Mauritius Pesca artesanal

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VALUE CHAIN ANALYSIS OF THE

ARTISANAL FISHERIES - MAURITIUS

June 2012

REPORT/RAPPORT : SF/2012/8

EuropeanUnion

Funded by


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Implementation of a Regional Fisheries Stategy For

The Eastern-Southern Africa

And Indian Ocean Region

10thEuropean Development Fund

Agreement No: RSO/FED/2009/021-330

This publication has been produced with the assistance of the European Union. Thecontents of this publication are the sole responsibility of the author and can in no way

be taken to the views of the European Union.


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Implementation of a Regional Fisheries StrategyFor The Eastern-Southern Africa and India Ocean Region

Programme pour la mise en oeuvre d'une stratgie de pche pour laregion Afrique orientale-australe et Ocan indien

Value Chain Assessment of the

Artisanal Fisheries - MauritiusSF/2012/8

Soobaschand Sweenarain

This report has been prepared with the technical assistance ofLe prsent rapport a t ralis par l'assistance technique de

Juin 2012

European

Union

Funded by


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Table of Content

List of Abbreviations & Acronyms ................................................5

Acknowledgements...................................6

Preface.......................7

Laymans Summary................................11

Rsum des Non-initis.................................... 11

Executive Summary................................... 11

Rsum Analytique....................................17

1.0 Introduction..................................................................................................................25 1.1 Work Plan and Implementation ...........................................................................25 1.2 Methodology.... ....................................................................................................26 1.3 Analysis................................................................................................................ 27

2.0 Overview of the Artisanal Fisheries Sub-sector....................................................28 2.1 Fisheries Policies................................................................................................... 28 2.2 Supporting Institutions ....................................................................................... 28 2.3 On-going Programmes in the Artisanal Fisheries ..................................................29 2.4 Coastal Fisheries Infrastructure ...........................................................................29 2.5 Fish Resources in the Lagoon and Off-lagoon..... ..................................................30 2.6 Supply of Fresh Fish..............................................................................................31 2.7 Fisher Community.................................................................................................31 2.8 Fishing Equipment................................................................................................31 2.9 Fishing Gears........................................................................................................32 2.10 Preservation of Fish on Board............................................................................... 33

3.0 VCA of Fishing Enterprises........................................................................................34 3.1 Case Study I Hand Line Fishing Unit / Enterprise................................................ 35 3.2 Case Study II Basket Trap Fishing Unit................................................................37 3.3 Case Study III Large Net Fishing Cooperative / Enterprise...................................38 3.4 Case Study IV Non-Motorized Boat Hand Line Unit ...........................................39 3.5 Case Study V - On-foot Hand Line & Harpoon Fishing.......................................... 40 3.6 Summary of Economic Indicators of Artisanal Fisheries........................................41 3.7 Protability of Fishing Enterprise Rs /Kg.............................................................42 3.8 Cash Flow Management....................................................................................... 42 3.9 Bio-Economic Approach of the Artisanal Fisheries................................................43

4.0 Fresh Fish Trade in Mauritius.................................................................................... 46 4.1 Fishmongers.........................................................................................................47 4.2 Marketing and Distribution Logistics.................................................................... 48 4.3 Pricing Mechanism............................................................................................... 49

5.0 VCA of Marketing Channels..................................................................................... 51 5.1 Case Study VI Integrated Coastal Retailer of Hand Line Harvested Fish..............51 5.2 Case Study VII Integrated Coastal Retailer of Basket Trap Harvested sh........... 52


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5.3. Case study VIII Wholesaler of Large Net & Basket Trap Harvested Fish...............53 5.4. Case study IX Municipal Fish Retail Outlet......................................................... 54 5.5. Case Study X Fish Stall in a Hypermarket........................................................... 55

6.0 Distribution of Value Added Between Fishing and Marketing Functions.....56 6.1 HL Integrated (Fishing and Marketing) Activities ..................................................56 6.2 BT Integrated (Fishing and Marketing) Activities.................................................. 57 6.3 HL and Supermarket Fish Stall Integrated Activities..............................................57 6.4 LN Fishing and Institutional Fish Market Integrated Activities.............................. 57 6.5 Integrated Fishing and Marketing Activities Non-Motorized HL Boats............... 58 6.6 On-foot Fishers - Integrated Fishing and Marketing Activities.............................. 58 6.7 Summary of Case Study Results............................................................................59

7.0 Results and Discussions ............................................................................................ 60 7.1 Management and Monitoring Measures .............................................................. 60 7.2 FLS and LFC as the Focal Point..............................................................................61 7.3 Handling and Preservation of Fresh Fish...............................................................62 7.4 Processing and Value Added Activities..................................................................62 7.5 New Concept of Fish Terminal...............................................................................63

8.0 Recommendations...................................................................................................... 64

Appendix 1: Terms of Reference...........................................................................................69

Appendix 2: Commercial Category of Fish Harvested by the Artisanal Fisheries... 71

Appendix 3: Fishing Business Model...................................................................................73

Appendix 4: Consolidated Data Reg. Fishers / Fishing Boats / Fishmongers........ 75

Appendix 5: Catch Composition of the Artisanal Fisheries - Year 2010................. 75

Appendix 6: Questionnaire 2 - Distribution and Marketing Channels................... 76

Appendix 7: Questionnaire 2 Fishing Enterprise................................................ 79

Appendix 8: Fish Landing Stations (FLS) Around Mauritius.................................. 82

Appendix 9: List of Persons Met........................................................................................ 83

Appendix 10: References........................................................................................................84

List of Publications ................................................................................................................. 85


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7SmartFish Programme ReportSF/2012/8

LIST OF ABBREVIATIONS & ACRONYMS

AFRC Albion Fisheries Research CentreBDS Business Development Services

CA Competent AuthorityCOP Code of PracticeCOP Cost of ProductionCOS Cost of SalesCPBL Catch Per Boat LandingCPFD Catch Per Fisherman DayCSP Consumer Sale PriceDBM Development Bank of MauritiusEEZ Exclusive Economic ZoneEFAM Electronic Fish Auction MarketESA IO East-Southern Africa - Indian Ocean

EU European UnionFD Fisheries DepartmentFAD Fish Aggregating DeviceFGD Focus Group DiscussionFIT Fishermen Investment TrustFITEC Fishermen Investment Trust Extension CentreFLS Fish Landing StationFPO Fisheries Protection Ofcer

HACCP Hazard Analysis and Critical Control PointsHP Horse PowerIFAD International Fund for Agricultural DevelopmentIFRS Implementation of Fisheries Regional StrategiesIOC Indian Ocean CommissionL/T Long TermLFC Local Fisher CommunityM/T Medium termMC Marketing CostMdP Maison des PcheursMM Marketing MarginMOFR Ministry of Fisheries and RodriguesMP Marketing Prot

MSY Maximum Sustainable YieldPM Prot Margin

PSP Producer Sale PriceRRA Rural Rapid AppraisalS/T Short TermSMEDA Small Medium Enterprises Development AuthoritySTE Short Term ExpertiseT Metric TonneTC Total Cost

VCA Value Chain AnalysisWSP Wholesale Price


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8 SmartFish Programme ReportSF/2012/8

ACKNOWLEDGEMENTS

The consultant wishes to thank the following institutions and people for their

valuable assistance in bringing up this report.

Ministry of Fisheries and Rodrigues Mr. D. Mauree Mr. Vishnu Soondroon Mr. Marayven Nallee Mr. Satish Kheedun

Fisheries Enumerators Mr. Munisami Mr. F B Bholah Mr. D. Bolaky Mr. S. Sok Appadu Mr. S. Mohabir Mr. S Ramkisson

Ministry of Cooperatives, Small and Medium Business Enterprises Dr. Manoj Nandooarsingh

Fishermen Investments Trust Mr. Adil Bunwaree

Fishermen Investments Trust Extension Centre Mr. B. Ramcharrun

Mauritius Fishermen Cooperative Federation Mr. Patrick Fortuno

Auria Limited

Mr. R Permall


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PREFACE

Value Chain Assessment: Artisanal Fisheries of Mauritius & Rodrigues

Within the broader framework of the IOC SmartFish programme (Implementation of a Regional Fisheries Strategyfor ESA-IO programme), component Result 4, Regional Trade Development, this report has been prepared to assistthe Ministry of Fisheries & Rodrigues in Mauritius to better understand the situation in the artisanal shery from an

economic and value perspective. This will allow for objective planning for potential interventions to assist in the movetowards a more market driven and sustainable shery that will enhance and contribute to the growing demand for sh

in the country in the long-term, whilst maintaining the socio-economic value of the shery in the country.

This report looks closely at the different types of shing methods within the artisanal sub-sector, such as the hand-line

(motorized and non-motorized) shery, the basket trap shery, the large net shery as well as the on-foot shery. It

provides a detailed analysis of performance in terms of typical business models for each unit and makes assessmentsof performance with respect to catch potential, capacity /over-capacity vs. stocks and estimated MSY. Ultimately the

impact on the local shing communities, as well as the broader issue of increasing demand in the country, is addressedand how to re-model and empower the artisanal shery to better serve the economy, as well as the local population.

