While all Performance Standards are applicable to this investment, IFCs environmental and social due diligence indicates that the investment will have impacts which must be managed in a manner consistent with the following Performance Standards. If IFCs investment proceeds, IFC will periodically review the the project’s ongoing compliance with the Performance Standards

PS 1 – Assessment and Management of Environmental and Social Risks and Impacts
PS 2 - Labor and working conditions
PS 3 - Resource Efficiency and Pollution Prevention
PS 4 – Community Health, Safety and Security
PS 5 – Land Acquisition and Involuntary Resettlement
If IFC’s investment proceeds, IFC will periodically review the the project’s ongoing compliance with the Performance Standards

This proposed investment is expected to have limited environmental and social impacts which are expected to be site-specific and none is expected to be significant. Those impacts can be avoided or mitigated by adhering to recognized performance standards, procedures, guidelines and design criteria as described in the following sections. Thus, this is a Category B project in accordance with IFC’s Environmental and Social Sustainability Policy. The project is designed to avoid, minimize and manage E&S risks and impacts of the Company’s operations in compliance with Ethiopian legal and regulatory requirements, IFC’s Performance Standards (PSs) and applicable World Bank Group (WBG) General and sector-specific (Plantation Crop Production, Annual Crop Production and Food and Beverage Processing) Environmental, Health and Safety (EHS) Guidelines.

Key E&S issues associated with this investment are: (i) operational license for the tropical fruit processing plant; (ii) environmental, occupational health and safety (OHS), food safety and social (including labor) management systems and related procedures for the farm operations and processing unit, including Hazard Assessment and Critical Control Point (HACCP) Principles and ISO 22000 certification at processing unit, including EHS organizational structure and internal technical capacity for effective implementation, monitoring and reporting of the Company’s EHS management system; (iii) adherence to Ethiopian labor law, working conditions, standards and OHS risk prevention and management, including employees (permanent and casual), contractors and nearby communities; (iv) Life and Fire Safety (L&FS) provisions and emergency preparedness and response; (v) use of public utilities (water supply and energy) and sustainability (ref. extraction from Awash River), water and energy use efficiency through project design and adoption of best available technology, including equipment selection (e.g. drip irrigation, processing line), storage, use and handling of pesticides; (vi) wastewater collection and treatment, solid waste disposal, noise, air emissions from generators and boilers, including greenhouse gas emissions (GHGs), potable water quality, treatment and monitoring, hazardous material storage, handling and disposal; management and control of pest and rodent; (vii) food safety, (viii) engagement with communities, including on plantations, community health, traffic safety and social performance.

Key environmental and social issues and mitigation

To ensure that aJ TSC complies with Ethiopia’s environmental, labor, OHS, and social laws and regulations, IFC’s PSs and WBG EHS Guidelines, aJ TSC will implemented the measures summarized below, and in the attached Environmental and Social Action Plan (ESAP) which has been agreed upon by the Company and IFC, and which will address any compliance gaps with PS requirements.

IFC's appraisal considered the environmental and social management planning process and documentation for the project and gaps, if any, between these and IFCs requirements. Where necessary, corrective measures, intended to close these gaps within a reasonable period of time, are summarized in the paragraphs that follow and (if applicable) in an agreed Environmental and Social Action Plan (ESAP). Through the implementation of these measures, the project is expected to be designed and operated in accordance with Performance Standards objectives.

Environmental and Social Policies. From its onset, aJ TSC has made an explicit commitment towards promoting sustainable development principles within its operations through adoption of Business Principles which commit the Company on respecting human rights, community engagement, freedom from discrimination, freedom from slavery, freedom from child labor, safe occupational health and safety conditions and products, freedom of association and the right to collective bargaining, fair working conditions, precautionary principles, etc. These principles represent the highest level document for aJ TSC. The aJ TSC Business Plan was developed in adherence with these principles, including its translation into a mission statement (“aJ TSC will consistently create sustainable value for all its stakeholders and provide a model of how investment can promote sustainable development in Africa”) and vision (“by 2012, aJ TSC will become the leading producer and supplier of tropical juices from Ethiopia and aims to become the First FairTrade tropical juice producer in sub-Saharan Africa”). The Sustainable Development Strategy (SDS), adopted in June 2010, represent the expression of this strategy for how the high level plans in the Business Plan will be translated into genuine sustainable development. Accountability for implementation of the SDS has been delegated to concerned aJ TSC senior management and organizational structures through definition of EHS policies, annual work plans, including setting goals and targets for environmental, OHS and social performance measurements indicators, implementation mechanisms, management/monitoring system procedures and reporting procedures/systems.



Specifically, aJ TSC has adopted key EHS policies, including Occupational Health and Safety Policy (June 2010) as well as Human Resource Policy (May 2012). However, these policies are not yet fully implemented. Findings from due diligence are the following: i) scope of the aJ TSC policy framework is deficient as there has not yet been an environmental policy adopted to date (ref. this absence explains the existence of several non-compliance findings as described under PS3); (ii) performance based E&S requirements are not referring specifically to the IFC Performance Standards and applicable WBG EHS Guidelines; (iii) implementation effectiveness and performance review of this policy framework has not been audited since 2010, including lack of quantifiable performance targets and indicators to demonstrate continuous improvement; (iv) accountability framework need to be clarified, including clearly identifying in the organigram the assigned E&S team, to mainstream EHS responsibilities into operational managers’ job description, and to ensure communication strategy to all employees, suppliers and partners. As set for in the attached Environmental and Social Action Plan (ESAP), aJ TSC will strengthen its EHS policy framework through development and/or review of its set of EHS polic
ies, and most importantly development of SOPs, definition of accountability framework and commitment to performance based EHS requirements on IFC Performance Standards and applicable WBG EHS Guidelines. As it is understood that the Human Resources Department has scheduled in its FY13/14 work plan to update its policies and procedures, this proposed exercise is timely. Comprehensive communication strategy with aJ TSC employees through awareness-raising during induction session, board posting and town hall meetings with senior management and Board members is required.



Environmental and Social Assessment and Management System. In accordance with Ethiopia’s Proclamation on Environmental Impact Assessment No. 299/2002 and related guidelines, aJ TSC has commissioned the preparation of an Environmental Impact Assessment (EIA) Study for the tropical fruit processing plant. This study was contracted to an external local consultancy firm. The detailed EIA study was finalized in June 2009 and presented to the Oromia Regional Government’ Bureau of Land and Environmental Protection (OLEPB) for review and approval. Such approval was obtained on July 3rd, 2009. Terms and conditions of this approval included the following: (i) proper implementation of the Environmental Management/Monitoring Program during construction and operations phases (main mitigation/monitoring measures recommended during operations were the following: solid and hazardous waste management, provision of safe working conditions to workers, efficient use of underground water, monitoring of liquid effluents through the construction of a waste water treatment (WWT) plant and monitoring of air emissions from boilers and generators, continuous improvement of EHS performance, and establishment of an Environmental and Safety Management Unit); (ii) regularly report to OLEPB on the environmental performance of the project; (iii) notify OLEPB about occurrences of unforeseen events; (iv) joint field monitoring between aJ-TSC and OLEPB; and, (v) undertake environmental audit and report audit results to OLEPB on a bi-annual basis. aJ TSC has not been able to provide to IFC during field appraisal any supporting documentation evidence of on-going progress and/or completion as it related to points (ii), (iii), (iv) and (v).



