WORKING PAPER

DEPARTMENT OF AGRICULTURE AND JAPAN INTERNATIONAL COOPERATION AGENCY

Formulation Team on the Drafting of the Strategic Agribusiness Development Plan

COMMODITY SITUATION REPORT: CALAMANSI

Prepared by

JOSE ULYSSES J. LUSTRIA

November 2009

____________________ Mr. Lustria is OIC-Chief, Public Investment Program Division (PIPD), Planning Service, Department of Agriculture. He would like to acknowledge the assistance of Ms. Acquilyn Morillo and Mr. Aldrin Nacional (Technical Assistants, PIPD) in preparing this report.

I. OVERVIEW A. Background Calamansi or calamondin is a fruit tree belonging to the citrus family. Its scientific name is Citrofortunella microcarpa W. (DTI, 2005). Calamansi, which is native to the Philippines (DA, _____), is a good source of Vitamin C and its juice is used as an ingredient or additive in various food preparations. It also possesses medicinal values (BAS, 2003). B. Contribution to the Economy Calamansi's economic contribution is gradually increasing. For the period 1998 to 2008, calamansi recorded an average contribution of 0.73 percent to total value of agricultural crop production (increasing from 0.20 to 0.65 percent), and 0.35 percent to total value of agricultural sector output. (increasing from 0.10 to 0.31 percent). (See Annex 1.) II. SITUATIONAL ANALYSIS A. Production 1. World Production a) Major producing countries. Based on FAO 2007 data, the Philippines is the sixth top citrus producer (under not else specified or nes category), contributing 3 percent of world production (Figure 1). (Note: Cross-checking with BAS data, the countrys contribution is solely calamansi.) From 1998 to 2007, the Philippines is consistently among the top producers in the world, with an average share of 3 percent (Figure 2). Citrus fruit, nes (in tonnes)*
India 2% Kenya Saudi Arabia 1% 2% Philippines 3% Japan 2% Guinea 3% Others 10%

Nigeria 47%

Colombia 11%

Country Nigeria China Colombia Guinea Japan Philippines Saudi Arabia Kenya India Others WORLD

2007 3,325,000 1,315,934 750,000 218,000 156,000 201,619 169,093 87,400 148,000 732,633 7,103,679

China 19%

Figure 1. Top 10 Citrus Producing Countries, In Percent, 2007. (Source: FAO, 2009) *Calamansi from the Philippines is classified by FAO under Citrus, not else specified.

100% 90% 80%

70% 60%
tonnes

50%
40% 30% 20%

10% 0%
Others India Kenya Saudi Arabia Syria Philippines

1998 518,398 120,000 144,682 110,775 209,692 169,387 280,000

215,000 692,639 3,150,000

1999 591,803 134,000 151,313 119,000 252,196 178,005 258,000

215,000 660,000 876,085 3,240,000

2000 596,764 120,000 140,926 124,690 278,550 180,844 256,000

210,000 670,000 720,175 3,250,000

2001 639,263 90,000 140,422 137,258 260,190 181,747 246,000

210,000 690,000 941,932 3,250,000

2002 685,036 100,000 116,336 140,206 210,690 180,999 201,600

210,000 700,000 945,222 3,250,000

2003 716,585 120,000 129,532 150,640 164,070 180,923 181,600

210,000 705,135 986,109 3,250,000

2004 755,802 120,000 135,000 172,440 213,390 179,020 188,800

210,000 715,741 1,075,684 3,250,000

2005 766,756 125,000 135,000 175,047 216,000 200,808 159,400

215,000 746,306 1,099,491 3,250,000

2006 745,663 128,000 111,688 160,129 196,595 150,000

215,000 740,000 1,172,490 3,300,000

2007 732,633 148,000 87,400 169,093 201,619 156,000

218,000 750,000 1,315,934 3,325,000

Japan Guinea Colombia China Nigeria

Figure 2. Top 10 citrus producing countries, in percent and in tonnes, 1998-2007. (Source: FAO, 2009) b) Productivity and Competitiveness. In the FAOSTAT, the country comparison in terms of yield cannot be done because there is no disaggregated data on calamansi alone. However, it should be noted that the Philippines was the sole commercial exporter (DA, 2002). Thus, calamansi is technically competitive. Philippine production has also steadily increased from 1998 to 2007, as shown in Figure 2. 2. Domestic Production a) Major Producing Provinces. Mindoro Oriental is the biggest producer of calamansi, contributing 59 percent to total production in 2008 (Figure 3).

