March/April 2025
growth POSITIVE
Peet’s Coffee CEO on competition, curiosity, and not fearing failure
Vietnam’s harvest headache
Extreme weather takes its toll on Southeast Asia’s coffee giant
Buzz kill
Has decaf finally shed its ‘uncool’ image amid a surge in popularity?
Tariff roule e
How Trump’s presidency could impact the international coffee market
34 Buzz kill
10 Positive growth
Peet’s Coffee CEO on not fearing failure and building a team based on humility and curiosity.
“We’re not going to get it right every time, but that’s be er than doing nothing and hoping the same thing continues to work.”
Eric Lauterbach CEO AND PRESIDENT, PEET’S COFFEE
FEATURES
16 Against the odds
GCR explores the coffee origins where production is booming despite industry-wide climate challenges.
20 Trade, tariffs,and turbulence
What might Trump’s presidency mean for roasters and the wider coffee industry?
30 Vietnam’s harvest headache
From drought to typhoons, the effects of climate change have hampered production in the Southeast Asian coffee giant.
Is the rise of decaf just another trend or have caffeine-free brews finally shed their ‘uncool’ image?
40 Fuelling India’s growth
Meet the women who’ve helped pave the way for the rapid expansion of India’s coffee industry.
44 Match made in marketing heaven
Lavazza and La Marzocco reveal why strategic brand collaborations are an essential marketing tool.
46 Raising the bar
Two NGOs highlight the initiatives prioritising and sustaining the human element within the supply chain.
TECH PROFILES
38 Quality revolution
How Bibe developed a solution that enables coffee shop owners to manage operational efficiency from their smartphones.
INDUSTRY INSIGHTS
24 Precision in perpetuity
Brambati President on 80 years of brand leadership in coffee processing.
28 Beyond beans and machines
Franke Coffee Systems reveals how its Coffee Competence Program empowers its customers.
36 Coffee’s next frontier
How will espresso be prepared in the 2050? WMF Professional Coffee Machines explores the future of the craft.
50 Spotlight on Australia
Why coffee professionals from around the world will be gathering in Melbourne this March.
LAST WORD
58 The bi er end
New research suggests genetics may play a role in why some people find coffee more bi er than others.
REGULARS
04 Editor’s note
06 News in brief
54 Marketplace
56 Diary dashboard
AStarting 2025 with a bang
S I WRITE this Editor’s Note we are only 31 days into 2025, yet the co ee industry has already experienced enough action to ll a year of headlines. From President Trump’s tari threats against Colombia and Mexico to the uctuating Arabica futures market and record exports from emerging giants such as India, January set the scene for a year in which co ee will likely continue to be of interest to the mainstream media and those outside the industry.
At the end of 2024, news sites across the globe took interest in the co ee world when the market reached prices not seen in 50 years. What followed was a series of articles predicting how much consumers would soon be paying for a cup of co ee – many over-exaggerated, according to some industry experts.
Although these headlines haven’t helped soothe an already cost-conscious consumer market, the adage that bad news is better than no news might be applicable to this situation. To make consumers more aware of the long, sometimes complicated supply chain that delivers their morning cup of co ee, as well as the impact climate change is having on production, can only bene t co ee companies communicating changes.
While current industry challenges can make it all feel a bit doom and gloom, there are stories of hope and success. In this issue, we take a look at the some of the origins where production is thriving, such as Ethiopia which doubled its
output over the past ve years thanks to improved technology and a government drive to enhance its position in the global market.
For our cover interview, I speak to Eric Lauterbach, CEO and President of Peet’s Co ee in the United States (US), about driving organic growth and not fearing failure. When Lauterbach joined the Californian co ee roastery in 2010, it was a US$70 million grocery business. Today, it’s valued at more than $1 billion.
e CEO reveals the qualities he looks for in his team, the power in saying no to new products and trends that might not be right for a company, and the importance of leading with humility. As the US enters a new era under Trump, he looks ahead to the future of the industry and the company, and navigating new territory without knee-jerk reactions.
With the new President in o ce, more headlines on Trump’s relationship with the co ee industry are expected to follow. While it’s reported he doesn’t drink co ee himself, more than 60 per cent of the US population do, making the country the biggest importer with an 18.7 per cent share of global imports.
We’ll continue to watch what happens and report on any co ee-industry news you need to know about via our website. GCR
Kathryn Lewis Editor, Global Coffee
Report
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NEWS in brief
AFRICA
During the Coffee Awards and Recognition program at the Ethiopian Science Museum in October 2024, Prime Minister Abiy Ahmed said in the past fi ve years the country had doubled its annual coffee production from 500,000 tonnes to more than one million tonnes – despite suffering from what has been described as the worst drought in recent history.
In 2018, Ethiopian coffee export revenue was estimated at US$700 million. It jumped significantly to $1.4 billion in 2023, with aspirations to reach $2 billion this fiscal year.
Israel Degefa, CEO of Kerchanshe Trading, Ethiopia’s leading coffee producer and exporter, says the key drivers of this growth are government-led initiatives.
See page 16.
AMERICAS
When Eric Lauterbach joined Peet’s Coffee as the President of the Consumer Division in 2010, the Californian brand was a US$70 million grocery business. Fifteen years on, both Lauterbach and the company have grown: he’s now CEO and Peet’s has expanded to include 200 own-brand coffee bars across the United States (US) and is valued at more than $1 billion.
Naturally, the progress hasn’t always been linear. Since Lauterbach was promoted to COO in 2020 and then CEO in 2022, there’s been a global pandemic, market volatility, and a cost-of-living crisis to contend with, the combined result of which has drastically impacted consumers’ coffee habits. Yet despite these hurdles, the CEO has been able to achieve the goal he set himself upon taking on the role.
See page 10.
On 26 January, in retaliation to the Colombian government turning away American military planes carrying deportees, President Trump threatened a 25 per cent emergency tariff on all Colombian exports. Although the tariff threat was later rescinded, it sent ripples throughout the global coffee industry.
Colombia is the third largest coffeeproducing country in the world, behind Brazil and Vietnam. With approximately 30
per cent of the US’ coffee imports coming from this origin, the President’s decision sent coffee prices into mild fluctuation.
A week later, on 1 February, a 25 per cent tariff was imposed on imports from Mexico and 10 per cent on imports from China, to hold the countries “accountable to their promises of halting illegal immigration and stopping poisonous fentanyl and other drugs [from entering the country]”.
See page 20.
Opinion is changing on decaffeinated coffee and the younger generations are leading the charge. Recent research from Statista and Mintel suggests in North America
91,000 tonnes
India’s domestic consumption of green bean equivalent in 2023.
and the United Kingdom the popularity of decaf coffee is rising, especially among Generation Z and Millennials.
Erin Reed, Director of Marketing at Swiss Water Decaffeinated Coffee in Canada, says the company has witnessed a shift in perception.
“Decaf is finally coming into the mainstream, gaining respect from both coffee drinkers and roasters,” she says. “We conducted a study of 18- to 40-year-olds who drink decaf with some regularity (two or more times per week) and found the two prevalent reasons for consuming it were to improve sleep quality (50 per cent) and to reduce anxiety (50 per cent). Additional reasons include seeking more balanced energy throughout the day as well as a variety of physical health concerns.”
See page 34.
Max Milward, Senior Sustainable Sourcing Manager for Coffee at Fairtrade, says research has shown that Fairtrade initiatives significantly improve the financial
Joining Peet’s Coffee in 2010, Eric Lauterbach was promoted to CEO and President in 2022. Image: Lauren Segal.
wellbeing and resilience of farmers and their communities, particularly during times of hardship.
The report, titled Assessing the Impact of Fairtrade on Poverty Reduction and Economic Resilience through Rural Development, revealed higher earnings, be er safety nets, and increased savings for Fairtrade-certified farmers, with households in Peru earning 50 per cent more than their non-Fairtrade farmers.
Fairtrade farmers also registered an uptick in benefits across social wellbeing indicators, including gender equality and workplace safety and health, when compared with their non-Fairtrade counterparts.