Also, when aJ TSC took over the management control of the Tibila Farm from the Government of Ethiopia (GoE)’ Upper Awash Agro-Industry Enterprise (UAAIE) in April 2009, aJ TSC undertook an EIA study for the farming operations focusing on the impact of the land use changes, including introduction of passion fruit as a new crop, change from furrow irrigation to drip irrigation, etc.). Main mitigation outlined in the EIA’s Environmental Management Plan (EMP) encompass the definition and implementation of water resource management policy and management program, biodiversity action plan, pesticide management plan, including an Integrated Pest Management (IPM) Plan, nutrient management
plan, preparedness plan and response in case of natural hazards (e.g. flooding), organic/solid waste management plan, and finally on-going monitoring through assigned farm-level EHS officer. aJ TSC has made good progress on some of these measures but has not been able to provide to IFC during the field appraisal any progress status and/or implementation completion of several of these measures (e.g. biodiversity action plan, IPM plan, preparedness response plan for natural events, waste management plan, etc).



Going forward, as set forth in the ESAP, aJ TSC will review and update completion status of its EIA’s EMP for its plantation operations and processing plant and will present to IFC, for review and approval, a consolidated report on all recommended mitigation measures, progress/completion status and action plan with defined timetable for effective implementation, including center of responsibilities.



aJ TSC has received required permits and licenses from the GoE to operate, including its Business License, and its certificate of competence for food manufacturing organization from the Food Medicine and Health Care Administration and Control Authority of Ethiopia. Water right extraction from the Awash Basin Authority has also been obtained in March 2010.



EHS Management Programs. aJ TSC has designed a corporate management system in June 2009 which was specifically outlining the development of a range of policies, standards, procedures and guidelines to support mainstreaming of EHS issues into aJ TSC operations and ensuring continuous EHS improvement. Since then, significant progress has been achieved, especially in 2009 and 2010, including the development and adoption of a Sustainable Development Policy (2010), an Occupational Health, Safety and Environment Policy (2010), and a Human Resources Policy (2012). In addition, aJ TSC has developed numerous other policies (e.g. road transport, drug and alcohol, smoking, malaria), plans (e.g. emergency response, social management, HSE for construction phase of the processing unit and for the operational phase of the plantations), and programs (e.g. training, farm community health and safety improvement plan, etc.). Despite the above, original commitment of aJ TSC in developing set of standards, procedures and guidelines to implement EHS policies is yet to be completed. In addition, based on IFC review, it is challenging to reconcile the alignment, hierarchy, implementation progress and quantifiable performance outcomes of all these additional policies, plans and programs to guide daily activities performance and/or work plan. Manual of Standard Operating Procedures (SOPs) for processing plant exist in the context of the HACCP system certification process but still remain to be developed for the plantations. aJ TSC has indicated during the field appraisal that it intends to complete the EHS procedures for the farming operations by end of 2013.



Going forwards, as set forth in the attached
ESAP, aJ TSC has agreed to develop and implement an Environmental, OHS and Food safety management systems, including policies, plans, manuals and procedures – consistent with ISO 14001, OHSAS 18001 and HACCP/ISO22001 – into an Integrated EHS Management System. Furthermore, this will be in compliance with IFC’s PS1 requirements and applicable WBG General and Sector-specific EHS Guidelines.



Worthwhile to underline that aJ TSC has obtained its HACCP based food safety system certification in September 2011 (valid until September 28, 2014). Scope of this certification encompassed the receipt of fruits, processing, packaging and dispatch of mango puree and passion fruit NFC (not from concentrate). In addition, aJ TSC has obtained certificate of conformity on FairTrade standards which scope include the processing and plantations operations in December 2012 (valid until December 2016). Lastly, aJ TSC has been audited and successfully achieved its registration with the Voluntary Control System (VCS) of SGF as verified quality juice supplier. SGF is a German-based non-profit organization pioneering industrial self-control in the fruit juice industry. The first SGF/IRMA (International Raw Material Assurance) audit took place in March 2012. The scope of the SGF audit included the sampling of ongoing production and from the warehouse (counter samples for production and delivery) for analytical examination, hygiene audit, review of documentation and traceability as well as system rules, review of SGF/Code of Labeling of semi-finished goods and review of SGF/Code of Conduct, including verification of minimum social and ecological standards (ref. working time regulations, payment of adequate wages, prohibition of child and forced labor and ban on discrimination. It also regulates matters, such as occupational safety and the freedom of association). Correction Action Plan was provided to aJ TSC in 2012 which has successfully completed by the time of the 2nd audit in March, 2013. Successful SGF audit result has just been obtained, including confirmation of negative laboratory analytical results for residual pesticides/chemicals. Global Gap certification has been obtained for the production of green beans, but not for the entire fruit and vegetable farming production. aJ TSC should consider adopting such certification for its fruit production operations.



Organizational structure and technical capacity. In the original organizational structure in 2009, and as defined in the EIA’s EMP, general manager, operational managers and supervisors were to be directly involved in the effective management of environmental and social actions, including a training coordinator, a full-time HSE manager, a community liaison and public relations manager, a sustainable development manager and a community development officer. During the last four years of aJ TSC operations, this structure has been significantly rationalized and there is only one HSE officer and a training coord
inator, under the guidance of the Human Resource Manager, whom remain. The HSE officer (now referred to as the Health and Community Services Officer) is the key position responsible for all social and environmental related issues. He is assisted by a team of three nurses who are responsible for the health clinics at the three farm units as well as housing officers responsible for the implementation for the Housing Improvement Program (HIP). Since his recruitment 18 months ago, the HSE officer has been able to achieve significant progress, including the realization of the FairTrade, HACCP and SGF certification for the passion fruit production and juice processing. Worthwhile to underline that an OHS Sub-Committee has also be established at the processing unit, in the context of HACCP requirements. Minutes of a meeting which took place in May 2012 have been shared with IFC during the due diligence. This being said, as mentioned above, significant efforts are still required to be invested in the review and update of the EHS policies, plans and related procedures for aJ TSC operations, especially as it relates to its farming operations, and internal auditing. In order to strengthen the responsiveness of the HSE officer in face of these challenges, aJ TSC will review and update job description of all key operational managers to ensure to mainstream responsibilities in the design of the Integrated EHS management system and to support its effective implementation on an on-going basis. In addition, the EHS team will be clearly identified in the aJ-TSC organigram and will report directly to the Chief Operation Officer (COO) in order to ensure that internal EHS audit’s findings are effectively and timely addressed through work plan and budgetary allocations.



