1. Introduction
In the framework
of the development of aquaculture activities, Côte
d'Ivoire initiated in 1990, industrial practices for the production of
aquaculture. This phase was marked by the promotion of modern fish farming with
the creation of several commercial farms in the form of Small and Medium
Enterprises (SMEs). Introduced into the littoral zone, this production ach
gradually affected the rest of the country, leading to the eruption of
corporate farms which contribute to plying the consumer market with 64% of the
Ivorian aquaculture production [1]. However, in
the horn part of the country particularly, this mode of production has
experienced difficulties in recent decades, resulting in the closure of certain
aquaculture farms [2] place these drop-outs at
over 62%, with production falling from 349.7 to 140 tons between 2001 and 2008.
This situation has become alarming with the closure of HYDROFISH, Considered
the most important and modern country farm in the country.189) [3].
Built in 2009, 9
km from the town of Bingerville, HYDROFISH is a fish farm focused on intensive
fish farming. In 2014, it produced 1,200 tons of Tilapia and 1,700 tons of
catfish [4]. According to Kouadio FKN (2014) [3], this structure which offers the largest share of
aquaculture products to the commune of Bingerville, also supplies the
surrounding areas in particular the city of Abidjan, the economic capital of
the country. Since 2015, it suffers from a recession of its activities marked
by the decline in its production. Indeed, many productive and economic losses
have gradually led to its closure in 2016. How was this situation reached when
there was no indication of such an end for this farm with regard to its
features Infrastructure and organization?
The objective of this study is to show the determinants of the HYDROFISH farm
crisis, considered the jewel in the fish farms in Côte
d'Ivoire. Specifically, it intends to analyze its mode of production, to
determine the reasons for its crisis and to identify the stakes of its closure.
2. Method
and Research Tools
This work is based
on a literature search and a field survey. The first was to search secondary
libraries and documentation centers for information related to the topic. For
example, documents relating to aquaculture activity in general and particularly
focused on problems in the sector and relations between aquaculture and
development in Côte d'Ivoire were consulted.
Essentially, the work of Barnabe G (1989) [5], Arrignon
J (1980) [6], Anoh PK (2007) [7] is cited.
The second
approach consisted of collecting data from the field. Observing variables
concerned the way HYDROFISH operated, its production, its technical and
administrative staff, its socio-economic impact and its contribution to the
supply of fish to populations. In addition, fishmongers and consumers of
HYDROFISH aquaculture products were also questioned for their opinion on the
shutdown of activities in the plant. The information obtained was reinforced by
those of the Fisheries and Aquaculture Department of the city and the Ocean
Research Center of the country.
The model of
analysis used is taken from the fishery system of Corlay JP (1993) [8] whose aquaculture and particularly fish farming is
a component. Called the aquaculture geosystem, it can be studied from two
systems including the ecosystem and the sociosystem. It consists of a coherent
set of elements and processes in dynamic interaction that Dollfus O (1970) [9] describes as an aqua system. Aquaculture-system is
not just a production system. It is also a space of life which is localized,
charged with stories and possesses a dynamic. It structures space and also
fulfills a social and economic role. On this basis, fish farming activities
contribute to improving the nutritional and vital conditions of the populations
by creating jobs and increasing fish production. On the other hand, the
sociosystem, which also includes technical and political factors, implies
aquaculture production linked to the action of the populations themselves.
Thus, the problem raised in this analysis is well adapted to the theory
described above.
3. Results
and Discussion
3.1.
Hydro Fish, A System of Management and Production Apparently Rigorous
3.1.1.
A Relatively Dynamic Workforce and Production Under High Surveillance
HYDROFISH is a
fish farm, built on 12 hectares with 11,000 m3
of hangars, housing tanks, offices and warehouses of working materials. It has
48 artificial basins with a magnification of 80 m3,
96 pre-magnification tanks of 8 m3
and 48 rearing basins of 4 m2. In
total, it has more than 2000 m3 of ponds of artificial reproductions. Its
system works in a raceway with automatic feeding of fish (Figure 1).
On the same site,
there are plastic and aluminum basins specially fitted to accommodate the fish.