Recommendations for short-term interventions are made to inform the many stakeholders of what works and whatdoesnt work so well and a view to the future for everyones benet.

Regionally, small island artisanal sheries, as well as regional coastal artisanal sheries are all dealing with issues of over-

capacity and depleted stocks in coastal lagoons, as well as deciding how to ensure future productivity of the sectorwhere local shers derive a signicant part of their livelihoods from shing. This report will contribute to the regional

knowledge in this regard and inform other initiatives to be planned regionally under the SmartFish programme.

This report is the rst step and a similar exercise is to be implemented for the island of Rodrigues. Although some

similarities are expected, there are very different aspects to each of these sheries to be understood.


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LAYMANS SUMMARY

The study has carried out an economic appraisal of the production and marketing systems in the artisanal sheries in

Mauritius. The results have shed some light on the protability of the different enterprises involved in the supply chain and

on the distribution of value added or prot between shing and marketing. The major problems identied in the sheries arenamely; open access which is tantamount to overshing; obsoleteness of sheries infrastructure; over-investments in shing

operations; and, absence of a food safety and quality standard for the fresh sh on the local markets. Appropriate measures

have been recommended to drive the artisanal sheries on the path socio-economic and ecological sustainability.

RSUM DES NON-INITIS

Une tude danalyse conomique est entreprise dans les lires de la pche et de la commercialisation dans le secteur

de la pche artisanale Maurice. Ltude a apport un clairage sur la rentabilit des diffrentes entreprises dans lalire et sur le partage de la valeur ajoute entre les composantes de la pche et celles de la commercialisation. Les

problmes identis dans le sous-secteur sont entre autres, le libre accs ce qui comporte un risque potentiel de

surpche, surinvestissements dans les outils de production, mauvais tat des infrastructures de la pche ctire et

labsence des normes sanitaires et de qualit des produits de pche sur les marchs locaux. Des actions ncessaires ontt recommandes pour que la pche artisanale soit socio-conomiquement et cologiquement soutenable.

EXECUTIVE SUMMARY

This study was commissioned by the Ministry of Fisheries and Rodrigues of Mauritius and executed by the Implementationof Regional Fisheries Strategies for the ESA-OI under the aegis of the Indian Ocean Commission funded by theEuropean Union. Its principal objective is to carry out a value chain analysis of the artisanal sheries sub-sector in

Mauritius to assess the economic performance of its production functions and marketing channels. Based on thendings, recommendations are made to enhance overall efciencies in the artisanal sheries while taking into account

the social and ecological implications.

Actually the artisanal sheries are the main suppliers of fresh sh to the local markets with an annual production of 830

metric tonnes. As of 2010 there were 1,620 registered shers, 1,605 shing boats and 400 active shmongers in the

sub-sector. The targeted sh stocks have attained their MSY. The CPFD is at 6.4 kg over the past 3 years. The MOFR

provides a plethora of incentives to divert shing efforts from the lagoon to off-lagoon deep-sea FAD and demersalsheries in order to relieve shing pressure in the lagoon.

There are 60 Fish Landing Stations (FLS) around Mauritius that serve as operational base to the coastal shing eet.

They are mandated for unloading of sh, data collection and primary sale of sh. In the early 70s they were conceived

to provide basic facilities for cleaning, sorting and marketing of sh. Actually most of them have outlived their purposes

and are out of use. The decline of the Local Fishing Community (LFS) has had a negative impact on the developmentand management of the coastal sheries and the organisation of the LFC. Efforts are being made by the Ministry to

rehabilitate the FLS network around the island in consultation with the LFC.

A major concern for the artisanal sheries is the absence of a food safety and quality standard along the supply chain,

from capture to consumption. Preservation of sh on board is rudimentary or non-existent. Flake Ice is not availablearound the island particularly at the FLS. Traditional boats are not equipped with sh holds and ice is simply not used.


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For the value chain assessment (VCA), the artisanal sheries were classied into 5 typical shing units or enterprises

using shing gears and operational strategies as key determinants:

Hand line shery

Basket and Trap shery Large Net shing shery

Non-motorized hand line shery

On-foot hand line and harpoon shery

Costs and revenues were collected by secondary and primary surveys on each of the selected shing enterprises

in different regions of the country to prepare a standardized Income and Expenditure statement (IES). Economicefciencies / protability of these shing units were determined by calculating the Cost of Production (COP) and Prot

Margin (PM). The break-even quantity of the shing enterprise was determined by assuming a minimum salary of Rs

10,000 as opportunity cost for shing labour. The results of the VCA are summarized in the table below:

Table 1: Protability of shing enterprises Rs /Kg

Items Unit H L B T H L/ B T L N N/M HL On/FT

Annual Catch @ f/boat

Kg 4139 3780 3980 24635 2041 737

Sales at PSPCost of ProductionSurplus Income ()Prot Margin to Sales

Cost of Fuel

Cost of shing labourB/E Qty (TR-TC)

Rs/kgRs/kgRs/kg

%Rs/kg

Rs/kgKg

190.70155.77

34.93

18 %36.50

85.253 379

120.2180.9039.31

33 %

40.00

39.252 546

155.46

117.8937.57

24 %38.25

62.252963

128.30

110.9217.32

14%11.56

86.8421 300

126.9268.8156.98

45 %

-

87.092070

131.20

32.01

97.8075.%

-

97.801095

() Surplus Income of the shing enterprise

The above table provides simple economic indicators that can be helpful in the management and monitoring of thesheries. By extrapolating the break-even catch level to the existing shing capacities, it is concluded that there is a

serious problem of overcapitalization in the artisanal sheries.


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Table 2: Estimates of Surplus shing capacities at current MSY level

Items HL BT BT/HL LN O/fHL/H TOTAL

Annual Catch

PercentageMean Catch @ f/ boat (kg)

227

12%4 139

267

11%3780

2836%

3960

222

6%24635

8735%737

831

100%

Optimal No. f/boats (N)Optimal On-foot shers (N)

54-

150-

7-

27-

-118

238

Active shing boats

Active on-foot shers

678 761 139 27 -134

1605

Surplus shing boats (N)

Surplus On-foot shers (N)

624

-

611

-

132

-

0

-

-

16

1367

At the current MSY, the artisanal sheries can sustain 238 shing boats and 832 shers including 118 on-foot shers.

There is a surplus of 1367 boats and 788 registered shers including 16 on-foot shers. The situation is more alarming

in reality because the coastal sheries, with the exception of the LN shery are open access.

On the marketing side, a preliminary survey was carried out to have an in-depth understanding on the market structuresand marketing channels of the artisanal sheries. To address the VCA in the marketing channels, Marketing Margin

(MM), Marketing Cost (MC) and Marketing Prot (MP) were determined. The fresh sh market is supply driven and

the market price has high volatile. In fact there are nearly 400 active shmongers chasing 830 metric tonnes of fresh sh

annually. An increasing number of shmongers are owners of shing boats as a part of a business strategy to secure a

regular supply of sh. Some others would act as indigenous bankers to shing enterprises to gain priority of their catch.Also an increasingly large number of shing enterprises in the coastal areas have diversied into roadside sh retailing

as a household business.

Figure 1: Flow chart of the market channels of fresh sh in Mauritius

End Consumers Exports

Super / hyper MarketsFish ShopsHotel & Restaurants

Retailer / WholesalersF/boat owner (N= 150)

Wholesaler/ Distributors(N= 10)

Fishers (N=1655) F/Boats (N=1700) Production (830 t)

Retailers FLS

(N=100)

N:3

Inland Retail Outlets:Town & Large Village Markets, 340Roadside & Ambulant vendors

L

O

G

I

S

T

I

C

S


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The following sh marketing channels were surveyed:

Roadside sh vendor (supplied by hand line shing enterprise)

Roadside sh vendor (supplied by a Basket Trap shing enterprise)

Supermarket sh stall (supplied by hand line shing enterprises)

Institutional sh Market (supplied by a wholesaler)

Non-motorized shing enterprise selling directly to end consumers

On-foot sher selling directly to end consumers

Table 3: Distribution of value-added between Fishing and Marketingsegments

Items (Rs / kg) CSP COP MC COS T P F P M P

HL / Road side RetailerBT /Road side RetailerHL / Supermarket RetailerLN / Inst. Market RetailerO&S Boat HL / Direct SalesOn-Foot / Direct sales

243.50161.00341.00

163.21

243.50

151.70

155.7786.52

155.77

86.52

129.7632.01

20.1022.7583.77

12.7920.1010.00

175.87109.27239.54

99.31

149.8642.01

67.6351.73

101.4663.90

93.64

109.69

34.9339.31

34.93

41.6860.93

99.06

32.7012.4266.53

22.2232.71

10.63

Mean (Rs / kg) 217.32 107.73 28.25 135.98 81.34 51.81 29.54

Mean (%) - 50 % 13 % 63 % 37 % 24% 13%

CSP: Consumer Sale Price; COP : Cost of Production; MC: Marketing Cost; TP: Total Prot;

COS: Cost of Sales ; FP : Fishing Prot and MP : Marketing Prot

It is concluded that the distribution value added between the shing and market blocks is equitable and realistic. The

stakeholders in the value chain are dynamic, efcient and adaptive to uncertainties and high risks relevant to the artisanal

sheries. Distribution of prot margin between production and marketing is realistic.