Training. aJ TSC shared with IFC during the due diligence the training plans for aJ TSC for the last two years (July 2011-June 2012 and July 2012-June 2013). Main emphasis of the training curriculum was concentrated toward HACCP based food safety management, ISO 9001 implementation, ISO system audit, OHS training, application of fire extinguishers, first-aid response, transport and logistics procedure and procurement program and Standard Operating Procedures (SOPs). This emphasis is reflective of the genuine efforts committed by aJ TSC to achieve HACCP, FairTrade and SGF certification. In addition, under its OHS policy, a specific generic OHS training has been developed whose objective is that any new employee’s training program be conducted before the employee operates any equipment or machinery or exposed himself/herself to workplace hazards. Examples of training to be conducted include hazard communication program, use of Personal Protective Equipments, first aid/ CPR, blood borne infectious diseases, back safety, fire extinguishers, etc. Unfortunately, supporting evidence of the implementation of this OHS training has not been provided during due diligence. Lastly, supporting evidence of train
ing delivery to plantations staff, such as safe storage, handling and use of pesticides, supervision of spraying, farm safety rules and accident procedures, etc. has not been provided to IFC. Going forwards, as set forth in the ESAP, upon completion of the Integrated EHS Management System’ policies, plans, manuals and procedures, aJ TSC will define a comprehensive and multi-year training plan for its staffs at the processing plant and farming operations, including the out grower scheme, for IFC review and approval, including center of responsibilities for its effective implementation and budgetary allocations.



Monitoring and Reporting. aJ TSC has not yet defined and/or implemented a comprehensive corporate EHS monitoring and reporting system procedure, including a report format. aJ TSC has made such a commitment during IFC due diligence. This being said, through its on-going compliance with Ethiopia’s legal and regulatory requirements and on-going EHS management systems efforts through HACCP, FairTrade and SGF certification/registration process, aJ TSC has adopted a number of internal Key Performance Indicators (KPIs) on occupational health and safety (ref. Loss Time Frequency Injury Rate – LTFIR), water consumption at processing unit and for the plantation under drip irrigation, and energy consumption. Particularly, aJ TSC is monitoring LTFIR as a key indicator of its EHS management system effectiveness at the processing plant. Through its existing and planned EHS systems, internal inspections are performed monthly by the EHS officer and his team while external follow-up audits from HACCP, SGF and FairTrade are taken place annually. Supporting evidence for internal EHS audit and follow-up has not been provided during appraisal. aJ TSC has shared with IFC the FairTrade 2012 audit and associated CAP as well as SGF 2013 audit. In addition, end-customers of aJ TSC (e.g. Dohler) are also undertaken independent audits to assess strict enforcement of client’s technical/food specifications. These audit reports, incorporating corrective action plans, are submitted to relevant senior aJ TSC operation teams for the effective implementation. Ethiopian authorities (ref. Labor and Social Affairs) also undertake annual review of aJ TSC operations, in addition of aJ TSC trimestrial and annual reports on general health of workers and accident records.



Key findings from the due diligence are the following: (i) the scope of the EHS monitoring of aJ TSC is incomplete as several WBG EHS Guidelines requirements (ref. Food and Beverage Processing) are not addressed, e.g. noise, air emissions, and waste water effluents are not monitored; (ii) aside from monitoring water consumption in the farm operations under drip irrigation system, there is no water consumption monitoring for plantations under furrow irrigation. In addition, set of KPIs at the farming operations as defined under WBG EHS Guidelines for plantation crop (ref. Table 1 on water, soil and produce
quality guidelines) does not exist; (iii) central storage and management of monthly and annual EHS indicators as well as EHS reports is urgently needed as access to these has been challenging during the field appraisal. Monitoring reports of other financiers of aJ TSC should also be easily accessible, including implementation progress status of CAP. Based on information provided during appraisal, aJ TSC did not incur over the last four years any material regulatory penalties, fines or sanctions for contraventions or non-compliance with statutory obligations, as well as not reported any fatalities on sites at any of its operations.


h ♪
♪









Going forwards, as set for the in the ESAP, aJ TSC will define a comprehensive set of Key Performance Indicators (KPIs) in order to monitor on a monthly/annual basis the following EHS parameters: a) Safety – Lost Time Incidence Frequency Rate (LTIFR), Accident Free Days; b) Sustainability – Carbon (kg/ton), Water Usage (kiloliters/ton) at processing and farm operations, Energy Usage (kWh/ton), wastewater monitoring effluents, noise, air emissions parameters from boiler/genset, and on-site incinerator at Degaga Farm in line with WBG’s General and Sector specific EHS Guidelines, use of fertilizers and pesticides, quantifiable indicators reflecting the implementation progress of the Housing Improvement Program (HIP) on an on-going basis; c) Staff - Retention and training days. In addition, the EHS officer will define an integrated EHS report format and based on critical EHS key performance indicators (e.g., compliance with Ethiopian legal and regulatory requirements, EHS management system progress report and certification, energy and water consumption and efficiency; air emissions (Nitrous and sulfur oxides (NOx, SOx), particulates), including GHG emissions; noise levels and management, solid and hazardous waste management and disposal, effluent discharges from the WWT unit, compliance with national OHS requirements, including accident rates (lost-time accidents); customers and community complaints, supplier performance and community engagement activities. The Company will also report annually to relevant Ethiopian authorities and IFC as part of the Annual Monitoring Report (AMR).



Stakeholder Engagement Plan. Three different groups of stakeholders are identified at aJ TSC, namely (i) the employees (also called “the farm community” as the majority of permanent and/or casual employees live on the farm units); (ii) the out growers; (iii) the external wider community. For the first group, aJ TSC pro-actively undertook a Livelihood Analysis in December 2009 focusing on the 739 households (total population estimated at 2,539 persons) who were located on the three farming units of Tibila Farm. The main objective of this analysis was to assess living conditions of these peoples, most of them being either permanent or casual workers of the formerly government run Upper Awash Agro-Industry Enterprise (UAAIE). Resulting needs
assessment in term of improving living conditions were planned to be integrated into the development of the Social Development Plan, as part of the preparation of the aJ TSC’s Sustainable Development Strategy (2010). Data on health, education, electrical as well as water and sanitation statistics and available infrastructure services were collected and reviewed. In addition, in June 2010, aJ TSC conducted a Social Impact Assessment which main results outlined the potential positive impacts of aJ TSC investment, namely the improvement of water supply and sustainable provision of potable water for the farm community, increased amounts of available jobs which will improve the income of local communities, introduction of modern technologies, e.g. drip irrigation, reducing weather related vulnerabilities and improving food security, opportunities for the local farmer communities to participate into the out grower scheme.



In order to effectively implement these potential benefits, aJ TSC developed in June 2010 a Farm Community Health and Safety Improvement Program (also known under the “Housing Improvement Program” – HIP) to address below living standards of on-site workers. Main objectives of the community development activities was to improve housing conditions, health services, access to potable water and sanitation, upgrade and safety of the electricity supply and improving farm roads and compound fencing. Budgetary allocations were provided in 2010 and 2011 for its implementation. Supporting evidence on progress report of the HIP implementation has not been obtained during IFC due diligence. However, it is understood that there has been significant progress in relation to electricity supply, health clinics and potable water point access. Work plan for the next few years will be devoted to improving specifically the house and sanitation conditions.



