coffee sustainability catalogue 2016 - conservation … (sustainable development goals). most...

Coffee Sustainability Catalogue 2016 1

© Global Coffee Platform, IDH Sustainable Trade Initiative, Specialty Coffee Association of America, Sustainable Coffee Challenge

Coffee Sustainability Catalogue 2016

A collective review of work being done to make coffee sustainable





Steering committee: Annette Pensel (Global Coffee Platform)Bambi Semroc (Sustainable Coffee Challenge)Joost Gorter (IDH Sustainable Trade Initiative) Kim Elena Ionescu (Specialty Coffee Association of America)

Author: Sanne Steemers (Valued Chain)

Contributors: Matthew Quinlan & all respondents that provided input in interviews and a survey



Foreword


The coffee sector has invested heavily in sustainability for decades, recognizing that we must ensure our ability to meet rising demand for coffee while also increasing the prosperity and well-being of producers and conserving nature. In 2014, leaders in the sector came together to develop a vision for coffee sustainability that resulted in Vision 2020: a call for improved alignment within the sector on our sustainability efforts.

In late 2015 the Global Coffee Platform, the Specialty Coffee Association of America and the Sustainable Coffee Challenge jointly recognized the need to inventory existing efforts to make coffee a sustainable agricultural product, understand who is doing what sort of work, where the investments are going and how we can better understand and share our impacts and experiences.

We are grateful for the collaboration and participation of over 80 respondents in this first-of-its-kind catalogue of efforts underway to increase sustainability within the coffee sector. This report, which synthesizes the contributions of those respondents, attempts to organize this work into a coherent strategy that recognizes the role and contribution of actors throughout the sector – retailers, roasters, traders, producers, governments, certification organizations, NGOs and many others.

We hope that this study sheds more light on the tremendous efforts already underway to advance sustainability in the coffee sector and catalyses the additional collaboration and investment necessary to achieve our shared sustainability objectives.



Table of contents


• Executive summary

• WHO: the actors in coffee sustainability

• WHY: what we aim to achieve

• WHAT: our activities

• WHERE: geographical focus

• HOW: collaboration for strategy, funding and measurement

• Appendix A: current initiatives framework: overview of current sector strategies

• Appendix B: stakeholder directory

• Appendix C: list of respondents



Executive summary




Wide involvement in sustainability dialogue

Partnerships between coffee companies and non-profit organizations are common practice and mentioned as a strength by many respondents.

Sustainability is on the agenda of most large value chain actors.

• Low inclusion of specific stakeholder groups in our sample of the current sustainability dialogue: producers, specific large consuming countries in Asia and Europe (Italy, France and Eastern Europe), smaller roasters and retailers that together represent a large share of total coffee volume, governments, service providers in inputs and finance.

Good mix of value chain actors and partners, but low representation of government and specific stakeholder groups

WHO WHY WHAT WHERE HOW

Source: interview and survey respondents, ICO

Source: interview and survey respondents

23%

20%

7%

47%

Sustainability stakeholders in and around the value chain

Roaster

Trader

Producer (organization)

Exporter

Retailer

Non-value chain actors

34%

45%

18%

32%

11%

7%

11%

57%

20%

8%

31%

21%

Share of production (ICO 2014/15)

Share of consumption (ICO 2014)

Sustainability stakeholders includedin mapping (headoffice location)

Representation by region

Europe North America Africa Latin America Asia



Impact priorities aligned with Global Goals

Objectives are naturally aligned with UN Global Goals (Sustainable Development Goals).

Most respondents share the consensus that economic sustainability is a pre-requisite for prosperity and well-being of producers and environment conservation.

• Respondents are missing one documented shared vision on sustainability.

• Priorities vary between individual respondents and any shared vision needs to allow for different practical definitions to meet the various aims of actors involved.

Social and economical impact together with climate action are pursued by most respondents, but individual priorities vary




0%

10%

20%

30%

40%

50%

60%

Forest, water andsoil conservation

Prosperity and well-being of producers

Sustained supply ofcoffee

% o

f re

spo

nd

ents

pri

ori

tizi

ng

this

im

pac

t in

th

eir

top

5

Prioritization by respondent type

coffee value chain non-value chain actors

Better Coffee Quality

Responsible Consumption

Decent Work And Economic Growth

Climate Action

No Poverty

Top 5 coffee sector desired impacts


Forest, water and soil conservation

Sustained supply of coffee



Sustainability embedded in business models

As a sector, we jointly have experience to address most needs. Experienced respondents are willing to share best practices and lessons learned.

Certification/verification is a common business model included in most sustainability initiatives.

Coffee value chain has largely integrated farmer outreach in business as usual.

• Identify and share tools and best practices for

supply chain services.

• A sustainable smallholder farm is diversified,

sufficiently large and inclusive, but this needs

to be more widely addressed in programs.

• Develop strategy based on facts and research.

Increase involvement from governments in

embedding measures in policy and law.

Certification is common business model, several other activities are introduced, but strategy is rarely fact-based



0% 20% 40% 60% 80% 100%

Disaster Relief

Logistics Services

Value Addition In Origin

Diversification Support

Demand Generation

Access To Inputs

Incentives

Access To Finance

Traceability And Assurance

Social Inclusiveness

Business Support

Agricultural Extension Services

% of respondents including this in their programs

Sustainability activities

Certification/verification Supply chain services

Non-coffee activities



Geographical focus follows supply & demand

Several volume origins have embedded sustainability in business as usual.

Focus countries for sustainability mainly prioritized because of quality, potential productivity increase and supply risks.

Strong regional sustainability relations between North and Latin America, and between Europe, Africa and Asia building on current supply and demand.

• Innovation budget is mainly focused on Latin America. Budget per farmer in Africa is low, partly attributed to economies of scale, but also to low volume per farmer resulting in high cost per MT which puts pressure on cost.

• The Tanzania case illustrates how different programs likely reach out to the same farmers. Discuss justification of current investments in East Africa in relation to possible overlap, efficiency and impact achieved.

Geographic focus follows flows of coffee and origin needs, with risk of overlap in East Africa, and some origins left out


$423 $519

$256

$-

$200

$400

$600

0%

50%

100%

LatAm Asia Africa

Innovation and scaling projects per region

Innovation projects >$500 per farmer

Scaling projects <$500 per farmer

Average budget per farmer

0%

30%

60%

LatAm Asia Africa

% of respondents active in sustainability in this region

Sustainability focus of main consuming regions

% of ICO production 2015/16 North American respondents

European respondents

Source: data provided by donors, public spending databases, interviews




Strategy, funding and measurement

Collectively, the sector has a lot of experience in developing sustainability programs. Attributed to experience, most respondents feel comfortable with communication, collaboration and learning.

Existing platforms have trust of members and overlap is less than perceived.

Annual available budget of 350M$ (2% of green coffee value), in sector with low margins.

• Ensure that variety in platforms does not lead to a scattered approach by coordinating between platforms. Balancing inclusiveness and ability to act of platforms.

• Explore pooling resources by investing jointly via a platform or fund. Explore carbon financing for funding coffee sustainability.

• Impact measurement not yet embedded in sustainability work, because of cost and effort.

With current approach we need until 2045 to become a ‘sustainable’ sector


350 M$

0,0%

0,5%

1,0%

1,5%

2,0%

2,5%

0 M$

50 M$

100 M$

150 M$

200 M$

250 M$

300 M$

350 M$

400 M$

Estimated totalannual budget

% o

f gr

een

co

ffee

val

ue

An

nu

al t

ota

l bu

dge

t

Estimated current annual budget for coffee sustainability in relation to green coffee value

Annual private sectorpremiums paid

Annual private sectorbudget (excl premiums)

Annual other funding

Annual donor budget

Source: data provided by donors, public spending databases, interviews, Valued Chain

0

10

20

1985 2000 2015 2030 2045 2060 2075

# fa

rmer

s (m

illio

ns)

time to implement current sustainability approach/definition

Estimated time to become a 'sustainable' sector

At current implementation speed (350.000 farmers/year)

At historical realized implementation speed (140.000 farmers/year)

Producers reached to date

Source: interviews, Coffee Barometer, Valued Chain




Mapping initiatives, understanding impacts and identifying gaps



WHO

The actors in coffee sustainability



Coffee sustainability stakeholders

Coffee value chain actors are supported by a large number of other public and private organizations

• The sample of participating organizations is representative for the membership and network of GCP, IDH, SCAA and SCC. Roasters and traders are well represented, whereas many unorganized producers are less active in the international sustainability dialogue.

• High number of non-profit organizations compared to coffee value chain actors. Partnerships between coffee companies and non-profit organizations are common practice and mentioned as a strength by many respondents.


53%47%

Respondents in and around the value chain

Coffee value chain


44%

37%

13%

Respondents in coffee value chain

Roaster

Trader


Exporter

Retailer

49%

24%

10%

10%7%

Types of non-value chain actors

NGO

Platform / partnership

Government / public

Research

Service provider /supplier


Source: interview and survey respondentsSource: interview and survey respondents



- 500 1.000 1.500 2.000 2.500


Exporter

Trader

Roaster

Retailer

Co

ffe

e va

lue

ch

ain

Coffee value chain actors - overall

# estimated large actors # estimated small / other

Value chain representation

• Sector has an hourglass shape: volumes are concentrated with a few large roasters and traders, whereas the top and bottom of the value chain have many more smaller actors.

• Large roasters and traders are considered to be leading the sustainability dialogue. Some small roasters are specifically committed to integrating sustainability. Involvement of retailers in sustainability is limited, and often mainly a certification policy managed by their private label roaster and/or trade supplier.

• Involvement of producers and local exporters is limited, attributed to a lack of organization and resources, and language. Some stakeholders believe that this underrepresentation also relates to a demand-driven agenda more than real needs, although this is debated by others.

Roasters and traders lead the sustainability dialogue, producer and retailer representation is limited

>


0 5 10 15 20 25


Exporter

Trader

Roaster

Retailer

Co

ffe

e va

lue

ch

ain

Coffee value chain respondents

# actors included in mapping

Source: interview and survey respondentsSource: estimate Valued Chain



Enabling environment representation

• Public representation in the sustainability dialogue is still considered too low by most respondents. Government involvement is needed for an effective enforced legal framework and extension to farmers.

• ICO is an exception but has only a representative role, whereas a few producing countries have national platforms where government participates. The UN "Protect, Respect and Remedy" Framework for Business and Human Rights developed by Special Representative John Ruggie provides a starting point for defining roles and responsibilities.

• Larger involvement of service providers especially in inputs and finance is considered a success factor in realizing a sustainable sector, as inputs and finance are a pre-requisite for impact in agricultural practices. Several respondents suggest that a number of large industry associations in consuming countries should become more involved in sustainability.

Ruggie framework: Protect, Respect, Remedy

The State Duty to Protect

The Corporate Responsibility to Respect

Access to Effective Remedy 0 5 10 15 20 25

Service provider / supplier

Research

Government / public


NGO

No

n-v

alu

e ch

ain

act

ors

Non-value chain respondents

# actors included in mapping

Sector is supported by civil society and research, but needs more government involvement


Source: interview and survey respondentsSource: UN "Protect, Respect and Remedy" Framework



Stakeholder representation by region

• Representation is based on the headofficelocation of the organization which causes some bias, especially some very large roasters are based in Europe and market their coffee globally. Even correcting for this bias, sustainability seems to be led from consuming regions Europe and North America.

• Europe is missing representation from large consuming countries including Italy, France and Eastern Europe. Several respondents believe this is partially caused by a lower interest in sustainability, and by a dominant national regulatory approach from government reducing the interest in international dialogue.

• Representation of producing regions with domestic markets in Africa, Latin America and Asia is low. There is a partial bias following the decision to conduct the survey only in English. Respondents however believe that producer representation in the international dialogue is low, even when corrected for this bias.

Sustainability agenda appears to be influenced mainly by consuming regions, missing certain markets and many origins


34%

45%

18%

32%

11%

7%

11%

57%

20%

8%

31%

21%

Share of production (ICO 2014/15)

Share of consumption (ICO 2014)

Sustainability stakeholders includedin mapping (headoffice location)

Representation by region

Europe North America Africa Latin America Asia

26%

26%23%

10%

5%5%

Sustainability stakeholders by country in Europe

Switzerland

Netherlands

Germany

United Kingdom

Spain

Belgium

Italy

Norway





WHO: summary of strengths and gaps

Strengths already achieved:

A good mix of value chain actors and other stakeholders.

Partnerships between coffee companies and non-profit organizations are common practice and mentioned as a strength by many respondents.

Sustainability is on the agenda of most large value chain actors.

Gaps and challenges going forward:

• Low inclusion of specific stakeholder groups in our sample of the current sustainability dialogue:

• Producers

• Specific large consuming countries in Asia and Europe (Italy, France and Eastern Europe)

• Smaller roasters and retailers that together represent a large share of total coffee volume

• Governments

• Service providers in inputs and finance

Building on existing collaboration and commitment, the agenda should address inclusiveness




WHY

What we aim to achieve




Current collective desired impact

People planet profit widely recognized as sustainable impact categories, large overlap with global goals



No poverty

Zero hunger

Good health and well-being

Quality education

Gender equality

Decent work and economic growth

Clean water and sanitation

Affordable and clean energy

Climate action

Life on land

More coffee availability

Better coffee quality

Stable coffee prices

Value addition for improved margins

Sector trusted by society

UN Sustainable Development Goal

Coffee sector objectivesResponsible consumption and production

Implementation ImpactOutcomesEnablers WHO WHY WHAT WHERE HOW

Source: UN, interview respondents, Valued Chain



Impact priorities aligned with Global Goals

• 4 out of the top 5 coffee sustainability impacts link directly to UN Global Goals (SDG’s 1, 13, 8 and 12).

• Most stakeholders are driven by social impact, with profit being the main shared interest, and climate change considered the largest risk.

• No poverty is pursued by most but only half of the respondents, priorities vary between individual respondents.

• Desired impacts are overall aligned, with no significant differences between regions and types of actors.

Social and economical impact together with climate action are pursued by most respondents, but individual priorities vary



0% 10% 20% 30% 40% 50% 60%

Affordable And Clean Energy

Sector Trusted By Society

Life On Land

Quality Education

Zero Hunger

Clean Water And Sanitation

Good Health And Well-Being

Stable Coffee Prices

More Coffee Availability

Gender Equality

Value Addition For Improved Margins

Better Coffee Quality

Responsible Consumption And Production

Decent Work And Economic Growth

Climate Action

No Poverty

% of respondents prioritizing this aim in their top 5

Prioritization of desired impact

Prosperity and well-being of producers Forest, water and soil conservation Sustained supply of coffee



Supply impact more important to value chain

• Respondents in the value chain (mainly roasters and traders) prioritize economic impact, whereas non-value chain actors more frequently pursue social and environmental impact.

• Most respondents share the consensus that economic sustainability is a pre-requisite for prosperity and well-being of producers and environment conservation.

• Most programs are executed in partnerships between profit and non-profit actors, which should ensure impact is balanced.

• Whereas profitability is a shared aim for most, the focus varies between volumes, quality, price and cost.