According to the promoters, it is an investment of nearly 5 100 000 $ US
(Dollar of United-State) mobilized to meet the needs of the plant. Ultimately,
the objectives of HYDROFISH are multiple. These include the breeding or
production of fish and other aquatic organisms, including the use of
hydroponics technology.
To achieve this
goal, the plant is collaborating with HYDRONOV, a Canadian company, based in
Quebec and specialized in hydroponic production [4].
It thus imports eggs and fish feed from it. To run its activities, it has a
team made up of engineers of various nationalities and employs more than 100 people
in the agricultural, technical and administrative fields, including some 50
permanent employees.
For the safety of
installations and production, a surveillance system made up of cameras makes it
possible to monitor the activities of the workers and technicians and above all
to identify any suspected cases including flights. This video surveillance is
reinforced by the presence of a security guard positioned at the various
entrances and exits of the factory.
3.1.2.
A Refined Marketing Approach at the Local and National Level
As a commercial
fish farm, HYDROFISH markets its production in order to make its business
profitable and to meet its fixed expenses. This distribution is carried out not
only on the scale of the commune of Bingerville (zone of localization of the
factory) but also at the national or even sub-regional level.
The distribution
of fish in the communal area of Bingerville is ensured by fishmongers in
collaboration with the promoters of the plant. They receive every day of the
week (except Sunday) between 9 am and 10 am; nearly 800 kg of fish supplied by
the factory and redistribute them to retailers and consumers. To better
organize, they register on the day before the orders of the buyers to transmit
them to the commercial service of HYDROFISH. Landing areas along the main
thoroughfare of the city are daily stormed by customers at the time of delivery
of the company's delivery trucks (Figure 2 and 3).
The particularity of this sales system is
the loyalty of the merchants (wholesalers and retailers) by the factory. To do
so, it assigns to them on credit the products requested, the repayment of which
follows a schedule. The aim of this approach is to ensure the continuity of the
sales system and to strengthen the confidence between the wholesalers and the
commercial department of the company.
The clientele, composed mainly of wives of civil servants and restaurant
owners, favors the Tilapia, which accounts for nearly 98% of the species
marketed in the city of Bingerville.
Beyond the communal limits, the distribution of the fish is regularly ensured
by the farm itself thanks to its refrigerated trucks (Figure
2). In Abidjan, several outlets in different communes receive daily deliveries
from the farm (Figure 4 and Figure 5).
With regard to
this (Figure 1), there is a relative continuity
of the consumption zones of the HYDROFISH fish. Among the ten (10)
municipalities in the city of Abidjan, five (5) are affected by the products of
the plant; A rate of 50%. However, each consumption zone is marked by a
particular place of sale. These are "Siporex" for Yopougon, "Riviera
Palmerais" for the commune of Cocody, "Liberté" and
Williamsville "Maccaci" for Adjamé and finally the major markets of
Marcory and Treichville.
The analysis of
this (Figure 2) shows the relative continuity of
zones of consumption of HYDROFISH fish in the South of the Ivory Coast. In
addition, the localities of Afféri, Niablé and Elibou, whose demands are close to 1000 kg per
day, are among the highest in the country.
The HYDROFISH fish
was also sold in Burkina Faso through Burkinabe importers who were traveling to
the factory site.
In addition, the
company was also specialized in the distribution of fish inputs, in particular
fish and finger foods, on the coast and in the interior of the country. These
products, imported from Canada, helped improve the production systems of
several farms [10]. The mill also marketed large
quantities of fingerlings from its hatcheries.
In spite of these
multiple opportunities to exploit its products, it has unexpectedly closed its
doors in 2015 following a recession of its activities which can be explained by
several causes.
3.2.
The Causes of the Hydro Fish Crisis
3.2.1.
Intensive Production Marked by Dysfunctions
The intensive
production of fish according to the model proposed by HYDROFISH requires
certain standards. Intensive or industrial fish farming corresponds to the
maximum production of fish of a given size in a minimum of water [6], of space and time, at the least cost and
according to a pre-established schedule. It is also characterized by
large-scale production units which should be justified by economies of scale.
