Presence of Indigenous People (PS7) and Cultural Heritage (PS8) has not been identified in the existing footprint of EC operations. If issues anticipated by these PSs arise, EC will promptly inform IFC.

  This is a Category B project, according to IFC’s 2012 Environmental and Social Sustainability Policy. Based on information reviewed during appraisal, the project is designed, as described in the sections below, to avoid, minimize and manage environmental and social risks and impacts of the Company’s operations in compliance with national legal and regulatory requirements, applicable IFC Performance Standards and World Bank Group (WBG) General and sector-specific (poultry production) Environmental, Health and Safety (EHS) Guidelines. IFC’s Good Practice Note on Animal Welfare and its application to EC’s operations has also been assessed during the appraisal.

Key E&S issues applicable to this investment are: (i) operational licenses of the EC’s facilities; (ii) existence and implementation effectiveness of Environmental, Occupational Health and Safety (OHS), and social/Human Resources management system and related procedures, (iii) EHS/HR organizational structure and internal capacity/competency; (iv) adherence to Ethiopian labor law, working conditions, standards and OHS risk prevention and management, implementation at each facility’s employees, including with contractors and nearby communities; (v) Life and Fire Safety (L&FS) provisions and emergency preparedness and response procedures; (vi) use of public utilities (water supply and energy), optimization of water and energy use through design and resource conservation measures and greenhouse gas emissions; (vii) wastewater collection and treatment, solid waste disposal, air emissions from generators and boilers, potable water quality, treatment and monitoring, hazardous material handling, management and control of pests and rodents; (viii) transport safety, and (ix) engagement with communities on E&S risks .

 Environmental and Social Assessment and Management System:

The Company is implementing an Integrated Management System (IMS) comprising of E&S policy; E&S legislation & Standards; E&S Risks & Impacts and Mitigation; Capacity & Training; Operational Control; Emergency Preparedness & Response; Monitoring & Audits; Document Control & Records; Communication and Reporting; Corrective Action; and Management Review. The IMS guides the management of environmental, social and quality (ESQ) risks associated with EC operations in line with national and good international industry best practices (GIIPs). To operationalize the IMS, the company has developed an Implementation Plan, including an Environmental and Social Management System (ESMS) Manual. In addition, the Company has developed standard operating procedures (SOPs) covering all key risk EHS areas (e.g. labor and working conditions, life and fire safety, occupational safety and health, grievance management, violence and harassment, disaster response, communication, procurement and medical aid). These SOPs are implemented at each facility. The Company has also developed internal E&S risk audit and monitoring procedures and schedules that apply to each facility.

In the EC E&S Policy, the management commits to ensure and maintain a safe work environment and mitigate risks to employees and all other stakeholders. The Policy scope covers all employees, contractors, clients, suppliers and regulators during their interaction with the company. The management recognizes the centrality of occupational safety and health, biosafety, animal welfare, and mitigation of impacts to the environment, to the sustainable success of the business. Based on this policy review, IFC confirmed the alignment and consistency with EthioChicken’ EHS policy framework applying to its operations with the requirement of IFC Performance Standards.

Identification of Risks and Impacts:

EC has developed a corporate level E&S risk assessment procedure which is an integral part of the overarching Environmental and Social Management System (ESMS) and is aligned to the commitments contained in its Environmental and Social Policies. It describes, in detail, the mechanism by which EC identify, assess and evaluate E&S risks associated with existing and proposed new facilities. The procedure has been developed in consideration of the operational risk profile, relevant local, national and aligned to international requirements such as those of the International Finance Corporation (IFC) and Global GAP. The scope of the procedure which includes E&S risks associated with the company’s key third party suppliers as well as contractors address OHS, environmental, community health & safety, land acquisition and community livelihoods; and animal welfare.  The procedure provides requirements for assessment of E&S risks prior to the development of a new greenfield or brownfield projects.

