General

Feeding Ghana today feels like walking a tightrope during a storm. Everything, from prices to weather to supply, is unpredictable. I should know; I’m in the agribusiness industry. The cost of basic food items in Accra can swing wildly from week to week. Imported rice fills our markets, not because it’s better, but because it’s cheaper and more consistent. Meanwhile, local poultry farmers are being undercut by frozen chicken imported from overseas. These imports often arrive in bulk, heavily subsidised by foreign governments, making it nearly impossible for Ghanaian farmers to compete. Fertiliser prices are also spiking. And the rains? They’re no longer reliable. Sometimes, they arrive too early, sometimes too late. Occasionally, they don’t come at all. For a country that still relies heavily on rain-fed agriculture, that’s like running a business with no idea when your supplies will show up. Beneath it all lies a deeper issue that we don’t discuss enough. Ghana is heavily reliant on global supply chains for its food. When these chains operate effectively, they help keep prices low. However, when they break, as they did during the COVID-19 pandemic or when war disrupted grain exports from Ukraine, they not only raise costs but also leave people hungry. The reality is this: our current system is fragile. No matter how many good harvests we have, they will not suffice if we cannot store, distribute, or buffer against shocks. That’s why Ghana needs more than farming. We require financing – long-term, intelligent, and accountable financing that enables us to prepare for disruptions before they occur. We must understand how the Ghana Food-Security Bond represents a bold and structured approach to raising money now, enabling us to build a sustainable food system not only for this season but also for future generations. What is a Food-Security Bond? A Food-Security Bond is a special type of government-backed financial tool. It allows the government to borrow money from investors, but with a specific promise: that the funds will only be used to strengthen the country’s ability to feed itself. Think of it like taking a loan from responsible lenders to build long-lasting food security infrastructure. Unlike general borrowing, where money can be spent on anything, these funds are ring-fenced. That means they are locked in and can only be used for targeted investments in the food system. These include things like building irrigation systems, expanding local fertiliser production, upgrading food storage facilities, or expanding nutrition-focused school feeding programmes. This bond essentially treats food security as a form of physical infrastructure, similar to how we invest in roads or electricity. It makes food resilience measurable and attractive to investors. Capital is raised upfront. The government gets the funds at the beginning by selling bonds to banks, pension funds, or development institutions. Funds are tied to outcomes. Investors and the public will know what the money is intended to achieve, such as reducing post-harvest waste, increasing average yields, or stabilising food prices. Repayment is structured over time. Ghana gradually repays the money, either through tax revenues, cost savings, or with the support of international institutions that can provide guarantees. It’s not a one-time project or political promise. A Food-Security Bond is a serious financial commitment, backed by law and performance tracking, aimed at the most basic and critical function of any nation: ensuring that its people can afford to eat. What a dedicated bond would fund The money raised from a Food-Security Bond wouldn’t be distributed widely. Instead, it would concentrate on addressing very specific issues within Ghana’s food system, issues that influence what we eat, what we pay, and how much we waste. Here’s what a dedicated bond would help finance. Agro-Rings Infrastructure: These are agricultural zones surrounding major cities. They bring food closer to where people live. The Food-Security Bond would support the construction of irrigation systems, small access roads, cold storage units, and collection hubs in these areas. This will enable farmers to grow more and transport their products to market without spoilage. Digital Traceability Tools: This includes technology that helps track food from farm to fork. For example, apps that inform you when tomatoes are harvested or tools that connect buyers with nearby farmers. It builds trust, reduces waste, and gets farmers fairer prices. Access to Fertilisers and Seeds: Many farmers struggle to buy inputs at the right time. The bond would help pre-finance high-quality seeds and fertilisers, which would be distributed through cooperatives. Farmers could repay after the harvest, reducing upfront pressure and boosting yields. Expanding Buffer Stocks: Ghana needs to properly store food—especially grains and staples. The bond would finance modern warehouses in various regions, ensuring food safety, minimising price