Output 1 (by end of April 2026) • Report on at least ten (10) segmented coffee value chain actors (agribusinesses, companies, and cooperatives) identified according to their financial and investment readiness. • HREDD due diligence readiness assessments conducted with at least ten (10) coffee value chain actors using the ITC RBC survey questionnaire. Output 2 (by end of May 2026) • Word document including a detailed Country Action Plan for each Tier and entity, outlining steps and recommendations to improve investment readiness, including business strategy, timelines, deliverables, and key performance indicators (KPIs). • In close collaboration with ITC RBC experts, individual sustainability plans and six-month capacity-building work plans developed and validated based on readiness assessment results, endorsed by value chain operators. Output 3 (by end of June 2026) • Investment promotion Report on: o (i) The financing landscape in Cameroun, including the main players in the ecosystem, ongoing initiatives to support and incentivize agri-MSME financing, opportunities, and recommendations for the project portfolio; o (ii) Identification and recommendation of local institutions in-country that could serve as partners for Tier 3 company support on investment readiness; o (iii) Recommendations for key areas of collaboration, including capacity building and training activities, to be incorporated into the workplan of an agreement. • Facilitate at least two capacity-building workshops/coaching sessions to support value chain operators—particularly smallholder producer organizations, farmer cooperatives, and SMEs improve and or adopt HREDD systems to enhance competitiveness (activity report required). Output 4 (by end of July 2026) • Facilitate ongoing guidance and coaching to the selected value chain operators, with progress, challenges, and capacity gaps systematically documented. • Facilitate at least one (1) roundtable dialogue with VC operators to promote the ITC RBC approach and explore partnerships with public/private sector actors. • Submit a progress report detailing the training modules and coaching provided to each Tier. The report should include: o The list of at least two (02) Tier 1 and two (02) Tier 2 supported companies, a summary of sessions delivered, and a brief assessment of each company’s readiness to engage with capital providers. o Draft marketing material, including but not limited to financials, pitch decks, business plans with financial projections, etc. o At least two (02) group trainings for Tier 3 companies covering basic financial concepts, simple bookkeeping, cash-flow management, budgeting, etc. Output 5 (by end of August 2026) • Inputs provided for Q2 reporting, highlighting progress and impact of RBC capacity-building plans (CBPs) through an impact survey for targeted VC operators, including results on adoption of HREDD/sustainability/ESG practices, improvements in business operations implemented by the VCs, and success stories. • Submit a progress report detailing the investment training modules, coaching, and support provided to each Tier. The report should include: o The list of at least two (02) Tier 1 and two (02) Tier 2 supported companies, with a summary of sessions delivered. o Creation of the data rooms, including but not limited to finalized financials, pitch decks, business plans with financial projections. o At least one (1) group training on basic financial literacy delivered to Tier 3 companies. o Structured toolkit with main documentation and materials to serve as a basis for funding opportunities or grant competition applications. Output 6 (by end of September 2026) • Final summary report (maximum 5 pages) on RBC capacity building activities and results submitted, discussed, and approved. • Final report on the investment promotion capacity-building and coaching impact on MSMEs and engagement facilitation with investors’ status or outcomes. The report should include: o Monitoring and evaluation results (pre- and post-training assessment results). o Investor pipeline engagement (list of investors contacted). o Number of matchmaking opportunities established. o Recommendations for next steps  

Home-based (Cameroon)