The Ethiopian Environmental Impact Assessment (EIA) Proclamation (No. 299/2002), requires entities to conduct ESIA process for all greenfield and brownfield operations. EC has prepared Environmental and Social Impact Assessments (ESIAs) for all its current facilities and has commissioned an ESIA for Sodo II farm and conducted high-level risk assessment for Blue Nile. As part of this project, EC will finalize the Sodo II ESIA and commission ESIAs for Blue Nile site and implement the Environmental and Social Management Plan resulting from these assessments (ESAP #1). The ESIA reports will be disclosed locally as per national and the EC’s Stakeholder Engagement Plan requirements.

Management Program:

The management of E&S risks is hinged primarily on implementing the existing SOPs. For each risk identified across EC’s operations, including each class of assets (feed mill, breeder farms, hatcheries), an SOP has been developed. The main E&S risk areas covered by the SOPs include; human resources management; fire safety, emergency management, waste management, water and energy efficiency, security, transport and procurement. The SOPs are filed at each facility and all facility managers and SHE committees are trained on the specific procedures. Breeder farms, hatcheries and feed mills are either certified or will be certified to Global GAP standards. At appraisal, four farms, one hatchery and one feed mill were already certified. Global GAP standards have equivalence with IFC animal welfare guidelines, as defined in its Good Practices Note (2014) on mainstreaming animal welfare into livestock operations, including World Organization for Animal Health (OIE) Code/Manual and European Union Animal Welfare Directives.  Certifications were due for renewal in March 2020. The renewal process is delayed due to the COVID 19 pandemic and a 12 months extension has been granted. Based on the above, EC’ EHS management system and programs are well under implementation in its direct operations. IFC’s appraisal concluded that the design and implementation of EC’ EHS management practices for its feed mills, poultry farms and hatchery operations are well aligned with global international industry practices (GIIPs).

Organizational Capacity and Competency:

The overall responsibility for EHS matters in EC lies with the Environment, Health, Safety and Social (EHSS) Director, who reports to the Managing Director, and assisted by Managers on Environmental Health and Environment projects; Health, Safety and Quality Control, Corporate Social Responsibility and Community and Customer Insights and Innovation. The EHSS Director coordinates the implementation of EHSS-related SOPs, EHS training and EHS monitoring and reporting across all class of assets. He works closely with the facility-level SHE committees, led by the farm HSES delegate. At each facility, the SHE committees are trained and empowered to undertake audits and monitor EHS performance, led by the Facility Managers who are ultimately accountable at this level. The company develops and implements an EHS training program for each financial year, applied across all class of assets. The training topics are informed by risk assessments, changes in law, findings of internal/external audits, and company policy timelines. Site visits confirmed varying degrees of organisational capacity and E&S management system functionality at facility level.  For example, the EHSS directorate management positions for Health, Safety and Quality Control and Corporate Social Responsibility & Community are currently open and covered by the rest of the trained and competent team.  As part of the proposed expansion, EC will engage two (2) qualified and competent professionals for these management positions. (ESAP #2).

Emergency preparedness and response plan:

Potential EHS incidents that could result in emergencies have been identified at all EC operations and include grain dust explosions at feed mills, poultry disease break-out at farms, leakage and spillage of fuels at all sites, fires, fatal or serious workplace accident, traffic accident and strike/riots civil unrests and bio-security emergency. In order to enable rapid and effective response to emergency situations, EC has developed and maintains site specific Emergency Preparedness and Response Plan (EPRP) for the construction or expansion, operation and decommissioning phases for each facility and is applicable to all employees, contractors and visitors. There is an E&S risk register for each facility and reviewed periodically.

Scheduled emergency drills are conducted once a year in all operational facilities and involving local fire brigades. Records of the fire drills are documented. In addition, internally assigned staff on emergency teams at all facilities are well identified and their roles and responsibilities explicitly defined.  The emergency teams are led by an Emergency Response Controller (ERC). There is an on-going agreement with Ethiopian Government’ Emergency Services and neighbouring communities on emergency response. All employees and contractors are responsible for reporting any emergency incident to the HSES delegate for assessment and actioning by the ERC.