See page 46.
ASIA-PACIFIC
Vietnam’s 2024-25 harvest is not even going to be close to average production. The sharp decline in yields on farms across the Central Highlands – home to at least 70 per cent of total Vietnam coffee output in an average crop cycle – are in best case scenario going to be down 10 to 20 per cent from the 2023-24 crop, according to growers and exporters.
“The new harvest is going to be small again because most of the growers have suffered from the drought and did not have good conditions for flowering, so there is very li le fruit on the trees,” Ho Quoc Huy, a small-scale grower with two hectares of coffee about 30 kilometres from Buon Ma Thuot, told Global Coffee Report during a visit in late September.
See page 30.
On 1 January 2025, the Centre for Monitoring Indian Economy reported Indian coffee exports had exceeded US$1 billion for the first time, with its value increasing by 29 per cent between April and November in the 2024 fiscal year. This news was a major milestone in the growth of the country’s coffee export industry, which has accelerated over the past fi ve years due to increasing global demand.
As India’s exports expand, so too does its domestic coffee industry. While traditionally a nation of tea drinkers, the almost 1.5 billion people that call it home are increasingly switching leaves for beans. The Coffee Board of India estimated that
in 2023 domestic consumption reached 91,000 tonnes of green bean equivalent, up from 84,000 tonnes in 2012.
Now the world’s seventh largest coffee producer – and fifth largest Robusta producer – India is one of the major players. See page 40.
The 12th instalment of Melbourne International Coffee Expo (MICE) takes place from 20 to 22 March, with coffee professionals from across the globe gathering in Australia to share ideas, solutions, and knowledge.
Each year, the international community convenes in Melbourne – the home of one
of the world’s most celebrated coffee cultures – at the Southern Hemisphere’s largest dedicated coffee tradeshow. Since it was established in 2013, MICE has grown organically to become one of the industry’s must-a end annual events. For years, the tradeshow has presented a unique opportunity to do business face to face – a racting more than 10,000 industry professionals and coffee enthusiasts from around the world, as well as a range of exhibitors from all areas of the supply chain. To reflect its role as a facilitator of collaboration and partnerships, for the 2025 event organisers have introduced the
In 2025, Indian coffee exports exceeded US$1 billion for the first time.
Image: Kelachandra Coffee.
Melbourne Coffee Festival, supported by leading equipment supplier Breville.
See page 50.
EUROPE
Throughout modern history, roasting equipment specialist Brambati has been integral to coffee’s journey from plant to cup, ensuring precision at each stage of processing.
As the company celebrates its 80th anniversary in 2025, President Fabrizio Brambati reflects on how the company has helped shape the global industry while navigating the ebbs and flows of war, political tension, and economic downturn.
He says eight decades of agility, resilience, and a focus on technological advancement combined with strong family values have been the key to longevity and have allowed the company to respond quickly to shifting market trends.
See page 24.
To address the challenge of producing consistent in-cup quality, in 2018 Franke Coffee Systems launched the Franke Coffee Competence Program. The global initiative was established to empower coffee businesses across the industry – from coffee shop chains to restaurants and convenience stores – with the tools, training, workshops, and expertise needed to consistently deliver in-cup quality.
While initially managed by Inga Schaeper, Coffee Competence Manager of Franke Coffee Systems and industry expert with more than 30 years of experience, the Program has since expanded its reach to meet the unique coffee cultures and preferences of different regions.
Recognising the diverse needs of coffee businesses worldwide, Franke has rolled out the Program to its regional Coffee Competence Managers. These experts are essential in adapting global
US$1 billion
coffee knowledge to the local nuances of their markets.
See page 28.
“Automated systems can streamline the coffee-making process, reducing the time and effort required from baristas. This is particularly beneficial in high-volume se ings, where speed and efficiency are essential,” says Axel Fähnle, Head of Marketing of WMF Professional Coffee Machines.
“When compared to traditional portafi lter machines, the WMF Espresso NEXT reduces the manual preparation steps for a cappuccino by up to 40 per cent. This leaves more time for customer contact, leading to significantly shorter waiting times and thus higher sales.”
See page 36.
The team behind the BibeCoffee device believe it can improve coffee quality by 23 to 26 per cent, leading to a noticeable increase in customer satisfaction. The device
measures flow meters, boiler temperature, and pressure. It also connects to the power board to get information directly from the coffee machine’s protocols.
What’s more, the device gathers power metrics, such as energy consumption, to provide a comprehensive overview of how a coffee machine is operating, with the data continuously monitored via a SIM card. This enables continual monitoring of the machine even if it’s moved to a different location.
See page 38.
In the past year, two prominent Italian coffee brands have partnered with wellknown sports car manufacturers. In June 2024, Lavazza signed an exclusive deal with Lamborghini, while in October the same year La Marzocco announced a partnership with Porsche Design, which saw the release of two exclusive Porsche x La Marzocco Linea Micra espresso machines and a matching La Marzocco Pico grinder.
For Carlo Colpo, Marketing
The estimated value of Peet’s Coffee in the United States.
Le Dinh Tu of Aeroco Specialty Coffee Farm says growing demand from the local market is adding increasing pressure on trade and exporters. Image: Maja Wallengren.
Communication Director and Brand Home Director of Lavazza Group, the luxury sports car brand was a natural companion for the coffee roaster.
“Automobili Lamborghini is an iconic brand that shares with us the same values of Italian heritage and excellence,” he says. See page 44.
New research from the Leibniz Institute for Food Systems Biology at the Technical University of Munich in Germany has come closer to concluding why there’s variation in how people perceive the bi erness of coffee.
The researchers first looked at mozambioside, a compound found in Arabica beans that tastes about 10 times more bi er than caffeine and activates two of the 25 bi er taste receptor types (TAS2R43 and TAS2R46) in the human mouth and the cells of other organs and tissue.
See page 58.
Axel Fähnle, Head of Marketing at WMF, says the advancement of espresso machines has been remarkable. Image: WMF.
growth POSITIVE
Peet’s Coffee CEO and President Eric Lauterbach on the power of saying no, not fearing failure, and building a growth-focused team based on humility and curiosity.
WHEN ERIC LAUTERBACH joined Peet’s Co ee as President of the Consumer Division in 2010, the Californian brand was a US$70 million grocery business. Fi een years on, both Lauterbach and the company have grown: he’s now CEO and Peet’s has expanded to include 200 own-brand co ee bars across the United States (US) and is valued at more than $1 billion.
Naturally, the progress hasn’t always been linear. Since Lauterbach was promoted to COO in 2020 and then CEO in 2022, there’s been a global pandemic, market volatility, and a cost-of-living crisis to contend with, the combined result of which has drastically impacted consumers’ co ee habits. Yet, despite these hurdles, the CEO has been able to achieve the goal he set for himself upon taking the role.
Organic growth
“As Head of the Consumer Business and COO, I was the person in charge of growth. When I reintroduced myself to the team as CEO, I made it very clear that I’m still here to continue growing the company,” Lauterbach tells Global Co ee Report. “I set the challenge of doubling the
BY KATHRYN LEWIS
business over the next ve years. We’ve continued to grow, maybe not at the pace we would have liked, but at a premium level that’s remained true to the brand.” is growth mindset is deeply rooted. When Lauterbach joined the company, Peet’s was known for its dark-roast co ee, but he could see consumer mindset was shi ing. If the business was to keep evolving, it needed to adapt and innovate.
“Our decision to launch a medium roast wasn’t popular with everyone. Some still thought of Peet’s as only a dark-roast company, but we could see that 50 to 60 per cent of the market favoured the lighter style,” he says.
“To continue expanding the brand and reaching new customers, we also knew we had to go beyond the grocery store. So, we expanded to customers such as Costco, expanded our licence store count in airports, and expanded Peet’s into co ee pods.”
What had to remain consistent, however, was the origins of the Peet’s Co ee brand, established in 1966 by Alfred Peet.