In addition, aJ TSC has established a dedicated Out Grower Incubator Project (OIP) team, composed of a manager, supervisors, outreach workers, etc. that is focused on supporting members of the local community to start growing passion fruit as out growers for aJ TSC. The OIP team is the main interface between aJ TSC and its out growers. Progress to date with the OIP has been very limited, reaching farmers on 65ha, including 10ha under drip irrigation. During site visit, additional 45 ha at Degaga Farm with smallholders has been observed and should become operational within the next few months. Tentative target from the 1st phase in 2009 was to incorporate 1,000-2,000 ha of smallholder passion fruit farmers by 2018. In addition to the OIP’s interactions, aJ TSC also communicates directly with the out grower cooperative (only one such cooperative exists for the time being - Kilo Kersa - composed of 55 smallholders while a second one is under organization) and the local woreda (the local administrative structure) on a monthly basis.



Regarding the wider community surrounding the Tibila farm, esti
mated at 15,000 inhabitants (2010), aJ TSC have had limited interface so far and no regular meetings take place. The Human Resource Manager is approached by the local woreda (local administrative entity) whenever an issue arises, and any problems are usually solved in an amicable way. As part of HR’s objective review and update its internal policies and procedures in FY14, aJ TSC is committed to update and finalize a detailed stakeholder engagement plan which will be shared with IFC for review and approval. In addition, aJ TSc recognized that there is no formalized structure to facilitate on-going interaction between its operations and external stakeholder. As such, it is committed to develop and implement an external communication strategy.h ♪


Human Resource Policy and Management. aJ TSC farming and processing operations employ more than 1,800 employees; including 196 permanent, 1600 temporary employees (mostly seasonal workers working on farm operations ) and a number (11, as of April 2013) of individual contractors. In accordance with the Ethiopian Labor Proclamation No 277/2003 and its amendment No. 494/2006, aJ TSC has recently updated and adopted a comprehensive Human Resources Policy whose scope is applicable to all permanent employees with indefinite term of contract with the Company. In addition to strictly meet Ethiopian Labor law prescriptions, aJ TSC has also mainstreamed its Business Principles (e.g. respect to human rights, community engagement, freedom from discrimination, freedom from slavery, freedom from child labor, freedom of association and the right to collective bargaining, fair working conditions, etc.) into this HR policy. These principles are also requested under the FairTrade and SGF requirements.



HR manual encompass the following provisions: term of employment and recruitment, training and development, performance management, promotion, transfer, demotion and separation, remuneration, benefits and other assistance schemes, including pension fund, educational assistance, (permanent and casual workers are also offered free housing, potable water, electricity, health services (including his/her own families), subsidized corn rationing), working hours (48 hours/week), leave, disciplinary code, grievance mechanism, employee relations, including freedom of association and to collective bargaining, and safe working conditions. The policy/manual is available in both Amharic and English and is provided to all workers during the induction session. A signed acknowledgement of receipt by each new employee is required and kept in a registry. A separate HR policy is presently under review for management staff. Sample of contract for management staff, contractors and casual workers have been reviewed and confirmed inclusion of the above mentioned provision. Worthwhile to underline that aJ TSC has also adopted a Harassment and Non-Discrimination policies as well as a Gender Policy. As per Ethiopian Labor Law, aJ TSC does not employ employees whose age is under the age of 17. All employees are free to choose whether or not to work for aJ TSC. As such, aJ TSC does not use forced labor at any time. Based on the above, HR Policy of aJ TSC meets all IFC’s Performance Standard 2 requirements.



The recruitment process involves the need for every new employee to provide a health certificate which is delivered by the GoE. In accordance with its Social Impact Assessment (2010) and associated Farm Community Health and Safety Improvement Program (June 2010), the Company has committed itself to preferentially recruit from on-farm communities. As part of HACCP’s implementation process, aJ TSC will conduct employee health check up once a year for workers at processing unit at criti
cal control points as well as workers in plantation operations assigned to pesticide spraying (monitoring cholinesterase level).



Salary grid associated with job grades in aJ TSC has been provided to IFC during appraisal. Estimated minimum monthly GoE payment for agricultural workers is US$24 while minimum monthly salary offered at aJ TSC operations is US$35. Annual salary increase of 14-23% is offered to labor in order to mitigate inflation rate in Ethiopia. Performance evaluation system will be established in FY14 which should noticeably introduce performance based bonuses system, especially for workers at plantations. This being said, generally speaking there is limited staff turnover at aJ TSC operations (10% for the period of May 2012 – April 2013) explained by the seriousness of aJ TSC in fully respecting the provisions of its HR Policy, the Company’s salary scale and benefits, and positive and harmonious relationship with the Company’s union reflected by the 2011 Collective Bargaining Agreement. Human Resources management at aJ TSC is under the responsibility of the HR Manager which is supported by three services, the Administrative and General Services, the EHS services (EHS officer, three (3) nurses and housing officers) and the security personnel services. HR officer are accessible at the three farm units. Changing rooms, toilets and shower facilities are available for workers and respect gender sensitivities.



Retrenchment plan. Considering the CAPEX and future expansion of processing and farming operations of aJ TSC, additional employment will be available. This being said, it is worthwhile to underline that as part of the asset purchase in 2009 and in terms of the Joint Investment Agreement signed with PPESA, it was agreed that aJ TSC would take over existing permanent employees and continue their employment on condition that aJ TSC had the right to nominate for early retirement, those permanent employees that met the requirement for early retirement, namely permanent employees who are more than 45 years old or older and whose years of service has been greater than 20 years at handover date or that the employee would be unsuitable for their current job or he/she does not meet the requirements of the job or position in the future. A list of 111 nominated employees to be retired was submitted to PPESA in August 2010. The nomination was processed through the Ministry of Trade and Industry. Final ratification was made by the Prime Minister’s office for the Department of Labour and Social Affairs. GoE pays all these cash-out. 4-5 legal cases were presented to court but were successfully settled before a court decision.



Grievance Mechanism. As per its aJ TSC business principles, the Company is fully committed to establish a strong and consensual social dialogue with its workers to ensure stable and productive working conditions and performance. In cases needed, as indicated above, aJ TSC has mainstreamed into the recently updated
HR Policy (2012) a formal and structured grievance mechanism procedure. This procedure includes steps to be taken by workers to manifest any concerns, engage in a mediation process, contact responsible persons, and provide timely feedback. Awareness on the grievance mechanism procedure is taken place during the worker’s induction session. This mechanism met IFC’s PS2 requirements. This grievance mechanism, being managed under the Collective Bargaining Agreement (CBA), is applicable to permanent, casual and contractual workers.



Workers organizations. Under the former owners (UAAIE), the employees already had a CBA. In November 2012, this CBA was revised and approved by aJ TSC management and the labor union (“Africa Juice Tibila S.S. Labor Union”) for a three-year basis. This CBA was approved by Labor and Social Affairs Bureau. This union was established in 1979/1980 and there are more than 2,649 members, including the current 196 permanent and 1,800 casual workers. Union fees represent 1% of the monthly base salary. There are 7 union representatives elected for a period of 4 years (next election is scheduled in 2014) whom met every month among themselves, every three months with aJ-TSC senior management and once a year with aJ TSC Board of Directors. The key issues discussed during the last CBA were mostly related to base salary, job structure, benefits (increasing the subsidy on maize ration and health services of on-farm clinics) and salary increase for casual workers. Meeting with a labor representative took place during the IFC field appraisal and there were not any specific issues of concern. No strike has been registered since the taking over of aJ TSC. Next to the labor union, there is also a “joint body” which has been established as per the requirements of the FairTrade accreditation. This joint body serves to represent the interest of the employees and will, among others, manage the “FairTrade premium” that the employees will receive once aJ TSC products are sold as FairTrade branded.