Monitoring and Reporting:

EC has developed and maintained comprehensive corporate and individual facility-level Environmental, Social and Quality (ESQ) monitoring plans. The monitoring plans have defined Key Performance Indicators (KPIs) on compliance with legal and regulatory requirements, EHS management system progress report and certification, energy and water consumption and efficiency; noise levels and management, solid and hazardous waste management and disposal, effluent discharges, compliance with national OHS requirements, including accident rates (lost-time accidents); customers and community complaints, supplier performance and community engagement activities in line with WBG’s General and Poultry Production EHS Guidelines. The Company uses small generators and boilers (less than 3 MWh) and hence do not measure point source air emissions. EC’s Environmental, Health, Safety and Social Manager, has the overall responsibility for the development and implementation of the ESQ monitoring plans, review and analyse monitoring data and preparation of ESQ monitoring reports. The EHSS Director prepares and reports a corporate level weekly EHSS performance reports against KPIs on OHS, Environment, Social Community and Global GAP.  Going forward, the Company will also report annually to relevant Ethiopian authorities, other lenders and IFC, as part of the Annual Monitoring Report (AMR).

Through its existing ESQ management systems, internal EHS inspections are performed monthly while external audits (regular and follow-up certification audit) are performed annually and every two years respectively by registered and accredited Global Gap consultants. The audit reports, incorporating corrective actions, if appropriate, are submitted to relevant senior operations teams who are responsible for the effective and timely implementation of the corrective actions. Ethiopian authorities (OHS inspectors, Environment, Forest and Climate Change Commission (EFCC), etc.) receive annual updates on EC’s EHS performance as well as undertake unannounced inspection visits in order to grant renewal of operational licenses, based on agreed upon Terms and Conditions, as defined in original license. Based on information provided during appraisal, EC did not incur over the last three 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. In 2019, the company reported a fatal road traffic accident involving a hired vehicle with a third-party contractor staff.

Supply chain:

There are three main suppliers for the parent stock of the DOC; Sasso in France and Gramado hatchery in Brazil and Hendrix genetics from Netherlands. Hatchery equipment is sourced from Chick Master Incubators from the USA and Petersime Incubators from Belgium. All feed raw materials are sourced locally except for vitamin/mineral premixes that are imported. The main feed ingredients represent around 83% of feed purchases. The balance would consist of ingredients such as maize, limestone and other protein meals as they become available. Maize is generally sourced from 2-3 suppliers that have procurement networks which buy from smallholders, cooperatives and larger farm producers. Soybean meal is sourced directly from soybean oil extraction plants and wheat bran directly from flour millers. All premixes are imported from reputable global nutrition companies such as Nuetrico.  As part of this project, EC will develop and maintain a sustainable supply chain policy that addresses (i) Child labor: the supplier will endeavor to ensure that there is no child labor in its activity and in its own supply chain. Any action taken will be carried out considering the interests of the child, in accordance with the provisions of ILO Convention 138 and must be consistent with the UN Rights of the Child; (ii) Environmental criteria: the supplier must act at all times in compliance with national environmental legislation, especially regarding waste, emissions, noise, consumption of resources or dangerous substances, as well as compliance with the law regarding the execution of activities in areas that are part of the National System of Protected Areas, determined by the Ministry of the Environment; and (iii) Climate change: the supplier will take measures to minimize the impact on climate change derived from its activity. The policy will form part of the contractual agreement and should include a copy of the government issued certificate of competence (ESAP#3).

Stakeholder Engagement:

EC has developed a corporate level Stakeholder Engagement Plan (SEP) and a Community Relations Plan (CRP) as part of its ESMS to formalize the process of stakeholder engagement, to ensure that it is effective and to facilitate the development of good long-term relationships with all internal and external stakeholders. The plans are cascaded to each operational site for implementation. Both the SEP and CRP are developed based on international best practices and are in line with national and IFC requirements.

The EC’s farm and hatchery operations are, for bio-security reasons, isolated from communities in rural areas with buffer zone of 1-2 kilometers depending on location and the size of the land for the operation. The two feed mills are in industrial zone. As such for EC operations, the main E&S issues for surrounding communities could include induced traffic.