Figure 2: Mean value-added per Kg


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Marketing Cost is negligible of the short distribution network and low capital investment in logistics. It represents 13%

of the CSP. However marketing cost for dedicated sh stall in supermarkets is higher (25% of the CSP) and obviously it

is rewarded by a higher prot margin (20%). The implementation for food safety and quality standard has to be viewed

as market opportunities instead of cost constraints. There should be no resistance on the part of marketing channels

to comply with a food safety and quality standard. Actually the development of micro and small processing and valueadded enterprises is on stand still mainly due to shortage of supply of fresh sh and absence of food safety and qualitynorms. However the market prospects are good. The cultural heritage of the artisanal sheries can be promoted as

an attraction for the tourism industry. A new concept of sh terminal is proposed to tap additional revenue for sher

community from the growing number of foreign visitors in the country.

The study has concluded and recommended the following:

There is a potential risk of overshing in the artisanal sheries because the active shing capacities exceed in

manifold the sustainable level. There is an urgent need to undertake a risk assessment on sh stocks harvested in

the lagoon and off-lagoon.

The coastal ecosystem is under more intense pressure from an increasingly large number of (non-registered)professional, amateur and sport shers. To do away with the prevailing open access environment, it is recommendedto conduct a survey on the activities of the amateur and sport sheries leading to the implementation of an

appropriate regulatory framework to manage and monitor these sheries at par with the artisanal sheries.

The present sheries statistical model including sampling and data collection strategies has outlived its purpose

and it is high time to replace it. The new system must be capable of integrating the activities of amateur and sportsheries.

An appropriate bio-economic model for the artisanal sheries has to be developed to serve as a management tool

kit.

An Economic Unit headed by a sheries economist has to be set within the AFRC. It will be responsible for allsocio-economic issues related the sheries sector, in particular the artisanal sheries.

The FLS network has to be rehabilitated at the earliest with the involvement of the local sher communities. LFCs

have to be empowered with local governance, leadership and co-management skills to bring about a shift from anexternal enforcement approach to shared goals and responsibilities in sheries management. It is indicated that

IFAD-MARS is committed to fund a study on a comprehensive management plan for the lagoon and off-lagoonsheries within the framework of the upcoming Fisheries Master Plan.

There should be no compromise regarding safety and quality of fresh sh placed on the local markets. The

guideline for a detailed action plan for the enforcement of the COP Handling and Preservation of fresh sh is

enumerated as follows:

- Launch an awareness campaign at the national level using audio-visual means and FGD to sensitizeconsumers and producers of the critical need for food safety and quality of fresh sh on the local

markets and particularly the use of ice-akes for sh preservation.

- Conduct an audit on the existing sheries infrastructure from the perspective of the implementation

of the COP Handling and Preservation of Fresh Fish as minimum food safety and quality in theartisanal sheries.

- Enforcement of the COP Handling and Preservation of fresh sh by the MOFR as a national

food safety and quality standard for the marketing of fresh sh.


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- Development of a human resources plan at public and private sector levels to ensure thesmooth implementation of the safety and quality standard.

- Implement a pilot project on COP Handling and Preservation of Fresh Fish based onvoluntary compliance at Tamarin or Trou deau Douce where an ice-plants exists, to showcaseits importance.

To develop a new concept of a Fish Terminal at strategic locations to serve equally as a tourist attraction, asa strategy to maximise revenue of the artisanal sheries. The cultural heritage of the sher communities, the

everyday activities at the shing wharf and seafood market will be main theme of this concept. The project

will create positive interactions / synergies between artisanal sheries and the tourism sector. It is proposed to

prepare a pre-feasibility study and business plan for the development of a pilot project to be located at Maisondes Pcheurs complex, Fishermen Village of Mahebourg Waterfront.

The prospects for the development of micro and small scale processing and value addition activities will growprogressively with an increase in the supply of fresh sh. FITEC will have to adopt a pro-active and one-stop-shop approach to assist promoters through project facilitation, training in technical and entrepreneurial skills andmentoring.

To strengthen management and extension capacities of AFRC, by creating an Economic Observatory headed bya sheries economist. It will be responsible for all socio-economic issues related to the sheries sector inter alias,

cost-benet analysis of policy-decisions, socio-economic surveys and technical supports to FITEC.

A pilot project to empower local sher communities in local governance, leadership participatory management

leading shared commitment and responsibility in policy formulation and voluntary compliance; and co-managementof local sheries infrastructure such as FLS.

Many international and regional organisations as well as inter-governmental Co-operations are active in the artisanalsheries sub-sector. A new Fisheries Master Plan is in the process of approval by the Cabinet. A concerted approach

will be necessary to allocate adequate technical and nancial resources for the implementation of the above

recommendations.


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RSUM EXECUTIF

La prsente tude a t commande par le Ministre de la Pche et de Rodrigues (MOFR) de Maurice et effectue

par le Programme pour la Mise en oeuvre dune Stratgie Rgionale de la pche pour la rgion Afrique Orientale et

Australe - Ocan Indien (AOA-OI) sous lgide de la Commission de lOcan Indien (COI) avec le nancement delUnion europenne (UE). Lobjectif principal consistait entreprendre une tude de la chane de valeur du sous-secteurde la pche artisanale Maurice dans le but dvaluer la performance conomique de ses fonctions de production et deses canaux de commercialisation. Sur la base des conclusions, des recommandations sont formules an de renforcer

lefcacit globale de la pche artisanale tout en tenant compte des implications sociales et cologiques.

La pche artisanale constitue en fait la principale source dapprovisionnement des marchs locaux en poisson frais, avecune production annuelle de 830 tonnes mtriques. En 2010, on comptait 1 620 pcheurs enregistrs, 1 605 bateaux

de pche et 400 mareyeurs actifs dans le sous-secteur. Les stocks de poissons cibls ont atteint leur rendement maximaldurable (RMD). Les captures par pcheur par jour se sont leves 6,4 kg au cours des trois dernires annes. Le

MOFR fournit une plthore de mesures incitatives pour dtourner leffort de pche vers lextrieur du lagon, sur lespcheries en eaux profondes, dmersales ou sur DCP, an de diminuer la pression de pche dans le lagon.

Il existe autour de Maurice 60 stations de dbarquement du poisson (SDP) qui servent de base doprations la otte

de pche ctire. Elles sont habilites dcharger le poisson, recueillir les donnes et effectuer la premire vente du

poisson. Au dbut des annes 70, ils taient conus de sorte offrir les installations lmentaires pour le nettoyage,le tri et la commercialisation du poisson. En fait, la plupart dentre elles ont fait leur temps et sont hors dusage. Ledclin des communauts de pche locales (CPL) a eu un impact ngatif sur le dveloppement et la gestion des pchesctires et lorganisation des SDP. Le Ministre entreprend actuellement des efforts an de rhabiliter le rseau de sites

de dbarquement autour de lle en consultation avec les CPL.

Une source majeure de proccupation pour la pche artisanale savre tre labsence de normes de qualit et de

scurit alimentaire le long de la chane dapprovisionnement, de la capture la consommation. Les mesures deprservation du poisson bord des bateaux sont rudimentaires ou non existantes. La glace en ocons nest pasdisponible autour de lle, en particulier aux dbarcadres. Les bateaux traditionnels ne sont pas munis de cales

poisson et la glace nest simplement pas utilise.

Aux ns de lanalyse de la chane de valeur (ACV), la pche artisanale a t classe en cinq types dunits ou dentreprises

de pche, en utilisant les engins de pche et les stratgies oprationnelles comme dterminants cls :

pche la ligne (HL) ; pche au panier et au casier (BT) ; pche au grand let (LN) ;

pche la ligne non motorise (NM HL) ;

pche la ligne pied et pche au harpon (On/FT).

Des donnes sur les cots et les revenus ont t recueillies grce des enqutes secondaires et primaires auprs de

chacune des entreprises de pche slectionnes dans diffrentes rgions du pays an de prparer un tat standardis

des revenus et des dpenses (IES). Lefcience et la protabilit de ces units de pche ont t dtermines en

calculant le cot de production (CP) et la marge de prot (MP). La quantit requise pour la rentabilit de lunit de

pche a t dtermine en supposant quil y ait un salaire minimal de Rs 10 000 comme cot dopportunit pour lamain duvre de pche. Le tableau suivant prsente un rsum des conclusions de lACV :


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Tableau 1: Rentabilit des entreprises de pche - Rs/kg

Elments Unit HL BT HL / BT LN N/M HL On / FT

Prise annuelle par bateau Kg 4139 3780 3960 24635 2041 737

Ventes aux PSPCots de productionRevenus en excdent ()Marge de prot par

rapport aux ventesCot du carburantCot de la main duvrede pche

B/E Qt (TR-TC)

Rs/kgRs/kgRs/kg

%

Rs/kgRs/kg

Kg

190.70155.77

34.93

18 %

36.50

85.25

3 379

120.2180.9039.31

33 %

40.0039.25

2 546

155.46

117.8937.57

24 %

38.25

62.25

2963

128.30

110.9217.32

14%

11.56

86.84

21 300

126.9268.8156.98

45 %

-87.09

2070

131.20

32.01

97.8075.%

-97.80

1095

() Revenus en excdent de lentreprise de pche

Le tableau ci-dessus fournit des indicateurs conomiques simples qui peuvent tre utiles dans la gestion et la surveillancedes pches. En extrapolant le niveau des prises ncessaires pour atteindre le seuil de rentabilit des capacits de pcheexistantes (B/E Qt), lon conclut quil existe un srieux problme de surcapitalisation dans le sous-secteur de la

pche artisanale.