Desired impacts are overall aligned, with economic and commercial impact more important to coffee value chain actors



0%

10%

20%

30%

40%

50%

60%

Forest, water andsoil conservation


Sustained supply ofcoffee

% o

f re

spo

nd

ents

pri

ori

tizi

ng

this

imp

act

in t

hei

r to

p 5

Prioritization by respondent type

coffee value chain non-value chain actors



WHY: summary of strengths and gaps


Objectives are naturally aligned with UN Global Goals (Sustainable Development Goals).

Most respondents share the consensus that economic sustainability is a pre-requisite for prosperity and well-being of producers and environment conservation.


• Respondents are missing one documented shared vision on sustainability.

• Priorities vary between individual respondents and any shared vision needs to allow for different practical definitions to meet the various aims of actors involved.

We are aligned on activities and aims, but relation between implementation and impact is rarely explicit




WHAT

Our activities



Current initiatives framework

WHAT / Activities WHY / Motivations

Current individual sustainability strategies and theories of change are classified in a theory of change framework

Implementation ImpactOutcomesEnablers

Policy / law

Research

Sustainability definition

Platform

Extension

Business support

Social and community

Disaster relief

Diversified farm & household

Access to inputs

Access to finance

Logistics

Incentives

Traceability & assurance

Value addition in origin

Demand generation

Yield / productivity

Quality

Cost

Price

Resilience

Cashflow

Market access

Inclusivity

Labour conditions

Pro

fitability




Ecosystem services

Green house gas reduction


Source: Matthew Quinlan, interview respondents, Valued Chain



Common implementation activities

• Almost all programs include outreach via agricultural extension services.

• Certification is the common business model, including consumer awareness, social inclusiveness, traceability and assurance and incentives.

• Business support, access to inputs and access to finance are recognized as important but challenging with a lack of best practices available.

• Value addition via grading or washing is gaining interest.

• Fewer programs have activities outside the coffee value chain. Diversification and disaster relief are least addressed.

Certification is the common business model, additional activities are introduced



0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Disaster Relief

Logistics Services

Value Addition In Origin

Diversified Farm And Household Support

Demand Generation And Consumer Awareness

Access To Inputs

Incentives

Access To Finance And Risk Management

Traceability And Assurance

Social Inclusiveness And Community Welfare

Business Support

Agricultural Extension Services

% of respondents including this in their programs

Sustainability activities

Certification/verification Supply chain services Non-coffee activities



Common enabling activities

18%

32%

45%

47%

Policy/Law

Research

Sustainability Definitions

Platform

Enab

lers

% of respondents executing this activity

Enabling activities • Platforms and partnerships are common and appreciated by respondents for sharing lessons learned.

• Many recognize the need to define sustainability in a certification code of conduct, supplier code, or national curriculum, but agree this needs to be complemented with other activities. Few respondents can provide a definition, but several tools and curricula are available.

• Several respondents see a need for more agronomy and development research to substantiate strategies and measure impact based on facts instead of assumptions. This is currently in progress but takes time.

• Many indicate they would like more involvement from governments in embedding measures in policy and law.

Dialogue and sustainability definitions are well-developed, fact-based research and government regulation are needed





Stakeholder roles in execution

• Implementation largely executed by actors that are a direct part of the coffee value chain, embedded in core business.

• Value chain actors also very involved in enabling activities, although their research findings and sustainability definitions are not always shared outside of their own organization.

• Civil society works on inclusiveness, business support and diversification.

Coffee value chain executes many sustainability activities and has largely integrated farmer outreach in business as usual


Policy/Law Platform Research SustainabilityDefinitions

Enablers

# o

f re

spo

nd

ents

exe

cuti

ng

this

ac

tivi

ty

Enabling activities by actor type

My organization executes this - Coffee value chain

My organization executes this - Non-value chain actors

Source: interview and survey respondents Source: interview and survey respondents

Dis

aste

r R

elie

f

Div

ers

ific

atio

n S

up

po

rt

Acc

ess

To F

inan

ce

Soci

al In

clu

sive

nes

s

Val

ue

Ad

dit

ion

In O

rigi

n

Acc

ess

To In

pu

ts

Logi

stic

s Se

rvic

es

Bu

sin

ess

Su

pp

ort

Agr

icu

ltu

ral E

xte

nsi

on

Ser

vice

s

Dem

and

Ge

ne

rati

on

Ince

nti

ves

Trac

eab

ility

An

d A

ssu

ran

ce

Implementation

# o

f re

spo

nd

ents

exe

cuti

ng

this

act

ivit

y

Implementation activities by actor type

My organization executes this - Coffee value chain

My organization executes this - Non-value chain actors



Vision on sustainable smallholder farms

• Several respondents suggest that smallholder coffee farms are sustainable when:

• they are diversified with multiple cash and food crops and other income sources

• have a minimum size allowing to generate enough income and implement good practices

• are managed jointly by the full household of man, woman and youth

• Whereas inclusiveness is generally considered, diversification is not widely implemented, following the sector interest in mainly coffee.

• Diversification reduces economic risks of price and productivity. It also conserves biodiversity on the farm, increases self-sufficiency, and offers inclusive opportunities to women and youth. A mix of coffee, food crops, livestock, processing and/or renewable energy generation is recommended.

• In addition, certain very small and unproductive farms are considered not viable and will never provided a living income to the household, even with support. The sector needs to discuss farmer segmentation and what is considered viable, and what alternatives can be offered to those farmers that are not in that position.

A sustainable smallholder farm is diversified, sufficiently large and inclusive, but this is not widely included in programs




WHAT: summary of strengths and gaps


Many activities being implemented in the field. Each project has a different individual focus, sometimes limited in scope. As a sector, we jointly have experience to address most needs. Experienced respondents are willing to share best practices and lessons learned.

Certification/verification is a common business model included in most sustainability initiatives.

Coffee value chain executes many sustainability activities and has largely integrated farmer outreach in business as usual.


• Identify and share tools and best practices for business support, access to inputs, access to finance and logistics.

• A sustainable smallholder farm is diversified, sufficiently large and inclusive, but this needs to be more widely addressed in programs.

• Increase involvement from governments in embedding measures in policy and law.

• Relation between activities and desired impact is rarely explicit. Develop a sector wide strategy based on facts and research, and define and measure explicit tangible outcomes.

Certification is common business model, several other activities are introduced, but strategy is rarely fact-based




WHERE

Geographical focus



Focus countries for sustainability

• Most coffee value chain actors focus on a limited number of origins for their sustainability work, mainly the origins that are important for their sourcing.

• Non profit actors more frequently work across a wide range of origins.

Sustainability work focuses on Latin America and Africa, interest of stakeholder varies between origins


0%

10%

20%

30%

40%

50%

Co

lom

bia

Gu

atem

ala

Per

u

Ho

nd

ura

s

Bra

zil

Nic

arag

ua

Mex

ico

El S

alva

do

r

Co

sta

Ric

a

Ecu

ado

r

Ven

ezu

ela

Ind

on

esia

Vie

tnam

Ind

ia

Pap

ua

New

Gu

inea

Lao

s

Ch

ina

Thai

lan

d

Tan

zan

ia

Uga

nd

a

Eth

iop

ia

Ken

ya

Rw

and

a

Bu

run

di

DR

Co

ngo

Cam

ero

on

Cô

te d

'Ivo

ire

Mad

agas

car

LatAm Asia Africa

Stakeholder sustainability focus

% of respondents active in sustainability in this origin

0% 10% 20% 30% 40%

< 5 origins

6-10 origins

11-15 origins

> 16 origins

% of respondents

Number of origins in which respondents work on sustainability

Coffee value chain Non-value chain actors




Relation between volumes and sustainability

• Less focus on Brazil, Colombia, Vietnam, Indonesia and India where certification has become common with local ownership.

• Larger interest in Central American countries with specific challenges from leaf rust and climate change.

• Larger interest in Africa because of coffee quality in combination with livelihood needs.

• Larger interest in origins in Africa and Asia that have a potential for productivity increase: Kenya, Tanzania, Laos, Thailand, China.

• Ease of working in a country and donor priorities influence prioritization.

Sustainability interest is less driven by current volumes, more by quality, potential productivity increase and supply risks


-25%

0%

25%

Bra

zil

Co

lom

bia

Ho

nd

ura

s

Mex

ico

Gu

atem

ala

Per

u

Nic

arag

ua

Co

sta

Ric

a

El S

alva

do

r

Ecu

ado

r

Ven

ezu

ela *

Vie

tnam

Ind

on

esia

Ind

ia

Pap

ua

New

Gu

inea

Lao

s

Thai

lan

d

Ch

ina *

Eth

iop

ia

Uga

nd

a

Cô

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'Ivo

ire

Ken

ya

Tan

zan

ia

Cam

ero

on

Mad

agas

car

DR

Co

ngo

Rw

and

a

Bu

run

di *

LatAm Asia Africa

Difference between % of respondents active in sustainability in this origin and % of ICO production volume

Sustainability focus in relation to production volume

Regional total Sustainability interest smaller than share of volume

Sustainability interest larger than share of volume




Sustainability relations are regional

• Following a larger commercial interest of value chain actors, there is some more activity in high volume origins by coffee roasters and traders compared to non profits in the enabling environment. This is visible both on a regional and country level.

• The general alignment in focus origins can be explained by the partnership approach that the sector has developed, with companies and other organizations working together in projects in the same countries.

• Sustainability relations build on current physical flows of coffee, with strong ties between North and Latin America, and between Europe, Africa, and Asia.

• Consumer palates differ between consuming regions and affect demand for a specific quality or flavour profile.

• Geographical proximity is a key factor in supply chain relations, especially for volume.

Regional ties between North and Latin America and between Europe, Asia and Africa


0%

30%

60%

LatAm Asia Africa


Sustainability focus by respondent type

% of ICO production 2015/16 coffee value chain

non-value chain actors

0%

30%

60%

LatAm Asia Africa


Sustainability focus of main consuming regions

% of ICO production 2015/16 North American respondents

European respondents

Source: interview and survey respondents, ICOSource: interview and survey respondents, ICO



Regional focus of investments

• Major donors are USAID, World Bank, IDH, Bill & Melinda Gates Foundation and regional development banks.

• Overall donor focus on Africa, driving investment in the region.

• Major donors each have different individual focus:

• USAID invests mainly in Latin America and Africa

• World Bank invests more in Asia

• Gates Foundation focuses on Africa

• IDH invests in line with private sector priorities across all continents

• Regional development banks invest in their own region

Sustainability investments by major donors and their private partners focus on Africa

LatAm; 30%

Asia; 24%

Africa; 46%

Total donor budget allocated to regions





Public and private investment priorities

• Interest in Africa and specific origins in Asia is strongly donor driven.

• Projects in Africa are generally larger scale with lower investment per farmer. This can be partly attributed to economies of scale and lower cost levels locally, but is also attributed to low volume per farmer resulting in high cost per MT which puts pressure on cost.

Projects in Africa and Latin America largely publicly funded, with larger outreach and lower budgets per farmer

51%

32%

21%

49%

68%

79%

0% 20% 40% 60% 80% 100%

LatAm

Asia

Africa

Private/public funding ratio per region

Private sector % Matchfunding %


14.000

8.000

24.000

-

5.000

10.000

15.000

20.000

25.000

30.000

LatAm Asia Africa

Average # of farmers/households per project

Average project size per region

$420

$520

$260

$0

$200

$400

$600

LatAm Asia Africa

Average budget per farmer (excl certification premiums)

Average project budget per region






Investment categories

• Projects can be categorized:

• Implementation projects, aimed to reach out to farmers, with an average budget of around $200 per farmer.

• Enabling environment and/or innovative pilots, with high budgets per farmer, or even pure research without any farmer outreach.

• Investments in innovation are currently mainly in Latin America, attributed to research in relation to leaf rust and other climate change impacts. With existing high reach of certification reaching further scale is less needed.

Implementation projects in all regions, innovation focus in Latin America to address climate change impacts

0% 5% 10% 15% 20% 25%

<$100

$100-150

$150-300

$300-500

$500-1000

>$1000

Imp

lem

enta

tio

n/s

cale

Enab

ling/

inn

ova

tio

n

Innovation and scaling projects per region

LatAm Asia Africa

48%52%

Total donor budget allocated to project types

Enabling/innovation

Implementation/scale


Source: data provided by donors, public spending databases, interviewsSource: data provided by donors, public spending databases, interviews



0

100.000

200.000

300.000

400.000

500.000

Cumulative reported# farmer outreach

Estimated # coffeefarmers in Tanzania

Potential gap oroverlap

Reported farmer outreach compared to estimated number of farmers in Tanzania

Risk of overlap in East Africa

• Several respondents see risk of overlapping investments. This is illustrated by the case of Tanzania. Summing up reported project outreach compared to different assumptions about the numbers of farmers, we are not sure whether there is an overlap in projects or a gap in outreach.

• Respondents consider it likely that some overlap occurs, while there is also still a large number of farmers that have not been reached. There is a need for coordination and reliable data.

• Analysis of sustainability focus and volumes suggests the same risk applies in Kenya, Rwanda and Burundi.

High interest and investment in East Africa suggests risk of overlap and emphasizes need for coordination and reliable data


Source: data provided by donors, respondent progress reports, interviews Source: interview and survey respondents, ICO

0%

2%

4%

6%

0%

15%

30%

45%

% o

f IC

O p

rod

uct

ion

20

15

/16

% r

esp

on

den

ts a

ctiv

e in

ori

gin

Sustainability focus and production volume

% of respondents active in sustainability in origin

% of ICO production 2015/16

Potential overlap

Potential gap



WHERE: summary of strengths and gaps


Several large origins show local ownership and embed sustainability in business as usual, need for temporary projects is decreasing.

Focus countries for sustainability are mainly prioritized because of quality, potential productivity increase and supply risks.

Interest in ‘new’ origins that have potential to increase productivity.

Strong regional sustainability relations between North and Latin America, and between Europe, Africa and Asia building on current supply and demand.

Large investments in all regions.


• Innovation budget is mainly focused on Latin America. Budget per farmer in Africa is low, partly attributed to economies of scale, but also to low volume per farmer resulting in high cost per MT which puts pressure on cost.

• Discuss justification of current investments in East Africa in relation to possible overlap, efficiency and impact achieved.

• Increase activity in origins currently left out because of perceived difficulty to work there, including Venezuela and West Africa.

Geographic focus follows flows of coffee and origin needs, with risk of overlap in East Africa, and some origins left out




HOW

Collaboration for strategy, funding and measurement



Sustainability challenges

Financing, strategy and impact measurement are current challenges, respondents suggest a role for platforms

Financing our sustainability work

Developing an appropriate strategy for our sustainability work

Measuring impact

Executing our sustainability work

Collaboration in the sector

Communicating about our sustainability work

Learning from other sectors

• Financing sustainability, developing strategy and measuring impact are the largest challenges. Most respondents see a role for platforms to address these:

• Explore pooling resources for cost efficiency by investing jointly via a platform or fund. Explore carbon financing as a means of funding coffee sustainability programs. This is not currently on the agenda in the platforms.