 Human Resources Policies and Procedures:

EC has a corporate Human Resources (HR) Policy applying to all its operations, that set out the main policies and procedures that guide human resources management. The policies apply to all direct and contract workers. The policy relates to equal opportunities, workplace harassment, code of ethics, employees’ benefits, disciplinary policy, leave entitlements, environmental & occupational health and safety, and workers grievance procedure. The policies are consistent with the requirements of this PS2 and labor laws and managed by HR and Administration Manager.

Working Conditions and Terms of Employment:

EC operations employ 1,520 direct employees of whom 37.5% are women. There are 10 contract workers. With the IFC investment, the number of direct workers overall is expected to increase to about 1,850. To operationalize the HR policy, the Company has developed a Human Resources Administration Manual which outlines provisions for equal opportunity and non-discrimination, recruitment, remuneration, allowances and benefits, training, performance management, leave, grievance redress & disciplinary measures, occupational health and safety, harassment including sexual harassment, working hours & overtime and termination. The manual also provides information with clear language on selection, transfers, promotion and performance reviews. EC HR policy prohibit hiring of persons under the age of 18. The Integrated Procedures Manual also makes provision for assessing child and forced labor in the Company’s operations. The manual is issued to all employees, during the induction period.

Workers Organizations:

Ethiopia Labor Proclamation No. 377/2003 provides for labor unions. Only a few workers in one of the farms are unionized and do not have a Collective Bargaining Agreement (CBA) with the Company. Though there is no history of recent labor strikes among EC’s facilities and management has indicated that there are no restrictions for workers to join trade unions/organizations at will, this is not documented in the HR Manual. The Company will therefore update the HR Manual to explicitly articulate that there are no restrictions on freedom of association and for workers to join trade unions/organizations. This provision will be (i) explicitly communicate through a Communication Plan and (ii) outlined during worker’s induction session (ESAP #4).

Retrenchment:

A procedure for review of the need for retrenchment at each facility including an analysis of alternatives to retrenchment and engagement of workers prior to development of a retrenchment plan in accordance with local laws and any collective bargaining agreement active at that time is documented in the Corporate E&S risk procedure.  EC will integrate these aspects into the HR manual.  The Company has not experienced any redundancies or retrenchment as a result of COVID-19 pandemic. As this IFC investment will further expand the operational footprint of the company, there is no plan for retrenchment in the near future.

Grievance Mechanism:

EC has established a workers’ grievance procedure that fits its operations. This procedure is part of the HR Manual, issued to every employee. The procedure is clear, provides for documented grievance reporting, alternative handling methods, regular meeting and feedback to claimants and appeal options. This procedure is also accessible to contract workers. This mechanism is commensurate with the nature of EC’s operations, enables traceability and is consistent with minimum PS2 requirements. The company has provided suggestion boxes as an anonymous grievance mechanism.

Life and fire safety:

EC feed mills and, to a lesser extent, its farms’ operations are associated with fire and explosion risks, including diesel containers in all operations for boilers and gensets, propane tanks at breeders’ farms, and potential explosive environment in feed mills silo due to dust accumulation.

All facilities (farms and feed mills) have fire prevention policy, procedures and have fire suppression equipment, mainly portable fire extinguishers. The emergency response teams led by an Emergency Response Controller (ERC) are responsible.  The teams have received training and oversee fire drills conducted once per year in coordination with the local fire brigades.

EC conducts internal Life and Fire Safety (LF&S) audits and has contracts with specialized service providers to ensure inspection and refilling of portal fire extinguishers are conducted on an annual basis. However, a field visit identified gaps on fire detection, the placement, type, number and size of portable fire extinguishers. To ensure strict application of the fire prevention measures, EC will commission a qualified L&FS expert to conduct a L&FS audit for all its operations to comply with the L&FS requirements of the IFC General EHS Guidelines. EC will implement the corrective action plans from the audit (ESAP #5).