Tableau 2 : Estimations des capacits de pche excdentaires au niveau

actuel de RMD (rendement maximal durable)

Elments HL BT BT / HL LN O/F - HL / H TOTAL

Prise annuellePourcentagePrise moyenne par bateau (kg)

22712%4139

26711%3780

2836%

3960

2226%

24635

8735%

737

831100%

Nombre de bateaux de pcheoptimal (N)Nombre de pcheurs pied

optimal (N)

54

-

150

-

7

-

27

-

-

118

238

-

Bateaux de pche actifsPcheurs pied actifs

678 761 139 27 -134

1605

Nombre de bateaux de pcheen surplus (N)Nombre de pcheurs pied ensurplus (N)

624

-

611

-

132

-

0

-

-

16

1367


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Au RMD actuel, la pche artisanale peut supporter 238 bateaux de pche et 832 pcheurs, y compris 118 pcheurs

pied. Il y a un surplus de 1 367 bateaux et 788 pcheurs enregistrs, y compris 16 pcheurs pied. La situation est en

ralit plus alarmante parce que les pcheries ctires, lexception de la pche au grand let, sont en accs ouvert.

En ce qui concerne la commercialisation, une tude prliminaire a t mene en vue de mieux comprendre les structuresdu march et les canaux de commercialisation de la pche artisanale. An daborder les canaux de commercialisationdans cette analyse de chaine de valeur, la marge de commercialisation (MM), le cot de commercialisation (MC) etle prot de commercialisation (MP) ont t dtermins. Le march du poisson frais est dtermin par loffre et le

prix du march est trs volatile. En fait, il existe environ 400 mareyeurs actifs brassant 830 tonnes de poissons frais

annuellement. Un nombre croissant de mareyeurs sont des propritaires de bateaux de pche, ce qui fait partie dunestratgie commerciale permettant de sapprovisionner en poisson sur une base rgulire. Dautres agiraient comme

des banquiers locaux auprs des entreprises de pche an dtre les premiers accder aux prises. Par ailleurs, un

nombre de plus en plus lev dentreprises de pche des zones ctires ont diversi leurs activits pour faire de la

vente au dtail sur le bord de la route en tant quentreprises familiales.

Figure 1: Organigramme des canaux du march du poisson frais Maurice

Consommateur nal Exportations

Super/hypermarchsPoissonneriesHtels & Restaurants

(N=7)

Propritaires de bateauxdtaillants/ grossistes

(N=150)

Grossistes / Distributeurs(N= 10)

Pcheurs (N=1655) Bateaux de pche (N=1700) Production (830 t)

Dtaillants auxdbarcadres(N=100)

N:3

Points de vente intrieures:Marchs des villes et des grandsvillages, vendeurs sur les bords 340

des routes et ambulants

LOGISTICS


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Les canaux suivants de commercialisation du poisson ont fait lobjet dune tude :

Vendeur de poisson sur les bords des routes (approvisionn par une entreprise de pche la ligne) ; Vendeur de poisson sur les bords des routes (approvisionn par une entreprise de pche au panier/casier) ;

tal de poisson de supermarch (approvisionn par des entreprises de pche la ligne) ; March au poisson institutionnel (approvisionn par un grossiste) ; Entreprise de pche non-motorise vendant directement aux consommateurs naux ;

Pcheur pied vendant directement aux consommateurs naux.

Tableau 3: Distribution de la valeur ajoute entre les segments de la pche etde la commercialisation

Elments (Rs / Kg) CSP COP MC COS T P F P M P

HL / Dtaillant sur les bords des routesBT / Dtaillant sur les bords des routesHL / Dtaillant au supermarchLN / Dtaillant au march institutionnelO&S Bateau HL /Ventes directes pied/Ventes directes

243.50161.00341.00

163.21

243.50

151.70

155.7786.52

155.77

86.52

129.7632.01

20.1022.75

83.77

12.7920.1010.00

175.87109.27239.54

99.31

149.8642.01

67.6351.73

101.4663.90

93.64

109.69

34.9339.31

34.93

41.6860.93

99.06

32.7012.4266.53

22.2232.71

10.63

Moyenne (Rs / kg) 217.32 107.73 28.25 135.98 81.34 51.81 29.54

Moyenne (%) - 50% 13% 63% 37% 24% 13%

CSP: Prix de vente au consommateur ; COP : Cot de production; MC: Cot de commercialisation ; TP: Prot total ;

COS : Cot des ventes ; FP : Prot des pches ; MP : Prot de commercialisation

Lon conclut que la distribution de la valeur ajoute entre la pche et la commercialisation est quitable et raliste.Les parties prenantes de la chane de valeur sont dynamiques, efcaces et sadaptent aux incertitudes et aux risqueslevs affrents la pche artisanale. La distribution de la marge de prot entre la production et la commercialisation

est raliste.


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Figure 2 : Valeur ajoute moyenne/kg

Les cots de commercialisation sont ngligeables pour le court rseau de distribution et le faible investissement encapital dans la logistique. Il reprsente 13 % du CSP. Toutefois, les cots de commercialisation pour les tals de poisson

ddis dans les supermarchs sont plus levs (25 % du CSP) et, manifestement, une marge de prot suprieure (20

%) en dcoule.

La mise en uvre de normes de scurit alimentaire et de qualit doit tre perue comme des opportunits de marchplutt que comme des contraintes coteuses. Les canaux de commercialisation ne devraient nullement sopposer aurespect des normes de scurit alimentaire et de qualit. En fait, le dveloppement de micro et petites entreprises detransformation et dajout de valeur est au point mort, particulirement en raison dune pnurie dapprovisionnement

en poisson frais et de labsence de normes de scurit alimentaire et de qualit. Cependant, les perspectives demarch sont satisfaisantes. Il est possible de promouvoir lhritage culturel de la pche artisanale comme une attractionpour lindustrie du tourisme. Il est propos de crer un nouveau concept de terminal de poisson pour engendrer desrevenus additionnels en faveur de la communaut des pcheurs auprs du nombre croissant de visiteurs trangers

dans le pays.

Les conclusions et les recommandations de ltude sont les suivantes :

Il existe un risque potentiel de surpche dans la pche artisanale parce que les capacits actives de pche

dpassent trs largement le niveau durable. Il est extrmement urgent de mener une valuation des risques

en ce qui concerne les stocks de poisson cibls lintrieur et hors du lagon. Lcosystme ctier subit de plus en plus de pression dun nombre grandissant de pcheurs professionnels,

amateurs et sportifs (non enregistrs). An de se dbarrasser de cet environnement daccs ouvert, il est

recommand de mener une tude sur les activits de la pche amateur et sportive, qui aboutira la mise enuvre dun cadre rglementaire appropri pour grer et surveiller ces pcheries comme cest le cas dans lapche artisanale.

Le prsent modle statistique en matire de pche, notamment lchantillonnage et la collecte de donnes,

est devenu obsolte et il est grand temps de le remplacer. Le nouveau systme doit tre en mesuredintgrer les activits de la pche amateur et sportive.


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Il est ncessaire dlaborer un modle bioconomique appropri pour la pche artisanale, qui

servirait de bote outils de gestion. Il est ncessaire de mettre en place une unit conomique dirige par un conomiste des pches

au sein de lAFRC. Lunit sera charge de toutes les questions socio-conomiques

relatives au secteur de la pche, en particulier la pche artisanale. Il est ncessaire de rhabiliter au plus tt le rseau de stations de dbarquement du poisson avec lacollaboration des communauts de pcheurs locales (LFC). Les comptences des LFC devronttre renforces en matire de gouvernance locale, de leadership et de co-gestion, an de passer

dune approche externe de la gestion des pches une approche o les buts et lesresponsabilits sont partags. Il est indiqu que le FIDA-MARS (Fonds International deDveloppement Agricole) sest engag nancer une tude sur un plan de gestion exhaustif de la

pche lintrieur et hors du lagon dans le cadre du prochain Plan directeur sur la pche. Aucun compromis ne devrait tre autoris en ce qui concerne la scurit et la qualit du poisson

frais mis sur le march local. Les lignes directrices dun plan daction dtaill pourlapplication du COP Manutention et prservation du poisson frais, se dclinent comme suit :

- lancer une campagne nationale de sensibilisation laide de moyens audiovisuels et de FGD(groupes de discussion dirige) an que les consommateurs et les producteurs prennent

conscience de lurgente ncessit dassurer la scurit alimentaire et la qualit du poisson frais surles marchs locaux, en particulier lutilisation de glace en ocons pour la prservation du poisson ;

- entreprendre un audit de linfrastructure existante pour la pche dans loptique dune mise enuvre du COP Manutention et prservation du poisson frais comme un minimum de scuritalimentaire et de qualit dans la pche artisanale.