fluctuations, and assisting during emergencies. Nutrition-Linked Interventions: Malnutrition remains a silent issue. The bond could finance school meals, local food fortification, or subsidise basic food items in high-poverty areas. Enhanced nutrition leads to improved health, education, and productivity. Each of these areas is practical, high-impact, and visible. This translates to better-fed children, stronger farms, more local jobs, and a country that can stand on its own two feet during global food shocks. Why Ghana is ready for this Ghana already has several strong institutions and financial tools in place. These serve as pillars that can support a more coordinated national strategy for food security. We don’t need to build everything from scratch. Here’s what we already have: Ghana Commodity Exchange (GCX): This is a formal marketplace where farmers, traders, and processors can buy and sell produce in a transparent and regulated way. It ensures fair prices, reduces exploitation, and connects smallholder farmers to larger markets. Buffer Stock Company: This government-run company helps stabilise food availability and prices. It buys surplus food when there is an excess in the market (to prevent prices from crashing) and releases reserves when there is a shortage (to prevent prices from spiking). It serves as Ghana’s food safety valve. Green and social bonds: Ghana has already issued bonds to raise funds for environmental and social goals, such as renewable energy, sanitation,

When discussing food security in Africa, we often picture rural areas facing failed rains, subsistence farms, and struggling smallholders. However, the crisis is increasingly urban. Cities from Lagos to Accra to Nairobi are expanding, incomes are strained, and food prices have become wildly unpredictable. Modern African cities are fed by invisible threads of long, tangled supply chains stitched together by luck, labour, and low margins. A single border closure, a jump in fuel prices, or a week of heavy rains can sever these threads, leaving shelves empty and stomachs also empty. In Ghana, imported rice continues to fill nearly half of our urban bowls. Ghana imports significant quantities of tomatoes from Burkina Faso, with these imports valued at approximately $400 million annually. This means the tomatoes we consume travel over 1,000 kilometres from Burkina Faso to reach our plates in Accra. On good days, this system is costly. On bad days, it’s dysfunctional. When cities get food wrong, everything else falters: health, productivity, social cohesion, everything. Food isn’t just a commodity; it is a currency of peace. So the question is this: what if cities could feed themselves, or at least feed themselves better? This is where the concept of agro-rings comes in. What is an agro-ring? An Agricultural Ring in Farming (agro-ring) is a planned, productive belt of peri-urban and rural farmland that surrounds a city, much like a quiet engine. Unlike random sprawl or scattered fields, agro-rings are intentionally structured. They are designed to supply a city’s core food needs, such as maize, yam, vegetables, poultry, and dairy, all within a defined and logistically sensible radius. The logic is as ancient as it is urgent, yet simple: grow food closer to where it’s eaten. But the benefits extend far beyond proximity: Price stability: Shorter routes mean lower costs, fewer intermediaries, and more predictable prices. Farmer empowerment: Direct links to urban markets cut out middlemen and increase income per acre. Reduced waste: Fresher produce, less spoilage, better margins for everyone. Crisis resilience: When borders close or roads are flooded, cities don’t starve. Climate adaptation: Decentralised production reduces over-reliance on specific regions or imports. This isn’t a dream. It’s a return to something that African cities once had and a leap towards something we urgently need. The current fragility of Africa’s urban food system Let’s be honest: most African cities eat without a plan. Peri-urban land is consumed by speculation. We find various housing estates, brick kilns, and warehouses spread throughout. Food-producing land is pushed further out, often without a viable transport plan to bring it back in. Urban markets oscillate between feast and famine. One week, tomatoes rot in heaps due to oversupply; the next, they’re priced out of reach. There’s no buffer, no floor, and no map. Middlemen wield disproportionate power, often controlling prices and access to resources. The infrastructure consists of a patchwork of potholes and makeshift sheds. Cold storage is scarce. Aggregation is chaotic. Data remains mythical, to say the least. In times of crisis, this dysfunction becomes especially pronounced. During the COVID-19 pandemic, it wasn’t food that ran out; it was the ability to transport it. The 2022 fertiliser spike didn’t just affect farms; it sent ripple shocks to chop bars and corner stores. Cities cannot continue to exist like this. Food systems based on improvisation fail