Workers Engaged by Third Parties:

The Company communicates its policy expectations to contractors and has developed a manual for induction training of contractors on its ESMS. The manual communicates EC’s expectations on the contractor roles when operating in the Company’s premises on OHS while the IMS manual requires the procurement manager to ensure that contractors are aware of and comply with the obligations of the IMS Manual, which includes assessment of risk on child and forced labor.

Occupational Health and Safety (OHS):

As part of the OHS plan for each facility, EC has established requirements and procedures to facilitate implementation of the risk management process. These requirements / procedures cover items such as: (i) machine safety including lock out procedures for maintenance; (ii) noise prevention and control measures; (iii) confined space entry; (iv) working at height; (v) exposure to dust and biological agents; (vi) exposure to low temperatures; (vii) road transportation; and (viii) emergency response. Each facility ensures that the risk management requirements are appropriately implemented by undertaking both internal and external assurance activities, discussing any OHS concerns with staff in committee meetings and investigating incidents and implementing resulting corrective or preventive actions. For example, the use of a lifeline at the feed mills, use of conveyor belts for loading and use of 50kg bags packaging to meet global requirements and facilitate manual loading. The results of these monitoring are reported monthly to the corporate EHSS Manager.

A training plan has also been established requiring all staff to undergo an OHS induction training followed up with a yearly refresh training. For specific hazardous activities, dedicated training programs have been established mitigating the risks related to these activities. Visitors are only allowed at the site after an introductory safety instruction. Incidents and/or accidents are reported and investigated as per internal procedures. However, observations at some sites indicate lack of adequate supply and use of personal protection equipment (PPE). Handling of chemicals was also found to be inadequate. Going forward, EC will provide appropriate PPE, train workers on their use and develop an enforcement mechanism to ensure all workers use PPEs (ESAP #6).

OHS statistics (fatalities, incidents records) are monitored weekly by EHSS department. In 2019, the company reported a fatal road traffic accident involving a hired vehicle with a third-party contractor staff. The company’s lost time frequency rate (LTIFR) of 13.3 in 2020 which is above the 2013 US benchmarks for the sector (i.e. LTIFR 7.5 poultry and egg production). The company will therefore complete root cause analyses of all accidents and develops corrective action plans to eliminate/control unsafe working condition and/or near miss as a means of reducing lost day accidents in its operations, increase OHS training hours to staff and contractor, and strengthen the OHS function (ESAP#7).

COVID-19 Measures: EC has implemented several COVID-19 response measures for its operations including: social distancing, provision of masks, cleaning and disinfecting in line with governmental public health requirements. There has been no significant health impact so far due to the pandemic and no recorded cases of COVID-19 among its workforce.

 Energy use and greenhouse gas emissions:

All EC facilities use energy from the national grid. Emergency back-up generators are also used in case of power outage. Energy consumption (electricity, fuel) is closely monitored at all sites. Energy efficiency measures are embedded at the design stage and equipment selection. No facilities are fully closed making them environmentally controlled housing. The company communicated that the temperature variations in all the regions they operate ranges from 8oC to 26oC which is within the range for poultry comfort; all sheds have curtains that can be closed for DOC placement, with placements only occurring during Feb-March-April when climatic conditions are best suited; birds are not caged and can move freely around the shed at the stocking density of 7 per sq meter. The hatchery follows standard design layout with the company getting input from their consultants, breed suppliers and equipment manufacturers during the design and construction process. The facility viewed is well laid out with product flow, ventilation and workflow following international standards. Energy efficient measures at the feed mills is through regular servicing of machines as specified by the manufacturers Based on these designs, the increase of the use of energy is expected to be insignificant even after the proposed expansion. However, EC will undertake an energy efficiency assessment against poultry production in order to assess energy (and water) use efficiency against industry benchmarks as outlined in the WBG’s EHS sector specific guidelines and to monitor its carbon footprint (ESAP #8).

Green House Gases: Current GHG emissions from the existing operations (based on electricity and fuels) have been estimated to approximately 1,112 tons CO2-equivalent per year (Scope 1, and 2). Additional GHG emissions due to the proposed expansion are not expected to be significant and will be well below 25,000 tons of CO2-equivalent per year.