- formuler un plan daction dtaill comprenant un budget et un calendrier spciques en

consultation avec tous les intervenants de la chane dapprovisionnement, y comprisles prestataires de services indirects dans le but de crer un environnement propice la mise enuvre de normes de scurit et de qualit ;

- appliquer le COP Manutention et prservation du poisson frais grce aux efforts du MOFR,en tant que normes nationales de scurit alimentaire et de qualit pour la commercialisation dupoisson frais ;

- dvelopper un plan de ressources humaines aux niveaux des secteurs public et priv an dassurer

la mise en uvre harmonieuse des normes de scurit et de qualit ; - mettre en uvre un projet pilote sur le COP - Manutention et prservation du poisson frais

sur la base du respect volontaire Tamarin ou Trou deau Douce, o existent des glacires, an

dillustrer son importance.

Il est ncessaire dlaborer un nouveau concept de Terminal du poisson dans des sites stratgiques qui agirait

galement comme attraction touristique, en tant que stratgie visant maximiser les revenus de la pche

artisanale. Lhritage culturel des communauts de pcheurs, les activits quotidiennes au quai de pcheet le march des produits de la mer constitueront le thme primordial de ce concept. Le projet crera desinteractions/synergies positives entre les pcheries artisanales et le secteur du tourisme. Il est propos deprparer une tude de prfaisabilit et un business plan en vue de dvelopper un projet pilote qui serainstall la Maison des Pcheurs , sur le front de mer du village de pcheurs de Mahbourg.

Les perspectives de dveloppement dactivits de transformation et dajout de valeur lchelle de micro

et petites entreprises crotront graduellement avec laugmentation de lapprovisionnement en poisson frais.FITEC devra adopter une approche proactive et de guichet unique an daider les promoteurs grce la

facilitation du projet, la formation en comptences techniques et dentreprenariat et lencadrement. Il est ncessaire de renforcer les capacits de gestion et de vulgarisation de lAFRC (Centre de recherche

dAlbion en matire de pche) en crant un Observatoire conomique dirig par un spcialiste de

lconomie des pches. Cet Observatoire sera charg de toutes les questions socioconomiques relativesau secteur de la pche, entre autres, de lanalyse des cots-avantages des dcisions politiques, des tudessocioconomiques et de lappui technique au FITEC (Fisheries Training and Extension Centre- Centre de


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formation et de vulgarisation en matire de pche).

Il est ncessaire de mettre en place un projet pilote en vue de renforcer les capacits des communauts

de pcheurs locales en gouvernance locale, en leadership et gestion participative, de sorte quelles separtagent lengagement et la responsabilit dans la formulation des dcisions et le respect volontaire des

normes ; et en co-gestion des infrastructures de pche locales telle que les stations de dbarquement.De nombreuses organisations internationales et rgionales ainsi que des initiatives de coopration intergouvernementalessont actives dans le sous-secteur de la pche artisanale. Un nouveau Plan directeur sur la pche est en voie dapprobationpar le Conseil des ministres. Il est ncessaire dadopter une approche concerte en vue dallouer des ressourcestechniques et nancires sufsantes pour mettre en uvre les recommandations susmentionnes.


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Introduction


1.0 Introduction

The Government of Mauritius accords high priority to the sustainable development of the artisanal sheries sub-sector

because of its crucial role in providing employment opportunities and protein diets to some 4,000 households inthe marginal coastal regions of the country and thus contributing signicantly to poverty alleviation, food security and

gender emancipation.Artisanal sheries are the main suppliers of fresh sh to the domestic markets in Mauritius. A small quantity of high

grade reef sh, mainly chilled snappers is also exported to Runion Island. Currently the total catch is estimated at

830 tonnes, which is close to the MSY of the targeted sh stocks. As of 2010 there were 2,303 registered shers

apart from an increasingly large number of non-registered active amateurs and sport shers operating in the lagoon

and off-lagoon. There were 2,525 registered shing boats but according to a recent survey of the AFRC, only 70%

of these registered shers and shing boats are active. The marketing functions are performed by some 400 licensed

shmongers at wholesale and retail levels.

This study is conducted under the Implementation of Fisheries Regional Strategies for the ESA-OI under the aegisof the IOC and funded by the EU. The overall objective of the Programme is to enhance socio-economic andenvironmental development and deeper regional integration in the ESA-OI through sustainable exploitation of sheries

resources. This assignment falls specically under the Module of Result 4 related to the implementation of strategic

improvement to production and supply of sh. The aim of this VCA12is to gain a deeper understanding of the valuechain with particular emphasis on the production functions, market structures and marketing channels of the artisanalsheries sub-sector, so as to assess its economic efciencies. The study will also examine the underlying prospects and

weaknesses to come up with an action plan to enhance sustainable development of the artisanal sheries in a highly

dynamic and competitive global environment.

1.1 Work Plan and Implementation

To examine the market structures and marketing systems of sh production of the artisanal sheries sub-sector;

To determine the marketing cost and marketing margin of the shmongers in the distribution and market structures;

To collect critical data on production costs (shing operations), marketing cost (logistic cost) and product prices in

different market channels (PSP, WSP and CSP);

To examine the value chain of fresh sh and sh products aiming to determine the value addition to marketed sh

at different levels of market channels;

To investigate the key factors for improvement of preservation, quality, value addition, processing and marketing ofsh production of the artisanal sheries.

1

The terms of reference of the study is given in Appendix 1


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1.2 Methodology

This is the rst VCA23in the artisanal sheries of Mauritius. It was not possible to conduct a classical stratied survey of

the sub-sector. A preliminary survey was carried out to determine cost and revenue data which were readily available

and those that had to be collected or derived to perform the study. A systemic approach was adopted to gatherquantitative and qualitative data through primary and secondary surveys without compromising the consistency of thestudy. RRA and FGD were primarily conducted to have a deeper understanding of structural and functional features ofthe supply chain that included:

Fishers status with regard to ownership of shing assets;

Types of gears used; Commercial grades and market prices of fresh; Fishmonger status and marketing channels; Vertical integration and diversication in supply chain;

Technological and environmental factors shing gears, shing areas

Hard and soft sheries infrastructure: FLS, MdP, Institutional sh markets... Fisheries regulations; management and monitoring measures; Seasonal/ regional/variation of catch and market prices; Location of main production and market centres; Safety and quality of fresh sh on local markets.

Processing and Value addition activities.

1.2.1 Primary and Secondary Sources

Data were collected both from primary and secondary sources. Fisheries Statistics, PSP and CSP time series of theMOFR were actualized through eld works. Discussions were held with FIT, FITEC and MFFC. Focus group discussions

were organised with shers and shmongers at landing centres in the North, East and West. Literature research was

focused on these study reports:

Annual Fisheries Statistics and Fish Price data from 2009 and 2010 (unpublished) of the MOFR; Study on Fish Handling, Preservation and Marketing in Mauritius & Rodrigues Final Report, Volume 1 and 2,

Appavoo & Associates, 2007; Fish Handling, processing and Marketing in Mauritius, FAO, 2005;

Enqute socio-conomique sur la pche artisanale Maurice, sous lgide du Projet Thonier rgional Phase II dela COI/EU, S. Sweenarain, 1995.

Following the preliminary surveys, two questionnaires3 were prepared to collect inputs and cost data from shing

units4 and marketing enterprises. Onetoone interviews were also arranged with selected stakeholders to cross-check data / information so as to ascertain their accuracy. PSP and CSP data of the FD are limited to the FLS.Complementary price data were gathered from institutional sh markets in main towns and villages; sh peddlers and

hawkers; dedicated sh shops and sh stalls in super/hyper markets.

2 The theory of Value Chain Analysis was developed by Micheal Porter in 1980. It is applied to determine the efciencies of each andevery component of a business enterprise so as to improve its over comparative advantages and competitiveness on the markets.

3 Given in Appendices 2 and 3

4 A shing Unit or enterprise is considered as an economic unit and is dened in terms of ownership of shing assets and control of shing

operations and marketing of harvested sh. This concept leads to a better understanding of the economic role of shing labour / crew in

the artisanal sheries.


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Methodology


1.3 Analysis

The analytical works aim at determining the economic efciencies and income generating capacity/protability of

enterprises involved in the supply chain of the artisanal sheries. A standardized business model5was used to prepare

Income and Expenditure Statements for the various types of shing activities. Economic efciency is measured interms of protability, cost of production (COP), break-even (B/E) revenue and other relevant nancial ratios. The B/E

Revenue was assumed on the basis of a minimum monthly salary of Rs 10,000 as an opportunity cost of labour. Aspecic case study was prepared for each one of the typical shing enterprises:

Hand Line shery

Basket Trap Fishery Large Net Fishery Non-motorized hand line (lagoon) shery

On-foot Line & Harpoon (lagoon) shery

In the VCA of the marketing channels, two important variables were measured namely marketing cost and marketingmargin. While marketing margin represents the difference between consumer and producer price, marketing costconsists of material and non-material costs involved in performing marketing functions by the shmongers. These

functions include transportation, grading, storage, processing, nancing and other direct services. The main players in

the marketing channels are wholesalers/distributors and different types of retailers.