under stress. Resilience needs to be engineered. Agro-rings are a blueprint. How agro-rings would work in Ghana Imagine Greater Accra not as a sprawling area, but as a hub, intentionally nourished by a 100-kilometre ring of coordinated production. Step one: map what Accra eats. Quantify maize demand, onion usage, poultry consumption, etc. Then trace the origins of these food items and determine the costs related to any gaps in supply. Step two: zone production belts. Identify fertile, available land in the Eastern, Volta, and Central Regions within haulage reach. Prioritise crops that have high perishability and strong demand. Step three: build infrastructure where it counts. Aggregation centres with cold storage. Feeder roads that aren’t washed out by the first rains. Digital platforms that connect producers to buyers before harvest begins. Step four: align incentives. Provide tax breaks or concessional loans for processors, aggregators, and cold chain investors who locate within the agro-ring. Offer microinsurance and contract farming support for farmers within the ring. Step five: replicate. Kumasi, Tamale, Takoradi – each with their own ring, suited to their ecology and appetite. Stitch these into a national food resilience network. This isn’t about cutting off trade. It’s about anchoring it in something stronger than chance. Policy and private sector roles Agro-rings require alignment. Ministries of agriculture, roads, trade, and finance must cease planning in isolation. Local governments should have a seat, and a stake. The private sector must stop waiting to be invited. Logistics companies can invest in decentralised storage and cold hubs. Agritech firms can deploy traceability tools and AI-based yield forecasting. Financial institutions can design credit products that reflect seasonal realities. For instance, a fintech can provide pre-harvest loans linked to delivery contracts within the agro-ring, minimising risk for both farmers and lenders. Supermarkets and fast food chains can source a percentage of inputs from ring-certified producers. Donors and development banks can stimulate investment, fund essential infrastructure, reduce risks in blended finance, and assess performance. But the vision must be owned locally. Agro-rings won’t work if they are imposed; they succeed when they are co-created. Agro-rings in the AfCFTA era AfCFTA promises open markets, but open markets without secure supply are merely a mirage. Agro-rings transform cities into stable suppliers, not just consumers. A well-organised ring around Kumasi can supply food to southern Burkina Faso. A cassava processor in Takoradi with a consistent supply of roots can ship gari to Abidjan. When the local foundation is strong, the regional ambition becomes credible. Agro-rings make trade real. They translate protocols into products. Local food, global impact African cities are growing. Their food systems must evolve as well. Agro-rings aren’t a silver bullet, but they serve as a compass. They point towards a future where

When people think of African exports, they often picture crude oil tankers, containers of cocoa beans, or bundles of raw cotton. What is missing from this mental image is the heartbeat of any resilient economy: small and medium-sized enterprises (SMEs). SMEs account for roughly 80% of jobs across the continent (Afreximbank, 2025). Yet they represent a small fraction of Africa’s international trade. This gap is not inevitable. It is a result of historical export models that depended on raw materials, aid dependency, and underdeveloped regional value chains. It also serves as the clearest indicator of untapped opportunity. The African Continental Free Trade Area (AfCFTA) changes the game. With 54 markets and 1.4 billion consumers, it offers SMEs a rare chance to scale beyond borders and participate meaningfully in global value chains. However, opportunity alone is not enough. Africa must deliberately cultivate “export-ready” SMEs, firms with the skills, systems, financing, and support networks necessary to compete globally. Why most African SMEs do not export today Despite comprising the majority of business activity and employment in Africa, most SMEs are confined to local or national markets. Several structural barriers hinder their ability to expand their reach. High compliance costs Meeting international product standards can be costly and technically complicated. For example, exporting yam flour to Europe may require certifications for pesticide levels, allergen labelling, and traceability protocols. Limited market information Many SMEs operate in information vacuums. They lack real-time data about export demand, pricing dynamics, regulatory updates, and changing consumer preferences abroad. Fragmented supply chains Logistics systems in many African countries still function as isolated entities. SMEs encounter challenges in accessing cold storage, dependable trucking networks, or cost-effective shipping solutions. This adversely affects time-sensitive or