Province
Others 17% Batangas 2% Compostela Valley 2% Agusan del Sur 2% Cagayan 2% Guimaras 2% Davao del Norte 3% North Cotabato 3% Nueva Ecija Quezon 3% 5% Mindoro Oriental 59%
Mindoro Oriental Quezon Nueva Ecija North Cotabato Davao del Norte Guimaras Cagayan Agusan del Sur Compostela Valley Batangas Others Philippines

2008 117,279.69 9,269.04 6,524.67 5,395.86 5,169.84 4,077.65 4,546.45 4,429.96 3,672.33 4,651.30 34,658.39 199,675.18

Figure 3. Top calamansi-producing provinces, in percent and in MT, 2008.

(Source: BAS, 2009) From 1998-2008, the composition of the top provinces has been the same, with Mindoro Oriental on top.

100% 90% 80%

70% 60%

Percent

50% 40%

30% 20% 10% 0% Others Batangas Compostela Valley

Agusan del Sur Cagayan Guimaras Davao del Norte North Cotabato Nueva Ecija Quezon Mindoro Oriental 2,319 1998 23,883 1,103 1999 25,020 1,758 3,325 2,744 2000 26,456 1,868 3,375 3,283 2001 27,121 1,844 3,453 3,634 2002 27,810 1,818 3,432 3,728 2003 27,764 1,905 3,542 3,914 2004 27,977 1,994 3,644 4,000 2005 30,728 3,346 3,788 4,045 2006 31,092 3,582 3,591 4,050 2007 33,444 4,329 3,817 4,137 2008 34,658 4,651 3,672 4,430

3,347 2,702 3,431 3,099 4,833 10,935 113,734

2,807 3,874 3,268 3,160 4,864 11,052 116,133

3,588 4,066 3,692 3,318 5,271 12,194 113,734

3,739 4,524 3,917 3,788 4,952 14,001 110,773

4,140 4,379 4,233 4,430 4,796 13,959 108,273

4,115 4,420 4,457 4,568 4,884 13,921 107,434

3,647 4,602 4,511 4,827 5,175 10,226 108,419

3,933 4,696 4,635 5,072 5,651 9,380 125,535

4,623 4,645 4,935 5,304 5,957 8,877 119,938

5,013 4,344 5,001 5,629 6,414 9,241 120,250

4,546 4,078 5,170 5,396 6,525 9,269 117,280

Figure 4. Top calamansi-producing provinces, in percent and in MT, 1998-2008.

(Source: BAS, 2009) 3

b) Volume, Area Planted, and Productivity. Calamansi production went up due to increases in area. However, yield fluctuations can be observed. The sudden increase in production and yield in 2005 can be attributed to increased number of bearing trees in Mindoro Oriental and Zamboanga Sibugay and control of aphids in Nueva Ecija (BAS, 2006).

210,000 200,000

2%

metric ton

190,000 180,000 170,000 160,000 150,000

1998

1999
178,005

2000
180,844

2001
181,747

2002
180,999

2003
180,923

2004
179,020

2005
200,808

2006
196,595

2007
201,619

2008
199,675

Production 169,387
21,500 21,000
20,500 20,000 19,500

1%

hectare

19,000 18,500 18,000 17,500 17,000 16,500 16,000 Area

10.20 10.00
9.80

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

17,930

18,776

19,418

19,668

19,781

19,947

20,013

20,209

20,253

20,545

20,956

9.60

MT/ha.

9.40 9.20 9.00 8.80 8.60 8.40 Yield 1998 9.45 1999 9.48 2000 9.31 2001 9.24 2002 9.15 2003 9.07 2004 8.95 2005 9.94 2006 9.71 2007 9.81 2008 9.53

0.4%

Figure 5. Calamansi: Production, Area, and Yield - 1998-2008. (Source: BAS, 2009) c) Value of Production. The value of production is increasing at a higher rate of 33 percent (see also Annex 1). The biggest increase was from 1998 to 1999. Calamansi
1,200 1,000

33%

in million pesos

800 600 400 200

0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Figure 6. Value of production of calamansi (at constant prices), 1998-2008. (Source: BAS, 2009) 4