“Peet’s is a Berkeley company, and we didn’t want to change that. While we’ve improved how we bring co ee to the market – the roasting technology is
certainly di erent now than it was 30 years ago – but the way we source co ee, how we blend it, and the relationships we have at origin are foundational,” he says.
“Two weeks ago, the executive team was in San Sebastián, Guatemala, visiting a farm that Alfred Peet sourced co ee from 50 years ago, which we continue to work with to this day. You come back from those trips with a greater sense of appreciation and responsibility about what makes us di erent as a company.”
Continuing to work towards his growth goal, Lauterbach also believes pushing the team and the company outside its comfort zone is essential. Product innovation is a key part of this strategy, thus in 2022 a new leadership team was introduced to explore new store concepts.
“ ere’s a ne balance when introducing new products of what we have to do and what we don’t have to do,” he says.
“ ere are certainly some products I wish we hadn’t done. But, as with most things, it’s a case of trial and error. We can do our research and create a product that looks and tastes great, but sometimes when it reaches the shelves, nobody’s interested.”
In fact, Lauterbach believes as a leader failure shouldn’t be feared.
“I’m okay with failing on some of these projects. A mentor once said ‘errors of commission, not errors of omission’ and that’s something that’s stuck with me. We’re not going to get it right every time, but that’s better than doing nothing and hoping the same thing continues to work,” he says.
“For example, we’ve introduced a protein menu at our co ee bars. Some of the drinks are working well and others aren’t. But, the interesting part is exploring ideas of how we build new platforms to make us more appealing.”
Saying no is something the CEO is also comfortable with. While he appreciates that taking risks sometimes pays o , he believes trying everything competitors are doing isn’t the path to success.
“We’re getting better at saying ‘no’ to ensure we’re more focused and not scattered trying to do too many things,” he says.
Rising to the challenge
e increasing competition in the US co ee grocery space is one of the challenges Lauterbach has faced during his tenure at Peet’s Co ee. In the past decade, he believes Peet’s competition on the grocery shelves has grown by around 15 to 20 per cent.
“Competition is one of the biggest challenges we face. From a brand position, it’s important to be aware of what’s out there, but not feel the pressure to copy,” he says.
“Co ee is now promoted like toilet paper and other everyday essentials in that every week a di erent brand is o ering specials
and customers will make decisions in a matter of seconds. erefore, we must stand out from the crowd very quickly.”
Making the product pop o the shelf and ensuring the price is right is what Lauterbach believes makes Peet’s rise above its competitors.
“It’s a ght every week as grocers are under pressure on margins. We must continue to evolve our brand and packaging to meet consumer preferences, and then the price needs to be in the correct zone to continue to do right by our shareholders and bring new people to the brand,” he says.
One of Peet’s unique strengths, according to the CEO, is its multiple channels. With a company-owned café and franchised locations, as well as direct-to-consumer online sales, there are more opportunities to get the brand under the noses of new customers.
“Take someone travelling to San Francisco for the rst time, they’re walking through the airport, and they stop at a Peet’s co ee bar for a drink. A er discovering its distinctive taste, they recognise the brand at grocery stores or stop by if they pass another café location,” he says.
“ ese touchpoints are a real advantage and demonstrate that it pays o to be more consistent with your brand.”
While Lauterbach recognises that recent market volatility is an ongoing challenge for the entire co ee industry, he doesn’t believe in worrying about things out of his control.
“You can’t keep changing your prices every two weeks because of the C market,” he says.
Alfred Peet established the brand in Berkeley, California, in 1966. Image: Peet’s Coffee.
Peet’s Vitality Menu includes protein la es and immunity-boosting drinks.
Image: Peet’s Coffee.
“ e challenge we face is how do we remain relevant to consumers and make sure we are continuing to be premium but also a ordable. It’s a di cult balance, but ultimately, it’s about modernising the company and not being afraid of change.”
Leading with humility
While he’s led the company for almost three years, Lauterbach says he’s still learning about leadership every day. He believes one of the most important elements of his role is making decisions –and not being afraid to get them wrong.
“You have to keep making decisions and being okay with making the wrong one sometimes. If people are waiting for me to make a call on something, the company can freeze, so we have to keep rolling,” he says.
“ at being said, I can’t make every decision. I shouldn’t be in every meeting either. I have to create an environment where people have ownership.”
Having a great leadership team around him is another key to Lauterbach’s success.
“I’m not going to be an expert in everything, so our CFO, Head of Marketing, and Chief of Technology should be better at those roles than I am,” he says.
“I need to have people around the table who are going to challenge me with a di erent point of view. It’s especially useful when you’ve been at a company for 15
years because you can’t always see things as clearly and without bias as you once did.”
Another important lesson he’s learnt as CEO is that he shouldn’t always voice his concerns if something arises.
“If I mention that something bugs me to the wrong person, everyone might run o and try to resolve it. O en that’s not the best thing for the company and it misdirects our focus,” he says.
“Rather, a key skill of a good leader is knowing what is – and isn’t – critical at that moment. Being a good listener also helps you to understand what’s signi cant.”
When it comes to bringing new people into the company, trust, humility, and curiosity are the most important qualities Lauterbach looks for.
“If somebody has all the answers and doesn’t ask any questions, that’s not going to work with me. I want people who are curious and have humility. I want people that can take feedback and give good direction,” he says.
“When hiring executives, I want people who are going to attract people to come and work with them. We need active leaders to ensure Peet’s continues to evolve and innovate.”
Consumer evolution
Lauterbach knows that if the company wants to continue innovating, it must keep
up with evolving consumer preferences and trends. He predicts liquid co ee (cold brew, ready-to-drink beverages, and chilled co ee) will continue to dominate the industry over the next few years.
“Peet’s Co ee is of the size now that we can quickly test, learn, get products through to stores, receive feedback, and then bring them to market a little faster. is puts us in a position to react quickly to these trends,” he says.
“A good example is our Ultra Co ee Concentrate, which we launched directly on our own website instead of waiting for grocery so we could tap into those consumer moments quicker.”
Fresh from the origin trip to Guatemala, sustainability and the future of the co ee industry are also top of mind for Lauterbach and the wider team at Peet’s Co ee.
“We need to ensure we’re continuing to contribute to sustainability and understand how to get productivity out of our countries of origin so they can continue to produce great co ee. It also still needs to be economically viable for the farmers,” he says.
“ erefore, Peet’s Co ee will continue to invest in the future of co ee from a science and agriculture perspective. Without the beans we will have nothing to put onto the shelf.”
GCR
Peet’s Roast Master Doug Welsh on a trip to origin in Guatemala. Image: Peet’s Coffee.
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Against the odds
Global Coffee Report explores the coffee origins where production is booming despite industry-wide climate challenges.
THE GLOBAL COFFEE industry is facing a shared challenge as the climate changes. But while setbacks in major producers such as Vietnam and Brazil have driven prices sky-high in recent months, some regions are defying the odds.
Global Co ee Report highlights the countries where production is ourishing, and explores the initiatives driving this success and the growing sentiment that co ee’s future is as strong as ever.
Heart of specialty coffee
Co ee is a critical sector for Colombia. It’s one of the main contributors to the country’s GDP, with approximately 560,000 families depending on co ee cultivation and about 2.5 million people employed.
Like many other co ee-growing regions, the country is facing climate challenges.
Yet, in 2024, Colombian co ee crop yielded 14 million 60-kilogram bags – a 23 per cent increase compared to the previous year’s production.
According to German Bahamon, CEO of the Colombian Co ee Growers Federation (FNC), in 2024 the Colombian crop’s value totalled more than 14 trillion pesos (US$3.14 billion).
“I think it’s very important to understand that we’re facing the same climate change conditions that everyone else has been experiencing,” he says. “Although the climate conditions we experienced over the past 12 months have been favourable, climate variability remains a challenge.
“We had good conditions last year. Our co ee plants need to go through both hydric stress and sunshine, with a period of rain, which occurred well.”