Vertical integration or linkage between production and market structures and diversication are common in the artisanal

sheries whereby:

An increasing number of shing units are involved in retail marketing either by direct sale or through a household

road side sh stall. Fishers do not require a shmonger license to sell their catch to end consumers.

About 25% of licensed shmongers are owners of up to 3 shing boats (Appavoo & Associates, 2007). It is part oftheir business strategy to secure regular and adequate supply of sh. They normally manage the shing operations

by contracting shing crew/labour.

5 The shing Business Model used for the Value Chain Assessment is given in Appendix 4


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2.0 Overview of the Artisanal FisheriesSub-sector

2.1 Fisheries Policies

With an EEZ of 1.9 million km, the Government of Mauritius envisions the land based oceanic industries as a strategyfor extracting more value from the ocean to spearhead sustainable economic growth. Development of the seafoodhub6,1the marine sheries and aquaculture forms part of the aforesaid strategy. Actually the sheries sector has acontribution of about 1% of the GDP and provides some 20,000 direct and indirect jobs.

Government through its People First philosophy is laying special emphasis on the development of the artisanalsheries sub-sector and on the welfare of coastal sher communities through various institutions and programmes.

It is recognized that the social welfare programme in favour of professional shers in Mauritius is unique and highlygenerous. However, this approach may be appropriate for socio-economic and ecological sustainability of the coastalsheries.

The Fisheries and Marine Resources Act 2007 provides a policy framework of the Government with regards to thedevelopment of the artisanal sheries sub-sector that focuses on access to investment capital through the Empowerment

Fund, SMEDA, SME Partnership Fund and extension services to empower traditional shers to participate actively in

the development of FAD and deep-sea demersal sheries. An ambitious Fisheries Master Plan is in the process of

approval by the Cabinet.

FITEC was set up to provide tailor-cut training courses in shing technology and sh handling and preservation to

enhance overall capabilities of registered shers and licensed shmongers. The extension services dispensed by FITEChave to be further oriented towards effective BDS including facilitation and mentoring of new entrants in the extendedartisanal sheries. It will have a key role to play in promoting micro and small scale processing and value addition

activities in the artisanal sheries.

FIT was set up in 2006 to act as an investment arm of the Government in sheries sector and mandated by its parent

Ministry to invest in shing, processing, logistics and marketing activities. Registered shers are shareholders of the FIT

and are represented on the Board of Directors. It will have to take the lead in promoting investment in promotingviable commercial projects such as integrated sh terminals, ice plants and logistics services in the artisanal sheries.

Government has promoted Syndicat des Pcheurs to encourage local sher communities (LFC) to participate in policy

formulation and in joint management of the sheries ecosystems and infrastructure. This organisation has to be equipped

with local governance, leadership and participatory management skills through capacity building programmes. Emphasishas to be laid on the social implications of voluntary compliance to sheries regulations, sustainable management and

conservation of marine resources.

2.2 Supporting Institutions

The Fisheries Division (FD) is under the organisational structure of the MOFR and is responsible for the overallmanagement and development of marine resources in the EEZ of Mauritius including sheries, aquaculture and the

seafood hub. It is organized into various services to cater for Research & Development, Management and Protection

6 Seafood hub is dened as an efcient and attractive environment for the supply of value added processes and services

related to the sourcing and market of sea food products.


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Overview of the Artisanal Fisheries Sub-sector


of marine resources and so on. AFRC and FITEC are also under the aegis of FD. An audit is underway at AFRC to alignits organisational and functional structures to the challenges and opportunities ahead of the Mauritian seafood sector.MFFC regroups over 600 registered shers including 16 LN sher cooperative societies in Mauritius. It was established

in the 1970s to emancipate and empower the sher communities. Actually the MFFC is vetted by the MOFR and

MOC for the operationalization of 3 integrated sh landing centres commonly known as Maisons des Pcheurs(MdP) at Cap Malheureux, Tamarin and Mahebourg. The MdP at Cap Malheureux is inactive while the other ones atTamarin and Mahebourg are underutilized. MFFC is an important player in the distribution and marketing of fresh sh.

They have an ice-plant of 500 kg per day capacity at Tamarin, which can be included in a pilot project for preservation

of fresh sh in the region.

These MdP are located at strategic points of the coastal sheries and major tourist hubs on the island. It is proposed

to prepare a pre-feasibility for the conversion of the MdP at Fishermen Village of Mahebourg Waterfront into anintegrated Fish Terminal cum dedicated commercial complex as a pilot project to create positive synergies with thetourism industry.

The Competent Authority (CA) is the apex organisation with regard to health and sanitary standards for sh and sh

products. It is responsible for compliance with HACCP and EU health and sanitary standard in the seafood exportindustry. It also provides a one-stop-shop for export formalities to the seafood hub in Port Louis. Actually there is nofood safety and quality standard applicable to the artisanal sheries. These world class standards might be an ideal for

the artisanal sheries in the long-run. However, the journey must start with the creation of an adequate environment

for the enforcement of the COP for handling and preservation of fresh sh and CPCF established by FITEC.

2.3 On-going Programmes in the Artisanal Fisheries

There are several on-going national, regional and international technical assistance programmes in the artisanal sheries

and coastal marine ecosystems. These programmes include amongst others:

The electronic sh auction market (EFAM) project at Fort William was sponsored nancially by the GreekGovernment and implemented by the MOFR. The project is nearing completion this year and its operationalizationwill be entrusted to the Private Sector. The assistance of SmartFish is sought to provide STE for the preparation ofa feasibility study in view of preparing an international bidding exercise to allocate a service provider contract. Theproject is due to become operational next year.

IFAD-MARS initiative to conduct a Value Chain Analysis in the FAD sheries. It is indicated that the bidding process is

underway. This institution is also committed to provide technical assistance in the preparation of a comprehensivemanagement plan for the lagoon and off-lagoon sheries within the framework of the new Fisheries Master Plan.

Mauritius is an active participant of SWIOFP and ACP-FISH II, which are delivering technical and scientic assistances

in sh stock assessment and management in the artisanal sheries. There is an urgent need to undertake a riskassessment study on sh stock commonly exploited by the artisanal sheries. The technical assistance may be

extended to create a bio-economic model to serve as an effective tool for management and monitoring.

FD also benets from the technical assistance from bilateral cooperation with Japan, Norway and Australia in the

sheries sector.

2.4 Coastal Fisheries Infrastructure

There are 60 FLS around Mauritius that serve as operational bases to coastal shing activities. Statutorily they are

mandated for unloading sh and for sheries data collection. They consist of small concrete structures with basic utilities

such as water, electricity (at some places) that serve for discharging, cleaning, grading and primary sale of sh. They are

managed by FD and maintained by the Local Authorities. These FLS have outlived their purposes and most of them


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have become obsolete for the following reasons:

They are not accessible during low tides (dredging works required); They are far from the Fisheries Post and traditional landing sites; They are in an unhygienic condition;

There is no attached washroom and toilet; Absence of active participation of the local sher communities.

The MOFR has started modernizing some of these FLS. The new ones e.g. the one at Albion, is more sher-friendly.

It provides for lockers to stack shing gears and outboard engines. Local sher communities and shmongers are the

main users of the FLS and therefore they have to be consulted on any rehabilitation works / development of newfacilities. They should be empowered to participate in the management of the sheries infrastructure together with the

FD and the local authorities.

2.5 Fish Resources in the Lagoon and Off-lagoonTo date about 60% of sh harvested by the artisanal sheries is still from the lagoon. Fish stocks in the lagoon and off-

lagoon are exploited to their MSY levels (Boyer & Soondron, 2009). A series of restrictions such as; a close season ofsix months for the net sheries, a ban on imports of small hooks and a crackdown on illegal shing, are implemented

by the FD to help the sh stocks to recover. An impact assessment of sh gears used by the artisanal sheries on the

marine ecosystem and non-targeted sh species has to be carried out so as to improve management and conservation

policies.

A plethora of incentives have been introduced by the MOFR to divert shing efforts from the coastal shing zones to

deep-sea FAD and demersal sheries. However, the mobility of traditional shers is usually very slow due their aversion

to new technologies and reluctance to change. Consumers preference for traditional reef and demersal sh is alsoresponsible to some extent for the slow development of the FAD shery in Mauritius. It was assumed that consumers

would readily accept tuna and tuna-like species. It is necessary to embark on a nation-wide awareness campaignto sensitize consumers and the population at large on the need to modify their sh consumption habit in favour of

large pelagic sh. By so doing they will contribute signicantly to the conservation of sh stocks in the lagoon and in

promoting private investments in the FAD shery. There is unlimited scope for processing and value added activities

of raw tuna for the local and export markets. Similar development models can be adapted from the experience ofcountries like Hawaii, Bangladesh, Uganda and so.

