coga group
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Coga Group. Strategic Steps to Profitability and Sustainable Growth. Coga Group – Addressing the Issues. Vision/Mission/Objective Operational performance / Expectations in the last 3 years Cassava / Maize / Jatropha Processing Financial Performance -Audited Accounts - PowerPoint PPT PresentationTRANSCRIPT
Coga GroupStrategic Steps
to Profitability and Sustainable
Growth
COGA Farms –Yesterday , Today & Tomorrow 2
Coga Group – Addressing the Issues Vision/Mission/Objective Operational performance / Expectations
in the last 3 years– Cassava / Maize / Jatropha– Processing
Financial Performance -Audited Accounts– 2006 – Half Year / 2007 / 2008
Social performance How come with the Valuation Projections & Business Plan for 2009 and
beyond Fund Drive
April 2009
VisionTo become a foremost player in commercial farming and food production in West Africa, – with key focus on poverty
eradication, – whilst transforming
agriculture into a respectable, dignifying and high paying career path.April 2009 3COGA Farms –Yesterday , Today & Tomorrow
MissionWe will consistently seek to
transform agricultural farming system in West Africa to a modern technology-driven large scale commercial farming
– And provide opportunities towards achieving sustainable community development,
– As well as redressing the demographic imbalance by reversing rural-urban drift.
April 2009 4COGA Farms –Yesterday , Today & Tomorrow
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Shared Values
Integrity Excellence Teamwork Commitment
April 2009
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Objective
Strategic intent is to develop 1000 Ha wihin the deadline perovided in the MoU with Kwara State Government
– Are we on course to achieving the above objective?
April 2009
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The Journey –At the Begining At the commencement, there was a
clear plan of what we wanted to do Primary focus was cassava,
although the medium term plan was for integrated farming
Original plan was to engage a consultant that will help establish the farm
In 2006, we engaged IITA and a consultant was recommended to us, who we were td, was already successfully running a large scale commercial farm
April 2009
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The Journey – The Consultant The Consultant provided us with a
plan, which showed that the business will be highly labour intensive
Her first task was to source for and deliver equipments.
Unfortunately the equipments and implements supplied were already badly used and wrecked
It therefore became quickly apparent to us even before we signed a formal contract that the use of a consultant will not work
April 2009
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The Journey – The BDT Innovation We turned inwards and came up with a
creative idea of Business Development Team (BDT)
With the BDT concept we were able to cultivate 108 ha in 2006, even though we started farm clearing in July 2006
In 2007, we left farm staff to continue with running of the farm
We called for funds in 2007, but the response was rather dissapointing as many of the investors did not release funds in good time
April 2009
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Coga Group – Need for Mechanisation
Following a strategy review of Coga operations in 2007, we realised that there was serious labour shortage in our area of operation, as we had to import labour from far distances
The labour shortage made our operations very slow and difficult
Coupled with the need to expand the farm, it was agreed that we needed to become better mechanised in order to reduce our dependency on manual labour
April 2009
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The Journey – Cassava Glut In 2008 we carried out another strategic
review, which considered the glut in cassava market that started in late 2007
Many people went into cassava planting based on the policy of the Obasanjo administration, which compelled flour millers to use 10 % cassava input
Following the change in administration the policy was no longer enforced and most flour millers stopped using cassava flour, which led to cassava glut
April 2009
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The Journey – Maize & Jatropha Cultivation
During the 2008 review, we also identified opportunities for diversifying into both maize cultivation and bio-fuel business
We therefore cultivated maize, as well as jatropha, which can be processed into bio-diesel
Parts of the biodiesel bi-products are also useful for ferlizer application
Alhamdullilah, the Government of Kwara state heard about our plans for Jatropha cultivation and invited us for discussion on ways to collaborateApril 2009
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The Journey – KWSG Support
This lead to the government providing additional 5,000 ha of land for cultivation of jatropha alone, in addition to the 1,000 ha for cassava
In addition, KWSG promised to provide Coga with borehole and power transformer for our operations –work has commenced on both
Kwara State government also paid huge sums of money on compensation payments for the acquired land
April 2009
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The Journey – Bio-Fuel Businees Opportunities
Discussion is currently ongoing between Coga Farms and foreign investors from Carlifornia USA, desirous of establishing a bio-diesel production plant in Kwara State, on an MoU for supply of jatropha feed-stock