• Develop a sector wide strategy and define contributions of different platforms and actors.

• Develop a set of common indicators for outputs and impact. This facilitates individual organizations in measuring their impact, as well as allows for comparison.



Learning from other sectors

Communicating about sustainability

Collaboration in the sector

Executing our sustainability work

Measuring impact

Developing appropriate strategy

Financing our sustainability work

Ranking of challenges



Sector organization

The coffee sector cooperates in a number of platforms, partnerships and alliances

Global Coffee Platform

Specialty Coffee Association of

America

Sustainable Coffee Challenge

Alliance for Coffee Excellence

African and Malagasy Robusta

Coffee Agency (ACRAM)

African Fine Coffees Association (AFCA)

Coalition for Coffee Communities

Coffee & ClimateCoffee Farmer

Resilience FundEuropean Coffee

Federation

Finance Alliance for Sustainable Trade

Green Coffee Association

International Coffee Genome Network

International Coffee Partners

National Coffee Association USA

(NCA)

SAFE PlatformSpecialty Coffee Association of

Europe

Sustainable Commodity

Assistance Network

World Coffee Research

several national coffee platforms

several non-coffee specific platforms





Overlap in platforms


IDH Sustainable

Trade Initiative

(field level)

Specialty Coffee Association of America

Sustainable Coffee

Challenge

• Interviewed respondents perceive a large overlap, and “see the same people in different settings”. This is likely within their own ‘circle’.

• The overlap is visible but appears to be less than expected:

• GCP has largest unique membership.

• Largest overlap in membership between SCAA and SCC.

• Also large overlap between GCP and IDH, which is now formalized with the merger to GCP.

There is less overlap between platform membership than most respondents expect

13%

14%

6%

1%

2%

16%

8%

8%

0%

0%

0%

0% 0%

% of respondents member of this/these platformsNo memberships: 18% / Unknown: 14%

Overlap in platform memberships





Platforms are regionally organized

• The perceived ‘Atlantic divide’ is visible in platform membership and is in line with current supply and demand relations:

• Respondents in Africa, Asia and Europe are more likely to be members of GCP and IDH.

• Respondents in North America are more likely to be members of SCAA and SCC.

• Respondents in Latin America adhere to these platforms equally.

• Common platforms appear to have a good mix between value chain actors and the enabling environment.

0% 20% 40% 60% 80% 100%

North America

Latin America

Europe

Asia

Africa

Platform memberships per region

GCP IDH SCAA SCC

0% 20% 40% 60% 80% 100%


Coffee value chain

Platform memberships per respondent type

GCP IDH SCAA SCC

Platform membership confirms the perceived ‘Atlantic divide’which builds on current trade relations






Feedback to sector organization

Importance of inclusiveness

• Coordination, shared vision and interest, learning, embedding sustainability in policy and value chain

• Importance of inclusiveness mainly emphasized by NGO’s and large companies, specifically in Europe

• But: inclusive dialogue is time-consuming & several respondents feel that producers and governments are not sufficiently involved

Importance of ability to act

• Commitment, innovation, scale directly visible on the ground

• Mainly emphasized by private sector, specifically in North America

• But: assumptions are made in order to act quickly & specific interests may dominate

Respondents see large progress made in collaboration, but also a tension between inclusiveness and ability to act

“We should not try to create another United Nations”“Producers are not sufficiently heard”


Source: interview respondents



Private sector and matchfunding

• All types of actors use matchfunding grants especially when reaching out to new farmers, on average between 30-50%. Major part of sustainability work is funded privately. This is in line with the data obtained from major donors.

• Certification has led to a business model for sustainability based on premiums which are commonly used to maintain existing programs.

• Traders indicate that declining premiums are insufficient to implement and maintain outreach. Several respondents indicate that certification has an impact but does not address all needs.

• Respondents indicate that budgets are not sufficient to reach out to full value chain and address issues beyond the immediate coffee sector interest.

• Other sources of funding are not yet common, but some respondents are exploring specifically carbon financing.

Private sector is financing major part of sustainability work, matchfunding and certification premiums are common


29%

33%

48%

67%

0% 10% 20% 30% 40% 50% 60% 70%

Other / own sources of funding

Public funding / grants

Private funding: premiums

Private funding: investment

% of respondents using this type of financing

Financing sources for sustainability

Coffee value chain Non-value chain actors

< 30%

30% - 50%

51% - 70%

71% - 100%

Public / grants contribution as % of total budget

% of respondents





Estimated total sustainability investment

Implementation speed has increased, significant investments still needed to reach all farmers and address wider challenges

• Annual available budget of 350M$ represents 2% of green coffee value, in sector with low margins.

• A lot of work has been done since the 1980s, but we are not there yet. At current implementation speed we could complete outreach by 2045. Required budget to completion (based on current practices) would be 4,1 bln$.

• This can be adjusted up or down based on increased efficiency, new challenges, new definitions of sustainability and/or new findings about the size of the producer population.

350 M$

0,0%

0,5%

1,0%

1,5%

2,0%

2,5%

0 M$

50 M$

100 M$

150 M$

200 M$

250 M$

300 M$

350 M$

400 M$

Estimated totalannual budget

% o

f gr

een

co

ffee

val

ue

An

nu

al t

ota

l bu

dge

t

Estimated current annual budget for coffee sustainability in relation to green coffee value

Annual private sectorpremiums paid

Annual private sectorbudget (excl premiums)

Annual other funding

Annual donor budget

2.600 M$

1.500 M$

Estimated budget needed to become a 'sustainable' sector in 2045

Implementation($200/farmer)

Research andinnovation budgetneeded (50M$/year)


Source: data provided by donors, public spending databases, Valued ChainSource: interviews, Coffee Barometer, Valued Chain

Source: data provided by donors, public spending databases, interviews, Valued Chain

0

10

20

1985 2000 2015 2030 2045 2060 2075

# fa

rmer

s (m

illio

ns)

time to implement current sustainability approach/definition

Estimated time to become a 'sustainable' sector

At current implementation speed (350.000 farmers/year)

At historical realized implementation speed (140.000 farmers/year)

Producers reached to date



Ongoing efforts on financial constraints

Respondents are working on increasing available funds and decreasing cost of implementation

Wider private sector involvement and

investment

Increase commitment from

stakeholders in large coffee markets (e.g. Sustainable Coffee

Challenge)

Reducing cost of assurance

Standards collaboration reduce

cost of audits and traceability (ISEAL)

Company own standards and

auditing (various)

Data-driven assurance

(suggested)

Regional assurance (suggested)

Pooling resources for cost efficient direct

investment via a platform or fund

Funding for research via a check-off

program (e.g. World Coffee Research)

Shared investment in baseline studies and

impact measurement (e.g.

SAFE)

Non-coffee specific investments in landscapes and

communities (e.g. Coalition for Coffee

Communities)

National ownership and investments

Farmer outreach via national extension

services (e.g. Minas Gerais Brazil)

Involvement of national research institutes for plant

material (e.g. Vietnam)

Coffee sustainability outreach contributes to climate action and can

tap into climate financing

Carbon credits and loans (various)

Nationally Appropriate

Mitigation Actions (NAMA) (suggested)





Monitoring depends on supply chain data

• Cost and effort of impact measurement are given as a main challenge.

• Current impact measurement mainly based on activity outputs: farm data and traceability. This quantitative data is collected within the supply chain, often in relation to certification.

• Programs are evaluated annually but not always with a baseline. Attribution is a challenge, with rarely a control group in place and very few longitudinal studies.

• Currently impact measurement is mainly driven by donor demands. Respondents suggest these could be aligned.

• Impact measurement is gaining interest. Current workgroups exist within GCP, SCC and COSA, as well as many individual organizations. Some NGO’s and research institutes have developed specific expertise in impact measurement.

Impact measurement is not yet embedded in sector sustainability work, mainly because of cost and effort


0% 10% 20% 30% 40%

Control Group Outside Of Project

Structured Surveys

Narratives

Farm Performance Data

Coffee Traceability

% of respondents

Data collection methods

0% 10% 20% 30% 40% 50%

Longitudinal Study AfterProject/Program End

End Of Project/Program Evaluation

Baseline

Annual Progress Evaluation

% of respondents

Data collection frequency





Lack of consensus on indicators

Different definitions for common indicators

# farmers/ # households

reached

% farmers reached

by M/F

by age <25/<30/<35

# / % coffee

produced/ sourced

sustainable/ certified/ verified

in MT/ kg/ bags

# yield / % increase

per tree/ ha/ farmer

in MT/ kg/ bags

Common indicators are not comparable, and mainly measure coffee output and outreach but not impact

• Even common indicators for outreach to farmers, inclusiveness, volumes and yields are used in different ways and as such can’t be added up or compared easily.

• A number of respondents are currently working on defining indicators, as well as several platforms notably the Global Coffee Platform and Sustainable Coffee Challenge.

• Most respondents agree that certification data provides a good starting point for measuring output. Some respondents indicate that the IDH KPI framework is a good starting point, while others say this is too much focused on output not impact.


0% 10% 20% 30% 40%

Investments

Inclusiveness

Social Impact

Environmental Impact

Activities Performed

Economic Impact

Outreach

Coffee Output

% of respondents

Indicator categories

Output

Impact

Source: interview and survey respondents Source: interview respondents



HOW: summary of strengths and gaps


Collectively, the sector has a lot of experience in developing sustainability programs. Attributed to experience, most respondents feel comfortable with communication, collaboration and learning.

Existing platforms have trust of members and overlap is less than perceived.

Certification premiums have allowed to integrate sustainability in business as usual.

Annual available budget of 350M$ represents 2% of green coffee value, in sector with low margins.

Indicators from certification and current global programs are a good starting point in developing indicators, and further development and harmonization is underway.


• Ensure that variety in platforms does not lead to a scattered approach by coordinating between platforms. Balancing inclusiveness and ability to act of platforms.

• Develop a sector wide strategy and define contributions of different platforms and actors.

• Explore pooling resources for cost efficiency by investing jointly via a platform or fund.

• Explore carbon financing as a means of funding coffee sustainability programs.

• Align different initiatives that are developing a set of common indicators for outputs and impact. This facilitates individual organizations in measuring their impact, as well as allows for comparison.

Whereas collaboration on strategy and impact measurement is recognized as a need, funding is still a less visible challenge





We have a way to go, but a good foundation to build on



Notes on interpretation of this study

A reliable catalogue but not exhaustive, as input for further sector discussion

• Study summarizes the current initiatives in coffee sustainability. This is on overview of what we are currently implementing. It does not specify what the agenda forward should be, this is up for sector discussion.

• Study has focused on organizational strategies not individual projects.

• Findings are based on a sample of respondents from the membership and network of the organizations in the steering committee that were willing to provide input. The overview is not exhaustive. The participation of respondents is however sufficiently large and representative to allow for interpretation. We have consulted 36 respondents in interviews and 51 organizations participated in a survey.

• Perspectives from producing countries are possibly underrepresented following the membership and network of the steering committee, and the decision to conduct this study in English only. Any bias is mentioned in the applicable section of this report.

• Historical data on investment, output and impact is rarely available. Furthermore, most sustainability work is done in partnerships of public and private organizations who all report on investment and outreach, so there is overlap in the numbers reported. We have used mainly data from donors and roasters. Donors and roasters most commonly collect data, and partnerships rarely contain more than one donor and more than one roaster.




Appendix A: current initiatives framework: overview of current sector strategies



Table of contents

Appendix A: current initiatives framework: overview of current sector strategies

• Current initiatives framework

• Current collective desired impact

• Insights into outcomes

• Categories of activities

• Analysis of dependencies and assumptions

• Summary of dependencies and assumptions





WHAT Activities taking place can be categorized in enablers (create a context that facilitates sustainability)

and implementation (direct activities aimed at reaching out to farmers and production areas), each

actor has their own strength and focus

WHY Stakeholders are motivated by different things.

The relation between WHAT and WHY is based on a number of assumptions.

Assumptions and dependencies





WHAT / Activities WHY / Motivations



Policy / law

Research


Platform

Extension

Business support


Disaster relief

Diversified farm & household

Access to inputs

Access to finance

Logistics

Incentives



Demand generation

Yield / productivity

Quality

Cost

Price

Resilience

Cashflow

Market access

Inclusivity

Labour conditions

Pro

fitability




Ecosystem services


Source: Matthew Quinlan, interview respondents, Valued Chain





Current collective desired impact

People planet profit widely recognized as sustainable impact categories, largely overlap with global goals



No poverty

Zero hunger

Good health and well-being

Quality education

Gender equality

Decent work and economic growth

Clean water and sanitation

Affordable and clean energy

Climate action

Life on land

More coffee availability

Better coffee quality

Stable coffee prices

Value addition for improved margins

Sector trusted by society

UN Sustainable Development Goal

Coffee sector objectivesResponsible consumption and production


Source: UN, interview respondents, Valued Chain



Insights into outcomes

Tangible outcomes should link our activities to our aims, but these are generally not explicitly defined by stakeholders

Outcome Common description provided in interviews as a starting point

Inclusiveness Inclusion of women and men, youth, and minorities in farming leads to prosperity of communities, as well as increases adoption of good practices for sustained supply

Labour conditions Safe, healthy and appropriately rewarded labour contributes to prospering communities and eliminates unacceptable practices in line with international norms

Profitability Coffee farming has a profit that represents a living income, following from yield / productivity, quality, price and cost

Resilience Greater social, economic and environmental stability by reducing impact from environmental factors on farm and market

Cashflow Income is distributed over time to allow a consistent livelihood and allow to invest in farms as a business

Market access Coffee farmers are linked to markets and are in a position to negotiate allowing them to make a profit

Ecosystem services Coffee farmers conserve soil, forests, water and biodiversity for their farms, communities and the landscape they are part of


On farm reduction of emissions by implementing good agricultural practices or generating renewable energy





Categories of activities: implementation

Implementation are direct activities aimed at reaching out to farmers and production areas

• Knowledge transfer of good agricultural practices via training or other media, aimed at farmers directly or via extension/field officers

1. Agricultural extension services

• Supporting farming as a business, by offering financial or business training, supporting producer organizations, organizational capacity building, enterprise development, farm performance monitoring, quality control, provision of market or weather info

2. Business support

• Creating awareness and adopting solutions for gender equality, minority inclusiveness, youth involvement, nutrition, hired labor conditions, community services and infrastructure

3. Social inclusiveness and community welfare

• Emergency response to natural disasters and political crises unrelated to coffee but hitting coffee communities

4. Disaster relief







• Supporting alternative income sources to reduce income volatility by providing training and tools, e.g. crop diversification, livestock, beekeeping, agroforestry, renewable energy, other household activities

5. Diversified farm and household support

• Making available appropriate and safe seedlings, crop protection products, fertilizer and tools

6. Access to inputs

• Improving the cashflow of farmers for short term (crop) and long term, and provide a safety net to manage risks, e.g. loans, inputs-for-coffee schemes, savings schemes, banking and payments, insurance, pensions

7. Access to finance and risk management

• Maintaining product quality and bringing the product to market, including collection, storage, transport

8. Logistics services







• Financial and in kind incentives to promote adoption of practices and improve profitability, e.g. premiums, minimum price, price increase through direct trade, payment for environmental services, compensation for replanting, input subsidy

9. Incentives

• Monitoring of compliance with sustainable practices via product traceability, codes of conduct, internal audits, third party certification or verification

10. Traceability and assurance

• Improving incomes by local value addition in origin, e.g. local processing, washing, local roasting

11. Value addition in origin

• Market development and consumer education for sustainably produced coffee, e.g. trade shows, consumer outreach, product labeling, general marketing

12. Demand generation and consumer awareness





Categories of activities: enablers

Enablers are indirect activities that create a context that enables sustainability

• Setting political, legal and regulatory frameworks that foster a competitive coffee sector, e.g. standards, taxes and tariffs, national coffee funds, public sector infrastructure

A. Policy / law

• Supporting research which can be agronomic or developmental in nature, e.g. development of varieties, composition and application of inputs, pest and disease monitoring, impact of climate change, inclusiveness and household economics

B. Research

• A practical action-oriented definition of sustainability requirements based on research, stakeholder consensus or company policy, e.g. in a standard, national sustainability curriculum, or sustainable sourcing guide

C. Sustainability definitions

• Bringing together different stakeholders, physically or virtually, to coordinate, share lessons learned, and develop solutions

D. Platform





Analysis of dependencies and assumptions

Current dependencies and assumptions between activities and aims are not always secured

Example: agricultural extension builds on research, and aims for

social, environmental and economic impact through

increased profitability.