B. Supply and Demand 1. Supply Supply and exports of calamansi have been increasing from 1998 to 2008 (Table 1 and Figure 7). It can be noted that export volume jumped from 8 MT in 2007 to 20 MT in 2008 (Figure 7) most probably due to increased market demand. Net food disposable is also increasing which indicates greater domestic demand. Table 1. Calamansi supply and utilization, in MT, 2000-2008.
Supply Utilization Net Food Disposable Per Per Capita Capita in in Year Production Imports Gross Supply Exports Seeds Feeds & Waste Processing Total Kg/yr gm/dy 1998 169,387 169,387 4 10,163 159,220 2.18 5.97 1999 178,005 178,005 5 10,680 167,320 2.24 6.14 2000 180,844 180,844 6 10,850 169,988 2.22 6.08 2001 181,747 181,747 2 10,905 170,840 2.19 6.00 2002 180,999 180,999 4 10,860 170,135 2.14 5.86 2003 180,923 180,923 5 10,855 170,063 2.1 5.75 2004 179,020 179,020 7 10,741 168,272 2.04 5.59 2005 200,808 200,808 3 12,048 188,757 2.21 6.05 2006 196,595 196,595 9 11,795 184,791 2.12 5.81 2007 201,619 201,619 8 12,097 189,514 2.14 5.86 2008 199,675 199,675 20 11,979 187,676 2.07 5.67

(Source: BAS,2009)
210,000 200,000 25

2%
metric tons

20 15 10 5 0

28%

metric tons

190,000 180,000 170,000 160,000 150,000

2001

2005

2006

1998

1999

2000

2002

2003

2004

2007

2008

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

Total Production

Exports

Figure 7. Calamansi: volume of production and exports, 1998-2008.

(Source: BAS, 2009)

2008

2. Demand a) World Demand (Exports). Most of the countrys exports are in the form of juice, from 1998 to 2008.
Fresh 3%

Product Form Fresh Juice Concentrates Total

2008
20,671 503,866 203,714 728,251

Concentrates 28%

Juice 69%

Figure 8. Value (in % and in US$) of calamansi export by product form, Philippines, 2008. (Source: NSO, 2008) Table 2. Value (in US$) of calamansi export by product form, Philippines, 1998-2008.

1998 Fresh 8,538 Dried 138 Juice 143,257 Concentrates 602 Total 152,535
(Source: NSO, 2008)

Product

1999 2000 9,751 11,519

2001 3,574

208,396 165,028 470,193 10,022 80,454 121,770 228,169 257,001 595,537

F.O.B. Value in US$ 2002 2003 2004 8,175 6,924 8,483 2,662 1,647 606,354 499,203 236,881 107,410 96,301 79,927 721,939 605,090 326,938

2005 2006 4,894 9,962

2007 2008 5,403 20,671

376,379 593,459 503,866 503,866 119,923 113,297 203,714 203,714 501,196 716,718 712,983 728,251

USA, Canada, and Japan are the biggest markets for calamansi juice from 1998 to 2008.
Others 17% Pacific Trust Territory 5% Japan (Excludes Okinawa) 12% Canada 15%
In kg. Top Markets USA Can ada
Japan (Exclu des Okin awa) Pacific Tru st T erritory

2008 145,158 41,606

35,751 13,688 49,394

USA 51%

Oth ers Total Exports

285,597

Figure 9. Top markets for calamansi juice, in percent and in kg., 2008. (Source: NSO, 2008)

Table 3. Top markets for calamansi juice, in kg., 1998-2008.

Top Markets USA Japan (Excludes Okinawa) Okinawa Canada Hongkong Others

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

71,041 103,107 98,275 81,146 95,996 150,204 73,894 164,907 147,609 229,885 145,158 55,702 63,861 19,281 69,255 173,883 121,883 106,998 111,969 311,858 85,656 35,751 105,859 172,281 39,300 12,675 10,200 18,635 14,799 20,097 29,026 21,966 32,670 35,712 52,561 41,606 439 2,061 15,007 91,552 16,539 25,166 11,943 2,575 6,264 4,330 557

14,735 32,853 11,719 30,318 78,213 93,769 56,776 87,641 81,781 184,075 62,525 Total Exports 154,592 212,082 162,917 392,929 557,009 459,348 271,577 399,762 583,224 556,507 285,597

(Source: NSO, 2008) b) Domestic Demand. Based on the Supply and Utilization Accounts (SUA) 1998-2008 (Table 1), domestic demand has been increasing for both total and per capita consumption.
USA 51%