Life and Fire Safety. aJ TSC’s operations at the farm and processing operations could be associated with fire and explosion, including diesel containers from the boilers and gensets. In addition to the preventive maintenance measures, engineering drawing of the processing unit in 2010 has included the installation of a fire prevention system, including fire hydrant and hose and extinguishers in accordance with Ethiopian standards. OHS Sub-Committee has been established at the plant and is having responsibility over fire prevention and training. In addition, a fire brigade has been established at all sites. Supporting evidence has not been provided. Extinguishers are available at the farm operations (especially at diesel containers, pumping house, and at control pest products storage). Even though supporting evidence of the life and safety systems and procedures are pending, supporting evidence of fire training and drill has been provided for 2011 a
nd 2012. Evacuation plan and fire accident meeting point have implemented at the processing unit and awareness raising on these are part of the fire training curriculum.



Occupational Health and Safety. aJ TSC has made a strong commitment to ensure safe and healthy working conditions of all its workers through its Business Principles as well as through the HACCP and FairTrade certification process. Specifically, it has adopted a Health and Safety Policy (June 2010) whose scope of application encompasses aJ TSC employees (permanent and casual) and contractors. The responsibilities for the effective implementation have been delegated to senior managers, supervisors and employees. In addition, an Occupational Health and Safety Sub-Committee has been established, which main objectives are to ensure that the OHS policy is effectively implemented. Minutes of the meeting of the OHS Committee in May 2012 were provided. Unfortunately, annual work plan of this Sub-Committee, supported by a consolidated annual OHS training plan, has not been provided during IFC field appraisal. Based on the OHS Policy and Plan, training on policies and procedures encompass drugs and alcohol policy, smoking policy, malaria policy, vaccination policy, security policy, road transport policy, HSE plans for all working sites (e.g. processing plant, plantation, mechanical workshop), crisis response plan, emergency response procedures, etc. As well, specific training for the workers at the farming operations include, among others, safe use of pesticides, transport of pesticides, pesticide store keeping, supervision of spraying, crop scouting, farm safety, first aid, etc. Supporting documentation evidence on procedures and training have not been provided during IFC field appraisal. Every worker is required to sign an Occupational Health and Safety Staff Acknowledgement Form in order to confirm that he/she has received; read; and understood the OHS policy. It is understood that employees at critical control points (e.g. chemical sprayers and machine operators) are specifically trained on the job on application of the SOPs in order to ensure safe operations.



It is understood that the EHS officer, supported by the health’s clinic nurses, undertakes regular OHS internal audits at farm and processing operations to verify compliance with SOPs. No supporting evidence has been provided during IFC field appraisal of the outcomes of these audits and the implementation of the corrective action plan, including budgetary allocation, as appropriate. This being said, based on annual workplace reports reviewed during the due diligence, Lost Time Injury Frequency Rate (LTFIR) for all aJ TSC farming and processing operations has been calculated at 2.0 accidents per million man-hours worked (seven (7) total accidents in 2012), which is significantly lower than the US based LTFIR for the crop production (8.0) and fruit and vegetable preserving and specialty food manufacturing (7.5). Main public
health illnesses identified in the three on-site clinics for the employees and their families are linked to skin problems/wounds, malaria, upper respiratory tract problem, diarrhea, and parasitic infection. aJ TSC is required to provide trimestrial and annual report to the Oromia Regional Government’s Labor and Social Affairs.



Going forward, as outlined in the ESAP, aJ TSC will provide to IFC, for review and approval, the set of SOPs applicable to OHS measures for the farming and processing operations, the annual training on these, including centers of responsibilities and schedule of delivery, external and internal OHS audits which have taken place, Corrective Action Plan (CAP), if required, and consolidated annual OHS performance reports.



Supply Chain Risk Assessment and Management. aJTSC is sourcing passion fruit from local community out growers who are progressively organized into cooperative. These out growers are technically supported by aJ TSC’s Out Grower Incubator Project (OIP) team. Agriculture sector in Ethiopia is not identified in the US Department of Labor List of Goods produced by child labor and forced labor as representing significant risks for harmful child labor. This being said, aJ TSC has taken a number of mitigation measures to ensure that such event does not happen, including, the following: out grower expansion program is based on using existing agricultural lot of family unit to diversify agricultural production; prevention of harmful child/forced labor is an important part of the sensitization plan that is delivered by OIP team; and, smallholders targeted by the OIP will be organized into cooperative (only one presently exist - Kilo Kersa) and will systematically undergo FairTrade certification (one of the strengths of FairTrade is related to compliance with safe and fair working conditions), which include strict follow-up monitoring procedure on prevention of child labor. As set forth in the attached ESAP, aJ TSC has agreed to adopt a Supplier’s Code of Conduct which will specifically seek to avoid harmful child / forced labor, prevention of life threatening situations, from an Occupational health standpoint, and/or expansion of passion fruit producing smallholders into natural/critical habitats leading to biodiversity loss. Worthwhile to underline that the poles for the trellis, which last on average 1-3 years, are sourced from government run or private sector led eucalyptus plantations.

Energy use and greenhouse gas emissions. Provision of energy to aJ TSC’s farm units, processing plant, offices and on-farm residential areas are provided by the Ethiopian Electric Power Corporation (EEPC). In addition, back-up generators are found at every farm units and processing plant in case of power outage (4 in total). Worthwhile to underline that 95% of the energy produced in Ethiopia comes from hydroelectric generation, and thus can be considered to be a relatively low carbon source of energy. Only the boiler at the processing unit is running on diesel. Energy consumption is closely monitored at all sites. Even though aJ TSC has not established an energy (and/or water) efficiency assessment for its juice processing unit and farm operations against industry benchmarks as outlined in the WBG’s sector-specific EHS Guidelines as well as an assessment of its carbon footprint, aJ TSC have provided supporting data during IFC field appraisal indicating that this would be easily possible. Specifically, annual electricity consumption projected for 2012-13 was 2,494,745 kWh, 1,916 liters of oil (state grade) and 148,124 liters of gasoil. Based on these, total GHG emissions for aJ TSC are equivalent to 375 tons of CO2 equivalent per year. Energy use should be expected to increase in the context of the CAPEX which include an additional processing line at the plant as well as increased energy need for the pumping station for the expansion of the drip irrigation at all three farm units.



aJ TSC has demonstrated leadership and commitment towards resource efficiency through inclusion of water and energy efficiency technical specification during the procurement process of the processing equipment in 2010. In addition, aJ TSC has procured fluorescent tubes (T8 model instead of the T5), resulting on average in a reduction of 40% electricity costs, 48% of maintenance costs and 52% of CO2 emissions. Lastly, aJ TSC tries to minimize the use of cars and promote the use of small motorbikes for on-farm transport. Its fleet of vehicles is composed of one lorry to collect fruit at the farms, one tractor per farm unit and 6 pick-up trucks. These are being used as efficient as possible by trying to combine trips and errands.