Bahamon explains the increase in Colombian co ee production is due largely
to improved pest controls and adaptations to climate change. He says the country’s growers are transitioning to climateand pest-resilient varieties, developed and provided by FNC’s National Co ee Research Center (Cenicafé).
“Eighty-seven per cent of our co ee plantations are using varieties developed by Cenicafé. ey’re developed with speci c traits to make the plants more resilient to climate change, pests, and diseases,” says Bahamon.
“ e varieties are not F1 hybrids; they’re F5 varieties, which means it takes 20 years to develop one [variety].”
At the FNC, each farm is geolocated, allowing for precise tracking of the varieties planted. is detailed mapping supports replanting initiatives and helps increase the number of new, resilient varieties being cultivated.
“In 2024, for example, we replanted
In 2024, Colombian crop value totalled more than 14 trillion pesos (US$3.14 billion). Image:
90,000 hectares, which represents around 11 per cent of the total co ee plantation area. is replanting e ort ensures we have new, robust co ee plants that will help increase yields in the future,” says Bahamon.
“By continuing to develop better co ee varieties, we are not just helping farmers – we’re also contributing to broader economic and social development in Colombia’s rural communities.”
What’s more, in 2024 the FNC allocated funds and o ered subsidies to provide co ee farmers with credits to enhance their fertilisation practices in partnership with national, regional, and local governments.
“ rough our stations and services, we provide farmers with the necessary knowledge to apply the right fertilisation at the right time,” he says.
As the world’s third-largest co ee producer trailing only Brazil and Vietnam, Colombia will continue to focus on steadily increasing output while maintaining the quality of its commodity brand, Café de Colombia.
“We will continue to focus on quality as our main pillar, and this is why we invest heavily in agricultural practices to ensure our farmers grow the best co ee possible,” he says.
Bahamon says the FNC is focusing on expanding the reach of its unique commodity by tapping into new key markets.
“We know Café de Colombia is very well-received globally, with demand growing in regions like Europe, the Middle East, Japan, and even China. Our proximity to North America has made us a strong partner in that region,” he says.
“We’ve built solid relationships with partners in the United States over these 97 years. at said, we’re not just focusing on North America, but we are looking to expand in places like the Middle East and China where demand is rising steadily. We want to continue being that reliable partner and grow our presence internationally.”
Bahamon explains the FNC’s immediate goal is to position Colombia as a dependable source of co ee in the global market.
“We’re the only country in the world with an organisation like the FNC, which oversees every co ee farmer in the country. We’ve been doing this for almost a century and it’s now part of the DNA of Colombian agriculture,” he says.
“By continuing to develop be er coffee varieties, we are not just helping farmers –we’re also contributing to broader economic and social development in Colombia’s rural communities.”
German Bahamon CEO, COLOMBIAN COFFEE GROWERS FEDERATION
Cultural pillar
In Ethiopia, co ee is also a major pillar in the economy, especially as a foreign currency generator. It is the leading agricultural export crop, and over the past ve years its contribution to the economy has grown signi cantly.
Culturally, co ee is integral to Ethiopian identity, especially in rural areas. Co ee ceremonies are a social tradition, in which people gather, drink co ee, and share ideas. Rural households typically brew co ee three times a day, with each round o ering nine cups. And in recent times, urbanisation has driven a surge in domestic consumption.
is growth, combined with rising export revenues, has led to co ee transitioning from a local staple to a valued export product. Today, co ee is considered a cornerstone of the Ethiopian economy, with Prime Minister Abiy Ahmed citing the commodity as not just an economic driver, but rather the “foundation of [the country’s] culture and identity”.
During a Co ee Awards and Recognition program at the Ethiopian Science Museum in October 2024, Prime Minister Ahmed said in the past ve years the country has doubled its annual co ee production from 500,000 tonnes to more than one million tonnes – despite su ering from what has been described as the worst drought in recent history.
In 2018, Ethiopian co ee export revenue was estimated at US$900 million according
German Bahamon, CEO of the Colombian Coffee Growers Federation. Image: FNC.
to Prime Minister Ahmed. It jumped signi cantly to $1.4 billion in 2023, with aspirations to reach $2 billion this scal year.
Israel Degefa, CEO of Kerchanshe Trading, Ethiopia’s leading co ee producer and exporter, says the key drivers of this growth are government-led initiatives.
e current government has implemented the Green Legacy Initiative, an agriculture development policy mainly focusing on co ee, tea, and cereal crops.
“Co ee was identi ed as one of the key cash crops and the government has been investing in di erent co ee-growing regions, expanding co ee-growing areas, planting more co ee seedlings, and replacing old co ee trees with new ones,” says Degefa.
“ ere have been several projects and programs, and I think the results are starting to show this year, with continued growth expected next year. Since the government introduced agricultural incentives, we’ve established additional farms and are focusing on higher productivity and premium co ee production. Some of these areas have already started producing co ee this year.”
e Green Legacy Initiative, which was established in 2019 with a goal of planting 20 billion seedlings nationwide, exceeded
this target in 2023 by ve billion.
Degefa says the goal for the Ethiopian co ee sector as laid out by the government is to export more than one million metric tons of co ee, which would mean total
production will reach around two million metric tons, since domestic consumption constitutes more than 50 per cent.
In addition to the Green Legacy Initiative, the government has made it easier for farmers to access agricultural tools such as irrigation systems, tractors, and harvesters, which are now duty-free.
ey’re also o ering cheap loans to support agricultural development.
For Kerchanshe Trading, Degefa says the company’s farms have seen even greater growth than the government’s target. It works with more than 56,000 out-grower farmers who supply exclusively to the company. At the same time, Kerchanshe operates more than ve of its own farms, four of which are fully mechanised and irrigated with a direct irrigation system.
“Our farms are very di erent from the government’s traditional methods. We don’t rely on rain-fed farming, instead we use fully irrigated farms with a higher density of co ee trees,” says Degefa.
While traditional methods usually entail planting 1200 shaded trees per hectare, Kerchanshe Trading plants between 5500 to 10,000 trees per hectare with no shade on its irrigated farms. is has led to a yield approximately four or ve times greater than the government’s target.
Degefa explains the Government has also removed currency exchange controls and introduced incentives, which has
Colombian growers are transitioning to climate- and pestresilient varieties. Image: FNC.
Israel Degefa, CEO of Kerchanshe Trading. Image: Kerchanshe Trading.
signi cantly improved the export sector.
“ ey’ve also allowed exporters like us to use 50 per cent of our currency earnings for our own operations, which is an incentive.
e currency is now market-driven, which is a major improvement over the previous system, where we faced signi cant challenges,” he says.
Finally, the Government is also working towards e cient logistics and agricultural innovation, including a railway dedicated to co ee and other agricultural exports that helps move cargo more easily to the port.
The genetic key?
Yemen has emerged as an underdog in the global co ee supply chain, with the appeal of Yemeni co ee extending beyond its unique and eclectic avour pro le.
While co ee origins worldwide face reduced output due to extreme climate events, Yemen’s co ee trees are thriving in one of the planet’s driest climates, with some of the lowest annual rainfall globally.
According to some experts, the solution to climate-proof co ee lies in the plants’ genetic makeup.
As climate concerns threaten global co ee supplies, the importance of genetic diversity
“Coffee was identified as one of the key cash crops and the government has been investing in different coffee-growing regions, expanding coffeegrowing areas, planting more coffee seedlings, and replacing old coffee trees with new ones.”
Israel Degefa CEO, KERCHANSHE TRADING
has never been greater. Yemen, one of the most genetically diverse co ee-growing regions, may hold the key to co ee’s future.
At least 60 per cent of wild Arabica
species are threatened with extinction because of climate stress due to their low genetic diversity. Faris Sheibani of United Kingdom-based Qima Co ee is working alongside the research community to decipher the genetic variety of co ee trees.
e next step will be to examine their attributes such as quality, climatic resilience, pest resistance, and disease tolerance, followed by climate-centric breeding programs backed by the Yemeni Government.