1. Relations between enablers, implementation, outcomes and

impact are defined

Example: yield, quality, price and cost should be addressed in coherence. An increased yield is not adding to profitability if cost for inputs increase at the same

rate.

2. Dependencies and assumptions are made explicit

Example: this dependency is largely recognized: stakeholders

understand the relation, although conflicting interests sometimes lead to a singular

focus on only yields.

3. Current status of addressing dependencies and assumptions

is assessed

Source: Valued Chain



Dependencies and assumptions

1. Extension services are often core to programs, and has major dependencies for content, effective execution and adoption


Policy / law

Research


Extension

Business support

Incentives

Yield

Quality

Cost

Resilience

Pro

fitability

Access to inputs

The level of farmer organization affects which

farmers can be reached

Access to inputs and finance affect ability to adopt the

knowledge Access to finance

Adoption often requires motivational incentive or

compensation income loss

Market access

Inclusivity

Knowledge on general and local conditions and good

practises

Increased yield and quality only has impact if combined

with market access

Additional profit is spent wisely if the program is

inclusive

Price

Yield, quality, price and cost should be addressed in

coherence

?

?

?

?X

Inclusion of women and youth

leads to higher adoption of good practices ?

Ecosystem services





Safeguards need to be in place for producers to not encroach on forest areas. ?

Source: interview respondents, Valued Chain




2. Business support is key to sustainability of intervention, and depends on macro economic context and value chain relations


Policy / law


Business support Quality

Cost

Price

Cashflow

Market access

Pro

fitability

Business relations require a consistent and enforced legal

framework ? Economies of scale require longer term chain

relationships and trust

Access to finance

Communication and infrastructure enable value

chain relations ?

X

Access to finance affects ability to adopt business

practices X

Availability of appropriate business support tools and

materials ?Involvement of exporters or buyers can secure market

access








3. Social inclusiveness and community welfare has dependency on enabling environment and relies on incentives for adoption


Policy / law

Research


Extension


Incentives

Inclusivity

Adoption often requires motivational incentive or compensation extra cost

Social interventions joined with agricultural extension for

scale and impact

Enabling environment to provide appropriate inclusion

tools ?

Inclusive legal framework (land rights, equality, labour

conditions)

Community infrastructure (education, health) needs to

be in place ?

Labour conditions



X





4. Disaster relief is a short term response to alleviate urgent needs and requires sector organization for quick response


Policy / law

Platform


Disaster relief

ResilienceGovernment and platforms need to be able to respond

quickly ? Disaster relief combined with rebuilding activities for long

term impact






5. Diversified farm and household support is opportunity for inclusiveness and conservation if enablers are in place


Research

Platform

Extension

Diversified farm & household Resilience

CashflowDiversification builds on extension and includes other

household members

Inclusivity

Incentives

Policy / law

National and international incentives for environmental

services

A sustainable farm yields food, consistent cash flow and

long term profit ?


Ecosystem services






X

Social and environmental impact of diversification

depends heavily on type of diversification implemented ?

A financially sustainable farm is a pre-requisite for sustained

supply of coffee ?





6. Access to inputs is complex with potential undesired outcomes if not regulated or applied correctly


Policy / law

Research


Extension

Access to inputs

Logistics

Yield

Quality

Cost

Price

Resilience

Market access

Pro

fitability





Understand and regulate inputs to be safe for people

and environment, and economically effective ?

Access to financeExtension and appropriate products are key to ensure inputs are applied correctly

Mechanisms for inputs finance and logistics need to

be in place

?

? Cost of inputs should be offset from increased revenue

?

Yield increase leads to conservation if land is spared

from clearing

?





7. Access to finance is a major challenge and vicious circle with professionalizing farming as a business


Policy / law

Business support

Access to finance

Resilience

Cashflow




Business support and farmer organization is needed to make farmers bankable ?

Public policy affects availability of credit and

interest rates

Pro

fitability

Profitability and a safety net need to be achieved before

farmers get into debt ?X





8. Logistics is affected by public infrastructure and affects mainly market access


Policy / law

Logistics

Market access


Public infrastructure affects how coffee is moved from

farm to port ?

Logistics from farm to port are key to market access






9. Incentives are commonly aimed at adoption of good practices but different perspectives exist and little research is done



Incentives

Demand generation

Price

Cashflow

Pro

fitability




Labour conditions

Ecosystem services


Research



Market based incentives depend on demand and

assurance, and premiums are currently low

Different mechanisms for the role of incentives exist in

certification

Research to determine value of incentives for profitability

and sustainability ?

?





10. Traceability and assurance is now a requirement for market access in several markets with a challenge in value chain cost



Business support


Market access


Different mechanisms for traceability and assurance

exist in certification

Cost effective traceability and assurance requires farmer aggregation and (IT) tools ?

Roaster commitments made certification a license to

operate but funding remains a challenge X





11. Value addition in origin can increase coffee profitability for farmers and others, depends on business capacity and demand


Policy / law Extension


Demand generation

Quality

Price

Market access

Inclusivity

Pro

fitability




Export, processing and tax policy affect incentives for

local processing X

Business support

Processing builds on extension and includes other

household members

Domestic and global demand determines opportunities for local processing and roasting ?





12. Demand generation can aim at roasters, retailers or consumers and facilitates market access and investments


Policy / law

Platform


Demand generation

Market access


Consuming country governments and platforms

can generate demand for sustainability ?

Certification is one tool to generate sustainability

demand in specific segments




In many markets, consumer buying behaviour is little

influenced by sustainability XSource: interview respondents, Valued Chain



Summary of dependencies and assumptions

Good agricultural practices, extension, incentives and market access are commonly well embedded in sustainability programs

Dependencies that are addressed

Knowledge on general and local conditions and good agricultural practises is available

Social and diversification interventions are combined with agricultural extension for scale and impact

Motivational incentives or compensation for extra cost or income loss is applied

Different mechanisms for the role of incentives, traceability and assurance exist in certification

Certification is a tool to generate sustainability demand in specific market segments

Market access is secured by involvement of exporters or buyers and logistics

Disaster relief is combined with rebuilding activities for long term impact





Farmer organization, inclusiveness, access to inputs and public infrastructure are only partially addressed

Solutions known but not always applied

Yield, quality, price and cost addressed in coherence. A sustainable farm yields food, consistent cash flow and long term profit

The level of farmer organization affects which farmers can be reached, and many farmers are not organized

Partial availability of appropriate tools and materials for business support, inclusion and diversification

Dependency between extension and inputs. Understand and regulate inputs to be safe for people and environment.

Inclusion of women and youth not always explicit, but leads to higher adoption of good practices and profit spent wisely

Social and environmental impact of diversification depends heavily on type of diversification implemented

Market based incentives depend on demand and assurance, and premiums are currently low

Cost effective traceability and assurance requires farmer aggregation and (IT) tools

Research to determine business models in relation to different farmer segments

Domestic and global demand determines opportunities for local processing and roasting

Business relations require a consistent and enforced legal framework, communication and infrastructure

Community infrastructure (education, health) needs to be in place

Government and platforms need to be able to respond quickly

Consuming country governments and platforms can generate demand for sustainability

Safeguards need to be in place for producers to not encroach on forest areas.





Access to finance is largely unaddressed, public policy is often insufficient, and sector does not have real long term incentives

Frequent gaps and challenges

Roaster commitments made certification a license to operate but funding remains a challenge

In many markets, consumer buying behaviour is little influenced by sustainability and prices paid do not cover the investments needed

Inclusive legal framework to protect human rights (land rights, equality, labour conditions) is not available in several origins

National and international incentives for environmental services are currently mainly implemented on small scale

Access to finance affects ability to adopt practices and requires professionalization to make farmers bankable mainly in Asia and Africa

Public policy affects availability of credit and interest rates. Export, processing and tax policy affect incentives for local processing

Economies of scale require longer term chain relationships and trust, while commodity trade is organized and incentivized on short term results




Notes on interpretation of this study

A reliable catalogue but not exhaustive, as input for further sector discussion

• Study summarizes the current initiatives in coffee sustainability. This is on overview of what we are currently implementing. It does not specify what the agenda forward should be, this is up for sector discussion.

• Study has focused on organizational strategies not individual projects.

• Findings are based on a sample of respondents from the membership and network of the organizations in the steering committee that were willing to provide input. The overview is not exhaustive. The participation of respondents is however sufficiently large and representative to allow for interpretation. We have consulted 36 respondents in interviews and 51 organizations participated in a survey.

• Perspectives from producing countries are possibly underrepresented following the membership and network of the steering committee, and the decision to conduct this study in English only. Any bias is mentioned in the applicable section of this report.

• Historical data on investment, output and impact is rarely available. Furthermore, most sustainability work is done in partnerships of public and private organizations who all report on investment and outreach, so there is overlap in the numbers reported. We have used mainly data from donors and roasters. Donors and roasters most commonly collect data, and partnerships rarely contain more than one donor and more than one roaster.


Coffee Sustainability Catalogue 2016 A collective review of work being done to make coffee sustainable

Appendix B: stakeholder directory

of 83


Stakeholders in this directory

Ahold Coffee Company BV

Allegro Coffee Company

ANACAFE

Belete Shibeshi P.L.C

Cafe Africa

Caravela Coffee

Catholic Relief Services

CIAT International Center for Tropical Agriculture


Coffee Partnership for Tanzania (CPT) managed by

Deutsche Investitions- und Entwicklungsgesellschaft

mbH (DEG)

Coffee Quality Institute

Conservation International

Cooperative Coffees

Cooxupé

Counter Culture Coffee

CQI’s Partnership for Gender Equity

Ecom East Africa

Efico

Fair Trade USA

Fairtrade International

FOMIN Multilateral Investment Fund / IDB Group

Food 4 Farmers


Hanns R. Neumann Stiftung (HRNS)

Hesselink Koffie

Hivos

ICO International Coffee Organization

IDH Sustainable Trade Initiative

IITA

Iniciativa Comerciales Navarras SA (Icona Cafe)

Initiative for coffee & climate

Intercontinental Coffee Trading


International Women's Coffee Alliance

ITC

J.M. Smucker Company

Jacobs Douwe Egberts

Java Mountain Coffee

Kaldi Africa limited

Keurig Green Mountain Inc.

Louis Dreyfus Company

Lutheran World Relief

Mercy Corps

MULLEGE PLC

National Union of Coffee Agribusinesses and Farm

Enterprises (NUCAFE)

Nestlé

Nestlé Nespresso

OLAM

Progreso

Rainforest Alliance

Rwanda Trading Company (Rwanda) & Tembo Coffee

Company (Tanzania)

S&D Coffee & Tea

Sangany

Simexco DakLak Ltd.

Simon Lévelt Ltd

SNV Netherlands Development Organisation

Solidaridad

Specialty Coffee Association of America (SCAA)

Starbucks

Sucafina SA


Sustainable Commodity Assistance Network (SCAN)

Sustainable Food Lab

Sustainable Harvest

TADE G G Highland coffee producer plc

Tchibo

TechnoServe Inc.

Twin

U.S. Agency for International Development (USAID)

Ugacof Limited

UTZ

Volcafe


Yara International ASA

of 83


Categorization

Role in coffee chain

Roaster

Trader

Producer organization / individual producer

Other company / service provider

Government / public

NGO

Research


Coffee volume

Very large (> 8.000.000 bags / 480.000 MT green coffee per year)

Large (1.500.000 - 8.000.000 bags / 90.000 - 480.000 MT green coffee per year)

Medium (200.000 - 1.500.000 bags / 12.000 - 90.000 MT green coffee per year)

Small (25.000 - 200.000 bags / 1.500 - 12.000 MT green coffee per year)

Micro (< 25.000 bags / 1.500 MT green coffee per year)

Activities

= My organization executes this

A partner executes this in a joint program

of 83


WHO does WHAT

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Allegro Coffee Company

ANACAFE

Cafe Africa

Caravela Coffee




Coffee Partnership for Tanzania (CPT)



Cooperative Coffees

Cooxupé



Ecom East Africa

Fair Trade USA



Food 4 Farmers



Hivos

of 83


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IITA

Iniciativa Comerciales Navarras SA (Icona Cafe)


Intercontinental Coffee Trading



ITC




Kaldi Africa limited




Mercy Corps

MULLEGE PLC

National Union of Coffee Agribusinesses and Farm Enterprises (NUCAFE)

Nestlé

Nestlé Nespresso

OLAM

Progreso

Rainforest Alliance

of 83


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Rwanda Trading Company (Rwanda) & Tembo Coffee Company (Tanzania)

S&D Coffee & Tea

Sangany

Simexco DakLak Ltd.

Simon Lévelt Ltd


Solidaridad

Specialty Coffee Association of America (SCAA)

Starbucks




Sustainable Harvest


Tchibo

TechnoServe Inc.

Twin


Ugacof Limited

UTZ

Volcafe



of 83


WHO works WHERE

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ANACAFE

Cafe Africa




Coffee Partnership for Tanzania (CPT)



Cooperative Coffees

Cooxupé



Ecom East Africa

Efico

Fair Trade USA



Food 4 Farmers


Hivos



IITA


of 83


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ITC







Mercy Corps

MULLEGE PLC

NUCAFE

Nestlé

Nestlé Nespresso

OLAM

Progreso

Rainforest Alliance

S&D Coffee & Tea

Sangany

Simexco DakLak Ltd.

Simon Lévelt Ltd


Solidaridad

Starbucks

Sucafina SA



of 83


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Sustainable Harvest


Tchibo

TechnoServe Inc.