Air emissions monitoring. Main source of air emissions are the gensets at all sites, the boilers at processing unit and the transport fleet. Gensets are only used for emergency basis. Both boiler and gensets undergo semestrial maintenance inspection to optimize efficiency. This being said, aJ TSC does not presently undertake any air emissions monitoring. Going forward, as set forth in the ESAP, aJ TSC will monitor on an annual basis stack air emissions from its boiler and generators at all sites to ensure consistency with WBG EHS Guidelines for point source emissions to air (PM10: 50mg/Nm³, NOx: 460mg/Nm³; SO2: 2,000mg/Nm³) and will report them in the IFC Annual monitoring Report. During site visit, it was observed that the chimney of the
generator should be lengthened in order to improve air dilution of the exhaust gases and reduce, accordingly, this exposure to workers assigned to the organic waste management point.



Water use and efficiency. From the outset, aJ TSC made an overall commitment to minimize water consumption in all its operations. As mentioned above, water related efficiency technical specifications have been included during the procurement of the processing line equipment. The water of the processing plant is sourced from two boreholes whose sustainable extraction rate has been estimated at 2.3 liter/second following a hydro geological study (2009). Estimated 800-1000 liters per hour of clean water is required to process fruits, like mango, passion fruit and papaya while about 100-600 kg per hour of organic waste is generated as by-products. Due to its hardness, water is softened before its use. Worthwhile to underline that water is recycled during the washing and rinsing stage of the processing which minimizes overall water use.



For the farming operations, water extraction rights have been obtained from the Awash Basin Authority to extract water from the Awash River. In addition, water is also sourced from the Worenzo River and the Biskelo River (both tributary rivers to the Awash River). In addition, aJ TSC has an extraction permit from the recently established Oromia Irrigation Canal that diverts part of the Awash River to irrigate the lowlands between the canal and the Awash River. It is understood that aJ TSC inherited the water extraction rights from the previous owner (UAAEI), which sets a limit to the area that may be irrigated. In short, water right extraction obtained from the Awash Basin Authority is not based on absolute volume of water and/or irrigation technology used but is based on the surface area (ha) of the farm. Estimated water extraction when aJ TSC took over the management control of the Tibila farm in 2009 was estimated at 27,000,000m³ while it is now estimated in 2013 at 21,000,000m³. Reduction is explainable by the progressive introduction of water efficient drip irrigation at Degaga Farm, which has reached 117ha out of a total of 177ha of passion fruit plantation. The concept of drip irrigation has also been introduced to the OIP project, although there are significant challenges with out growers working with such systems. Currently, only 10 of 65.5ha of out grower plantation are equipped with drip irrigation.



Even though aJ TSC has made a commitment of introducing drip irrigation to all its direct farm operations by 2020 under the current CAPEX, the proposed expansion of the passion fruit plantation will be done, in the short-term, with traditional furrow irrigation which is a much less efficient irrigation method as water requirements per ha is more than 70% more than needed by drip irrigation. It is worth underlying that water consumption for the furrow irrigation is not being monitored by aJ TSC. Going forward, as outlined
in the ESAP, aJ TSC will monitor all its water consumption from surface water for its farm operations.



Also, even though the progressive introduction of drip irrigation in all farm units by 2020 should lead to a substantial reduction of water use (total water usage would be estimated at 14,000,000m³ by then), including a significantly higher productivity per ha, in the short term, water consumption should increase rapidly considering the farm expansion that aJ TSC intends to do under the current CAPEX (estimated to 750ha). Even though IFC field appraisal has not been informed on any potential water shortage from the Awash River, it is understood that there is no reliable data available on the actual water availability of the Awash River and/or the other rivers, nor on the actual consumption of the commercial farms that extract water upstream of aJ TSC farming operations. This may become a serious issue as the Upper Basin of the Awash River area sees rapid and large-scale agribusiness development activities from other farms, including one neighboring Government run sugar plantation and mill (Wonji) located upstream of the aJ TSC farming units. Going forward, as part of the on-going appraisal of this investment, IFC and aJ TSC will closely coordinate with the World Bank and the Awash River Basin Authority to assess water extraction rights allocation system and its underlying sustainability approach as well as participate, if appropriate, to joint efforts from the GoE and other private agri-business actors on overall basin sustainable water resources management initiatives to avoid any adverse downstream social (lack of access to water) and/or environmental (maintenance of ecosystem services) impacts.



Wastewater Treatment. Considering the significant volume of water used during the fruit processing as well as its characterization, a dedicated wastewater treatment plant has been integrated into the technical design of the processing plant in 2009 and was commissioned in 2010. The liquid effluents run through four (4) different densities of rock and sand filters and aeration ponds, before its flows to a de-silting basin. The overflow of this de-silting basin is used to irrigate a small plot of land near the factory. Sludge is collected and given to farmers as fertilizers. Aside from pH, aJ TSC is not monitoring effluent parameters. As set forth in the ESAP, going forward, aJ TSC will monitor the performance of the WWT plant which shall meet all effluents parameters found in Table 1 of the WBG EHS Guidelines for food and beverage processing. In addition, considering the limited distance (20 meters) between the de-silting basin and the Awash River, aJ TSC will establish either evaporation ponds and/or vetiver wetland” filtration system, if the effluents parameters are above WBG effluents guidelines. All line expansions, under the CAPEX, include appropriate investment in waste product handling/treatment as well as associated utilities (e.g. treat
ment capacity of the WWTP).



Management of solid and hazardous wastes. Wastes from aJ TSC processing and farming operations are characterized mostly by organic waste (e.g. shred passion/mango skins, stone, seed and pulp) and are of considerable volume (100-600 kg per processing hour). This waste is collected and disposed in a fenced compost area where it is sun-dried, shredded and sold to farmers as feed meal for animals. The organic wastes from the farm are placed in various locations around the farm for compost and reused as fertilizer. Others domestic wastes, such as paper, cardboard, wood, metal, rubber) are collected and disposed in assigned landfill on the farm. In addition, aJ TSC continues to search for new value addition opportunities for its waste products, including pressing the oil from the passion fruit seed, which can be used for cooking, while the seed cake provides good animal feed. As part of the CAPEX, it is planned to purchase a seed press for this extraction. Empty fertilizer and pesticide containers are collected, triple rinse, puncture and burnt in a simple, but effective incinerator, which reaches sufficiently high temperatures (800-900°C) to burn the containers effectively. The chemical container disposal incinerator is located far from residential area (at a distance of over 1.5 km). The ashes are buried on a separate location, at a safe distance from water bodies. During the IFC site visit, poor management of used oil has been noticed. Going forward, management procedure will be defined to ensure appropriate storage and disposal of used oil through qualified service provider. As set forth in the ESAP, aJ TSC will share with IFC the contract of this provider. Additionally, used oil application to deter mosquito larvae development and/or use as anti-termite for trellis pole will be stopped immediately. In addition, aJ TSC will ensure, as set forth in the ESAP, that appropriate secondary containment structures consisting of walls capable of containing more than 110 percent of the tank volume will be installed at all sites. This deficiency was specifically identified at the processing plant and Degaga Farm.