C. Value-Chain System There are many players in the calamansi industry as can be seen in the diagram below.

Figure 10. Calamansi agribusiness system. (Source: DA, 2002) 7

1. Input Subsystem Based from BAS 1998-2008 Cost and Returns data, the biggest cost driver is hired labor, averaging 46% of total on-farm cost from 1998-2008.
120% 100% 80% 60%
16%
9% 9% 10%

percent

10%

40%

20% 0% 1998 1999 2000 2001 2002 2003 2004 2005 2006 Others Rental value of owned land Operator and family labor
Interest on operating capital Inorganic

46%

2007 2008 R 16% 8% 9% 10% 13% 44% 17% 9% 9% 10% 14% 42%

16% 11% 10% 9% 8% 47%

16% 10% 10% 9% 7% 49%

16% 10% 10% 9% 7% 48%

17% 7% 10% 10% 8% 48%

17% 11% 10% 9% 8% 46%

16% 8% 10% 10% 9% 47%

16% 10% 9% 9% 11% 45%

16% 10% 9% 9% 13% 43%

16% 11% 9% 9% 12% 43%

Hired labor

Figure 11. On-farm major costs in calamansi production (in %), 1998-2008. (Source: Generated using BAS data, 2009) a) Seeds and seedlings, etc. Calamansi can be propagated by seeds or its vegetative parts. It is best to buy planting materials from reliable sources, particularly from the Bureau of Plant Industry (BPI) or BPI-accredited nurseries (DA, ___). b) Fertilizer and pesticide. The increasing prices of fertilizer and pesticides are a major concern. In calamansi production, inorganic fertilizer is the second cost driver with an average share of 10 percent of the total production cost from 1998 to 2008. c) Agricultural Machinery. The small-scale production of calamansi requires not much investment in machineries. Rental of machines, tools, and equipment is only 0.08 percent to total production cost. Harvesting is either by hand or by using a pair of scissors (DA, ____). d) Labor. Labor is considered the biggest cost driver, accounting to an average share of 46 percent and 9 percent of total production cost, for hired labor and for operator and family labor, respectively. 2. Production Subsystem About 42.4 percent of the farmers operated farms with areas of 0.25 hectare and below. Only 14.6 percent reported farm sizes of 1 to 3 hectares. Farms measuring more than 3 hectares were cultivated by 7.6 percent (BAS, 1999). 8

In Leyte and Quezon, farm sizes of 0.25 hectare and below shared the highest, with 61 to 64 percent reporting. In contrast, farms in Mindoro Oriental were relatively large measuring at least 1 hectare. The average size of calamansi farms was 0.92 hectare. Mindoro Oriental had the biggest farms averaging 2.14 hectares while Quezon had the smallest farms averaging 0.39 hectare (BAS, 1999). In 2002, NSO reported a total 95,388 calamansi farms with 5,627,090 trees, an increase from 5,483,565 trees in 1991. 3. Marketing Subsystem The calamansi industry is composed of growers, assemblers, distributors, bodega owners/operators, buyers, and processors. Most of the volume are brought to trading centers (e.g., in Mindoro Oriental, Guimaras, and Quezon). From the trading centers, calamansi is distributed within and outside the supply provinces. Metro Manila is a big demand area (BAS, 2003). The geographic flows and market channels will give a picture of the market practices for calamansi. Figures 12 and 13 show the geographic flows and market channels for calamansi in Mindoro Oriental and Quezon, respectively (BAS, 2003).

Figure 12. Geographic flow and marketing channels for calamansi in Mindoro Oriental, 2001.

Figure 13. Geographic flow and marketing channels for calamansi in Quezon, 2001. 4. Processing Subsystem Calamansi is processed into juice, concentrate, and dried. However, most of our processed exports are in the form of juice. Figure 14 shows is the process of making calamansi concentrate (DOST, ___).

Figure 14. Calamansi-sugar concentrate processing flow.