The actual coastal sheries management and conservation measures cannot yield the expected results because of the

prevailing open-access environment, which is tantamount to the high risk of overexploitation of the sh stocks. Thenumber of non-registered active, amateur and sport shers active in coastal sheries signicantly exceeds the number

of registered shers7.2To attain socio-economic and ecological sustainability in the artisanal sheries, developmentstrategies must focus on selection of shing gears8, quality, value addition and efcient marketing, as ultimate means to

maximise economic rent of the sh resources and revenue of the stakeholders.

7 According to a Survey conducted by the Ministry of Fisheries and Cooperatives in 2003, there were over 25500 of amateur shers

operating regularly in the coastal sheries. It i s likely that this gure has increased signicantly.

8 Selectivity of shing gears promotes eco-friendly technologies so as to reduce negative impacts of shing activities on the marine

ecosystem. They are instrumental to avoid untargeted sh species and undersized sh with low commercial value.


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2.6 Supply of Fresh Fish

In 2010, local supply of fresh sh was estimated at 1,780 tonnes, which consisted of 830 tonnes from artisanal sheries,

650 tonnes from sport sheries and 300 tonnes from amateur sheries. The catch of the artisanal sheries from the

lagoon and off-lagoon was estimated at 515 tonnes and 315 tonnes respectively.The production of sport and amateur sheries is as important as the artisanal sheries and yet, they are not covered

adequately by the sheries statistics. It is necessary to extend sh sampling, data collection and monitoring procedures

to these sheries.

2.7 Fisher Community

Currently there are 1,770 active registered shers. The maintenance of a shers Registry is purposely for administration

of social welfare policies such as closed season allowance, bad weather allowance, sick leave allowance, scholarship tochildren of sher community, insurance for shermen lost at sea and so on.

Table 4: Summary of allowances paid to registered shers 2005 /9

Year / Rs BadWeather

Allowance

CloseSeason

Allowance

Sick LeaveAllowance

ScholarshipAllowance

Total

2005

2006200720082009

41 597 895

35 890 800

47 380 770

56 737 336

53 601 880

2 763 010

2 882 125

2 565 825

3 121 216

3 421 950

11 4809 870

10 7108 540

4 800

922 500

290 250

258 000

2 250

1 473 000

45 294 885

39 073 045

50 215 305

59 869 342

58 501 630

Source: MOFR

In 2009 the Ministry of Social Security, National Solidarity and Senior Citizens Welfare and Reform Institutions has paida mean sum of Rs 26 175 in the form of various allowances per registered sher. The mean age group of shers is

45 5093years. The number of registered shers is declining because of retirement age and this trend will continue

2.8 Fishing Equipment

The shing assets comprise 2,525 registered wooden and bre-glass boats in the range of 6 to 7 metres long. About 85% of the eet are motorized while the others are still using oars and sails. It is indicated that only 1,655 boats are active

but it is not clear whether the remaining are temporarily inactive or removed permanently. Most of the motorizedones use 15 HP outboard engines. These traditional boats are not tted with a sh hold and are not designed to carry

mobile ice boxes. The actual cost of a 7 metres long RFP boat is approximately Rs 200,000 Rs 250,000 and that of

a 15 HP outboard engine is Rs 100,000. Therefore the initial capital investment required for a shing unit is estimated

at approximately Rs 350,000.

The shers and shing boats data-base in their actual format cannot be used to segregate shing units / enterprises

(shers who owners of their shing boats) and shers who are hired as shing labour or crew. All the same it is not

9 Survey on artisanal shermen in Mauritius - Appavoo & Associated 2007


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possible to identify shmongers who are also owners of shing boats. The above information are kept and maintained

in hard copy at regional Fisheries Posts. It is necessary to create an interactive data-base to deal with shers, boats and

shmonger inputs at the national level for management and monitoring purposes.

2.9 Fishing GearsThe main types of gear used in the artisanal sheries are described briey below:

Hand line shing is shing with a single shing line held in the hands with one or more baited hooks or lures that

contributes to 20% of the total catch. It is a selective gear and targets high value bottom shes in the lagoon and off-

lagoon. The targeted sh species are Vieille Rouge (Red Snapper) and Capitaine (Emperor).

Basket Trapsare made of galvanized steels mesh and are passive and close-end gear used to trap reef shes. It isthe most common shing gear of the artisanal sheries and is sometimes used alternately with hand lining. The main

harvested species is Licorne (82%).

Large Net Fishery consists of using a net of 500 m long to encircle reef sh in the lagoon. One Net shing operationcomprises a minimum of 3 shing boats and 15 shers (about 5 shers per boat). The net shery harvests 22% of the

total catch, which comprises Cordonnier (30%), Licorne (37%) and Capitaine (22%). The net shery is regulated in

terms of prescribed size of mesh and length of net, renewal of worn out nets and a close season of 5 months from

October to February annually. During close season registered net shers are entitled to an allowance of Rs 210 per day

in spite of the fact of the existence of a buyback scheme to encourage net shers to give up this shery.

Since 1996 the Government has introduced a buy-back scheme for nets for the reduction of nets operating in thelagoon. Presently there are 15 large nets in activity.

On-foot, Line and Harpoon Fishery is practiced on foot during low tides and in shallow waters in the lagoon. It targetsmainly octopus and small reef sh. 31% of shers in this shery contribute to only 15% of the production. MOFR has

introduced a ban on imports of small hooks to avoid the shing of juvenile sh in the lagoon.

Table 5: Total catch by shers, by shing gears and shing boats (2010)

Items HL BT BT/HL LN O/F-HL/H TOTAL

Registered Fishers (N)PercentageActive Fishers

F/Boats (N)PercentageActive shing boats

Catch (t)Percentage

283

12%212

112444%728

22727%

27911%195

114946%761

26732%

86236%

638

225

9%149

283%

1466%106

271%17

22228%

733

35%

620

---

8710%

2303

100%1770

2525

100%1655

831

100%

Source: Annual Report 2010 - MOFR


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With the exception of the net shery, which is pseudo regulated, there is no restriction whatsoever on the use of HL

or BT. HL is a more selective and more environmentally friendly gear as compared to BT and LN. During the closeseason, net shers may opt for HL and/or BT shing.

2.10 Preservation of Fish on BoardThere is a serious concern about safety and quality of sh landed by the artisanal sheries. Post capture handling and

preservation procedures are non-existent. Consumers suspect the freshness and quality of sh preserved on ice. The

main reasons advanced by the shers for not using ice are:

Catch is kept only for a few hours on board and is sold immediately at FLS;

Fishing boats are not equipped with an ice box or ice;

Ice in cubes or akes is not available at the FLS;

Consumers have an aversion for sh preserved in ice;

Additional operating cost.

Safety and quality of fresh sh is mandatory to avoid health hazards and poor quality of raw sh on the local markets.

An intensive awareness campaign through audio-visual means to sensitize producers, consumers and logistics servicesproviders about food safety and quality of fresh sh is required. All stakeholders will have to work together to implement

the COP Handling and Preservation of fresh sh along the supply chain.


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3.0 VCA of Fishing Enterprises

As stated in section 1.2 above, this study represents an attempt to assess the economic efciencies and distribution

of the value-added, of the various types of shing units within the artisanal sheries sub-sector. The analysis normally

is carried using accounting records. In the absence of the relevant accounting records and procedures, the consultanthad to gather cost and revenue data so as to prepare Income and Expenditure Statements in the form of case studiesfor each type of shing unit.

Key factors/assumptions applicable to all the shing units are as follows:

Capital Investment- Actual cost of a 6 - 7 m shing boat whether wooden or breglass is at Rs 200,000 and isdepreciated at the rate 5% per annum (an average life time of 20 years). Actual Cost of a 15 HP outboard engine ia

at Rs 100,000 and is depreciated at the rate 20 % per annum (an average life time of 5 years).

Informal sector- No formal accounting procedures are followed by artisanal shers.

Seasonal variation- Fishing activities are more intensive and productive in the summer (6 months), than in thewinter (6 months) due to bad weather. It is assumed that a shing boat makes 2 shing trips/week during winter

and 5 shing trips per week during summer. On the basis of 52 weeks per year, the total number of shing trips

per year is at 182 e.g. 52 shing /days in winter and 130 shing/days in summer.

Classication of Commercial grade of sh- as established by the MOFR was used as it regroups all shspecies into 6 groups according to their respective commercial importance. These commercial grades reect the

market realities in Mauritius and were used in this study.

Latest PSP and CSP time series data of the MOFR- used and actualized by primary surveys; e.g. catchcomposition by gear and PSP at FLS. Table 6 on the following page shows PSP Data for the shing units for species

groups.

Cash business - Payment received from shmongers and provided to shing crew is customarily on a weeklybasis. The transactions are mostly on a cash basis.

A conservative approach is adopted so as to avoid under estimates of cost and/or over-estimates of revenue.

License- A sher does not require a shmonger license to sell his catch directly to end consumers.