“ ere’s a lot of genetic material diversity in Yemen that can be utilised for the bene t of the 12.5 million co ee growing farms in the world,” says Sheibani. “ ey can be used for the bene t of other farmers who are facing the extinction of the crops because of climatic stresses.”
e amount of co ee produced in Yemen is di cult to verify due to a thriving black market, but the latest gures from the Ministry of Agriculture and Irrigation report an annual production of 20,000 tons.
Sheibani believes there is much potential in Yemen’s centuries-old co ee-farming culture as the world faces ongoing climate issues.
GCR
Yemen is one of the most genetically diverse coffee growing regions in the world. Image: Qima Coffee.
Trade, tariffs, and turbulence
US President Donald Trump has just begun his term and has already threatened tariffs on two key coffee origins. What might his presidency mean for roasters and the wider coffee industry?
WITHIN HIS FIRST TWO weeks back in the White House, President Donald Trump has threatened to impose import tari s on Colombia and Mexico, two of the United States’ (US) largest import co ee markets. Taking into account these early political moves, what could be in store for the global co ee industry for the remainder of Trump’s term?
On 26 January, in retaliation to the Colombian government turning away American military planes carrying deportees, President Trump threatened a 25 per cent emergency tari on all Colombian exports. Although the tari threat was later rescinded, it sent ripples throughout the global co ee industry.
Colombia is the third largest co eeproducing country in the world, behind Brazil and Vietnam. With approximately 30 per cent of the US’ co ee imports coming from this origin, the President’s decision sent co ee prices into mild uctuation.
A week later, on 1 February, a 25 per cent tari was imposed on imports from Mexico and 10 per cent on imports from China, to hold the countries “accountable to their promises of halting illegal immigration and stopping poisonous fentanyl and other drugs [from entering the country]”.
Mexico’s co ee production in 2023-24 was estimated at 3.86 million 60-kilogram bags, with 1.33 to 1.46 million 60-kilogram bags exported to the US. A tari would be hugely detrimental to Mexico’s co ee market, as the US is its primary destination receiving around 50 to 55 percent of the country’s total co ee exports.
e co ee market has experienced some volatility alongside these touch-and-go policies, with Arabica co ee futures trading at US$3.84 as of 4 February – a 21 per cent increase over the past month and more
than a 100 per cent jump compared to a year ago.
However, the impending tari s did not cause this increase – poor weather conditions in key origins such as Brazil and Vietnam led to a market surge in late 2024, and prices have been steadily increasing since. But what impact could introducing uncertainty into an already volatile market have on the US market and the broader global co ee industry, and how can players along the supply chain – particularly smaller to mid-size roasters – navigate these challenges?
Whether or not a tari is imposed, co ee prices remain high and are likely to keep rising. Resilience will be key in weathering any potential political storms ahead.
Uncharted waters
Michael Meates, Founder of New York-based consulting rm Day For It Hospitality, specialises in supporting small businesses and expects at least some supply chain instability.
“ e instability of the current political situation in the US makes it hard to predict anything in the market. It’s uncontrollable,” he says.
“ e threat of the emergency tari on Colombian imports was just a threat. But what happens if one day it does go through?”
He explains that if a tari were to come into play, roasters will have to quickly adjust their strategies. ey’ll need to pivot their sourcing from one origin to another, with agility and speed to stay a oat.
Strategies could include diversifying sourcing origins and shi ing to countries that are not subject to tari s. Roasters, for example, would need to stay informed about the evolving market conditions and potentially form new partnerships with importers who can source co ee from these alternate regions.
Product o ering adjustment could provide a less expensive alternative to o set the costs of rising prices – this may entail blending lower-cost beans with higherquality ones to try and maintain a premium avour pro le.
“From both a producer and green co ee buyer’s perspective, as well as from the roaster’s side, they just need to be more attentive. ey need to be checking daily on what’s going on, staying informed so they know if prices shi . You can lock in prices at a certain rate if they change, but until things come in, there’s no need to pivot prematurely,” says Meates.
“As much as you’d like to predict what’s coming, you won’t be able to. It’s too
Michael Meates, Founder of Day For It Hospitality. Image: Michael Meates.
FEATURE COFFEE AND TRUMP
sporadic and it’ll happen suddenly. A lot of people lock in their prices well in advance, but it’s about the next lots, what’s coming up, and how to navigate that.”
e real impact, according to Meates, will be felt most in the a ected origin countries where smaller producers may struggle. e primary impact will not be on the larger players but rather on the smaller entities, such as micro-lot producers, independent green buyers, and companies focused on direct sourcing or farm-to-cup models.
“It’s the small farmers who’ve fought for years, navigating cartel control and trying to become self-su cient. ese farmers aren’t wealthy by any means, but they’re doing well by their standards, providing for their communities and building a future for the next generation,” says Meates.
“ en, when something like this happens and they’re told they can’t sell
“As much as you’d like to predict what’s coming, you won’t be able to. It’s too sporadic and it’ll happen suddenly.”
Michael Meates FOUNDER, DAY FOR IT HOSPITALITY
their co ee to the biggest economy in the world, it’s incredibly di cult and it’s out of their control.”
While the world has seen President Trump’s leadership style before, his use of tari s as leverage was not as frequently
used during his previous term, making trade predictions and market implications more di cult to forecast.
“He didn’t use these kinds of tactics before. I think he’s coming at it from a di erent angle now, especially in relation to immigration,” says Meates.
“He did come out with some extreme statements last time, but now, it’s more like he’s coming in with authority and trying to set a precedent.”
e impact of tari s extends beyond the bean, with countries such as China now in the ring line. Companies that rely on Chinese manufacturers for equipment may face higher costs due to tari s on these imports, making products such as co ee roasting machines, grinders, and brewing equipment more expensive.
What’s more, co ee packaging and accessories, including items such as bags, labels, and materials, are frequently sourced from China. e rise in costs for these
The US accounts for about 50 to 55 per cent of Colombia’s total coffee exports. Image: Gonzalo Aragon/shu erstock.com.
goods may lead to higher operational expenses for roasters and café owners, with small roasters being particularly a ected as they o en depend on more a ordable equipment and packaging.
“It’s not just about co ee itself, it’s everything that comes with it. For example, co ee bags that come from China, all the materials and components – it’s not just about wholesale co ee and retail production. ere are a lot of pieces involved,” says Meates.
Hypothetically, he explains this will have the greatest e ect on the smaller to midsize players.
“ e big guys o en have their own farms, or they’re part of groups that own both farms and co ee shops. So it all ties together. Some people have locked in contracts well in advance, but others just own the farms outright,” says Meates.
“I think independent and smaller roasters, who were already struggling with thin margins, will feel the squeeze. You really don’t want to keep increasing prices, but if that’s the only way to stay a oat, you have to do it.”
Meates explains the tari s may have more of an e ect on mass consumption culture in America, as specialty co ee is not as mainstream as its United Kingdom or Australian counterparts.
“ e margins in mass consumption are huge. Co ee education is growing here, but the US is still about 20 to 30 years behind countries who are leaders in specialty co ee.
On the espresso side, the quality bean experience – what we’d consider a premium experience – is still a small percentage of the market,” he says.
While larger chains may have some exibility due to their scale, by locking in bulk contracts or sourcing directly from farms, smaller operators in the mass consumption market lack those advantages. ey’re more exposed to market uctuations and face higher risks of customer churn if prices rise.
Consumers in this segment are considered to be more price-sensitive, and even modest price hikes could push them to switch to cheaper alternatives. So, for mass consumption brands, the cost of rising co ee prices doesn’t just hit the bottom line, it risks eroding their customer base especially if price increases aren’t managed carefully.
Stay calm
Eric Lauterbach CEO and
President of
Peet’s agrees, saying a certain degree of
“The temptation might be to immediately raise prices or make other quick moves, but that’s not the right answer. The real question is: how do companies respond in a way that makes sense for the long term?”