10

The calamansi processing industry has potential for growth if the processing technology is promoted more. Calamansi producers would be able to earn more if they themselves would venture into processing. This can be done either individually or collectively (e.g., through cooperatives). 5. Support Subsystem Support for the fruit industry comes from government and nongovernment/private institutions. The Department of Agriculture, through its GMA-HVCC banner program, provides a comprehensive package which includes Production Support Services, Market Development Services, Credit Facilitation Services, Irrigation Development Services, Other Infrastructure/ Postharvest Development Services, Extension Support, Education and Training Services, Research and Development, Regulatory Services, Information Support Services, Policy Formulation, Planning, and Advocacy Services. Moreover, various donor countries or agencies have also provided support, both technical and financial assistance. D. Prices 1. Domestic Prices

Farmgate, wholesale, and retail prices of calamansi are generally increasing from 1998 to 2008 although there are some fluctuations. Comparing price ratios of 1998 and 2007, farmers are gainers. However, compared with 2008 ratios, farmers are losers.

40 35 30
peso/kg.

1.2%

25 20 15 10 5 0 1998 1999 9.29 19.4 2000 10.35 2001 7.35 2002 11.83 19.5 2003 8.71 2004 2005 2006 2007 2008

0.8%

4.6%

Farmgate 10.34 Wholesale 18.9 Retail

11.67 13.22 15.23 11.71 13.28

21.37 19.55

19.33 18.48 19.98 21.15 20.06 25.29

28.51 29.02 30.23 28.41 29.24 29.17 28.01 30.74 33.29 31.57 37.44

Figure 15. Calamansi: various prices, 1998-2008. (Source: BAS, 2009)

11

80% 70% 60% 50%

percent

40% 30% 20% 10%

0% 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Ratio (farmgate/wholesale) 55% Ratio (wholesale/retail) Ratio (farmgate/retail) 66% 36%

48% 67% 32%

48% 71% 34%

38% 69% 26%

61% 67% 40%

45% 66% 30%

63% 66% 42%

66% 65% 43%

72% 64% 46%

58% 64% 37%

53% 68% 35%

Figure 16. Price ratios of calamansi, 1998-2008. (Source: Generated using BAS data) 2. Price Formation/Differentiation Based on various BAS reports (BAS, ____) Price is set by the big traders and bodega owner/operator . In Mindoro, prices of calamansi are set by the bodega owner/operator. Prices are based on the volume of deliveries, number of buyers and the quality of calamansi. Further, one of the bases is the previous nights last price. For instance, if calamansi was priced at Php 600 in the previous night and there were many buyers and a larger volume of deliveries, they will set the price at Php 600-Php 650 for each kaing. Calamansi fruits (lagihay) are priced almost half that of the green calamansi. In Mindanao, big orchard owners and big distributors rely on the prices dictated by Cagayan de Oro buyers who send a notice few days before actual sales. Davao City buyers offer higher prices than that of Cagayan de Oro, buy medium to large farmer owners and Tagum provincial distributors preferred Cagayan de Oro buyers due to their regularity and volume of procurement establishing a strong suki relationship. Wholesale prices at Tagum Trading Center are dictated by the big distributor due to his access to CDO and Davao City prices. Retail prices of regular retailers were based from price given by big and medium distributors. However, farmers engaged in direct retailing give their own prices based from his observations but are always lower than that of the regular retailers.

12

It should be noted that only a few big traders that are active in calamansi trading in Tagum and in nearby towns. E. SWOT Analysis The SWOT analysis of the calamansi industry is as follows (DA, 2002): Strengths Year-round production Availability of technical experts and skilled manpower Compatibility with intercropping system High potential yield with improved management Weaknesses Lack of quality standards inefficient marketing system Inadequate infrastructure such as farm-to-market roads Lack of upgraded processing facilities/packaging materials Difficult access to credit facilities due to collateral and other requirements Susceptibility to greening disease & Tristeza virus lack of information and knowledge on the proper production and postharvest technology Opportunities Philippines is the sole exporter of calamansi Expanding product lines (calamansi candy, calamansi leather/chewables, etc.) Favorable agro-climatic conditions Presence of large domestic market Threats inability to control destructive pests and diseases which can be due to high cost of pesticide Drought (El Nio) and other calamities Competition with other fruits/citrus Other perceived problems mentioned are (BAS, 2003): Abundant supply and low quality of calamansi being produced by the farmers resulted to lower price. One farmer stated that he lacks information and knowledge on the proper production and postharvest technology. Creditors did not pay their loan or sometimes the payment for the commodities is delayed. A large percentage of wastage in bringing calamansi from the farm to the market because of the poor condition of the farm to market roads. Lack of capital to finance the buying and selling of calamansi. Other marketing problems such as frequent price fluctuation, absence of permanent stalls, availability of shipping lines, too many competitors, presence of imported lemon in the market and alleged tong given to different authorities.