Auto-consumption- Fish taken home by shers commonly called curry is not included in the simulations.

There is no Value Added Tax (VAT) on fresh sh.

Environmental / ecological cost- (damages caused by a specic gear to the marine ecosystem) is includedin the VCA.

The revenue estimates are before any interest paid on loans and income tax.


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VCA of Fishing Enterprises


Table 6: Catch Composition and PSP at FLS

CommercialGroup

HL % BT % LN % PSPRS/KG

LobsterShrimps & Crabs

Vieille Rouge & othersCapitaine & OthersOctopus & OthersCordonnier & OthersMullet & OthersLicorne & OthersMiscellaneous sh

Grade 1Grade 2Grade 3

Grade 4Grade 5

Grade 6Grade 7

00

1573

1573

83

455

0207248

00

38

38

211

05

6

38

1118

151

38

1898

3100

227

10.3

0.5

415

0.282

6

000

5420

4927391

493

9115

1724

000

222

30

237

7

700350

250

180130

120110100

80

Mean Catch Kg 4139 - 3780 - 24635 -

3.1 Case Study I Hand Line Fishing Unit / Enterprise

Key variables & assumptions

(i) The owner of the shing unit is an active sher and employs 2 co-shers (Total = 3);

(ii) The shing ground is mainly off-lagoon;

(iii) Annual mean CPFD = 7.3 kg x 3 shers; Total Catch per shing day: 21.9 kg.


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3.1.1 Income and Expenditure Statement

The following table shows a normal year of activity for a hand line shing unit.

Table 7: Income and Expense for Hand Line Fishing Unit

Items (a normal year of activity) Rs Rs Rs

Sales 4139 kg @ Rs 190.70

Less Fixed CostsDepreciation: F/Boat 5 % p.a; O/board Engine 20% p.a

Repair and Maintenance: F/Boat & Engine 10 % p.a

Sundry xed costs (Rs 1 000 / month)Less Variable Costs (excluding Labour costs)Fuel and Lubes (Rs 800 @ shing day)

Repair & Replacement shing gears (Rs 1 000 p.m.)

Baits (Rs 200 @ shing day)

Sundries (Rs 100 @ shing day)

30 00030 000

12 000

151 20012 00037 80018 900

72 000

219900

789 307

291 900497 407

Less Labour Cost3 shers incl. boat owner-sher (4139 @ Rs 85.25)Surplus income after provision for depreciation

352 850Rs 144 557

3.1.2 Economic Analysis

The shing enterprises mean income per month is Rs 21,848 which includes Rs 9,801 to shers and Rs

12,047 to prot or surplus income for shing enterprise);

Fisher (crew) mean income : Rs 9,801 / month; Cost of Production : Rs 155.77 per kg;

Prot Margin: Rs 34.93 per kilo;

Prot Margin on sales: 18 %;

Break-even quantity (TR = TC) = 3379 kg e.g. CPFD = 6.0 kg.


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3.2 Case Study II Basket Trap Fishing Unit

3.2.1 Key variables and assumptions(i) The boat owner is an active sher and has no co-sher. The shing unit operates 10 basket traps per shing

day.(ii) CPFD = 20 kg; Total annual catch: 3780 kg;

(iii) Fishing ground: Lagoon & Off Lagoon.

3.2.2 Income and Expenditure StatementThe following table demonstrates a normal year of activity for the Basket Trap shing unit.

Table 8: Income and Expenses for Basket Trap Fishing Unit


Sales 3780 kg @ Rs120.21

Less Fixed CostsDepreciation: F/Boat 5 % p.a; O/board Engine 20% p.a

Repair and Maintenance: F/Boat & Engine 10 % p.a

Sundry xed costs (Rs 1 000 p.m)

Less Variable Costs (excluding Labour costs)Fuel and Lubes ( Rs 800 @ shing day)

Repair & Replacement shing gears (30 BT @ Rs 1500)Baits (Rs 100 @ shing day)


30 00030 00012 000

151 200

45 00018 90018 900

72 0000

234 000

454 394

306 000

Surplus of income after provision for depreciation 148 394


Fisher mean income per month: Rs 12 366

COP: Rs 80.95 per kg

Prot Margin: Rs 39.31 per kilo

Prot Margin to Sales: 32.7 %

Break-Even Quantity = 2 546 kg (67.35 % shing capacity)


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3.3 Case Study III Large Net Fishing Cooperative / Enterprise

3.3.1 Key variables & assumptions(i) One shing enterprise comprises 3 shing boats and 15 shers (e.g. each shing boat has 5 shers). The

shing unit operates a seine net of 500 m long;(ii) The shery is regulated in terms of size of mesh and length of net, a six month close season from October

to March every year;(iii) Fishing ground: Lagoon;

(iv) Catch per shing days is 259.3 kg, (84.44Kg /boat) No. shing days: 95;

(v) Fishing crew remuneration: One additional share for boat owner after deduction of trip costs.


The following table shows a normal year of activity for a large Net shing enterprise

Table 9: Income and Expense for Large Net Fishing Enterprise


Sales 24 635 kg @ Rs 128.30

Less Fixed CostsDepreciation: 3x (F/Boat 5 % p.a; O/board Engine 20% p.a)Repair and Maintenance: 3x(F/Boat & Engine 10 % p.a)Sundry xed costs 3 x (Rs 1 000 p.m)

Less Variable Costs (excluding Labour costs)Fuel and Lubes (Rs 1000 @ shing day)Repair & Replacement shing gears (10 Nets @ Rs 4500)Sundries (Rs 500 @ shing day)

90 00090 00036 000

285 00045 00047 500

216 000

377 500

3 160 690

593 5002 567 190

Less Labour Cost15 Fishers: (5/6 of net revenue after deduction of tripcosts)Surplus of Income after provision for depreciation

2 139 325

427 865

3.3.3 Economic Analysis Boat Owner Income = Rs 47 540 / month (for six months) Fisher mean Income = Rs 23 770 / month ( for six months) COP: Rs 110.92 per kg Prot Margin: Rs 17.38 per kilo Prot Margin to Sale: 13.6 %

Break-Even Quantity (TR = TC) = 21 300 kg (at 86 % of actual capacity)


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3.4 Case Study IV Non-Motorized Boat Hand Line Unit

3.4.1 Key variables and assumptions

(i) Owner of the shing Unit is an active sher and employs 1 co-sher;

(ii) The shing ground is mainly lagoon;

(iii) Annual mean CPFD = 5.4 kg x 2 shers; Total Catch per shing day: 10.8 kg.


Table 10 shows a normal year of activity for a non-motorised boat hand line unit

Table 10: Income and Expense for Non-motorised Boat Hand Line unit


Sales 2041 @ Rs 126.92

Less Fixed Costs

Depreciation: F/Boat 5 % per annun

Repair and Maintenance: F/Boat 10%

Sundry xed costs (Rs 500 / month)

Less Variable Costs (excluding Labour costs)

Repair & Replacement shing gears (Rs 600 / month)

Baits (Rs 100 @ shing day)


Cost of Labour Rs 1021 Kg @ 60.21

10 00020 0006 000

7 20018 90018 900

36 000

45 000

259 065

81 000178 06561 474

Surplus of income after provision for depreciation 116 291


Mean annual income of shing enterprise: Rs 116 292 or Rs 9 691 per month

Fisher mean income per month: Rs 5 123


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COP: Rs 69.81/ Kg

Prot margin to Sale: Rs 57.11 / kg

Prot Margin to sale: 45%

Break-Even Qty: 2070 kg (almost as a current production level)

3.5 Case Study V - On-foot Hand Line & Harpoon Fishing

3.5.1 Key variables and assumptions

(i) On-foot sher using hand line and harpoon operating in the lagoon

(ii) Annual mean CPFD = 3.9 kg (Break even CPFD = 6.1 kg)

3.5.2 Statement of Income and Expenditure

Table 11 shows a normal year of activity for an on-foot sher

Table 11: Income and Expense for an On Foot Fisher


Sales 737 kg @ Rs 131.20

Less Fixed Costs

Depreciation: F/Boat & Engine

Repair and Maintenance: F/Boat & Engine

Sundry xed costs (Rs 500 / month)

Less Variable Costs (excluding Labour costs)

Fuel and LubesRepair & Replacement shing gears (Rs 400 /month)

Baits (Rs 30 @ shing day)Sundries (Rs 30 @ shing day)

NilNil

6 000

Nil4 365

75605 670

6 000

17 595

96 694

23 595

Surplus income after depreciation 73 099


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Mean annual income of sher is at Rs 73 099 or Rs 6 092 per month

COP: Rs 32.01/ Kg

Prot margin to Sale: Rs 99.19 /kg Prot Margin to sale: 75.60 %

Break-Even Quantity: 557 kg

Break-even Quantity on the basis of Rs 12 000 / month basic salary: 1 095 kg

3.6 Summary of Economic Indicators of Artisanal Fisheries

Here below in Table 12 is a summary of the economic indicators from the previous analsys of the different shing

units.

Table 12: Summary of Economic indicators by Fishery

Items

Case Studies

Unit HL

I

BT

II

HL/BT

(50/50

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