This type of rearing is based on an artificial feed that can generate high productivity.
It involves a significant investment which, once the biotechnical parameters
have been mastered, results in a sharp drop in the cost of production [5].
These demands have
not always been met by the former giant of aquaculture production in Côte d'Ivoire. Thus, there have been regular problems
in the production system, the most striking of which is the death of nearly 6
tons of fish. These losses would be linked to a power cut on the site while
generators supposed to take over automatically were failing.
It is difficult to
situate responsibilities at this level. However, these shortcomings show the
existence of flaws in the management system of the farm.
5.2.3.
Flaws in the Plant Management System
Unlike the work of
Kouadio FKN (2012) [11], which, based on the
apparent production (Raceway, etc.) and surveillance (cameras and private
security agents), indicates a strict management of the farm, there is a lack of
rigor. Indeed, this system involves numerous flaws arising from the abuse of
confidence of the factory workers in general. In spite of the fact that they
had a personal consumption of 20 kg / month free of charge, some were engaged
in repeated theft of fish sometimes at a rate of 4 tons per day.
The stolen
quantities are packed in 50 kg bags, hidden in unfinished houses close to the
farm before being recovered in the evening when the thieves take down the
service. Sometimes, in order to bypass the supervisors who were present at the
farm gate, the latter discharged fish of marketable size into channels reserved
for the discharge of sewage where nets had previously been fixed at the
outfalls. Other times, surveillance cameras are simply disconnected by the
perpetrators of these misdeeds to cover their packages. These flights affect
not only marketable fish but also fingerlings whose surveillance is much more
difficult to do.
These uncontrolled
releases of aquaculture products have gradually entered into competition on the
sales market with the recognized products of HYDROFISH. They were sometimes
sold at prices below what the factory officially proposed. As a result,
consumers begin to turn away from the official sales channel for clandestine
purchases.
3.2.3.
Value for Money not Suitable for Consumers
The products
offered by HYDROFISH are generally of good quality with regard to the means of
investment and the mode of production as evidenced by some consumers met on the
place of sale. However, their selling prices are considered too high for these
consumers. This situation is contrary to the perception of the intensive
production of fish proposed by Barnabe G (1989) [5]
which supported a fall in the price of fish in this context. Worse, these
prices are continually rising. In 2012, they saw an increase of 0.17$ US following a change in the purchase price of
inputs from fish production.
Thus, it can be
noted that Tilapia weighing between 400 and 500 g goes from 2.38$ US to 2.55$ US, those
of more than 500g become 1,700 instead of 1,600 in the past. As for Wels
Catfish, they are sold at 2.31$ US / kg compared
to 2.04$ US / kg in the past.
3.3.
The Consequences of the Hydro Fish Crisis
3.3.1.
The Decline in Local and National Fish Production
Fish is the most
widely consumed animal protein in Côte d'Ivoire
according to FAO (2005). It constitutes more than 50% of the consumption of
this protein. However, the country produces less than a quarter of this
quantity.
The halting of
fish production at HYDROFISH reinforces this imbalance, especially in southern
Côte d'Ivoire where the highest fish consumption
rates are found [7]. Focusing on intensive fish
farming, in 2014, HYDROFISH produced 1.200 tons of Tilapia and 1,700 tons of
catfish [4]; with a total of 2.900 tons. This
value is higher than the national production estimated by ANAQUACI at 2,582 tons
in the same year, a figure that did not include that of HYDROFISH at that time.
At the level of
the commune of Bingerville [3], Estimated its
contribution to 83, 23% for a production of 1 495 tonnes out of a total of 1
796.2 tons produced by the municipality in 2010.
In addition, with
1,700 tons of production, the factory is the largest producer of catfish or
catfish. It thus participates in the valorization of the production of a
species little consumed because presented as mystic by certain Ivorian peoples [12]. Outside Bingerville and Abidjan, the majority of
the species marketed by HYDROFISH within the country are Wels Catfish.