The RED of NNPC have also visited Coga farms to assess the level of jatropha cultivation and are eager to collaborate with Coga of bio-diesel
April 2009
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The Journey – 2009 Re-Structuring
Based on 2008 operations performance and results of harvesting from 2006 & 2007 cassava and 2008 maize, a performance review was carried out
This led to re-structuring of Coga Farms operations at the begining of 2009 planting season
We also engaged new staff and sent all of them, including the old staff to a large commercial farm for additional training and exposure
April 2009
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The Journey – Our Current Plan We expect that InshaAllah, the re-
training of staff, re-structuring, as well as the performance based reward system we have introduced will help improve both performace of the staff and efficiency on our farm operations
In 2009 we intend to plant maize early and after harvesting we plan to immediately cultivate cassava on same land
April 2009
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The Journey – The Funding Challenge
The nature of farming business requires that key resources must be made availabe at specific time –e.g. land clearing, crop cultivation, equipments availability
This ultimately requires that funds must be readily available at specific times
Due to lateness in availbality of funds in 2008, we started planting operations very late, by which time operations became very slow and difficult due to heavy rainfall
There was also an unexpected change in rainfall pattern in 2008, which started very early and lasted much longer that normal duration
April 2009
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Coga Group – Re-energized For The Future
Since inception, 2009 was the 1st time we were able to start clearing operation at the appropriate time
With the experience over the last 2 years on cassava and maize, as well as with organisational re-structuring and re-training of staff, we are on the way to better performance, InshaAllah
April 2009
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Coga Group – The new Working Structure
Due to our inability to immediately get an experienced GM/Farm Manger. The farm has been divided into units of 100Ha each
Each unit is headed by a District Head who supervices operation from Land clearing to Harvesting as applicable
Each Diatrict has Target/KPI and take a profit share
Each district provide cultivation plan showing weekly deliverables for the season
Weekly joint District operations and funding requirement meeting
April 2009
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Coga Group – Supporting the new Structure
Group Technical– Workshop Engineer– Tractor Operators– Equipment/Implements Applications/ Operations
Commercial – Accounts– Sales– Store– Procurement
IUS– Harvesting– Labour Mobilisation/Management
Special Projects HR
April 2009
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Coga Group – The new Structure Supervison
Monthly Operations Management meeting –NG and SM to join by Telephone
Monthly Visit to Farm BDT series 2 to commence from May 09
and will last till the end of cultivation operations
BoD Review– weekly activity reports from Heads of
Districts and Department– Weekly expense report from Accountant– Montly financial Statement
BoD meets monthlyApril 2009
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Coga Group – Maize Collaboration To improve yield in Maize while at the
same time reducing cost we are in collaboration with Sasakawa Global 2000
Why Sasakawa They have reported the highest yield
ever of 5ton/Ha They have visited Coga Farms to access
our operation and have conducted training for our staff
They provided guidiance on proper ferterlizer application and selection and utilisation of herbicides for weed controlApril 2009
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Coga Group – Cassava Collaboration To improve yield in Cassava while at the
same time reducing cost we are in collaboration with IITA and Mr Ayo Odebisi –A Renouned Agric Consultant
Why IITA and Mr Odebisi? IITA is well known for their research in crop
production world wide Mr Odebisi has been in Agric business
since the early 80s, he is a consultant to some large farms within, Federal Government and IITA
We are sourcing for fast growth hybrid and high yield Cassava variety that has high strach content, and can survive in our environment humidity
April 2009
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Coga Group – Equipment Collaboration Through Mr Odebisi we are collabotation
with Mr Rafiu, an Ilorin based equipment specialist
Need for the Specialist: Sourcing for equipment at affordable
price He has been able to put back into
operation two of our tractors that have been down since 2007
He helped to source for experienced technicians for fixing our tractors
April 2009
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Coga Group – Weed Control Also through recommendation of Mr Odebisi
we are in collabotation with a Nigerian company that are specialists in weed control
The weed control experts from the company have visited our farm to assess our farm and our challenges. Appropriate solutions have been recommended
Need for the weed control specialist: Apart from 2006, we have had weed
challenges and this is one of the areas we intend to reduce cost.