Twin


Ugacof Limited

UTZ

Volcafe



Sustainability factsheet


WHO

Organization Ahold Coffee Company BV

Role in coffee chain Roaster

Coffee volume Medium

Location of head office Netherlands

Platform memberships Other: KNVKT

Sustainability program

Description More than 95% of the coffee ACC sells is Utz Certified, Fair Trade and/or Organic

Key partners UTZ and Fair Trade

Sustainability contact Rob Klootwijk

Function MT member / finance manager

Email [email protected]

Website www.aholdcoffeecompany.nl

WHAT

= My organization executes this = A partner executes this in a joint program

Enabling environment

Policy / law

Research

Sustainability definitions

Platform

Other:

Implementation

Agricultural extension services

Business support

Social inclusiveness and community welfare

Disaster relief

Diversified farm and household support

Access to inputs

Access to finance and risk management

Logistics services

Incentives

Traceability and assurance

Value addition through processing in origin

Demand generation and consumer awareness

Other:

Target groups

Target groups in value chain

Retailers, Consumers

Target groups around value chain

WHERE

Africa Burundi, Ethiopia, Kenya, Tanzania, Uganda

Asia China, India, Indonesia, Vietnam

Latin America Brazil, Colombia, Guatemala, Honduras, Mexico, Peru, Other: Panama, Bolivia Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Allegro Coffee Company



Location of head office United States

Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge

Sustainability program Responsible Sourcing Initiative

Description Supply chain development

Key partners Rainforest Alliance, Fair Trade, Whole Foods

Sustainability contact Darrin Daniel

Function Director of Sourcing


Website http://www.allegrocoffee.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Processors, Exporters, Traders / importers


NGOs

WHERE

Africa

Asia

Latin America Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization ANACAFE

Role in coffee chain Producer organization / individual producer


Location of head office Guatemala

Platform memberships Specialty Coffee Association of America

Sustainability program Rural Value Chains Project

Description Helping Small Coffee Holders Build Sustainable Livelyhoods through an integrated approach that focuses on technical assistance, entrepreneurial development, training, education, food security and nutrition, gender integration initiatives, and more incoffee communities in Guatemala.

Key partners USAID, ANACAFE, FUNCAFE, CONFECOOP

Sustainability contact Beatriz Moreno

Function Project Coordinator

Email

Website www.anacafe.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters, Retailers, Consumers


Government, Farming communities, Banks and financial institutions, Inputs providers, Logistics providers, Research institutes, NGOs

WHERE

Africa

Asia

Latin America Guatemala Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Belete Shibeshi P.L.C

Role in coffee chain Trader

Coffee volume Micro

Location of head office Ethiopia

Platform memberships Global Coffee Platform

Sustainability program Coffee

Description Export

Key partners 4C Association

Sustainability contact Yibeltal Cherinet

Function Operations Manager


Website www.beleteshibeshi.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups



WHERE

Africa

Asia




WHO

Organization Cafe Africa

Role in coffee chain NGO

Coffee volume N/A

Location of head office Switzerland

Platform memberships Global Coffee Platform, IDH SCP, Other: AFCA, ACRAM


Description Based on the premise that a sustainable coffee sector needs inclusive dialogue adapted to a national context, Café Africa initiates and supports the definition and implementation of national coffee sector stategies in East and West Africa, at the invitation of national authorities and the coffee industry. Aim is to set up a multi-stakeholder process including all members of the coffee value chain and to plan for and support implementation of innovative approaches and projects leading to coffee sector transformation.

Key partners Various partners in public and private sector

Sustainability contact Harro Boekhold

Function Director


Website http://cafeafrica.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Local buyers, Processors, Exporters


Government, Inputs providers, Research institutes, NGOs

WHERE

Africa Burundi, Cameroon, Côte d'Ivoire, DR Congo, Ethiopia, Kenya, Rwanda, Tanzania, Uganda, Other: Gabon, Togo

Asia

Latin America Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Caravela Coffee


Coffee volume Small

Location of head office United Kingdom

Platform memberships Specialty Coffee Association of America, Other: ACE

Sustainability program PECA

Description Education program oriented to coffee growers that supply coffee to us with 4 main areas of focus: productivity, farm management, agronomy and environment.

Key partners Roasters who buy from us

Sustainability contact Alejandro Cadena

Function CEO


Website caravela.coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Processors, Exporters, Traders / importers, Roasters


Farming communities, Banks and financial institutions

WHERE

Africa

Asia




WHO

Organization Catholic Relief Services


Coffee volume N/A


Platform memberships

Sustainability program Coffeelands

Description The program aims for lasting impact at scale through: innovation projects to improve productivity, competitiveness of smallholder organizations and access to high-value markets; natural resource management for water-source protection and improved soil management (Blue Harvest); private-sector engagement to deliver market-based advisory services to grower associations and work on business model innovations (Coffeelands Advisory Council); ensure smallholder access to agronomic, financial and management services through collaboration; research partnerships for actionable insights (incl CIAT and WCR); and influencing public policy and private sector practice to become more transparent, inclusive, equitable and environmentally sustainable.

Key partners Field-based NGO's as implementing partners, research partners, roasters

Sustainability contact Michael Sheridan

Function Coffee advisor


Website www.crs.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Traders / importers, Roasters


Government, Farming communities, Banks and financial institutions, Inputs providers, Research institutes

WHERE

Africa Burundi, DR Congo, Ethiopia, Kenya, Tanzania, Uganda

Asia Other: Philippines

Latin America Brazil, Colombia, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization CIAT International Center for Tropical Agriculture

Role in coffee chain Research

Coffee volume N/A

Location of head office Colombia


Sustainability program Research

Description Coffee research is embedded in our climate change, payment for environmental services, and linking farmers to markets agenda. The climate change research addresses overall vulnerabilities, impacts on the crop, supply chains and national economies, itsupports the identification and scaling of adaptation and mitigation strategies at local and national scale through public (NAMA) and private sector (carbon insetting). CIAT quantifies ecosystem service potential of coffee systems and its trade-offs and it works closely with farmers and supply chains to improve the access to markers, the coffee beverage quality and quantity.

Key partners World Coffee Research, governments, private sector

Sustainability contact Peter Laderach

Function Senior Climate Change Specialist


Website https://ciat.cgiar.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Traders / importers, Roasters


Government, Research institutes

WHERE

Africa Burundi, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Venezuela

Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Coalition for Coffee Communities

Role in coffee chain Platform / partnership

Coffee volume N/A


Platform memberships Specialty Coffee Association of America, Other: SAFE platform

Sustainability program Developing and Piloting an Holistic Framework for Coffee Landscapes

Description The goals of the project are two-fold: 1) develop a landscape assessment approach that can be taken up and replicated across the sector; and 2) Identify and align on strategic investments the CCC members can undertake individually and collaborativelyin Jinotega, Nicaragua by applying the assessment approach.

Key partners SCAA is one of the founding members and currently holds the secretariat role for the CCC, Conservation International, Committee on Sustainability Assessment

Sustainability contact Kim Elena Ionescu

Function Acting Director


Website www.coffeecommunities.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Exporters, Traders / importers, Roasters


Government, Banks and financial institutions, NGOs

WHERE

Africa

Asia

Latin America Nicaragua Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Coffee Partnership for Tanzania (CPT) managed by Deutsche Investitions- und Entwicklungsgesellschaft mbH (DEG)


Coffee volume N/A

Location of head office Germany


Sustainability program Coffee Partnership for Tanzania

Description The Coffee Partnership for Tanzania ( CPT) aims at increasing the coffee net income of 90,000 smallholder coffee farmers from 2012 to 2016 – largely through smallholder qualification measures and dedicated extension services as well as investments into the local coffee value chain

Key partners Donor: Bill & Melinda Gates Foundation; Implementers: Tutunze Kahawa Ltd., Coffee Management Services Ltd, Hanns R. Neumann Stiftung, Olam Tanzania Ltd., Dan & Associates Enterprises Ltd, Tembo Coffee Company Ltd.; Strategic partners: Ministry of Agricult

Sustainability contact Simon Striegel

Function CPT Project Manager


Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Processors, Exporters, Traders / importers


Government, Farming communities, Banks and financial institutions, Research institutes

WHERE

Africa Tanzania

Asia




WHO

Organization Coffee Quality Institute


Coffee volume N/A


Platform memberships Global Coffee Platform, Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: AFCA, SCAE


Description The Coffee Quality Institute (CQI), founded in 1996, is a charitable non-profit organization. CQI works internationally to improve the quality of coffee and the lives of the people who produce it. This is accomplished through its Technical Service Program – technical training and assistance - for coffee producers and other individuals in the supply chain to increase the value and volume of quality coffee production. CQI also works to build institutional capacity in coffee producing countries through innovative systems and infrastructure that encourages a focus on quality that will result in higher farmer incomes.

Key partners

Sustainability contact David Roche

Function Executive Director


Website www.coffeeinstitute.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: coffee cupping training throughout the value chain, quality control and supply chain management

Target groups


Farmers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters


Government, NGOs, Other: Coffee associations at origin

WHERE

Africa Burundi, Cameroon, Ethiopia, Kenya, Madagascar, Rwanda, Tanzania, Other: Malawi, Zambia

Asia China, Indonesia, Papua New Guinea, Other: Myanmar, Philippines

Latin America Brazil, Colombia, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Peru, Other: Panama, Dominican Republic, Puerto Rico

Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Conservation International


Coffee volume N/A


Platform memberships Sustainable Coffee Challenge, Other: Coalition for Coffee Communities, Coffee & Climate


Description Conservation International works with major coffee roasters, retailers and traders to develop sustainable sourcing programs, sustainable landscape investments and improved policies that advance sustainability in the sector. Financing activities include conservation and carbon markets and loans for sustainable enterprise development.

Key partners Starbucks, S&D Coffee and Tea, McDonald's, ECOM

Sustainability contact Bambi Semroc

Function Senior Strategic Advisor


Website http://www.conservation.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Exporters, Traders / importers, Roasters, Retailers


Farming communities

WHERE

Africa Rwanda

Asia Indonesia

Latin America Colombia, Costa Rica, Guatemala, Honduras, Mexico, Peru Factsheet is based on information as provided by this stakeholder in steering committee



WHO

Organization Cooperative Coffees




Platform memberships Specialty Coffee Association of America, Other: Coffee Farmer Resiliency Fund

Sustainability program Coffee Farmer Resiliency Fund, In-house support to farmer coops

Description providing funds and technical expertise to our farmer coop partners

Key partners Root Capital, Progreso, CoopCoffee Roaster Members

Sustainability contact Monika Firl, Special Projects Manager

Function project conception and support, communications and follow-up


Website coopcoffees.coop

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Roasters, Consumers


Farming communities

WHERE

Africa DR Congo, Ethiopia, Uganda

Asia Indonesia, Laos

Latin America Colombia, Ecuador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Cooxupé


Coffee volume Large

Location of head office Brazil

Platform memberships Global Coffee Platform, IDH SCP


Description Supporting 12.000 members in sustainable production. We start from the auditor report and develop solutions to common problems. Farmers are reached via an extension team, demo plots, an annual event and a newspaper.

Key partners Several private sector partners

Sustainability contact Alexandre Monteiro

Function Sustainability Manager


Website https://www.cooxupe.com.br/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers


Banks and financial institutions, Inputs providers

WHERE

Africa

Asia

Latin America Brazil Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Counter Culture Coffee


Coffee volume Small


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: Coalition for Coffee Communities, WCR

Sustainability program Sustainability

Description Supply-chain based. Encompassing our own operations as well as the coffee we buy

Key partners Farmers, Importers/Exporters, Staff, Customers

Sustainability contact Meredith Taylor



Website www.counterculturecoffee.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Processors, Exporters, Traders / importers, Retailers, Consumers


Farming communities, Research institutes, NGOs

WHERE

Africa

Asia

Latin America Mexico Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization CQI’s Partnership for Gender Equity


Coffee volume N/A


Platform memberships Global Coffee Platform, Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: SCAE, NCA, Vega Alliance

Sustainability program The Partnership for Gender Equity in Coffee Value Chains

Description CQI’s Partnership for Gender Equity (PGE) is a collaborative research and development initiative bringing together private sector and development partners to improve coffee quality and supply chain resilience with a focus on gender equity at origin.

Key partners ACDI VOCA, Falcon Coffee, Mars Drinks, Amfotek, Cascade Coffee, Equal Exchange Coffee, Olam, Lutheran World Relief, Intelligentsia, Santa Cruz Coffee Roasters, S & D Coffee and Tea, and others

Sustainability contact Kimberly Easson

Function Partnership and Gender Program Advisor


Website www.genderincoffee.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups





WHERE

Africa Ethiopia, Uganda

Asia China, Indonesia, Other: Myanmar

Latin America Colombia, Ecuador, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Ecom East Africa



Location of head office Kenya

Platform memberships Global Coffee Platform, IDH SCP, Specialty Coffee Association of America, Other: AFCA


Description Supporting farmers to increase their productivity and quality through training on Good Agricultural Practices GAPs, Good Processing Practices, governance, income diversification, gender and youth integration through the Gender Action Learning System(GALS) methodolody of as well as increase market access through certification on various standards including RFA,UTZ, Cafe Pratice, Fairtrade,4C. Additionally improving the resilience of farmers on issues to do with climate change and food security.

Key partners Nestle, Tchibo, DEG, BMGF, Solidaridad, HIVOs,USAID

Sustainability contact Kamau Kuria

Function Sustainability Director


Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Roasters, Retailers, Consumers


Government, Farming communities, Inputs providers, Logistics providers, Research institutes, NGOs

WHERE

Africa Kenya, Rwanda, Tanzania, Uganda

Asia




WHO

Organization Efico



Location of head office Belgium

Platform memberships Global Coffee Platform, Specialty Coffee Association of America, Other: SCAE, United Nations Global Compact, The Shift, European Coffee Federation,

Sustainability program Promoting Climate Friendly Practices in Coffee

Description Development of a standard to validate climate-friendly farming in coffee production through a methodology that allows the certification of Good Environment Practices. This project result start in 2009 and resulted into the creation of a standard forClimate Friendly Products within the Sustainable Agriculture Network (SAN Climate Module). As first farm, Finca Plantanillo was certified against this new standard. Since then Efico supported more than 260 coffee producers in Guatemala, Honduras, ElSalvador and Costa Rica to implement the principles of climate friendly agriculture.

Key partners Efico, Efico Foundation, Anacafe, Rainforest Alliance, FIIT, Salvanatura, ICADE

Sustainability contact Katrien Delaet

Function Head Sustainability


Website www.efico.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups



WHERE

Africa Burundi, Ethiopia

Asia Indonesia

Latin America Brazil, Colombia, Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Fair Trade USA


Coffee volume N/A


Platform memberships Sustainable Coffee Challenge

Sustainability program Fair Trade USA

Description We use a market-based approach that assures farmers fair prices, workers safe conditions, and entire communities resources for fair, healthy and sustainable lives. A sustainability standard specifies requirements, while a minimum price and premiums are used to involve the consumers and realize impact on producers. Fair Trade USA works directly with producer organizations and individual producers, directly or through partnerships. A key element of Fair Trade USA’s mission is consumer education and engagement.

