of feed, medication and vaccines, as well as infrastructure development for the installation of a solar-powered borehole, storeroom and fencing. Additionally, a storeroom is being constructed. Fencing has been completed for an area of over 3.5 hectares.
The business has access to markets for eggs, while cabbages are sold to local hawkers and residents. Furthermore, the project maintains a positive relationship with the Department of Defence, which is advocating for the farm to supply its branches. Tailored loan repayment structures for farmers
"The farmers are repaying the loan portion of the scheme, with pineapple farmers enabled by off-take agreements. Farmers have different revenue intervals informing the repayment plans agreed upon with the ECDC. For example, most maize farmers will repay their loan portions after the June to August harvest.
"Similarly, beef cattle farmers generate revenues on the sale of weaners; hence, repayment terms for several farmers have been structured accordingly. This means if production stock was funded, the scheme takes into account the gestation period as well as the time it takes for a calf to be ready for the market as a weaner. Crop farmers are generally granted a moratorium to allow them sufficient time to grow their seasonal crops so that they are ready for the market," Nkonki concludes.
All rights reserved. © 2022. Bizcommunity.com Provided by SyndiGate Media Inc. (Syndigate.info).

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Popular fashion chain to open 10 new stores and upgrade 30 more branches
Popular fashion chain to open 10 new stores and upgrade 30 more branches

Daily Mirror

time26 minutes ago

  • Daily Mirror

Popular fashion chain to open 10 new stores and upgrade 30 more branches

The fashion and homeware retailer has not published a full list of new locations, but revealed it wants to expand its footprint in London, Essex, Hampshire and Northern Ireland Matalan has announced plans to open ten new and relocated stores this year as part of a £25million investment. The fashion and homeware retailer has not published a full list of new locations, but revealed it wants to expand its footprint in London, Essex, Hampshire and Northern Ireland. ‌ Matalan will also upgrade 30 existing stores, including improving layouts and store designs, for example by relocating services such as fitting rooms and tills, plus easier-to-use self-service checkouts in larger checkout areas. ‌ Some of its recently refurbished stores include Croydon, Linwood, Bristol Filton, and Dumfries. It marks the first phase of a long-term plan to modernise its store estate over the next three to five years, and comes after the retailer secured £25million of additional funding from investors last month. Matalan will also use the new funding to invest in the launch of a new app. Matalan has around 230 stores across the UK and 50 international branches. James Dorling, Matalan's Property Director, said: 'Matalan storefronts have been a fixture of UK communities for 40 years, so it is only right that bricks-and-mortar retail remains at the centre of our transformation programme. 'With ten exciting new store openings and extensive refurbishments across our estate, this investment marks a step-change in our strategy – creating a better, more seamless shopping experience for our loyal existing customers, while also introducing the Matalan brand to new consumers.' But in less good news, Matalan recently recalled three children's clothes products over fears tots could end up getting strangled. The retailer pulled its blue shark rash vest and shorts, its seersucker swimshorts in blue and boys tie dye swimshorts. ‌ If you've purchased one of these products, you should return it to your nearest Matalan for a full refund. You won't need your receipt to get your money back. These items were on sale from January 12, 2025 until March 17, 2025. In a recall notice published by Matalan, the retailer said: 'It has come to our attention that the above Boy's swim shorts do not meet our usual high standards for quality and safety, as there is high possibility of Entrapment and Strangulation with the draw cord. 'As customer safety is our highest priority, we are immediately recalling these swim shorts. If you've bought any of the swim shorts shown above, please do not use the product and return it at your earliest convenience to your nearest Matalan store where our staff will be happy to give you a full refund. 'You will not need to produce a receipt to claim a refund. If you have bought the above for someone else or know someone who has one then please let them know immediately about this notice.'

John Lewis to slim down staff committee to accelerate decisions
John Lewis to slim down staff committee to accelerate decisions

Yahoo

time26 minutes ago

  • Yahoo

John Lewis to slim down staff committee to accelerate decisions

John Lewis is preparing to radically slim down an influential staff committee in a bid to accelerate decision-making. The retail giant will cut the size of its partnership council by a quarter from this autumn, meaning the number of staff sitting on the committee will fall from 57 to 43. It forms part of an attempt to bolster turnaround efforts at John Lewis, as bosses scramble to improve productivity. The partnership council is John Lewis's most senior staff committee and forms a crucial pillar of its democratic structure. Staff elected to the council can steer how the partnership is run, including holding regular votes on strategy and having the ability to change its constitution. They are also consulted on issues such as staff bonuses and have a small portion of the total budget to invest in wellbeing benefits. In extreme circumstances, they also have the power to dismiss the chairman. John Lewis is understood to have told staff the planned shake-up has been driven by the fact that its current structure 'relies too heavily on hierarchy and escalation'. Under the planned staff rethink, the partnership will also bring back local forums, which will allow staff across its Waitrose supermarkets and department stores to put forward their views. The changes will come into force from October. It comes as John Lewis kicks ahead with a turnaround push to return the business to 'sustainable' profits, after years of losing ground to rivals. The partnership lost money for three years in a row before returning to profit in 2023. In its most recent accounts for the year to the end of January, profits before tax and exceptional items jumped from £42m to £126m, while sales rose by 3pc to £12.8bn. Jason Tarry, who replaced Dame Sharon White as chairman last year, said John Lewis needed to focus on 'considerable catch-up investment in our stores and supply chain'. John Lewis said it reviewed its democratic model every three years when the council term concluded. A spokesman said: 'This will see a stronger focus on local forums to raise local partner opinion alongside a tighter partnership council to support faster decision making. 'The updates have been made in close consultation with our partners – and the power of our council, and the vital role it plays in governing our business remains unchanged.' Recently, the partnership has been facing mounting pressure to restore its staff bonus, which it axed to focus on improving stores and boosting pay rates. Last year marked the third consecutive year that staff did not receive their partnership bonus, and only the fourth time since 1953. In recent weeks, a petition on the campaign website Organise gained more than 4,000 signatures from workers past and present demanding the bonus be reinstated. A spokesman for John Lewis said: 'Our partners understand that we're focused on improving their base pay and investing to create a sustainable business. 'Our bonus remains an important feature of our employee-owned model, and we confirmed in March that we're determined to reinstate it as quickly as possible. We're proud of our unique benefits package and we want to do even to recognise our brilliant partners.' Broaden your horizons with award-winning British journalism. Try The Telegraph free for 1 month with unlimited access to our award-winning website, exclusive app, money-saving offers and more. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store