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.
We are grateful for the collaboration and participation of over 80 respondents in this first-of-its-kind catalogue of efforts underway. 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.
Countries we that are involved in producing sustainable coffee: Honduras, Colombia, Brazil, Cameroon, Rwanda, Burundi, Ethiopia, Uganda, Tanzania, Vietnam & Indonesia.
WHO: THE ACTORS IN COFFEE SUSTAINABILITY
The mapping shows a good mix of value chain actors and partners, but low representation of government and specific stakeholder groups: producers, specific large consuming countries in Asia and Europe (Italy, France and Eastern Europe), smaller roasters and retailers, service providers in inputs and finance.
WHAT: OUR ACTIVITIES
The coffee value chain has largely integrated farmer outreach in business as usual.
Certification is the common business model, including consumer awareness, social inclusiveness, traceability and assurance and incentives. Farmer outreach and business support are means to implement certification but are also implemented without assurance.
Fewer programs have activities outside the coffee value chain. Respondents agree that a sustainable smallholder farm is diversified, sufficiently large and inclusive, but this is not widely included in programs.
"Sustainability pull quote goes here"
HOW: COLLABORATION FOR STRATEGY, FUNDING AND MEASUREMENT
Collectively, the sector has a lot of experience in sustainability programs. Existing platforms have trust of members and overlap is less than perceived.
Annual available budget is 350M$ (2% of green coffee value), in a sector with low margins. Respondents recommend joint investments and alternative financing sources.
At current implementation speed we need until 2045 to complete outreach. 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. Impact measurement is not yet embedded in sustainability work, because of cost and effort.