Pest Management and Control. Due to the low humidity and dryness characterizing the micro-climate of the Upper Awash River Basin, expected disease level on tropical fruit crops farmed by aJ TSC is relatively low. This allows the Company to minimize the quantities of fertilizers and chemicals used. In particular, for its production area under drip irrigation, aJ TSC is using a system to dose liquid fertilizers and chemicals into the drip lines, resulting in a highly controlled and efficient system. Additionally, organic production is a key goal of the farming operations, aiming to use organic certified products in its fertigation system. aJ TSc has adopted a Pesticide Management Plan which spelt out guidance on use of pesticides, herbicides and fungicides. Worthwhile to underline that this plan prohibits, as reques
ted under PS3 requirements, the use of WHO recommended classification of pesticides by hazard Class Ia and Ib and restrict the storage, handling and use of Class II pesticides to staff which has received proper training and systematic use of Personal Protective Equipment (PPE), as well as limited access to these personnel. The pesticide sprayers are trained and medically tested regularly for cholinesterase level in order to assure their health and safety. Based on the list of pesticides used at Tibila, and outlined in the EIA Study for the farming operations done in 2009, most of the crop protection products fall under WHO classification II and III. In addition, aJ TSC is committed to strengthen the Pesticide Management Plan, especially as it relates to effective implementation of an Integrated Pest Management (IPM) Plan. As set forth in the ESAP, this IPM plan will be provided to IFC, when available.

Community Health and Safety. aJ TSC farming and processing operations are relatively isolated from human settlements, aside from the permanent and casual workers living in the 736 households located on-farm. A slight induced increase in road transport may be noticed due to increased activities on the farm, but this is relatively negligible. In addition, it is worthwhile to underline that aJ TSC has adopted a Road Transport Policy. In addition, an internal memorandum has been prepared to the attention of all aJ TSC staff to remind of the rules and obligations regarding car use, including road safety, vehicle maintenance, vehicle readiness, accident procedure, and numbers to be reached in case or urgency. As for the on-site communities, as set forth in the ESAP, in addition to obtain a detailed progress status on electricity, potable water, education, health clinics access to these households, and completion schedule for housing improvement and sanitation, aJ TSC will establish a buffer of 50 meters between farm operations and residential areas in order to minimize, to the extent possible, any adverse impact from the pesticide spraying and/or farming operations. The establishment of the buffer zone around all residential areas will be included into the yet to be completed Biodiversity Action Plan.



Emergency Preparedness and Response. Potential EHS incidents that could potentially result in emergencies have been identified at all aJ TSC operations through the EIA preparation process, including severe weather/natural disaster (e.g. flood), disruption to building services (e.g. power outage and water main break), civil disturbances/demonstrations, bomb threat, infectious disease outbreak, serious criminal activities, etc. aJ TSC has developed in January 2012 a Crisis Response Plan which outline plans and procedures to be followed in crisis situations. This Plan applies to all aJ TSC personnel and area owned and operated by the Company. All employees are provided with a copy of the Crisis/Emergency Response Guidelines. The General Manager, supported by a Crisis Response Team (CRT), composed of Farm Unit Managers, Human Resource Manager, the HSE officer, the community development officers and supervisors, is accountable for the effective and timely implementation of this Plan.



Community Grievance Mechanism. As indicated in the Stakeholder Engagement Plan under PS1, even though aJ TSC is fully committed to harmonious relationship with surrounding communities and response to any potential grievance, aJ TSC has not adopted a formalized and structured structure to manage and response timely to such community grievances. An informal joint committee composed of aJ TSC, community leaders and elderly opinion leaders exist. As set forth in the ESAP, aJ TSC will define and adopt a community grievance mechanism to strengthen its consultation and responsiveness with any potential communities’ grievance on the E&S risks and impacts associated with its operati
ons.



Security Personnel. There is not significant level of security issues in Oromia Region where the project is located. This being said, considering the geographical distribution of the three farm operations and the processing plant, aJ TSC employs its own security staff. At present, there are more than 415 security guards working for aJ TSC, including 28 permanents, 3 on temporary contracts and more than 384 on a casual basis. Out of these 415 guards, 117 are stationed in fixed locations. The remaining 298 guards are deployed flexibly, especially for protecting crops, which logistically only applies when the land is in use. More than 35 guards are fully certified while the others have received on-the-job training by aJ TSC’s head of security and his supervisors. Only fully certified guards are carrying armed weapons. In October 2013, aJ TSC is planning to train more than 117 security guards stationed on fixed locations. These guards will be trained over the course of 10 days, by trainers from the Woreda Police and the Woreda Militia Office. The training will cover the following practical topics: (i) Physical fitness training and tests; (ii) Cleaning and inspection of weapons; (iii) Use of weapons. In addition, the following topics will be covered in a classroom setting: recognizing different types of aggression and aggressive people; techniques to handle different types of aggression; techniques to control internal and external conflicts; different types of guarding: patrolling on foot, on motorbike or by car, guarding on a fixed position etc.; observation techniques; inspection techniques for vehicles and people; africaJUICE''s hierarchical structure (teaching who has authority to make which decisions within the company), and africaJUICE''s reporting structure: how to report on incidents and conflicts, etc. aJ TSC has adopted a Security Operating Procedure in case of security breaches which is under the accountability of the HR manager. This procedure will be reviewed and updated as part of the aJ TSC Human Resources efforts in FY14 to review all policies and procedures, including coordination on armed responses with the local woreda and Oromia Regional Government security services. There has been only serious incident since 2009 when a security guard was shot during a burglary. aJ TSC has a good relationship with the local police force. In fact, the current police premises are located on aJ TSC land.

aJ TSC has not yet established a structured Corporate Social Responsibility program. However, it is worthwhile to underline that aJ TSC has committed itself to establish a Community Equity Share scheme to ensure that local communities are a genuine partners of the project and share potential success through dividend payments. A target stake of 5% was allocated to an organization, on behalf of the local community from the start of the aJ TSC operations and was recorded in the shareholding register from FY2011/12. This is incremental from the FairTrade premium that cooperatives will received when certified products. The community stake will be managed by established cooperatives and clear criteria on how its income can be used will be defined. These criteria will be jointly be defined by the community members and aJ TSC. One such cooperative has been established at Degaga farm (ref. Kilo Kersa). Another cooperative is underway. In addition, aJ TSC has been financing numerous social initiatives, including health and economic activities with local schools. Socio-economic (employment) and overall development impacts of aJ TSC, especially at its farm operations, are significant.

The ESRS and the attached ESAP will be made available via the World Bank Group’s InfoShop. The Company will also be requested to place an advertisement in a local newspaper in the Upper Awash region as well as its website (http://www.africajuice.com) to inform the public from IFC’s environmental and social review (ESRS) findings and ESAP’s corrective action items is available at public sites, such as the Oromia Regional Government’ Bureau of Land and Environmental Protection, Awash Basin Authority, and local woreda offices.

Name and Address.