01.04.26 - 30.09.26

The International Trade Centre (ITC) is a joint agency of the United Nations and the World Trade Organization for trade-related technical cooperation in developing countries. The Sector Competitiveness Unit (SEC) is responsible for developing and disseminating sector-level expertise for sustainable market-driven solutions in ITC, including the Alliances for Action (A4A) methodology. The Office for Latin America and the Caribbean (OLAC), as geographical section of the Division of Country Programmes (DCP), is responsible for defining the ITC strategy and coordinating all interventions in the region, either for individual countries or at the sub-regional and regional levels. ACP Business Friendly The “Support to Business Friendly and Inclusive National and Regional Policies and Strengthening Productive Capabilities and Value Chains” Programme aims to complement the European Union support for private sector development in ACP countries. With major focus on the development of agriculture and agri-business value chains, the Programme is designed to achieve two key outcomes: (1) adopting and implementing business-friendly, inclusive and responsible national policies and legal frameworks, and (2) strengthening productive, processing, promoting and marketing capabilities and value chains. ITC is collaborating with UNIDO and the World Bank in the implementation of the program. ITC will lead the implementation of the micro pillar level of the Programme, which will focus on two core themes: 1) Promoting inclusive productive and commercial Alliances and investment to strengthen VC governance and MSME competitiveness; and 2) Increase small farmers and processors value addition, productivity and competitiveness. For the Caribbean region, cocoa and associated crops, such as coconuts are the priority value chains, especially for the micro level intervention. Considering the experience and key lessons learned from the ITC CSDDD/HREDD pilots, and the identified necessity to scale up these pilots, ITC will implement a Capacity Building Mechanism to enhance compliance with Human Rights and Environmental Due Diligence (HREDD) and other related requirements. The aim is to support the identification and implementation, through capacity building and promoting co-investment of targeted accompanying measures in specific sectors and countries (Ghana, Uganda, Honduras, Ethiopia, DRC, DR, etc.) Human Rights and Environmental Due Diligence: With the rapidly evolving landscape of global value chains and international trade, one important area for current and future awareness raising, stakeholders convening, and capacity building related to the concept of Human Rights and Environmental Due Diligence (HREDD). For HREDD to be effective, a system of shared responsibility must be adopted to identify, prevent, mitigate and remediate risks and harms. In addition, the focus should go beyond non-compliance to identify areas of improvement in sourcing, procurement and production practices that would prevent risk and harms. This assignment aims in addition to bridge the investment gap faced by agribusinesses through the combination of: (i) targeted capacity building to enhance their investment readiness capabilities - supporting them to attract, securing and effectively utilize capital, and (ii) strategic mapping and engagement with capital providers, fostering long-term partnership and facilitate matchmaking between investors and agribusinesses. The ultimate goal is to empower agribusinesses to scale sustainably, thrive, and contribute to the transformation of global food systems while impacting communities’ livelihoods. The national consultant will contribute to the design and implementation of Responsible Business Conduct (RBC) capacity building interventions and the agribusiness investment promotion targeting selected value chain actors (cooperatives, farmers, MSMEs, BSOs) operating in coffee value chain including current beneficiaries of the ACP Business Friendly project in Cameroun. DESCRIPTION OF DUTIES/RESPONSIBILITIES The consultant will work under the overall guidance of the project manager and under the direct supervision of Programme Officer, in close collaboration with the Regional A4A Programme Coordinator, and ITC teams working on RBC and agribusiness investment Expected tasks: 1. In collaboration with the National Coordinator in Cameroun, identify key coffee value chain actors and stakeholders in Cameroun, including MSMEs, cooperatives, farmer-based organizations, suppliers, and support institutions, with interest in HREDD and investment, in close collaboration with the National Project Coordinator. Once the VC operators are identified, the consultant will facilitate the following tasks: Investment tasks 2. MSME Assessment and Segmentation: Evaluate MSMEs in the portfolio and segment them based on investment readiness criteria to tailor interventions effectively. a. Adapt or develop (fitting the local context) appropriate tools to assess agribusinesses (MSMEs, cooperatives, etc.) identified as project beneficiaries into Tier 1, 2, and 3. Segmentation should consider companies’ operational capacity, business strategy, financial literacy, investment readiness, willingness to engage with capital providers, and other technical criteria. b. Conduct individual finance management assessments and brand scanning for MSMEs to complete segmentation. c. Share insights on systemic investment barriers and enablers for MSMEs in the local and regional context. 3. Companies Investment Readiness Work Plan Development: Develop a detailed Action Plan for each entity based on Tier, outlining steps and recommendations to improve investment readiness, including timelines, deliverables, and key performance indicators (KPIs). Build capacity for MSMEs to improve their investment readiness through tailored training and coaching programs. 4. Design tier-specific training modules and technical assistance: a. Tier 1 and Tier 2: Hands-on coaching, small group training, and/or individualized support for: i. Creating high-quality materials (business plans, pitch decks, financial projections, investment materials, etc.). ii. Relevant financial management techniques, budgeting, cash flow management, and risk management best practices. b. Tier 3: Group-based training on foundational business and financial planning, basic market positioning, and general understanding of investment and investor expectations. 5. Facilitate the development of essential investment, investor, and marketing materials such as business plans, elevator pitches, professional pitch decks, investment brochures, and company profiles that communicate effectively. 