Moreover, in
addition to its strong production, the company offers the largest share of
aquaculture products marketed in the town of Bingerville with more than 800 kg
of fish distributed daily. It also participates in the supply of the
surrounding areas of the city, the remote communities of the south and even the
country as a whole. The areas affected by its products are relatively numerous in
the image of (Figure 2). The analysis of the
products confirms the role of the plant in the quest for food self-sufficiency
and the fight against food insecurity advocated by The Ivorian authorities.
With a fish volume estimated by our surveys at nearly 1000 kg for each locality
in the country, more than 60 000 kg of fish escape from these areas each week
following the closure of the plant.
The city of
Abidjan with more than 4 million inhabitants, according to the RGPH (2014), is
not left behind in the demand for fish from the plant. On average, it was
almost 7,500 kg of fish produced by the plant that were marketed daily in this
agglomeration.
3.3.2.
The Increase in The Poverty of the Populations
Unlike other
production sites in Côte d'Ivoire, HYDROFISH
recruits many employees. Its production system requires agents trained in
aquaculture techniques or in the management of administrative tasks and
agricultural workers in school or not. Unlike artisanal and semi-industrial
farms, it recruits agents at each stage of production. These include
administrative staff, including secretaries and sales agents, technical staff
of nursery, fish feeding and monitoring units. It employs 50 permanent workers
and more than 50 other temporary workers for spontaneous activities.
Out-of-school women are in the wholesale trade of fish and earn relatively high
incomes. Indeed, for a sale of 700 to 800 kg fish per day and a gain of 0.17$ US on each kilogram, they obtain an average profit
of 119$ US; or 3570$
US in the month.
In their tasks,
they are assisted by young boys, especially at the level of the weighing of the
products before the sale (Figure 6). The latter
are paid in the amount of 85$ US per month for
the permanent staff and 2.55$ US to 3.40 $ US
per day for day laborers.
Source : [3]
Since the plant's
closure, more than 50 direct jobs and 1,500 indirect jobs have been lost.
Former officers encountered in the town of Bingerville have difficulty
reintegrating into the social fabric. Young people recruited from the rural
area of Anna (the area where the farm is located), sometimes left to their own
devices, return to the city in search of employment.
3.3.3.
Crisis Risks for Small-Scale Producers in The Country
The aquaculture
sector in Côte d'Ivoire suffers from a lack of
inputs, particularly food and fry. These products, sometimes of bad quality,
are often considered expensive by fish farmers. Moreover, they are inaccessible
to the producers generally of the rural areas of the country with roads
impracticable especially in times of rain.
One of the
objectives of HYDROFISH was to overcome this lack by offering quality
fertilizer to other farms in the country. These Canadian-sourced products were
redistributed by the mill to desirable farms. This project has contributed
relatively to the improvement of the production of small producers according to
Kouadio FKN, et al. (2017) [10]. The delivery of
the products was made directly by the factory which had means of transport
adapted to the movement of the fry. These fertilizers, which originally
affected only the coastline, reached almost all the most remote production
areas of Côte d'Ivoire (Figure 7).
Fish fertilizers
proposed by the plant have also been used by state farms, particularly Natiokobadara
in Korhogo (Figure 3). According to Kouadio FKN,
et al. (2017) [10], the reasons for this
important demand for products offered by the factory are multiple. Beyond the
quality of the species produced, HYDROFISH had the distinction of associating
them with quality food. Thus, with each number of species purchased by a breeder,
correspond to an amount of food. This approach has improved the fish feeding
system and promoted the matching of fish and food in the distribution of fish
inputs.
4. Conclusion
This study showed
the difficulties of developing modern fish farming in southern Côte d'Ivoire. Through the case of the HYDROFISH
super-industrial farm, our research has identified the factors of the farm
crisis as well as the issues related to this recession. The results obtained
insist on the dysfunctions of the management system, production and sale of
fish. The consequences of this crisis are the decline in local and national
production of fish, the deterioration of the living standards of the
populations following the loss of direct and indirect jobs and the risk of recession
for small aqua culturists initially supplied with fish inputs by the factory.
Given the importance of this undertaking in the production of farmed fish at
national level, actions by the structures in charge of the question are
desirable in order to relaunch its activities.