Key partners Sustainable Coffee Challenge, ISEAL, coffee roasters, retail brands

Sustainability contact Ben Corey-Moran

Function Director of Coffee Supply


Website http://fairtradeusa.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




Farming communities

WHERE

Africa Burundi, DR Congo, Ethiopia, Kenya, Rwanda, Tanzania, Uganda, Other: Malawi

Asia Indonesia, Laos, Papua New Guinea, Vietnam

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Other: Bolivia

Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Fairtrade International


Coffee volume N/A


Platform memberships Global Coffee Platform, Sustainable Coffee Challenge, Other: Nespresso Sustainability Advisory Board

Sustainability program Fairtrade Standards and Programmes

Description Fairtrade International is a network of organizations that jointly adhere to a standard of sustainable production. Standards contain criteria for social, environmental and economic sustainability, and require small producers to be organized in a group, as well as buyers to pay a minimum price and premium. In addition to the Standard, Fairtrade liason officers work directly with farmer organisations at origin supported by regional producer hubs. Fairtrade also supports joint projects & programmeswith commercial partners and funders.

Key partners Cooperatives, producer networks at origin & regional level, coffee roasters, retailers and funding partners (government/thematic NGO)

Sustainability contact Lee Byers

Function Senior Advisor Coffee & Tea


Website http://www.fairtrade.net/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Exporters, Traders / importers, Roasters, Retailers, Consumers


Farming communities

WHERE

Africa Burundi, Cameroon, Côte d'Ivoire, Ethiopia, Kenya, Madagascar, Rwanda, Tanzania, Uganda, Other: Malawi, Togo

Asia India, Indonesia, Laos, Papua New Guinea, Thailand, Vietnam, Other: Timour-Leste

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Other: Bolivia, Dominican Republic, Haiti




WHO

Organization FOMIN Multilateral Investment Fund / IDB Group

Role in coffee chain Government / public

Coffee volume N/A



Sustainability program Sustainable Agriculture, Food and the Environment Platform (SAFE)

Description SAFE is a multi-stakeholder platform that will address the technical challenges for diversification, market access, climate adaptation and resilience in agriculture, especially among small and medium sized farmers. Performance measurement and commonindicators are a key feature of the program. IDB has invested in some legacy projects that are not under SAFE umbrella, but all new work that relates to coffee and cocoa has the potential of becoming part of this program.

Key partners Hivos (executing partner), corporates or private sector companies, other NGOs, social investors, other key value chain actors

Sustainability contact Alejandro Escobar

Function Investment Officer


Website http://www.safeplatform.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Processors, Exporters, Traders / importers, Roasters, Retailers


Government, Banks and financial institutions, Inputs providers, Research institutes, Other: donors

WHERE

Africa

Asia

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Venezuela, Other: across Latin America




WHO

Organization Food 4 Farmers


Coffee volume N/A


Platform memberships Specialty Coffee Association of America

Sustainability program Food security & income diversification

Description We co-build food security and livelihood diversification programs and capacity building for coffee-growing organizations and communities in Latin America

Key partners Coffee cooperatives and associations; social financing orgs like Root Capital and Rabobank; implementing NGOs in Latin America; coffee business network of buyers; foundation and corporate funders

Sustainability contact Janice Nadworny

Function Co-Director


Website www.food4farmers.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations


Farming communities, Banks and financial institutions, Inputs providers, Logistics providers, Research institutes, NGOs

WHERE

Africa

Asia

Latin America Colombia, Guatemala, Mexico, Nicaragua Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Global Coffee Platform


Coffee volume N/A




Description The Global Coffee Platform is an inclusive multi-stakeholder sustainability platform aligning the activities of a diverse network of stakeholders to set into action the global commitments made through Vision 2020 and create a thriving and sustainablecoffee sector. In close collaboration with the International Coffee Organization (ICO) the GCP coordinates the setting of the Vision2020 agenda and goals, then implements activities into participatory work streams with its membership.

Key partners International Coffee Organization (ICO) and over 300 member organizations

Sustainability contact Annette Pensel / Jenny Kwan

Function Director / Program Manager Sustainable Coffee Program

Email [email protected] / [email protected]

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters, Retailers


Government, Banks and financial institutions, Inputs providers, Research institutes, NGOs

WHERE

Africa Other: members work across Africa

Asia Other: members work across Asia

Latin America Other: members work across Latin America Factsheet is based on information as provided by this stakeholder in steering committee



WHO

Organization Hanns R. Neumann Stiftung (HRNS)


Coffee volume N/A


Platform memberships IDH SCP, Specialty Coffee Association of America, Other: IDB SAFE Platform, CSA Learning Community, NCA, several national platforms in Africa, Asia and Latin America


Description Aim to empower smallholder coffee and cocoa farmers and strengthen their ability to independently achieve better livelihoods fostering entrepreneurship and working with a household approach. Focus on agricultural practices, farmer organizations, market access (inputs, services, product sales), youth, gender, the environment, and climate change as essential elements in the further development of societies.

Key partners Various partners in public and private sector

Sustainability contact Michael Opitz

Function Managing Director


Website www.hrnstiftung.org/

WHAT



Policy / law

Research


Platform

Other: development and sharing of products (manuals, training tools, monitoring tools) and experiences (case studies, studies, reports)

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: development and implementation of projects and programs; coordination of multiparty interventions; youth programs; carbon and water footprint; carbon credits; restoration

Target groups


Farmers, Farm workers, Producer organizations


Farming communities

WHERE

Africa Côte d'Ivoire, Ethiopia, Tanzania, Uganda

Asia India, Indonesia, Vietnam

Latin America Brazil, Colombia, El Salvador, Guatemala, Honduras, Mexico, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Hesselink Koffie


Coffee volume Small


Platform memberships Global Coffee Platform, Other: SCAE


Description

Key partners

Sustainability contact

Function

Email

Website http://hesselinkkoffiefoundation.nl/projecten/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups



WHERE

Africa

Asia




WHO

Organization Hivos


Coffee volume N/A


Platform memberships Global Coffee Platform, IDH SCP, Sustainable Coffee Challenge


Description Main program is coffee is 4S@Scale (Sustainable and Secure Smallholder Systems) in East Africa, aiming to create viable coffee-based farming systems for 100.000 farmers in the region.This is done by intensifying and expanding ongoing farmer support in Good Agricultural Practices and climate adaptation. Farming households will also be helped to diversify their income through commercial dairy and biogas activities. Hivos is currently building on lessons learned in East Africa by implementing similar programs in Indonesia. Also, Hivos is the manager of the SAFE platform. Hivos does pilot projects around PES and carbon credits. Gender is an important component of Hivos work.

Key partners ECOM, RVO, Starbucks, Neuman Foundation, IDH, ICRAF, other NGOs, FOMIN/BID, Hans R. Neumann Stiftung, Keurig Green Mountain, Root Capital

Sustainability contact Sjoerd Panhuysen

Function Project Manager


Website hivos.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations


Farming communities

WHERE

Africa Kenya, Tanzania, Uganda

Asia Indonesia

Latin America Colombia, Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization ICO International Coffee Organization


Coffee volume N/A


Platform memberships Other: Vision 2020


Description Under the International Coffee Agreement, ICO can raise awareness of several topics including sustainability among members. ICO partners with the Global Coffee Platform to be a convener and to open doors for public private dialogue and mobilize funding.

Key partners Global Coffee Platform

Sustainability contact Christoph Saenger

Function Senior Economist


Website http://www.ico.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups



Government

WHERE

Africa Burundi, Cameroon, Côte d'Ivoire, DR Congo, Ethiopia, Kenya, Madagascar, Rwanda, Tanzania, Uganda, Other: Angola, Central African Republic, Gabon, Liberia, Malawi, Sierra Leone, Togo, Yemen, Zambia, Zimbabwe

Asia India, Indonesia, Papua New Guinea, Thailand, Vietnam, Other: Phillipines, Timor-Leste

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Venezuela, Other: Bolivia, Cuba, Panama, Paraguay




WHO

Organization IDH Sustainable Trade Initiative


Coffee volume N/A



Sustainability program Sustainable Coffee Program

Description Leading coffee roasters and national coffee associations have made serious commitments to increase sustainable sourcing. The Sustainable Coffee Program (SCP) will foster these ambitions and help support millions of farmers in the development of a sustainable coffee production system. IDH provides matchfunding for field level projects in selected focus origins.

Key partners Several public and private partners

Sustainability contact Jenny Kwan

Function Program Manager Sustainable Coffee Program


Website http://www.idhsustainabletrade.com/coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters


Government, Banks and financial institutions, Inputs providers

WHERE

Africa Burundi, Cameroon, Côte d'Ivoire, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia Indonesia, Laos, Vietnam

Latin America Brazil, Colombia, Guatemala, Honduras, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization IITA


Coffee volume N/A

Location of head office Nigeria

Platform memberships IDH SCP


Description IITA is an international research for development organisation based in Africa, part of the global CGIAR consortium. Work ranges from research on coffee production (e.g. soil fertility, climate change, pest and diseases, intercrop/shade trees), drivers of technology adoption by smallholder farmers (cooperatives, access to knowledge and credit, access to inputs, gender), and the science of scaling and delivery (institutional innovations, policy action, decision-support for investments). IITA alsoconducts impact assessment and supply chain research for projects and private sector.

Key partners HRNS, Cafe Africa, ISEAL, COSA, WUR, UCDA, NACORI, TACRI, Tanzania Coffee Board, UCFA, VOLCAFE, UTZ, Rainforest Alliance, WCR, WUR, Makerere (UG), Nelson Mandela University (TZ), CABI, IDH, Yara, Goettingen University, ETH, BMZ, USAID, Ford Foundation, a

Sustainability contact Piet van Asten

Function Systems Agronomist


Website www.iita.org/coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Local buyers, Processors, Exporters


Government, NGOs

WHERE

Africa Burundi, DR Congo, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia




WHO

Organization Iniciativa Comerciales Navarras SA (Icona Cafe)


Coffee volume Large

Location of head office Spain

Platform memberships Global Coffee Platform, Specialty Coffee Association of America, Other: RFA, UTZ


Description

Key partners


Function

Email

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Local buyers, Exporters


Inputs providers, Research institutes, NGOs

WHERE

Africa

Asia




WHO

Organization Initiative for coffee & climate


Coffee volume N/A


Platform memberships Other: None

Sustainability program Inititative for coffee & climate

Description The objective is to support coffee farmers to effectively respond to changing climatic conditions.

Key partners c&c Members, regional and national coffee sector stakeholders

Sustainability contact Stine Albrecht

Function Program Manager


Website www.coffeeandclimate.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Traders / importers, Roasters, Consumers



WHERE

Africa Tanzania, Uganda

Asia




WHO

Organization Intercontinental Coffee Trading


Coffee volume Large


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: GCA, NCA

Sustainability program Women in Coffee Microcredit Union

Description Microfinance for origin

Key partners IWCA

Sustainability contact Daniel Green

Function Marketing Director


Website www.ictcoffee.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Exporters, Traders / importers, Roasters


WHERE

Africa

Asia




WHO

Organization International Coffee Partners


Coffee volume N/A



Sustainability program International Coffee Partners

Description To implement development projects in coffee communities to establish adequate social conditions, protect the environment and natural resources as well as achieve economic efficiency. The focus is on “hands on projects” in producing countries to raisethe farmers’ competitiveness based upon professional know-how, entrepreneurial thinking and active membership in strong farmer organizations providing relevant services. Project work is usually realised within public private partnership schemes, namely in co-operation with international donor organisations as well as national institutions.

Key partners Several development cooperations; Hanns R. Neumann Stiftung

Sustainability contact Michael Opitz

Function General Manager


Website www.coffee-partners.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups





WHERE

Africa Tanzania, Uganda

Asia Indonesia, Vietnam

Latin America Brazil, El Salvador, Guatemala, Honduras, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization International Women's Coffee Alliance


Coffee volume N/A


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: AFCA, SCAE, ICO PSCB, FNC, NCA

Sustainability program Gender Empowerment through Advocacy, Networking, Access & Recognition

Description Empowerment is the first step in gender equality which is KEY to sustaining the coffee sector. WHY? Women's Empowerment is clearly linked to Economic and Sustainable Development

Key partners International Trade Centre, SCAE, SCAA, NCA

Sustainability contact Jennifer Gallegos

Function Vice President


Website www.womenincoffee.org

WHAT



Policy / law

Research


Platform

Other: Organization as Legal Entities within Own Country, Advocacy and Recognition

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: Organizational and Leadership Development

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters, Retailers


Farming communities, Research institutes

WHERE

Africa Burundi, Cameroon, DR Congo, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia China, India, Indonesia, Papua New Guinea, Other: Phillipines

Latin America Brazil, Colombia, Costa Rica, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization ITC


Coffee volume N/A


Platform memberships Other: Afca, vision 20/20

Sustainability program Trade for Sustainable Development

Description Programme focusing on creating transparency in standards and providing platforms for farmer assessment, connecting with sustainable producers and extending traceability.

Key partners Standards, IDH, sai, many others

Sustainability contact Joe Wozniak

Function Head, T4SD


Website Standardsmap.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Local buyers, Exporters, Traders / importers


Government, Farming communities, Banks and financial institutions

WHERE

Africa Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia




WHO

Organization J.M. Smucker Company


Coffee volume Large


Platform memberships IDH SCP, Specialty Coffee Association of America, Other: National Coffee Association, World Coffee Research


Description The J. M. Smucker Company aims to offer a coffee experience that will impact lives via responsible sourcing, smallholder support, and integrated environmental efforts that enable a viable livelihood for producers so that generations of consumers enjoy a sustainable cup of coffee.

Key partners IDH, USAID, WCR, TechnoServe, Hanns R. Neumann Foundation, UTZ

Sustainability contact Rebecca Ott

Function Director


Website http://corporateresponsibility.jmsmucker.com/environment/coffee.html

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: Gender inclusion and climate adaptation

Target groups


Farmers, Exporters, Traders / importers, Consumers



WHERE

Africa


Latin America Brazil, Colombia, Costa Rica, El Salvador, Guatemala, Mexico, Nicaragua Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Jacobs Douwe Egberts


Coffee volume Very large



Sustainability program At the source

Description JDE's responsible sourcing program includes three core areas which underlie our commitment to do our part to improve coffee & tea sustainability: (1) We support global partnerships and origin programs to address the most challenging coffee & tea sustainability issues. (2) We purchase certified coffee & tea with internationally recognised standards such as: UTZ, Rainforest Alliance and Fair Trade. (3) We partner directly with our suppliers to improve working conditions and protect natural resources where coffee & tea are grown.