6. Financial landscape mapping and identification of local partners: Prepare a comprehensive analysis of the financing ecosystem for agri-MSMEs in Cameroun. a. Map out the key actors, institutions, and financial instruments involved in supporting the sector, including commercial banks, development finance institutions, credit unions, and government agencies. Provide an overview of the current financing landscape, key ecosystem players, and ongoing and recent policies and initiatives to support and incentivize agri-MSME financing. b. Identify local institutions in-country that could serve as partners for Tier 3 company support for capacity building and technical assistance on investment readiness. c. Support the establishment of Memoranda of Understanding (MoUs) with the identified institutions, providing inputs on key areas of collaboration and workplans. 7. Investment Readiness Work Plan Execution: Based on the detailed Action Plan and workplan developed for at least 2 Tier 1 companies and at least 2 Tier 2 companies following their investment readiness assessment, design and provide customized training modules for each company that include: a. Deliver comprehensive hands-on training and coaching sessions for agribusinesses in small groups or through individual support to develop high-quality materials such as business plans, pitch decks, financial projections, and investment materials, as well as to establish and populate their data rooms. b. Develop and refine business and fundraising strategies, including training MSMEs in relevant financial management techniques such as budgeting, cash flow management, risk management, and best practices. c. Deliver practical beginner-level training that equips companies with no prior financial literacy with essential skills to understand, manage, and make informed decisions about their business finances. 8. Capital Raising and Investment Promotion Support: Enable MSMEs to access capital through matchmaking and direct engagement with capital providers: a. Support entities in applying to calls for project proposals, grant funding, etc., by drafting and supporting the application process. b. Pre-vet and establish strategic relationships with key local, regional, and international investors to expedite investment processes and reduce potential delays in accessing capital for high-priority MSMEs. c. Coordinate and support participation in investment forums and pitch events, ensuring high-quality presentations by MSMEs. d. Facilitate investor queries and help MSMEs address capital provider concerns to move toward successful deal closing. 9. Reporting and complementary responsibilities: a. Monitor and evaluate the impact of the training program, including pre- and post-training assessments. b. Promote A4A’s investment promotion strategy and showcase aligned MSMEs, leveraging the consultant’s local networks. c. Assist informal or semi-formal producer groups to formalize, strengthen governance structures, and transition to investment-ready entities. d. Actively identify, engage, and provide tailored support to women- and youth-led MSMEs, reporting clearly on gender and youth participation in the project. Document success stories for visibility and continuous improvement as needed. e. Participate in quarterly A4A Investment Consultant Roundtable Discussions and monthly calls to share insights and support the refinement of the A4A Investment Promotion Approach. Responsible Business Conduct/HREDD • Conduct due diligence readiness assessments with selected actors across the coffee value chain (at least 10 value chain operators) in collaboration with ESG and DD experts and support the development of action plans/sustainability plans to close identified capacity gaps, leveraging ITC risk assessment tools and HREDD capacity-building resources. • Together with interested coffee value chain actors and support institutions, determine the most appropriate mechanisms to increase awareness and capacity building of HREDD/RBC in the coffee value chain in Cameroun. • In collaboration with relevant stakeholders and support institutions, plan and facilitate meetings/dialogues using participatory approaches that enable inclusive action plans on HREDD and related due diligence activities with key coffee value chain stakeholders (MSMEs, farmers, cooperatives, etc.). • Based on readiness assessment results, develop six-month country-level capacity-building work plans to support value chain operators in addressing gaps identified for selected operators, outlining areas of support, calendars of activities, and company co-investment, for validation by companies and support institutions, with inputs from ITC RBC experts and program advisors. • Conduct individualized coaching and monitoring for at least 10 value chain operators in close collaboration with ITC RBC experts, leveraging standardized ITC RBC tools, templates, and resources, including in-person field visits, on-site coaching, and virtual or phone-based follow-up where connectivity is limited. • Coordinate the implementation and monitoring of capacity-building plans (CBPs) and support value chain operators—particularly smallholder farmers, producer organizations, cooperatives, SMEs, and support institutions—in project activities during Q1 and Q2 of 2026, including trainings, coaching, HREDD-aligned and investment linkages support, advocacy forums, south-south exchanges, dialogues, etc. • Participate in bi-weekly meetings with the ITC RBC project team to present progress updates on the agreed workplan for Cameroun, and in monthly coordination meetings with RBC national coordinators and country teams (Ghana, Uganda, Honduras, Ethiopia, DRC, DR, etc.) to share lessons learned and best practices. • Oversee and monitor the impact of RBC implementation activities through administering impact surveys, regular field visits, and stakeholder meetings with selected project beneficiaries and partners; document results, lessons learned, success stories and contribute to project RBC reporting in close collaboration with RBC HQ teams Copyright Clause: The consultant has to ensure that she has obtained the necessary permissions with regard to intellectual property rights required to perform her services under this consultancy contract and for the subsequent dissemination by ITC in any form. Documentary proof is to be submitted to ITC. Should any license fee be due for the use of copyrighted materials of third parties, the consultant shall request the prior written permission from ITC. ITC champions workforce diversity, inclusion, gender equality and gender parity and considers all qualified persons - of all genders - equally, including those with disabilities, without discrimination or prejudice of any kind.