We need to re-train our staff on proper application of herbicides.
April 2009
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Coga Group – 2006/7 Performance Review
In 2006 we cultivated 108 ha of cassava, with expected yield of 20 tons/ha
Actual yield is yet to be confirmed as harvesting is still ongoing
Current average indication from harvested areas is 15 tons/ha
In 2007 we cultivated 198 ha of cassava, with expected yield of 20 tons/ha
Harvesting is also ongoing in the area and actual average yield will be determined after after completion of harvest in Q2 2009
April 2009
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Coga Group – 2008 Performance Review
In 2008, we cultivated 61 ha of cassava, 70 ha of maize and 22 ha of jatropha, leaving over 40 ha of cleared land unplanted, due to lateness in fund availability
Projected yield for maize was 1 ton/ha, but the average actual yield was 0.9 ton/ha
Jatropha plant matures in about 9 months, but indications from the current visual inspection is that we will InshaAllah meet our projections of 3 tons/haApril 2009
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Coga Group – Processing Operation Review
Plan for processing was to process cassava into flour, starch and garri
The processing plant with be built in modules
Orders were placed for all processing equipments and some of them have arrived
We also engaged a consultant on cassava processing, who has assisted with the planning and set up of processing plant
The 1st module of the processing plant has been completed and garri processing is already ongoing
April 2009
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Coga Group – Cassava Market Potential
The size of cassava farm market in Nigeria is enormous
Nigeria Starch Mill alone requires 400 ton of fresh Cassava tubbers per day for their starch production plant, which has capacity of about 10,000 ton per month
April 2009
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Coga Group – Market for Starch, Garri and Flour
April 2009
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Coga Group – Other Efforts KWSG has already mobilised a
contractor for borehole drilling and for electrification of Coga premises
We have sent bid to the Federal Government on public/private partnership for establishment of agro processing plants
We have sent a bid to Federal Government for sale of grain to government for national grain reserve
2009 is a critical year for us to turn things around in Coga and to make us attractive for external investorsApril 2009
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Coga Group – Social Performance Our operations in Moro LGA of Kwara
State has significantly enhanced the economy and quality of life of our host communities, including Bode Saadu, Jebba and beyond.
We have also impacted human capital development in Kwara State.
The presence of Coga has improved socio-economic well-being of individuals and businesses in Kwara State.
