The overall objective is to increase Soufflet’s local sourcing of malt barley from smallholder and emergent commercial farmers in identified regional states (Sidama, SNNPR, Oromia, and potentially Amhara, the security situation permitting) where malt barley is not widely grown. Building upon lessons from the previous AS engagement with the client, malt barley has a great potential to generate economic development opportunities in rural Ethiopia when connected to a committed off-taker such as Soufflet. The four project components are: Component 1: Improve malt barley production with an estimated 20,000 smallholder and 20 commercial farmers in new regions for growing malt barley. A combination of agronomic training, and access to improved inputs will generate a sustainable system to grow malt barley. By project end, average yields of production are estimated to grow from 1.8 metric tons per hectare to 2.25 metric tons per hectare (for both smallholder and commercial farmers). Component 2: Training and coaching of IFC’s Agribusiness Leadership Program (ALP) on business management capacity to 120 supply/distribution chain entities [80 aggregators mainly model farmers; 20 commercial farms and 20 input retailers]. An estimated 60% of these supply chain entities are expected to implement recommendations i.e. 72. Implementation of recommended changes will be measured through at least 15% increase in the ALP assessment score between baseline and endline for low performers, 10% for medium performers and 5% for high performers by the end of the project. Component 3: Establish contract farming models in new regions for growing malt barley. By the project's end, the aim is to have 150 contracts between Soufflet and malt barley aggregators (mostly those supported under component 2) leading to the purchase of 21,000 metric tons of annual raw malt barley sourced by 2027. Component 4: Scale-up of the e-payment solution to an additional 2,000 users (aggregators and smallholder producers) in the region where the former AS project piloted e-payments. The project will also identify and deploy a tool to get better production estimates.

Indicator	Cumulative
Number of entities that implemented recommended changes	0
Number of entities reporting improved performance (e.g., improvements in productivity, accountability, operations, loan terms, valuations)	0
Number of female farmers reached (direct and indirect)	0
Number of entities receiving advisory services	1
Number of farmers reached (direct and indirect)	0
Number of reports (assessments, surveys, manuals, Phase I/strategic option reports, research, analytical, evaluations, etc.) completed	1
Number of trainers trained	null
Number of training modules and new products developed	null
Number of entities receiving in-depth advisory services	null
Number of workshops, training events, seminars, conferences, etc.	null

Performance Standard	Description and Potential Impact	Mitigation
PS 1. Assessment and Management of Environmental and Social Risks and Impacts	As part of its Due Diligence, and as mandated by the IFC Sustainability Policy, IFC will screen this project to assess the consistency of its advice with IFC's Performance Standards (PS1). Based on sector and context-specific risks, the client's operations have the potential for E&S risks and/or impacts, particularly about PS1 (Assessment and Management of E&S Risks and Impact), PS2 (labor and working conditions), and PS6 (biodiversity).	IFC's advice will be provided in a manner consistent with IFC's Performance Standards as defined in IFC's Policy on Environmental and Social Sustainability. Where relevant, IFC will assist the client, as the final decision maker, in gaining a good understanding of IFC's Performance Standards.