Key partners Coffee & Climate, UTZ, Global Coffee Platform, IDH Sustainable Coffee Program, Rainforest Alliance, Fair Trade

Sustainability contact Daniel Martz / Nadia Hoarau-Mwaura

Function Global Corporate & Government Affairs Director / Sustainability Manager


Website https://www.jacobsdouweegberts.com/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




WHERE

Africa Cameroon, Ethiopia, Uganda


Latin America Colombia, Honduras Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Java Mountain Coffee



Location of head office Indonesia


Sustainability program Sustainable Program

Description 10 percent of all sales is invested into our Sustainable Program, empowering rural women and planting trees

Key partners Collaboration of Fairtrade, RainForest Alliance, UTZ, Carbon Credit (The Gold Standard Foundation), Indonesian Coffee Coco Research Instatute and the FAO

Sustainability contact Zaza Fetriza

Function Co-Founder


Website http://www.javamountaincoffee.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Traders / importers, Roasters, Retailers, Consumers, Other: women farmers and women workers


Government, Farming communities, Banks and financial institutions, Inputs providers, Logistics providers, Research institutes

WHERE

Africa

Asia Indonesia




WHO

Organization Kaldi Africa limited


Coffee volume Small

Location of head office Nigeria

Platform memberships Specialty Coffee Association of America, Other: Speciality coffee association of Europe


Description

Key partners


Function

Email

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Roasters, Retailers, Consumers


Government

WHERE

Africa

Asia




WHO

Organization Keurig Green Mountain Inc.


Coffee volume Large


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: Coalition for Coffee Communities, National Coffee Association, SAFE Platform, Sustainable Food Lab, BIER, AIM Progress

Sustainability program Building a Resilient Supply Chain

Description Through our responsible sourcing and social impact programs, we provide our suppliers, their employees, and their communities with skills and tools to build a foundation of resilience that will improve their business practices and their employees’ livelihoods while simultaneously building a long-term, sustainable supply of high-quality products and ingredients for our consumers for years to come. Our 2020 targets: (1) source 100% of primary agricultural and manufactured products according to established Keurig responsible sourcing guidelines; (2) engage 1 million people in our supply chains to significantly improve their livelihoods.

Key partners Implementing partners including Catholic Relief Services, Root Capital, Save the Children, Mercy Corps, Heifer and World Coffee Research, partnership with suppliers, and donors

Sustainability contact Colleen Popkin

Function Senior Manager Sustainability


Website www.keuriggreenmountain.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: water stewardship, climate resilience

Target groups


Farmers, Farm workers, Exporters, Traders / importers


Farming communities

WHERE

Africa Ethiopia, Kenya, Rwanda, Uganda

Asia Indonesia

Latin America Colombia, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Louis Dreyfus Company




Platform memberships Global Coffee Platform, IDH SCP, Specialty Coffee Association of America, Other: Swiss Coffee Assocation, NCA


Description LDC sustainability activities are mainly: (1) expand the certification/verification programs within the farmers’ communities, and (2) support coffee growers via specific field training to improve the coffee quality and productivity.

Key partners Customers, banks, foundations, local and international non-profit organizations, certifications and verifications schemes, cooperatives and coffee growers

Sustainability contact Rozenn Kerviel

Function Global Sustainability Manager Coffee


Website http://www.ldcom.com/global/en/corporate-responsibility

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers


Farming communities

WHERE

Africa Ethiopia, Kenya, Tanzania, Uganda

Asia China, India, Indonesia, Laos, Vietnam

Latin America Brazil, Colombia, Honduras, Mexico, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Lutheran World Relief


Coffee volume N/A



Sustainability program The Ground Up

Description Lutheran World Relief is a non-profit organization linked to the Lutheran Church that works with local partners to provide lasting solutions to poverty, injustice and human suffering. Projects are executed by local partners and centered around smallholders needs for technical assistance or capacity building.

Key partners Local implementers, private sector

Sustainability contact Rick Peyser

Function Senior Relationship Manager Coffee & Cocoa


Website http://programs.lwr.org/agriculture/coffee

WHAT



Policy / law

Research


Platform

Other: building private public partnership linkages

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: on-farm diversification, food security, and climate change adaptation

Target groups


Farmers, Farm workers, Producer organizations, Other: LWR works on the supply chain from farmers to buyers, with a project emphasis on farmers, farm workers, and producer organizations, and a sustainability emphasis that cuts across the supply chain.


Farming communities

WHERE

Africa Kenya, Tanzania, Uganda

Asia Indonesia

Latin America Colombia, El Salvador, Honduras, Nicaragua Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Mercy Corps


Coffee volume N/A




Description Livelihoods, market development, food security, gender, etc.

Key partners Starbucks, Keurig Green Mountain, SCAA, Farmer Bros, others

Sustainability contact Jennifer Schmidt

Function Director, Corporate Partnerships


Website www.mercycorps.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers


Government, Farming communities, Banks and financial institutions, Inputs providers, Research institutes, NGOs

WHERE

Africa DR Congo, Ethiopia, Kenya, Tanzania, Uganda

Asia China, India, Indonesia

Latin America Colombia, Guatemala, Mexico, Nicaragua Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization MULLEGE PLC




Platform memberships Global Coffee Platform, Other: AFCA,NCA,

Sustainability program 4C

Description An Integrated And Standard Based Production With Joint Effort From Small Producers Aroud The Plantation.

Key partners The Out Growers,Nestle, Newman Group

Sustainability contact Mr. Matebu H Zemanuel

Function Project Coordinator


Website www.mulleg.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Traders / importers, Roasters, Other: all actors in the supply chain


Government, Farming communities

WHERE

Africa Ethiopia

Asia




WHO

Organization National Union of Coffee Agribusinesses and Farm Enterprises (NUCAFE)


Coffee volume Small

Location of head office Uganda

Platform memberships Global Coffee Platform, Other: AFCA

Sustainability program verification and certification

Description Verification for 4Cs and certification of Fairtrade, Utz, organic

Key partners 4C secretariat, CBI, ITC, FLOCERT

Sustainability contact Mutyaba Musa

Function production officer


Website www.nucafe.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Exporters, Traders / importers, Roasters



WHERE

Africa Uganda

Asia




WHO

Organization Nestlé




Platform memberships Global Coffee Platform, IDH SCP, other: SAI platform

Sustainability program Nescafé Plan

Description Creating shared value by reaching out to farmers with a baseline standard for compliance (4C), technical assistance, GAP, soil and leaf analysis, and distribution of plantlets. Specific partnerships address issues around access to finance, financial literacy, climate change, water, nutrition, OHS.

Key partners Global Coffee Platform, IDH

Sustainability contact Linda Butler

Function Coffee Sustainability Manager


Website www.nestle.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Processors



WHERE

Africa Burundi, Côte d'Ivoire, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia India, Indonesia, Papua New Guinea, Thailand, Vietnam, other: Philippines

Latin America Brazil, Colombia, Guatemala, Honduras, Mexico, Nicaragua Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Nestlé Nespresso




Platform memberships Other: participating in platforms as Nestlé

Sustainability program Nespresso AAA

Description The green coffee sourcing approach combines a focus on quality, sustainability and productivity. It aims to help to secure the supply of the highest quality coffees for Nespresso consumers and the livelihoods of the farmers that grow them, while protecting the environment.

Key partners Rainforest Alliance

Sustainability contact Paulo Barone

Function Coffee and Sustainability Operations Manager


Website http://www.nestle-nespresso.com/sustainability/the-positive-cup/coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers


WHERE

Africa Ethiopia, Kenya, Other: South Sudan

Asia India, Indonesia

Latin America Brazil, Colombia, Costa Rica, Guatemala, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization OLAM



Location of head office Singapore


Sustainability program OLAM Livelihood Charter

Description As a baseline, OLAM has adopt the 4C baseline standard for all of its coffee business. Rainforest Alliance, UTZ and Fairtrade certified coffee is traded in response to consumer demand. In addition OLAM forms coalitions with customers and donors around the OLAM Livelihood Charter, reaching out to farmers with finance, yield improvement, labour pratices, market access, quality, traceability, social investments and environmental impact. While investing in own coffee plantations, OLAM builds and supports an outgrower network.

Key partners

Sustainability contact Chris Brett

Function Global Head Corporate Responsibility & Sustainability


Website http://olamgroup.com/sustainability/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors


Farming communities

WHERE

Africa Burundi, Cameroon, Côte d'Ivoire, Ethiopia, Kenya, Rwanda, Tanzania, Uganda

Asia China, India, Indonesia, Laos, Papua New Guinea, Thailand, Vietnam, Other: East Timor

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Progreso


Coffee volume N/A


Platform memberships Specialty Coffee Association of America, Other: AFCA, SCAE,

Sustainability program Progreso

Description Smallholders support program, access to finance, market, technical assistance and diversification

Key partners DOEN, Rabo Foundation

Sustainability contact Angel Mario Martinez-Garcia

Function Director


Website www.progreso.nl

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




Farming communities, Banks and financial institutions, NGOs

WHERE


Asia Indonesia

Latin America Colombia, Ecuador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Rainforest Alliance


Coffee volume N/A




Description A certification system built on three pillars (environmental protection, social equity and economic viability) building on market dynamics.

Key partners Several private sector partners

Sustainability contact Marcel Clement

Function Director, markets transformation coffee


Website http://www.rainforest-alliance.org/work/agriculture/coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Traders / importers, Roasters, Retailers, Consumers


Farming communities, NGOs

WHERE

Africa Other: Rainforest Alliance and partners implement certification across Africa

Asia Other: Rainforest Alliance and partners implement certification across Africa

Latin America Other: Rainforest Alliance and partners implement certification across Africa Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Rwanda Trading Company (Rwanda) & Tembo Coffee Company (Tanzania)


Coffee volume Small

Location of head office Rwanda

Platform memberships IDH SCP, Specialty Coffee Association of America, Sustainable Coffee Challenge

Sustainability program Agribusiness Training Program

Description We equip farmers to build a financial foundation on their coffee businesses and leverage their collective incomes and intellectual assets to meet development needs in their households and communities. This secures their position in the supply chain and our access to a consistent coffee supply.

Key partners Farmers, IDH, DEG

Sustainability contact Brooke Cantrell

Function Chief Impact Officer


Website rwandatc.com, tembocoffee.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other: Financial literacy, supply chain education, leveraging collective savings to address community needs, farmer-to-farmer loans

Target groups


Farmers, Local buyers, Other: Local buyers are included to account for site collectors/middle men that must either choose to be transparent value-additions to the supply chain, or else be replaced by farmers we have trained to manage their training groups


Farming communities

WHERE

Africa

Asia




WHO

Organization S&D Coffee & Tea


Coffee volume Large


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: World Coffee Research, NCA Sustainability Task Force, SCAA Sustainability Council, SAFE, Coalition for Coffee Communities, Tea2030, Sustainable Food Lab


Description In addition to trading Fair Trade, Rainforest Alliance and UTZ certified coffee in the market, main pillar is the S&D Sustainably Sourced program. The S&D Sustainably Verified Platform inclusive approach focuses on continuous improvement towards long-term supply chain sustainability and impact. It is designed to support farmers through capacity building and technical assistance with local partners to achieve sustainability standards and the maximum impact at the farm level.

Key partners Conservation International, COSA and various traders

Sustainability contact David Piza / Olga Cuellar

Function Director of Corporate Social Responsibility and Sustainability / Sustainable Sourcing Manager


Website http://www.sdcoffeetea.com/about-us/sustainability-community/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Exporters


WHERE

Africa

Asia

Latin America Brazil, Colombia, Costa Rica, Guatemala, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Sangany


Coffee volume Small

Location of head office Madagascar


Sustainability program Sangany Café

Description Social enterprise specialized in collecting and trading green coffee. We offer support to farmers and their organizations to improve the quality of their product and to improve the functioning of the chain. The company has been created in 2015. The company's 1st priority is to meet this year the 4C indicators. In the field farmers' organisations are supported with setting-up of nurseries and technical training. Producer access to loans from MFI is facilitated. The local MFI offers fair credit warranted by a delivery contract to Sangany. At harvest time the company pays the producers on their bank account opened at the MFI.

Key partners CFC (Common Fund for Commodities), ICCO Cooperation, Local MFI - CECAM

Sustainability contact Peter Egging

Function Administrateur Général


Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters


Farming communities, Banks and financial institutions, Inputs providers, Logistics providers, NGOs

WHERE

Africa Madagascar

Asia




WHO

Organization Simexco DakLak Ltd.


Coffee volume Large

Location of head office Vietnam

Platform memberships Global Coffee Platform, Other: VICOFA

Sustainability program Coffee Made Happy

Description

Key partners Mondelez (JDE); IDH

Sustainability contact Le Duc Huy

Function Vice General Director


Website www.simexcodl.com.vn

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




Government, Farming communities, Banks and financial institutions, Inputs providers, Logistics providers

WHERE

Africa

Asia Papua New Guinea




WHO

Organization Simon Lévelt Ltd


Coffee volume Micro


Platform memberships IDH SCP

Sustainability program Tierra Nova Fund -ACOB-IDH Brazil Sustainable Coffee Training

Description Training coffeeproducers in Brazil in sustainable coffee production

Key partners ACOB & IDH

Sustainability contact Paula Koelemij

Function Head Category Management & Sourcing


Website www.simonlevelt.nl

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Retailers, Consumers


NGOs

WHERE

Africa Ethiopia, Uganda, Other: We have cooperated with and supported coffee projects in Uganda (Sipi Falls Central Wetprocessing) and Ethiopia (cofinancing a scholl for the coffee community)

Asia Other: We buy organic coffee in Indonesia

Latin America Brazil, Colombia, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization SNV Netherlands Development Organisation


Coffee volume N/A



Sustainability program Various coffee projects: Rwanda, Indonesia, Honduras, Nicaragua, Peru

Description Good Agricultural Practices and post harvest; quality improvement, access to markets, increased biodiversity and nutrition

Key partners ECOM group, Min. of Foreign Affairs Netherlands, DFID, Ford Foundation

Sustainability contact Harm van Oudenhoven

Function Global Coordinator Coffee and Cocoa


Website www.snvworld.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers


Government, Farming communities, Banks and financial institutions, Inputs providers, Research institutes, NGOs

WHERE

Africa Cameroon, DR Congo, Ethiopia, Kenya, Rwanda, Tanzania, Uganda


Latin America El Salvador, Honduras, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Solidaridad


Coffee volume N/A




Description Solidaridad works around 4 pillars: (1) good practices, (2) robust infrastructure, (3) sustainable landscapes, and (4) enabling policy environment. Solidaridad is active in 15 countries.

Key partners Several public and private partners

Sustainability contact Joel Brounen

Function International Programme Coordinator – Coffee


Website http://www.solidaridadnetwork.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Roasters, Retailers


Government, Farming communities

WHERE


Asia Indonesia

Latin America Brazil, Colombia, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Specialty Coffee Association of America (SCAA)


Coffee volume N/A


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: Coalition for Coffee Communities, IWCA


Description SCAA inspires specialty coffee professionals in their quest to learn, grow and collaborate for the betterment of the specialty coffee industry. SCAA is the world’s largest coffee trade association, with members representing more than 40 countries andevery segment of the specialty coffee industry, from growers to roasters and retailers. The SCAA offers education, training, resources and business services, in sustainability and other topics.