13

F. Problem Tree Analysis The problem tree below shows us graphically the linkages among the various problems in the industry.

Unrealized Potential of Calamansi Industry

inefficient marketing system

Inconsistent supply of quality fruit

Inadequate infrastructure

High labor costs

Relatively low yield

Poor quality of fruit

Inability to control destructive pests and diseases (PRSV, mites, etc.)

Susceptibility to greening disease and Tristeza virus

Lack of upgraded processing facilities/ packaging materials

Lack of quality standards

Increasing costs of pesticides and fertilizers

Difficult access to credit facilities

Figure 17. Problem tree for the calamansi industry. III. SUMMARY, POLICY IMPLICATIONS, AND RECOMMENDATIONS

The calamansi industry is globally competitive technically but big improvements could still be done in terms of production, yield, and supply chain. The processed export industry has a big potential. Table 4 illustrates the issues and gaps in the calamansi industry, accordingly, recommendations are also provided. These issues and recommendations were based from analyses done in this report, field visits and stakeholder workshops. 14

Table 4. Issues and recommendations in the calamansi industry.

Supply chain Input Supply Subsystem Seeds and Seedlings, etc. Issue/Gap Insufficient planting materials with high quality Recommendation Development of new varieties, varietal improvement through biotechnology, accreditation of nurseries, and intensification of R & D through SUCs and other agro-based research and development institutions Improvement of logistics; utilization of organic fertilizers Establishment of agricultural machinery and equipment standards Maximum utilization of family labor Expansion of production areas; integration of supply Strict quarantine regulation to prevent spread of pest and diseases and intensified information campaign about the threat of disease

I.

Fertilizer and Pesticide Agricultural Machinery/equipment Labor II. Production Subsystem

Increasing costs Need for standards in farm equipment Increasing cost of labor Inconsistent supply; fragmented production Prevalence/existence of pests and diseases

III.

Marketing Subsystem

IV. Processing Subsystem

V.

Support Subsystem

R, D and extension program aimed at developing an effective and efficient Integrated Pest Management (IPM) Strategies Inefficient marketing Improvement of logistics (to address system high postharvest losses); improvement of market intelligence and information systems, particularly on price monitoring, supply and demand forecasting and analysis of the different fruits Inadequate postharvest Increase and improvement in and processing facilities; processing and postharvest facilities need for standards in equipment Provision of more support facilities Inadequate support such as ports, farm-to-market roads, systems cold chain systems; regulatory and food safety system (e.g., traceability, database/s); promotion of GAP and monitoring of compliance; credit and crop insurance facilities; strengthening of the RDE system in the different levels of government, from national to local government level 15

IV.

REFERENCES

Department of Agriculture. (2002). Calamansi strategic action plan. April 2002. Department of Agriculture. (____). Calamansi. http://daweb.da.gov.ph/tips/calamansi.html Retrieved on September 2009 from

Department of AgricultureBureau of Agricultural Statistics. (1999). Cost and Returns of Calamansi Production. Department of AgricultureBureau of Agricultural Statistics. (2003). Marketing Costs Structure for Calamansi. June 2003. Department of Agriculture Bureau of Agricultural Statistics. (2006). Situationer on Calamansi (July - December 2005). May 2006. Department of Agriculture Bureau of Agricultural Statistics. (____) Various reports. Department of Science and Technology. (____). Enterprise Module on Calamansi-Sugar Concentrate Processing. A Powerpoint presentation. Retrieved on August 2009 from http://202.90.141.226/food/pdf/221.pdf Department of Trade and Industry-Bureau of Product Standards. (2005). Philippine National Standard for Calmaondin/Calamansi Grading and classification. Food and Agriculture Organization-United Nations (2009). FAOSTAT. Retrieved on September 2009 from <http://www.fao.org> National Statistics Office (2008). Quantity and value of exports and imports. National Statistics Office (2009). Table 3. Top Five Permanent Crops in Terms of the Number of Trees/Vines/Hills by Region: Philippines, 1991 and 2002. Retrieved on October 2009 from <http://www.census.gov.ph/data/sectordata/sr0414403.htm>. National Statistics Office (2009). Table 3. Selected permanent crops - total number of trees and number of productive age by province: 1991. Retrieved on October 2009 from <http://www.census.gov.ph/data/sectordata/1991/ag910003.txt>

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V.