Dr. Abayneh Esayas, General Manager
africa Juice Tibila Share Company
P.O. Box 88, Adama, Oromia
Tel: +251221191203 (office);
E-mail: mailto:info@africaJuice.com

Broad Community Support is not applicable for this project

africaJUICE(33523) Supervision Disclosure Snapshot – Version 3
Description	Anticipated Completion Date	Status	Comments	Completion Date
AfricaJuice TSC will define and implement Quality, Environment, Occupational Health and Safety (QEHS) and Social Policies which will apply to all its existing and future operations. These policies will make direct reference and a commitment to comply with Ethiopian legal and regulatory requirements, IFC Performance Standards and relevant WBG’s EHS Guidelines.	30-Sep-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will define and implement Quality, Environment, Occupational Health and Safety (QEHS) and Social Policies which will apply to all its existing and future operations. These policies will make direct reference and a commitment to comply with Ethiopian legal and regulatory requirements, IFC Performance Standards and relevant WBG’s EHS Guidelines	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will define and implement Quality, Environment, Occupational Health and Safety (QEHS) and Social Policies which will apply to all its existing and future operations. These policies will make direct reference and a commitment to comply with Ethiopian legal and regulatory requirements, IFC Performance Standards and relevant WBG’s EHS Guidelines	31-Jan-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will review and update completion status of its EIS’s Environmental Management Plans for its farming and processing plant and will present to IFC, for review, a consolidated report on all recommended mitigation measures, progress/completion status and action plan with defined timetable for effective implementation, including center of responsibilities	30-Sep-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will design and implement an Environmental and Social Management System (ESMS) – consistent with ISO 14001, OHSAS 18001, HACCP/ISO 22001 – applying to all its existing and new operations, to be reviewed and approved by IFC, defining roles and responsibilities, and including policies, plans, manuals and procedures to enable it to comply with Ethiopian laws and regulations, IFC Performance Standards and applicable WBG Environmental, Health and Safety Guidelines. The ESMS will include mechanisms for the EHS officer to report, on a trimestrial basis, E&S monitoring results to africaJuice’s senior management who will need to sign off on the reports.	30-Sep-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will design and implement an Environmental and Social Management System (ESMS) – consistent with ISO 14001, OHSAS 18001, HACCP/ISO 22001 – applying to all its existing and new operations, to be reviewed and approved by IFC, defining roles and responsibilities, and including policies, plans, manuals and procedures to enable it to comply with Ethiopian laws and regulations, IFC Performance Standards and applicable WBG Environmental, Health and Safety Guidelines. The ESMS will include mechanisms for the EHS officer to report, on a trimestrial basis, E&S monitoring results to africaJuice’s senior management who will need to sign off on the reports.	30-Sep-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will design and implement an Environmental and Social Management System (ESMS) – consistent with ISO 14001, OHSAS 18001, HACCP/ISO 22001 – applying to all its existing and new operations, to be reviewed and approved by IFC, defining roles and responsibilities, and including policies, plans, manuals and procedures to enable it to comply with Ethiopian laws and regulations, IFC Performance Standards and applicable WBG Environmental, Health and Safety Guidelines. The ESMS will include mechanisms for the EHS officer to report, on a trimestrial basis, E&S monitoring results to africaJuice’s senior management who will need to sign off on the reports.	31-Jan-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will design and implement an Environmental and Social Management System (ESMS) – consistent with ISO 14001, OHSAS 18001, HACCP/ISO 22001 – applying to all its existing and new operations, to be reviewed and approved by IFC, defining roles and responsibilities, and including policies, plans, manuals and procedures to enable it to comply with Ethiopian laws and regulations, IFC Performance Standards and applicable WBG Environmental, Health and Safety Guidelines. The ESMS will include mechanisms for the EHS officer to report, on a trimestrial basis, E&S monitoring results to africaJuice’s senior management who will need to sign off on the reports.	30-Jun-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will, upon completion of the Integrated EHS Management System’ policies, plans, manuals and procedures mentioned under ESAP Action Item 1,	31-Mar-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will define a comprehensive set of Key Performance Indicators (KPIs) in order to monitor on a monthly/annual basis the following EHS parameters:	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will define a comprehensive set of Key Performance Indicators (KPIs) in order to monitor on a monthly/annual basis the following EHS parameters	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will define a comprehensive set of Key Performance Indicators (KPIs) in order to monitor on a monthly/annual basis the following EHS parameters	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will define a comprehensive set of Key Performance Indicators (KPIs) in order to monitor on a monthly/annual basis the following EHS parameters:	31-Dec-2013	Completed	Completed	10/1/2014
Supply Chain E&S management component, adoption of a Supplier Code of Conduct. In relation to its supply chain exposure and associated E&S risks.	31-Mar-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will conduct air emissions measurements at stack for all its boilers and gensets and compare parameters with WBG General EHS Guidelines for ambient air concentrations (particulate matter limit (PM10) of 50mg/Nm³; NOx of 460 mg/Nm³; SOX of 2000 mg/Nm³, and submit a report to IFC. If measurements exceed WBG limits, africaJuice will propose corrective measures, and a schedule to bring all emissions into compliance with WBG limits.	30-Sep-2013	Cancelled	Changed project circumstances mandated cancellation of this task
AfricaJuice TSC will conduct air emissions measurements at stack for all its boilers and gensets and compare parameters with WBG General EHS Guidelines for ambient air concentrations (particulate matter limit (PM10) of 50mg/Nm³; NOx of 460 mg/Nm³; SOX of 2000 mg/Nm³, and submit a report to IFC. If measurements exceed WBG limits, africaJuice will propose corrective measures, and a schedule to bring all emissions into compliance with WBG limits.	31-Dec-2013	Cancelled	Changed project circumstances mandated cancellation of this task
AfricaJuice TSC will monitor applicable WBG’s effluents guidelines, especially for pH, BOD, COD, total suspended Solids, Grease, total nitrogen and total phosphorus.	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will share with IFC, for review.	30-Sep-2013	Completed	Completed	10/1/2014
Africa Juice will share with IFC	31-Dec-2013	Completed	Completed	10/1/2014
africaJuice TSC will share with IFC, for review	30-Jun-2014	Completed	Completed	10/1/2014
AfricaJuice TSC will share with IFC, for review	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will develop and implement a community engagement procedure to be included into the ESMS, including a mechanism for receiving, addressing and resolving community grievances and complaints during the operational phase at all facilities. The content of this procedure shall be guided by IFC’s Good Practice Note on Stakeholder Engagement.	30-Sep-2013	Completed	Completed	10/1/2014
africaJuice TSC will develop and implement a community engagement procedure to be included into the ESMS, including a mechanism for receiving, addressing and resolving community grievances and complaints during the operational phase at all facilities. The content of this procedure shall be guided by IFC’s Good Practice Note on Stakeholder Engagement.	31-Dec-2013	Completed	Completed	10/1/2014
AfricaJuice TSC will provide to IFC, for review,	30-Sep-2013	Postponed	Changed project circumstances mandated a delay of this task	10/1/2014
africaJuice TSC will provide to IFC, for review	30-Jun-2014	In progress	Due date revised as agreed with IFC Client
Land Acquisition and Involuntary Resettlement	30-Jun-2014	Completed	Completed	10/1/2014