Eric Lauterbach CEO AND PRESIDENT, PEET’S COFFEE
unpredictability is expected in the market, but it’s important to carefully assess the situation rst.
“Co ee has been pretty stable for a long time, but I think it’s going to get much
more unpredictable,” says Lauterbach.
“But, before reacting in the moment, it’s crucial to think through contingencies.”
Lauterbach says Colombia is a major source for Peet’s, accounting for approximately 14 to 15 per cent of its purchases, and when occurrences such as the threat of emergency tari s arise, everything can change overnight.
“ e temptation might be to immediately raise prices or make other quick moves, but that’s not the right answer,” he says.
“ e real question is: how do companies respond in a way that makes sense for the long term?”
With the unpredictable nature of international trade and the potential for further tari s to impact the co ee industry, Lauterbach says companies will need to carefully navigate the shi ing landscape as they identify a response that makes sense for them.
“It’s important to stay exible and stick to your principles. At the end of the day, everything the co ee industry sells is imported,” he says.
“But we’ll continue developing ways to produce here in the US and create jobs as we stay on top of the shi s.” GCR
Eric Lauterbach, CEO and President of Peet’s Coffee. Image: Lauren Segal.
Precision in perpetuity
Brambati’s President on 80 years of leadership in coffee processing, navigating the challenges of the 20th century, and how it stays ahead of the curve.
THROUGHOUT modern history, roasting equipment specialist
Brambati has been integral to co ee’s journey from plant to cup, ensuring precision at each stage of processing.
As the company celebrates its 80th anniversary in 2025, President Fabrizio Brambati re ects on how the company has helped shape the global industry while navigating the ebbs and ows of war, political tension, and economic downturn.
He says eight decades of agility, resilience, and a focus on technological advancement
combined with strong family values have been the key to longevity and have allowed the company to respond quickly to shi ing market trends.
is agility can be found at every turn of the company’s history, but most notably at its origins.
Francesco Brambati founded the business in 1945, shortly a er World War II, initially focusing on wheat mills and manufacturing plants for the milling industry.
As the number of mills declined, Francesco identi ed new opportunities and
pivoted towards handling raw materials, starting with our and semolina. Over time, the business expanded to include a range of products such as beans and sugar, before eventually entering the co ee industry.
Now in its third generation, Fabrizio and his cousin, Vice President Andrea, are at the helm, still deeply involved in the broader food industry by providing systems for raw material handling, biscuit production, and snack foods. However, co ee processing remains a core element of the business.
Fabrizio notes that the company’s
Images: Brambati.
Brambati was founded in 1945, shortly after World War II, initially focusing on wheat mills and manufacturing plants for the milling industry.
generational ties have been an asset in its overall success as well as creating strong relationships with both employees and customers.
“Being a family business, the biggest advantage we have is that decisions are made quickly: we’re all aligned with the same goals, which helps us move forward in a clear direction. e close relationships we have with our team and customers also creates a shared sense of purpose,” he says.
“It feels as though we’re all working together, and it creates a strong team spirit.”
e company’s international journey began with the second generation of Brambati, led by Fabrizio’s father and uncle.
“In the late 1960s and early 1970s, we expanded beyond Italy, particularly into the North America, and Central and South America,” says Fabrizio.
In the early 1990s, due to political instability and import taxes in several markets, the company shi ed its focus east, targeting regions such as the Middle East, Asia, and Russia. is strategic pivot has since proven invaluable, allowing Brambati to tap into these emerging markets today.
“Nowadays, these markets, especially Asia and the Middle East, are some of our most important, though Europe remains a signi cant part of our historical market,” says Fabrizio.
“Currently about 80 per cent of our products are for export, and we have branches outside of Italy, including in Melbourne, Australia, and Chicago, United States. But the main production and manufacturing still happens in Italy.”
More recently, the company’s diversi cation in the broader food industry has allowed it to adapt to challenges such as the uctuations in the cost of green beans.
What’s more, Brambati’s commitment to research and development (R&D) keeps it in the vanguard as it constantly identi es opportunities to improve e ciency, reduce costs, enhance emission control systems, and tailor its solutions to meet the speci c needs of each client.
“Every year we invest heavily to ensure our technology stays ahead of the curve,” says Fabrizio. “We’ve managed to stay competitive by investing in R&D and maintaining exibility in our systems, with every plant and machine we design tailored to the needs of the customer.”
He explains that a machine sold in Canada might di er from one sold in North Africa or the Middle East, due to di erent market requirements and conditions.
“ is exibility has allowed us to work
across the globe, regardless of local challenges,” he says.
Brambati’s longevity is driven by producing 100 per cent of its projects in-house, ensuring quality, innovation, and full control over every stage. is approach is designed to deliver seamless customisation, adaptation to market needs, and independence from external suppliers.
“Everything is manufactured in-house, from the mechanical parts to the control systems, including the so ware that manages the installations,” says Fabrizio.
As such, Brambati has helped drive the industry forward with its technological advancements. is includes being among
the rst to innovate with new drum shapes and the use of stainless steel for roasting systems as well as leveraging the company’s wheat milling origins to propel co ee grinding forward.
“We have also made advancements in grinding technology, especially with microgrinding using roller grinders. is was a huge leap forward, particularly since we came from the wheat milling background,” says Fabrizio.
anks to its commitment to R&D, he says Brambati’s control systems have become increasingly user-friendly over the years. Today, the company’s machines provide real-time data on performance,
Brambati’s commitment to R&D has kept it ahead of the curve for 80 years.
with preventative so ware to help avoid potential issues before they arise.
“ is ability to predict and prevent problems has been a signi cant advancement and helps our clients maintain smooth operations with minimal disruptions,” says Fabrizio.
As technological development accelerates and sustainability becomes a key focus, the company is committed to staying ahead with a focus on alternative energy sources for its systems to improve e ciency and sustainability.
“Sustainability is a big focus for us, and we’ve been integrating it into our processes for the past few years. It’s not just about being more eco-friendly, but also improving the e ciency of our production,” he says.
“As we look to the future, we’ll continue to invest in technology, e ciency, and sustainability, and we hope to nd alternative energy sources for our systems.
“It’s been incredibly rewarding to see the company evolve over the years, and the satisfaction of seeing customers happy with our products is what drives us.”
Fabrizio Brambati PRESIDENT, BRAMBATI
We want to stay ahead of industry trends and keep pushing the boundaries of innovation.”
For Fabrizio, his time as President is de ned not by a single achievement but by
the company’s steady growth and evolution over the years.
“It’s been incredibly rewarding to see the company evolve over the years, and the satisfaction of seeing customers happy with our products is what drives us. I take pride in the long-standing relationships we’ve built with customers – some have been with us since my grandfather’s time,” he says.
“To see the company grow, expand into new markets, and increase its presence worldwide has been a huge accomplishment.”
In October 2025, Brambati will mark its 80th anniversary at HostMilano in Italy, celebrating with the global industry and showcasing eight decades of innovation and resilience. GCR
For more information, visit brambati.it
Brambati was among the first to innovate with new drum shapes and the use of stainless steel for roasting systems.
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Beyond beans and machines
Franke Coffee Systems details its Coffee Competence Program, designed to empower people to craft the perfect cup of coffee – every time.
PREPARING A GREAT cup of co ee
is both an art and a science – it demands more than just quality beans or a state-of-the-art co ee machine.
e team at Franke Co ee Systems believe the secret lies in the seamless blend of advanced technology and profound co ee expertise, a combination that can ensure every cup is an unforgettable experience.
In this quest for the ultimate brew, what’s o en overlooked is how the growing co ee knowledge among consumers is reshaping their expectations for out-ofhome experiences. Today’s co ee drinkers are more informed than ever before, o en familiar with terms like grind size, brewing methods, and milk alternatives.
According to Franke, this means they demand the same level of quality from their local co ee shop or restaurant as they might achieve with their home co ee machine. is heightened awareness requires operators not only to deliver premium co ee but also leverage advanced solutions to meet these expectations consistently.