• Postgraduate degree (MA/MSc/MBA, PHD or other) in Accounting and Audit, Economics, Finance, Business Administration, or another relevant field. Extensive relevant experience may be accepted in lieu of the university degree. • Extensive relevant experience may be accepted in lieu of the university degree. • At least 5/6 years of relevant professional experience in Econonmics, Finance, Business administration, project management, business development, agricultural and rural development, agro-processing and exports, including knowledge of agri-business and participatory approaches and investment in agribusiness. Skills: • Excellent understanding of investment strategies, financial analysis and modeling adapted to and agribusinesses, • Investment readiness support, investor material development (business plans, pitch decks, financial projects, etc) • Strong knowledge of donor, development finance, and public-sector fund-raising mechanisms • Knowledge of agribusiness value chains and agricultural finance products and instruments, • Good understanding and direct knowledge of the Cameroun coffee sector Good understanding of the priorities and concerns of smallholder farmers and their organizations • Ability to produce documents for official circulation among institutions and international stakeholders (memos, reports, business proposals) • Ability to design, develop, monitor and coordinate work plans and business plans • Good understanding of the value chains and the agri-business sector • Understanding of international development project functioning and dynamics • Good understanding and experience of multi-stakeholder platform facilitation • Good understanding and experience of multi-stakeholder platform facilitation and public- private sector engagement • Project management/coordination skills are essential • Excellent time management skills with ability to prioritize amidst competing deadlines • Proactive and solid work ethic, responsive, and responsible, with ability to take constructive feedback

• Advanced knowledge of English is required. • Knowledge of the local languages is an asset.

Not available.

THE UNITED NATIONS DOES NOT CHARGE A FEE AT ANY STAGE OF THE RECRUITMENT PROCESS (APPLICATION, INTERVIEW MEETING, PROCESSING, OR TRAINING). THE UNITED NATIONS DOES NOT CONCERN ITSELF WITH INFORMATION ON APPLICANTS’ BANK ACCOUNTS.