Key partners Member organizations in specialty coffee

Sustainability contact Kim Elena Ionescu

Function Director of Sustainability


Website www.scaa.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Exporters, Traders / importers, Roasters, Retailers


Farming communities, Research institutes, NGOs

WHERE

Africa Other: members work across Africa

Asia Other: members work across Asia

Latin America Other: members work across Latin America Factsheet is based on information as provided by this stakeholder in steering committee



WHO

Organization Starbucks


Coffee volume Large


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: National Coffee Association, Coffee & Climate

Sustainability program (C.A.F.E) Practices

Description Starbucks has formalized ethical sourcing practices in their sustainability standard (C.A.F.E) Practices that 99% of purchased coffee complies with. Own agronomists provide agronomy tools and resources and take an open source approach to make information publicly available to be used by others. Starbucks has committed $50mm towards farmer financing in coffee communities. As next steps, Starbucks invests in the Sustainable Coffee Challenge to generate more demand and involvement, to support the vision of making coffee the first sustainable agricultural product.

Key partners Conservation International, Root Capital, USAID, Fairtrade International

Sustainability contact Kelly Goodejohn

Function Director


Website http://www.starbucks.com/responsibility/sourcing/coffee

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Exporters, Consumers


Farming communities

WHERE

Africa Burundi, DR Congo, Ethiopia, Kenya, Madagascar, Rwanda, Tanzania

Asia China, Indonesia

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Venezuela




WHO

Organization Sucafina SA


Coffee volume Large


Platform memberships Global Coffee Platform, Specialty Coffee Association of America, Sustainable Coffee Challenge


Description Focus on East Africa with lot of work on productivity and healthcare (social)

Key partners Kahawatu Foundation, IDH, GIZ


Function

Email

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups



WHERE


Asia Vietnam

Latin America Brazil Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Sustainable Coffee Challenge


Coffee volume N/A


Platform memberships Global Coffee Platform, Sustainable Coffee Challenge

Sustainability program Sustainable Coffee Challenge

Description The Sustainable Coffee Challenge is a catalyst for making coffee the world’s first sustainable agricultural product. A common framework is developed to express commitments in a public portal and in doing so create an incentive for sustainability from the market.

Key partners Key partners Conservation International and various industry, NGO and donor agency partners

Sustainability contact Bambi Semroc

Function Senior Strategic Advisor


Website http://www.conservation.org/stories/Pages/Sustainable-Coffee-Challenge.aspx

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Traders / importers, Roasters, Retailers


Government, NGOs, Other: donor agencies

WHERE

Africa

Asia

Latin America Factsheet is based on information as provided by this stakeholder in steering committee



WHO

Organization Sustainable Commodity Assistance Network (SCAN)


Coffee volume N/A

Location of head office Spain

Platform memberships Sustainable Coffee Challenge, Other: SAFE Platform. 4C is a member of SCAN

Sustainability program Sustainable Commodity Assistance Network (SCAN)

Description Global platform for technical assistance on sustainable agriculture (coffee focus)

Key partners 17 organizations (4Cs, Utz, Solidaridad, Rainforest Alliance, UNCTAD, UNDP, FLO, etc) National platforms in Peru, Guatemala and Vietnam (with international and local actors)

Sustainability contact Chris Wunderlich

Function International Coordinator


Website http://scanprogram.org

WHAT



Policy / law

Research


Platform

Other: Provide coordinated direct technical assistance to producers and producer groups

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters, Retailers


Government, Farming communities, Banks and financial institutions, Research institutes, NGOs

WHERE

Africa Côte d'Ivoire, Tanzania, Uganda


Latin America Colombia, Costa Rica, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Sustainable Food Lab


Coffee volume N/A


Platform memberships IDH SCP, Specialty Coffee Association of America, Other: we partner on metrics and learning with these groups; most closely with SAI Platform on climate metrics - Cool Farm Tool in the coffee PCR guidelines

Sustainability program Sustainable Food Lab

Description A member network of global leaders in mainstream food and beverage sectors. The Food Lab is an innovation and learning platform which facilitates learning for global leaders on topics of Metrics, Climate Smart Agriculture, GHG quantification with the Cool Farm Alliance, Landscape Approaches, Inclusive Business models with smallholder farmers and leadership development.

Key partners Our 50+ members, SAI Platform, CCAFS, IDH, Centre for Development Innovation/WUR, ISEAL, COSA, GIZ, USAID, Rockefeller Foundation, Ford Foundation

Sustainability contact Stephanie Daniels

Function Sr. Program Director, Agriculture and Development


Website www.sustainablefood.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Producer organizations, Local buyers, Processors, Exporters, Traders / importers, Roasters, Retailers


Inputs providers, Research institutes, NGOs

WHERE

Africa

Asia




WHO

Organization Sustainable Harvest


Coffee volume Small


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: NCA, Coffee Database Network, AFCA

Sustainability program The Relationship Coffee Model

Description We integrate coffee sourcing and importing with farmer capacity building and community development. As a result, our company, our suppliers, and our customers become more successful and effective. Our commitment to innovation has made us a leading social enterprise and a certified B Corporation. Our Checkmark program evaluates our suppliers in responsible sourcing, environmental & social sustainability, quality, financial risk, and engagement/relationship.

Key partners B Corp, Keurig Green Mountain, Bloomberg Philanthropies

Sustainability contact Julia Leitner

Function Sustainability Project Manager


Website www.sustainableharvest.com

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Local buyers, Processors, Exporters, Roasters, Consumers



WHERE

Africa Rwanda, Tanzania, Other: Malawi

Asia India

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization TADE G G Highland coffee producer plc


Coffee volume Micro




Description

Key partners

Sustainability contact Tesfaye Bekele

Function manager

Email tesfayebge @ Gmail. com

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Traders / importers, Roasters, Consumers


Government, Farming communities, Banks and financial institutions, Logistics providers, Research institutes, NGOs

WHERE

Africa Ethiopia

Asia




WHO

Organization Tchibo


Coffee volume Large


Platform memberships Global Coffee Platform, IDH SCP, Other: International Coffee Partners, Coffee & Climate

Sustainability program Best Tchibo coffees – Now and into the future

Description Our approach to sustainable development in the coffee sector begins with the smallholders. Our efforts include: (1) Training smallholders as part of our Tchibo Joint Forces!® training programme (2) Increasing the sourcing of green coffee that is validated and certified according to recognised standards, and (3) Cross-sector collaboration to address and solve structural challenges.

Key partners International Coffee Partners, Coffee & Climate, Global Coffee Platform, sustainability standards

Sustainability contact Cornel Kuhrt

Function Senior Manager Coffee Corporate Responsibility


Website http://www.tchibo-sustainability.com/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




Government, Research institutes, NGOs

WHERE

Africa Kenya, Tanzania

Asia Papua New Guinea, Vietnam

Latin America Brazil, Colombia, Guatemala, Honduras Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization TechnoServe Inc.


Coffee volume N/A


Platform memberships Global Coffee Platform, IDH SCP, Other: AFCA


Description TechnoServe works to build competitive farms, businesses and industries. Technoserve develops businesses and individuals, promotes market connections and improves the business environment.

Key partners Several public and private sector partners

Sustainability contact Carl Cervone

Function Director


Website http://www.technoserve.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Processors


Farming communities, Banks and financial institutions, Inputs providers

WHERE

Africa Ethiopia, Kenya, Rwanda, Tanzania, Uganda, Other: South Sudan

Asia

Latin America Brazil, Colombia, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in interview and survey



WHO

Organization Twin


Coffee volume Small


Platform memberships Specialty Coffee Association of America, Sustainable Coffee Challenge, Other: AFCA, SCAE, others


Description Annual environmental report plus various projects in sustainable agriculture, profitability and social justice with producers

Key partners Bukonzo Joint, Mzuzu, Gumutindo, Bukonzo Organics, Misozi, Kopakama, Abakundakawa, Kopakaki, Muungano, Kawa Maber

Sustainability contact Xavier Hamon

Function Project Manager, Sustainable Agriculture


Website twin.org.uk

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Processors, Exporters, Traders / importers, Roasters, Retailers


Farming communities, Banks and financial institutions, Inputs providers, Logistics providers, Research institutes, NGOs

WHERE

Africa Burundi, DR Congo, Rwanda, Tanzania, Uganda

Asia

Latin America Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization U.S. Agency for International Development (USAID)


Coffee volume N/A



Sustainability program Multiple Programs in Africa, Latin America and Asia

Description Programs support smallholder coffee farmers in 10-12 countries worldwide

Key partners Private Companies; Farmer Co-operatives; National Coffee Institutes; Int'l Development Organizations and NGOs; Coffee Support Organizations

Sustainability contact Curt Reintsma

Function Senior Partnerships Specialist, Bureau for Food Security


Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups





WHERE

Africa DR Congo, Ethiopia, Rwanda, Uganda, Other: South Sudan

Asia Other: Myanmar

Latin America Colombia, El Salvador, Guatemala, Honduras, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey



WHO

Organization Ugacof Limited

Role in coffee chain Exporter


Location of head office Uganda

Platform memberships Global Coffee Platform, IDH SCP, Other: AFCA

Sustainability program Farmer Support programme for smallholder Coffee farmers

Description Working to support close to 30,000 smallholder coffee farmers with the aim of improving productivity and quality of coffee produced. implement support activities in link the farmers to the exporter.

Key partners aBi Trust, IDH, SAP, GIZ, Progresso, Farmer organizations

Sustainability contact Gilbert Sindjou

Function Group Sustainability Manager, Sucafina


Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Farm workers, Producer organizations, Roasters


Farming communities, Banks and financial institutions, Inputs providers

WHERE

Africa

Asia




WHO

Organization UTZ


Coffee volume N/A



Sustainability program Better Farming, Better Future

Description UTZ offers private sector partners certification, traceability, impact measurement and training. In addition through the Sector Partnerships Program we are: (1) promoting more sustainable farming practices by cooperating with civil society, governments and companies to improve policy and regulation, and to strengthen sector wide services for smallholders and female farmers; (2) supporting the development of a thriving civil society that can drive change.

Key partners Private sector, NGO's, governments

Sustainability contact Han de Groot

Function Executive Director


Website www.utz.org

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




Government, Farming communities, NGOs

WHERE

Africa Other: certification and sector partnerships across Africa

Asia Other: certification and sector partnerships across Asia

Latin America Other: certification and sector partnerships across Latin America Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization Volcafe




Platform memberships Global Coffee Platform, IDH SCP, Specialty Coffee Association of America


Description The emphasis is on agronomical extension work with own team. Volcafe works under major certifications including 4C, Rainforest Alliance, UTZ and specific roaster programs.

Key partners Roasters, NGO's

Sustainability contact Shauna Alexander Mohr



Website http://www.volcafe.com/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Local buyers


WHERE


Asia Indonesia, Papua New Guinea, Vietnam

Latin America Brazil, Colombia, Costa Rica, Guatemala, Honduras, Peru Factsheet is based on information as provided by this stakeholder in interview



WHO

Organization World Coffee Research


Coffee volume N/A



Sustainability program World Coffee Research

Description Collaborative research and development for supply of high quality coffee and farmer livelihoods. Research into coffee breeding and genetics for disease resistance and cup quality: a fast track focused on selecting existing varieties, and parallel reserach into optimized varieties.

Key partners Keurig Green Mountain Inc., Mars Drinks, The J.M. Smucker Company and other company members, several research institutes and affiliated organizations

Sustainability contact Hanna Neuschwander

Function Communication and Marketing Director


Website https://worldcoffeeresearch.org/

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups




NGOs

WHERE

Africa Burundi, Cameroon, DR Congo, Kenya, Other: Malawi, Zambia, Zimbabwe

Asia India, Indonesia, Laos, Papua New Guinea

Latin America Brazil, Colombia, Costa Rica, Ecuador, El Salvador, Guatemala, Honduras, Mexico, Nicaragua, Peru, Other: Panama, Jamaica, Dominican Republic




WHO

Organization Yara International ASA

Role in coffee chain Service provider / supplier

Coffee volume N/A

Location of head office Norway

Platform memberships Global Coffee Platform, IDH SCP, Other: Input companies cannot be part of SAI platform

Sustainability program Sustainability is within the company DNA

Description Unless Yara's solutions provide profitability through increased yields and/or quality improvement it is not economically sustainable. Environmental sustainability goes hand in hand with economical one: productvity imprvements cannot be done against environment

Key partners Public, private or civil society stakeholders depending on the country of implementation and objective


Function

Email

Website

WHAT



Policy / law

Research


Platform

Other:

Implementation


Business support


Disaster relief


Access to inputs


Logistics services

Incentives




Other:

Target groups


Farmers, Producer organizations, Traders / importers, Roasters


Government, Banks and financial institutions, Research institutes, NGOs

WHERE

Africa Cameroon, Côte d'Ivoire, Kenya, Rwanda, Tanzania, Uganda

Asia China, India, Indonesia, Thailand, Vietnam

Latin America Brazil, Colombia, Costa Rica, Ecuador, Guatemala, Mexico, Nicaragua, Peru Factsheet is based on information as provided by this stakeholder in survey




Appendix C: list of respondents



Steering committee

Initiators of the study, weekly consultation on approach and intermediary findings

• 4C Association / Global Coffee Platform

• IDH Sustainable Trade Initiative / Global Coffee Platform

• Specialty Coffee Association of America

• Sustainable Coffee Challenge / Conservation International



List of stakeholders interviewed

Open conversations to understand sustainability strategy and sector needs

• Bernard Rothfos / NKG

• Café Africa International

• Catholic Relief Services

• CIAT

• Cooxupe

• DEG / Coffee Partnership Tanzania

• Fair Trade

• Fair-Trade-USA

• Hivos

• HRNS

• ICO

• IDB / SAFE Platform

• IITA

• JDE

• JM Smucker

• KGM

• Louis Dreyfus Commodities

• Lutheran World Relief

• Mother Parker

• Nespresso

• Nestle

• OLAM

• Rainforest Alliance

• S&D Coffee and Tea

• Solidaridad

• Starbucks

• Sucafina

• Tchibo

• Technoserve

• UTZ Certified

• Volcafe

• World Coffee Research



List of stakeholders surveyed

A structured survey to understand priorities of different stakeholder groups

• Ahold Coffee Company

• Allegro

• Anacafe

• Belete Shibeshi

• Brazil Speciality Coffee Association

• Caravela/Virmax

• Cecafé

• CI Romero

• CIPEXI

• Coalition for Coffee Communities

• Co-Crear

• Coffee & Climate

• Coffee Quality Institute

• Coop Coffees

• Coop Genossenschaft

• COSA

• Counter Culture

• ECOM

• Efico

• Expocafe

• Farmer Brothers

• Food4Farmers

• ICT Coffee

• Iniciativas ComercialesNavarras

• International Coffee Partners

• International Trade Centre

• IWCA

• Java Mountain Coffee

• Kaldi Africa

• Lavazza

• Mercy Corps

• Molenbergnatie

• Moyee Coffee

• Mullege

• NUCAFE

• Schluter

• Progreso

• Rwanda Trade Company (RTC)

• Sangany Café

• SCAN

• Simexco Dak Lak

• Simon Levelt

• SNV

• Sucafina

• Sustainable Food Lab

• Sustainable Harvest

• Tade GG Highland Forest Coffee

• Technoserve

• Twin

• Ugacof

• Union Hand Roasting

• USAID

• Yara International

coffee sustainability catalogue 2016 - conservation … (sustainable development goals). most...

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