The challenge of consistency
For many, delivering consistent, highquality co ee beverages across multiple
outlets is no easy task. e potential impact on co ee quality throughout the processing chain is immense. All the core parameters of co ee brewing – grind dosage, water temperature, brewing pressure, and tamping – as well as the interaction between the roasted co ee and the machine, and the hygiene knowledge of the sta , have a profound in uence on producing the perfect cup every time.
e Allegra Project Café Europe 2024 study into the European co ee shop market demonstrated the signi cance of consistent quality standards. For example, when asked to rank key factors in determining a high-quality co ee experience, nearly 80 per cent of respondents in France identi ed consistent beverage standards as the most important element. While preferences slightly vary by country, the research highlights that customers value reliability in their co ee experience. Nevertheless, many co ee shop chains struggle to maintain consistency across their locations.
Franke says challenges include machines being set incorrectly, beverages that don’t align with customer expectations, and sta unfamiliar with the nuances of co ee preparation. A poorly calibrated co ee
machine can diminish even the nest beans, while an improperly trained team can leave customers unimpressed. ese challenges demand a thoughtful and comprehensive approach.
us, how can technology and in-cup quality be paired to produce the best co ee every time? is question drives Franke Co ee Systems’ mission to combine cutting-edge innovation with unparalleled co ee knowledge.
Coffee Competence Program
To address this challenge, in 2018 the company relaunched the Franke Co ee Competence Program. e global initiative was established to empower co ee businesses across the industry – from co ee shop chains to restaurants and convenience stores –with the tools, training, workshops, and expertise needed to consistently deliver in-cup quality.
While initially managed by Inga Schaeper, Co ee Competence Manager of Franke Co ee Systems and industry expert with more than 30 years of experience, the Program has since expanded its reach to meet the unique co ee cultures and preferences of di erent regions.
Images:
Franke Coff ee Systems.
Franke Coffee Systems’ Coffee Competence Program is designed to empower businesses across the industry.
Recognising the diverse needs of co ee businesses worldwide, Franke has rolled out the Program to its regional Co ee Competence Managers. ese experts are essential in adapting global co ee knowledge to the local nuances of their markets, and advising on customisable co ee and milk beverages according to national consumer preferences and culture.
For example in China, where preferences lean towards innovative specialty drinks and teas, the focus is on ensuring versatility and precision to meet these diverse demands.
“Co ee culture is evolving around the world, and so are the expectations of co ee lovers. To meet these demands, our partners and customers must secure the best in-cup quality, day a er day, cup by cup,” says Schaeper.
Combining innovation and expertise
e team at Franke believe the heart of this approach is the integration of advanced technology with deep co ee competence.
Each of its fully automatic co ee machines is pre-set with beverage menus designed to meet up to 80 per cent of customer demands instantly. Before they’re launched, the machines are meticulously calibrated and tested to ensure settings match the unique requirements of co ee business owners and their customers.
“Consistency isn’t just about technology: it’s about understanding what the customer wants and ensuring the machine delivers it every single time,” says Christof Feichtinger, Franke Co ee Competence Manager for Germany and Austria.
To ensure customers get the best out of its machines, Franke o ers a series of training modules to emphasise practical relevance and participant engagement. For example, the iQFlow Taste Pro ling Workshop allows participants to experience the technology rsthand, apply it themselves, and evaluate the results in a joint tasting session.
Franke also runs similar training internally, ensuring its sta and technicians are well equipped to handle any issues that may arise.
“Our service technicians don’t just install and repair machines, they’re equipped to perform sensory evaluations to ensure everything is working perfectly,” says Schaeper.
To stay ahead of evolving trends, the team at Franke’s headquarters in Switzerland regularly exchange insights with their network of representatives across the world.
Gage Johnston, Co ee Competence
Manager for the Americas, highlights the popularity of chilled beverages in North America.
“We are committed to meeting the rising demand for iced and avoured co ee drinks by tailoring our machines and menus to ensure the exceptional in-cup quality our customers expect,” he says.
However, in the Asia-Paci c region, Yan Peng, Co ee Competence Manager for APAC, believes the rise of specialty drinks is signi cant.
“In the APAC region, where preferences range from traditional milk teas to cuttingedge specialty drinks, our approach is to bridge these diverse needs through training and precision technology,” he says.
Using this crucial feedback, the Franke experts work collaboratively to develop both standard and bespoke co ee recipes, leveraging their diverse professional experiences to deliver results.
As an example, a leading supermarket chain faced challenges with inconsistent in-cup co ee quality, cleaning discipline, and beverage menu alignment across its locations. To address these issues, Franke organised a workshop bringing together representatives and service partners.
e Co ee Competence team implemented a uni ed master recipe le to standardise beverage quality, with adjusted recipes for improved taste pro les, and introduced a quality control and cleaning process across its stores.
e team report that these changes
reduced dispensing times without compromising quality, streamlined operations, and enhanced customer satisfaction, positioning the chain to expand its co ee o erings con dently.
Shaping the future
With innovation at its core, Franke aims to in uence the future of co ee. From the development of digital products to the ongoing re nement of beverage menus, the company continually strives to elevate in-cup quality. Solutions like iQFlow, developed to deliver optimal and consistent extraction and individual taste pro ling, open up possibilities for personalisation.
“For food and beverage managers, partnering with Franke means going beyond the ordinary to achieve extraordinary co ee experiences. With a unique blend of technology and co ee competence, customers can enjoy the best co ee, everywhere, every time,” says Schaeper.
“Franke Co ee Systems o ers a wealth of expertise in a range of added-value services, including research and in-house training, all designed to help businesses deliver exceptional in-cup quality co ee tailored to their speci c audiences.” GCR
For more information, visit coffee.franke.com
Franke offers a series of training modules to emphasise practical relevance and participant engagement.
Vietnam’s harvest headache
The latest coffee harvest in the world’s second largest growing country is suffering damage from erratic weather. From drought to typhoons, the effects of climate change have hampered production in the Southeast Asian giant.
BY MAJA WALLENGREN
VIETNAM’S 2024-2025 co ee harvest might be in trouble. Stretched over more than 500 kilometres, from the southern-most point of the co ee province of Lam Dong through Dak Lak to the northern most point of Gia Lai, the country’s top-growing region of the Central Highlands has long been an example to follow for its high yields. e 2024-25 harvest is not even going to be close to average production. e sharp decline in yields on farms across the region – home to at least 70 per cent of total Vietnam co ee output in an average crop cycle – are in best-case scenario going to be down 10 to 20 per cent from the 2023-24 crop, according to growers and exporters.
“ e new harvest is going to be small again because most of the growers have su ered from the drought and did not have good conditions for owering, so there is very little fruit on the trees,” Ho Quoc Huy, a small-scale grower with two hectares of
co ee about 30 kilometres from Buon Ma uot, tells Global Co ee Report during a visit in late September 2024.
“ e drought was very bad for the owering for the new 2024-25 crop because the co ee trees were already weak a er the drought last year. When our family farm was hit by drought again this year most of the owers died,” says Tina Trinh, another smallholder grower in Dak Lak.
During the 2023-24 cycle, drought and severe dryness during owering caused widespread damage to yields in Vietnam’s growing regions. is damage was further aggravated ahead of owering for the 2024-25 crop due to the continuing El Niño weather phenomenon, which is known to cause above-average temperature resulting in reduced rains, extreme dryness, and drought. In December 2023, El Niño struck Vietnamese co ee regions for the second year in a row with drought that lasted until April 2024. is not only caused excessive dryness but was also paired
with an extreme heatwave.
“A er the drought, we got the very hot weather that burned the leaves and le most of the trees defoliated,” says Trinh. “Now, the trees have at least 20 or 30 per cent less fruit than we had in the last crop.”
Exemptions are few and far between.
Driving hundreds of kilometres across the top co ee province of Dak Lak, a large majority of trees only have crop on the bottom third of branches. e upper third and middle of the trees have so little crop that the new cherries with beans for the 2024-25 harvest can be counted on one or two hands.