Air emissions monitoring. Main sources of air emissions are the boilers at the feed mills and gensets that burn diesel to produce electricity, heat and hot water during electricity outages. The generators and boilers undergo periodic maintenance audits in accordance with manufactures requirements in order to optimize efficiency. Given their size (below 3 MWh) and frequency of usage, stack air emissions from its generators is considered minimal by the company and not measured.

Water use and efficiency:

Water is sourced from municipal adduction system (for both feed mills facilities located in industrial zones) supplemented by on-site boreholes. Total water consumption is well monitored at all sites through installment of water meters. However, to benchmark its water efficiency, EC will undertake a water efficiency assessment in order to assess efficiency against industry benchmark as outlined in the WBG’s EHS sector specific guidelines as per ESAP #8 requirement (see above).  Potable and process water is treated with chlorine and hydrogen peroxide. Regular analysis of water quality at the farm and hatcheries (chemical and bacteriological) are being conducted by certified service providers. Water used for cleaning and fire prevention come from boreholes and do not undergo any treatment.

Waste Management:

EC has a Corporate Waste Management Policy, which guide the development and implementation of Integrated Waste & Effluent Management Plan for each facility. The requirements for the waste management plans relate to the storage, transportation and disposal of solid and liquid wastes.

Solid waste from the feed mills is characterized as domestic waste and include paper and cardboard, plastic, organic wastes, metal, and rubber. Collection, sorting and incineration is done at the site.  In order to facilitate sorting and waste segregation at source, EC will provide adequate waste bins.  In addition, EC will regularly audit the performance of the licensed waste management contractor to ensure waste from its facilities are disposed at approved municipality landfills (ESAP #9).

Solid wastes from farm operations (layers and hatchery) are mainly egg debris, unhatched eggs, chicken embryo, and eggshells, are collected in water resistant plastic bags, stored in a locked area, and disposed at a licensed landfill. In some facilities, waste is incinerated in-situ. The manure is either given or sold to farmers located at a distance of at least 500 meters from the hatchery/farms for fertilizer use. Dead chicken carcasses are collected every morning and incinerated.

Hazardous Waste:

The Company has also developed a Hazardous Chemicals and Spill Management Plan to respond to hazardous waste and waste chemical spills. Hazardous wastes, such as florescence light bulbs, used oil, chemical solvent used for cleaning absolute electrical equipment, care batteries, empty pesticide and herbicide containers, paint containers and medical waste from clinics are recovered and disposed by licensed services providers.  During the appraisal, fuel leaks were observed at the generators, as such EC will review its oil spill management plan and ensure secondary containment is implemented in all operational sites (ESAP #10).

Effluent Management:

EC has an integrated waste & effluent management plan for each facility. Wastewater from feed mills are mostly characterized by domestic waters from administrative offices, showers, toilets, purge water from boilers, washing of vehicles and storm water. EC uses a three chambered septic system for all its facilities.  The septic systems are emptied periodically by a licensed waste disposal company and taken to government treatment sites. Similar system is also employed for the farms (layers and hatcheries) where cleaning and disinfection wastewater is channelled into septic system.  Going forward, EC will develop a wastewater monitoring system for BOD, COD, TDS, NO2, NO3, etc. and a seepage monitoring system for all its sites (ESAP #11).

Pest management and control:

Fumigation is carried out in the feed mill warehouses, using phosphine or hydrogen phosphate (PH3). At all farms, licensed service providers are recruited to conduct rodent control in all EC’s operations, and include inspection and maintenance.

  Community Health and Safety:

EC is in the process of developing a Community Health and Safety Management plan to guide communication and management of community health and safety. As EC two feed mills are in industrial zones while EC’s farming and hatchery operations are isolated in rural areas in order to meet bio-security measures, there is potentially limited impacts on surrounding communities, aside from induced traffic. On average, the company utilizes 75 vehicles of which only six are company owned. The company has internal regulations applying to its drivers and provide ESMS Induction training material for new contractors which includes vehicle safety training.  In addition, the company uses a web-based GPS system to monitor vehicle movements.  Preventive maintenance programs for transport fleet already exist as well as a periodic medical health check for the drivers.