ANNEXES

Annex 1. Gross value output of selected fruits, 1998-2008. (At constant prices)

(Source: BAS, 2009)

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Annex 2. Calamansi: updated average production costs and returns, Philippines, 1998-2008.
ITEM CASH COST Fertilizer Organic Inorganic Foliar Pesticides Solid Liquid Hired labor Wages for overseer Land tax Rentals: Land Machine, tools, equipment Fuel and oil Transport of inputs Interest on crop loan Food expense Repairs Irrigation fee NON-CASH COST Hired labor (paid in kind) Wages for overseer (paid in kind) Landlord's share Harvester's share Lease rental IMPUTED COST Operator and family labor Exchange labor Depreciation Interest on operating capital Rental value of owned land ALL COSTS GROSS RETURNS RETURNS ABOVE CASH COSTS RETURNS ABOVE CASH & NON-CASH COSTS NET RETURNS NET PROFIT- COST RATIO Cost per kilogram (P) Yield/hectare (kg.) Farmgate price (peso/kg) R - Revised estimates P - Preliminary estimates 1998 20,561 116 2,351 63 856 26 830 14,585 339 366 35 28 181 214 10 620 790 7 719 48 182 53 262 174 9,840 3,019 6 528 2,875 3,412 31,120 97,682 77,121 76,402 66,562 2.14 3.29 9,447 10.34 1999R 21,583 104 2,107 57 956 29 927 15,669 364 370 31 30 197 228 11 648 805 6 688 52 196 48 236 156 9,920 3,243 7 581 3,023 3,066 32,191 88,069 66,486 65,798 55,878 1.74 3.40 9,480 9.29 2000 22,055 112 2,268 61 985 30 955 15,818 367 374 35 30 230 262 12 658 836 7 742 52 198 60 258 174 10,415 3,274 7 639 3,079 3,416 33,212 96,359 74,304 73,562 63,147 1.90 3.57 9,310 10.35 2001 22,692 133 2,701 73 1,025 31 994 15,824 367 378 25 30 253 292 13 689 884 5 599 52 198 43 182 124 9,572 3,275 7 703 3,161 2,426 32,863 2002 23,248 131 2,664 72 1,039 31 1,008 16,340 379 382 40 31 253 295 14 703 897 8 817 54 204 69 290 200 11,306 3,382 7 773 3,239 3,905 35,371 2003 24,850 164 3,329 90 1,042 31 1,011 17,158 393 386 29 32 278 305 15 719 904 6 677 56 211 51 212 147 10,769 3,552 7 850 3,485 2,875 36,296 2004 27,078 222 4,504 122 1,045 31 1,014 17,893 410 390 39 33 315 344 17 764 972 8 823 58 220 68 280 197 12,304 3,704 7 935 3,806 3,852 40,205 2005 29,579 276 5,602 152 1,043 31 1,012 18,934 434 394 44 35 370 407 19 814 1,046 9 946 61 233 77 352 223 13,481 3,919 8 1,029 4,161 4,364 44,006 2006 30,507 274 5,565 151 995 30 965 19,731 452 398 51 36 403 459 21 859 1,102 10 1,049 64 243 89 396 257 14,526 4,084 8 1,132 4,275 5,027 46,082 2007R 31,691 291 5,905 160 947 29 918 20,508 470 402 39 37 416 461 23 887 1,137 8 894 67 253 68 308 198 13,814 4,245 9 1,245 4,450 3,865 46,399 2008P 33,820 523 7,103 288 913 28 885 20,763 476 406 44 37 487 510 25 1,007 1,229 9 965 68 256 77 339 225 14,794 4,298 9 1,370 4,734 4,383 49,579

67,914 108,245 45,222 84,997 44,623 84,180 35,051 1.07 3.56 9,240 7.35 72,874 2.06 3.87 9,150 11.83

79,000 104,388 131,367 147,838 114,922 126,532 54,150 77,310 101,788 117,331 83,231 92,712 53,473 76,487 100,842 116,282 82,337 91,747 42,704 1.18 4.00 9,070 8.71 64,183 1.60 4.49 8,945 11.67 87,361 101,756 1.99 4.43 9,937 13.22 2.21 4.75 9,707 15.23 68,523 1.48 4.73 9,814 11.71 76,953 1.55 5.20 9,528 13.28

(Source: BAS, 2009)

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