Coga has drawn attention of the KWSG to Moro LGA
Rural/urban drift has considerably reduced in Moro LGAApril 2009
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Financial Summary –Sources & Application of Funds
April 2009
2006 (Half year) 2007 2008
Sources and Application of Funds N N NSource Shareholders Subscription 42,301,450 84,301,450 132,051,450 Creditors - - 12,688,757
42,301,450 84,301,450 144,740,207
ApplicationFarm Mechanisation 20,122,500 23,071,150 38,899,150 Land Development 7,049,398 21,244,619 36,442,652 Other debtors & prepayments 3,084,212 3,345,469 6,910,379 Crop Planting 5,756,603 16,195,644 28,262,035 Staff Salaries 2,321,639 6,998,301 14,882,933 Other cash operating exp. 2,208,723 5,205,985 8,955,290 Bank Balance 1,758,375 8,240,282 10,387,768
42,301,450 84,301,450 144,740,207 Shareholders Subscription
Concordial 13,701,450 27,701,450 48,051,450 FoGTIL 15,000,000 27,000,000 45,000,000 RIYAN 5,600,000 14,850,000 19,500,000 MAN 3,750,000 7,500,000 9,750,000 MAIL 1,250,000 3,250,000 4,250,000 GAIN 2,500,000 3,500,000 3,500,000 BANI 500,000 500,000 2,000,000
42,301,450 84,301,450 132,051,450
P & L Extract
Sales Revenue - - 5,693,370 Other income 21,536 89,121 79,056
Total Revenue 21,536 89,121 5,772,426
Crop planting 5,756,603 10,439,041 12,066,391 Staff salaries 2,321,639 4,676,672 7,884,632 Other cash operating exp. 2,208,723 2,997,262 3,749,305 Depreciation 1,429,468 3,472,734 4,476,683
11,716,433 21,585,709 28,177,011
Loss Before Tax 11,694,897- 21,496,589- 22,404,585-
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Financial Summary – Profit & Loss
April 2009
2006 (Half year) 2007 2008
Sources and Application of Funds N N NSource Shareholders Subscription 42,301,450 84,301,450 132,051,450 Creditors - - 12,688,757
42,301,450 84,301,450 144,740,207
ApplicationFarm Mechanisation 20,122,500 23,071,150 38,899,150 Land Development 7,049,398 21,244,619 36,442,652 Other debtors & prepayments 3,084,212 3,345,469 6,910,379 Crop Planting 5,756,603 16,195,644 28,262,035 Staff Salaries 2,321,639 6,998,301 14,882,933 Other cash operating exp. 2,208,723 5,205,985 8,955,290 Bank Balance 1,758,375 8,240,282 10,387,768
42,301,450 84,301,450 144,740,207 Shareholders Subscription
Concordial 13,701,450 27,701,450 48,051,450 FoGTIL 15,000,000 27,000,000 45,000,000 RIYAN 5,600,000 14,850,000 19,500,000 MAN 3,750,000 7,500,000 9,750,000 MAIL 1,250,000 3,250,000 4,250,000 GAIN 2,500,000 3,500,000 3,500,000 BANI 500,000 500,000 2,000,000
42,301,450 84,301,450 132,051,450
P & L Extract
Sales Revenue - - 5,693,370 Other income 21,536 89,121 79,056
Total Revenue 21,536 89,121 5,772,426
Crop planting 5,756,603 10,439,041 12,066,391 Staff salaries 2,321,639 4,676,672 7,884,632 Other cash operating exp. 2,208,723 2,997,262 3,749,305 Depreciation 1,429,468 3,472,734 4,476,683
11,716,433 21,585,709 28,177,011
Loss Before Tax 11,694,897- 21,496,589- 22,404,585-
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Coga Group – Valuation
Valuation for the recent invitation for investment in Coga Group was by based on the existing book value, including good will
April 2009
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Why The Fund Drive? We need to keep focus on our original
objective –i.e. MoU with Kwara State Government to develop 1000 Ha within certain time frame
To achieve capatalisation base for growing the business via IDB funding
To deliver the strategic change in operational approach –from labour intensive operations to fit-for-purpose mechanisation
April 2009
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Coga Group – Application of Fresh Fund
1. Full mechanisation 2. Land clearing and management3. Improved Cultivation Techniques
a. Fertilizerb. Chemicals for Weed control
4. Weigh bridge5. Maize dryer6. Processing7. Communication8. Mobility9. Infrastructure10. Water
April 2009
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Coga Group – Projections for 2009
April 2009
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Coga Group – Yesterday, Today & Tomorrow
Coga …Yesterday, it was a dream
Today, it is realityTomorrow, it will be a success story, InshaAllah
… And there is no success, except with Allah
April 2009
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Coga Group…While others are afraid ….Great
Companies have emerged during periods of crisis leveraging on their people and organization capacity to empower their people to be BOLD, STRATEGIC and provide returns to investors soon.
April 2009