Emergency Preparedness and Response:

As discussed above (ref. PS1-EPRP), EC has developed and is implementing an EPRP. As part of the Community Relations Plan (CRP), EC has formed community representative committees (chacha) for all facilities. These committees are incorporated into emergency preparedness and response plan. The EPRP provides for contacts of local emergency response teams and hospitals, who are also incorporated.

Community Grievance Mechanism:

Except for the two feed mills and Adama hatchery which are in an industrial area, all other EC facilities are located in rural areas. Despite being isolated to meet bio-security measures, there are surrounded by communities. EC is committed to harmonious relationship with surrounding communities and responsive to any grievances and has developed Community Relations Plan (CRP), managed by a Regional Public Relations Manager. The plan has a defined community grievance mechanism for strengthening EC consultation and responsiveness with any potential communities’ grievances on the E&S risks associated with its operations.

Based on feedback received during the appraisal, most of the grievances are resolved by the facility Managers and only 5% are escalated to the Senior management committee. Community grievances are aggregate and form part of the KPI on the weekly EHSS report to the management. Examples of the grievances include delayed CRS project, smoke from one of the facilities. For both cases, a committee was established headed by a Regional Public Relations Manager. Corrective Action Plans (CAP) were agreed upon, implemented and the cases were closed.

Security Personnel:

Current company premises are manned by unarmed security personnel consisting of both licensed service providers for security purposes and direct company staff. EC appraise potential security service providers for past cases of human rights violations and have developed a code of conduct for all staff that also covers security staff. In addition, training on life and fire safety, including active involvement in the regular fire drills, emergency preparedness and response, first aid, etc. is provided to all security personnel. The proposed sites will also be manned by unarmed guards.

The company has well developed management systems for animal health, including biosecurity, and animal welfare. Written documentation and standard operating procedures have been prepared by external consultants with regular audits conducted. In addition, the company has animal health planning procedures with external specialist poultry veterinary consultants supporting company veterinary staff. Health planning includes operating procedures, vaccination protocols, treatment protocols and biosecurity.  The consulting veterinarian undertakes company audits during each quarterly visit. In addition, the company is in the process of getting all production sites Global GAP certified. IFC has done a comparative analysis between Global Gap and EU AW Directives and find the requirements of both set broadly aligned.

EthioChicken has well developed animal welfare protocols, training and auditing procedures. The company has a formal animal welfare manual and auditing protocols developed by the consultant veterinarian. Breeders housing systems allow chicken to engage in natural behaviors. Well-maintained bedding, feed and water availability, disease control, adequate temperature, ventilation, and humidity are key parameters which are closely monitored. Breeders are controlled against diseases and vaccines are applied according to an agreed upon prophylaxis plan. No hormones are in use by EC. Only certified providers and approved antibiotics are applied if a disease outbreak takes place. Overall annual mortality rates at the breeder houses are less than 6%, which is considered excellent. Poultry rearing practices comply with IFC’s Good Practice Note (GPN) on Animal Welfare. The company has human culling procedure and conducts welfare audits.

Biosafety:

EC has a Biosecurity Manual and a well-structured vaccination and monitoring programs to cater for any outbreaks of virulent strains for other diseases. Personnel responsible for the care and management of the chickens are continuously trained to identify normal health and behavior of the chickens in their care so as to be able to recognize poor health and welfare. Chickens are inspected regularly, at least daily, and more frequently during period of significant risk to health and welfare. Bio-security procedures include geographical isolation of the farms, limited controlled site access and suitable infrastructures (e.g., high concrete fences); entrance gates with vehicle disinfection areas, cleaning and disinfection procedures for visitors, materials and tools (e.g., foot disinfection at the entrance of sites/houses), control of pathogen vectors (rodents, insects), and organic waste management. Workers’ clothes are kept clean, shoes are scrubbed with disinfectant, and hands are washed. As part of its bio-security procedures, any sick or dead bird is removed and reported to the veterinarian.