perishable exports in particular. Credit constraints Without formal collateral, credit histories, or knowledge of export financing tools, SMEs often struggle to secure the capital needed for expansion. Even those that succeed encounter high interest rates and brief repayment timelines. A 2024 survey by the African Trade Policy Centre found that fewer than 20% of African SMEs have ever attempted to export, citing a combination of regulatory burdens, financial gaps, and a lack of guidance as the primary deterrents (AfCFTA Secretariat, 2025). AfCFTA’s breakthrough: Levelled playing fields AfCFTA’s Guided Trade Initiative, launched in 2022 in Ghana, offers a glimpse of what is possible. The agreement significantly reduces friction at borders by simplifying customs procedures, introducing a single certificate of origin, and harmonising product standards. Approximately 40 countries are already shipping under the new framework. Early data indicates that participating firms have reduced export documentation costs by up to 35% (Afreximbank, 2025). For SMEs, this could be transformative. This means that a company in Tamale or Kumasi can comply once and access 54 markets with that same certification, provided it meets product quality and delivery expectations. However, simply “opening the gates” is not enough. Without intentional capacity-building and market linkage efforts, larger firms will continue to dominate cross-border flows while SMEs remain sidelined. What makes an SME export-ready? Export-readiness involves more than just having a good product. It requires establishing a coordinated ecosystem within a business, one that connects strategy with execution and vision with discipline. A framework of interlocking capabilities must be strengthened. Documentation literacy Understanding export paperwork, certificates of origin, customs codes, harmonised system (HS) codes, and trade finance tools like letters of credit or export guarantees is crucial. SMEs must know how to navigate tariff classifications and non-tariff barriers efficiently. Even simple errors in product descriptions or missing signatures can delay clearance by weeks. Quality assurance systems Beyond one-off certifications, SMEs must institutionalise systems that ensure consistent quality. This development involves creating standard operating procedures (SOPs), traceability records, and conducting internal audits. For agribusinesses, it may include Good Agricultural Practices (GAP); for manufacturing, ISO standards or HACCP protocols. Buyers in Europe or North America expect documented evidence, not just verbal assurances. Packaging and branding Export packaging must protect the product, comply with regulations, and appeal to the buyer. It may involve adopting multilayer packaging, tamper-proof seals, and multilingual labelling. Branding is equally critical. How a product looks, feels, and tells a story matters. Whether it is organic shea butter from Tamale or ceramic tiles from Sekondi, the brand narrative must resonate with distant buyers. After-sales service capacity Exporting is not the end of the transaction; it’s the beginning of a relationship. Distributors and retailers desire clear return policies, support with shelf positioning, and occasional feedback loops. Even a single point of contact, like a WhatsApp number or export liaison email, can make the difference between repeat orders and silence. Digital visibility Today’s buyers search online. SMEs must have at least a functional website, optimised search terms, and updated profiles on B2B marketplaces such as Alibaba, TradeKey, or specialised African trade platforms. Social proof (testimonials, photos, partnerships) enhances credibility. In the digital age, visibility is no longer a bonus but a necessity. Production scalability Can the SME fulfil an order of 10,000 units? How quickly can it ramp up if a buyer doubles their order? Many promising SMEs miss opportunities because they can’t demonstrate the operational readiness to scale production, source raw materials in bulk, or meet tight delivery windows. Legal readiness Exporting also introduces risks like currency fluctuations, contractual disagreements, and logistics disputes. SMEs must have access to legal templates, support for contract negotiations, and basic training in intellectual property rights, incoterms, and dispute resolution mechanisms. And then there is mindset. Many SMEs still view export as a risky leap rather than a long-term growth strategy. Shifting this psychology is as critical as any logistical fix. Business owners need to see themselves as players in a continental ecosystem, not just as traders at a local market. They need to dream bigger, but they must also be equipped to execute just as effectively. Practical strategies to grow Africa’s export-ready SME base National Export Readiness Academies Public-private partnerships can provide modular training on trade logistics, digital marketing, compliance documentation, and product quality. This training can be delivered