Travelling more than 300 kilometres from Dak Lak to Vietnam’s second largest co ee growing province of Gia Lai, farm a er farm continues to reveal two-thirds of branches with zero fruit.
Growers across the two provinces say yields are down 30 to 50 per cent from initial expectations for a small recovery from the last crop, but which now is being
Images: Maja Wallengren.
Vietnam’s
con rmed as the 2024-25 harvest set to come in 10 to 20 per cent below the last crop.
Miraculously, even though most of the worst hit trees were le wilted and without foliage a er the drought and extreme heat, the trees did not die. However, they didn’t recover in time for the owers to develop into fruit-set or the bean formation period that follows.
“ e good news is the trees did not die, but the impact has been so bad that the co ee farms cannot recover in full for another two crop cycles. erefore, even if we are able to see some recovery by the 2025-26 harvest, a full recovery will not be possible until the 2026-27 crop and that still depends on getting good weather,” says Le Dinh Tu of the Aeroco Specialty Co ee Farm, located in the Cao anh village about one hour from Buon Ma uot, Vietnam’s co ee capital.
“See these branches here, there is no fruit,” says Tu, pointing to the sad sight of many trees on his farm with little or no new
“The new harvest is going to be small again because most of the growers have suffered from the drought and did not have good conditions for flowering, so there is very li le fruit on the trees.”
Ho Quoc Huy SMALL SCALE GROWER FROM BUON MA THUOT
cherries on branches. “ is is the direct impact of the drought and the heat, because even in the farms that have irrigation the drought was so bad there was no water
available to use. While the trees did not die, the leaves still dried and fell o .”
Because of the widespread defoliation of trees across the country’s co ee regions, tree agronomy forces the little owering that survived the extreme weather to produce new leaves in order for the tree to survive. is results in even less owering for fruit for the new crop.
VICOFA, Vietnam’s o cial Co ee and Cocoa Association, said the 2023-24 harvest ended down 20 per cent at 24.5 million bags, one of the smallest crops in the past 10 years. With drought preventing recovery for a second year in a row, the 2024-25 harvest is now projected to drop to about 22 million bags total Robusta and Arabica, a senior VICOFA o cial told Global Co ee Report.
O cial export gures con rm the sharp drop in supply, with Vietnam’s General Department of Customs reporting Vietnamese co ee shipments from January to October 2024 down 11.2 per cent to 19.17 million bags. is represents a drop
Coffee trees grown alongside durian fruit and black pepper in Dak Lak.
of more than 2.4 million bags from the rst 10 months in 2023, the customs agency reported in early November.
Initial harvest reports from Vietnam back up the general consensus of a minimum drop of 10 per cent in the 2024-25 harvest, with Reuters News in a report on 28 November quoting traders in Vietnam saying “so far this crop year is way lower than previously”.
At Intimex, Vietnam’s largest co ee exporter, senior o cial Ngoc Quang says the biggest problem for the local co ee trade is the big drop caused by drought to Vietnam’s 2023-24 crop, which went largely unreported until export gures started to come down in the rst quarter of 2024.
“ e really big drop was in the last harvest and even though the new 2024-25 harvest will be another small crop, we still believe it won’t be too much smaller than the last crop, and at the most not more than 10 per cent lower,” says Quang.
Across the southern co ee plains that produce most of the country’s Robusta crop
to the most remote northern mountains of Son La, home to most of Vietnam’s Arabica harvest, the story continues to be of severe impact from the drought to the new harvest.
“ is year the co ee yield is very poor and I will get a lot less than what I could harvest last year,” says Lo i Tuoi, a smallholder grower from Tai Dam, one of the many minority groups the government helped to start growing Arabica co ee over the past 20 years to improve local living conditions.
“Last year I could pick seven tons of red cherry, but this year because of the drought I will not get more than one to two tons of cherries. Since December 2023, we have hardly had any rain here until the end of April and at that time it was too late for the trees to recover. Most of the owers fell o the trees and we only got very little fruit,” says i Tuoi.
In recent years, Vietnam’s Arabica crop has stabilised between 1.1 to 1.4 million bags. While it doesn’t get as much attention
in global markets as the country’s much bigger Robusta crop, the one-million gure makes Vietnam the world’s 12th largest Arabica grower.
From the commercial production of Arabica in the north to ongoing changes to the Robusta regions in the south, Vietnam’s co ee landscape is going through a period of signi cant change. It’s not just the growing percentage of old Robusta areas renovated with higher paying alternative crops such as durian fruit and black pepper that’s taking a toll on Vietnam’s co ee production but also industrial development.
When Vietnam’s co ee boom rst started to take o in earnest in the late 1990s, visitors to Buon Ma uot, the co ee capital of the Central Highlands, would nd co ee farms in the backyard of many houses and family land plots right outside the city. Yet today, buyers and visitors have to travel at least 20 kilometres out or town before co ee farms start to appear along the road.
Le Dinh Tu of Aeroco Specialty Coffee Farm says growing demand from the local market is adding increasing pressure on trade and exporters.
“Everybody wants to build a house as close to the city as possible, so land has become very expensive and many co ee farms closer to town have been replaced by houses or new business developments,” says Le Quang, a local businessman who runs co ee shop BM House with his brother, co ee grower Ho Quoc Huy.
As physical picking of Vietnam’s new 2024-25 crop got underway by late November, international prices for Arabica co ee soared to 50-year-highs. At the same time, Robusta prices were chasing new all-time highs at more than US$5,600 per metric ton.
With the global market increasingly nervous about the growing supply de cit sparked by drought in both Vietnam and the world’s largest grower Brazil, attention is turning to the remaining stocks in importing ports, which at the time of reporting stood at between 15 and 16 million bags, according to data from the USDA, the European Co ee Federation, and the All Japan Co ee Association.
is is the lowest gure in recorded history according to the stockconsumption-ratio, also known as the stocks-to-use ratio, which is used to calculate the percentage that measures the stocks available for consumption relative to core supply-demand. It represents less than one month of global demand at current levels.
But, even with near historic high prices, for any new supply coming to the market from Vietnam’s new 2024-25 harvest, competition between buyers for the local market and exporters will remain erce as local consumption is buying up increasing shares of the crop.
“We have so many co ee shops in Buon Ma uot and it’s a very good market for our co ee, both the local market and for tourists who all want to buy the co ee because we have a lot of high-quality beans and even specialty co ee,” says Huy, who opened the BM House 10 years ago and has since expanded twice.
e growing demand from the local
market is adding increasing pressure on the trade and exporters, and there is no indication this will slow. e U.S. Department of Agriculture con rms the steady surge in demand, projecting local consumption in Vietnam to rise to 3.6 million bags in the 2024-25 crop cycle, up 12.5 per cent from 3.2 million bags just two years ago in the 2022-23 marketing year. And local farmers are in no rush to sell the new crop.
“ e drought at the beginning of the owering caused us to have a lot less cherries, but compared to previous years farmers are in no a hurry to sell because today everybody has other incomes from durian, pepper, or other crops, so they don’t rely on co ee only,” says Trinh.
For the many commercials in the co ee market dedicated to maintaining their business share, it’s time to buy co ee, because even including the last remaining stocks, there is not enough co ee to go around for all at the scale the market has grown accustomed to. GCR
Most of the worst hit trees were left wilted and without foliage after the drought and extreme heat.
A recent study found most 18- to 40-year-olds choose decaffeinated coffee to reduce stress and improve sleep. Image: Swiss Water Decaffeinated.
Buzz kill
A itudes towards decaf are shifting as a growing number of consumers seek coffee without the buzz. Is it just another trend or have caffeine-free brews finally shed their ‘uncool’ image?
AS THE SPECIALTY movement gained momentum in the 2010s, ‘death before decaf’ became a popular saying among the co ee community. It appeared on merchandise such as T-shirts and caps, as slogans in marketing campaigns, and was used to name multiple independent co ee shops around the world. Its popularity re ected co ee consumers’ general view of deca einated co ee at the time: that it wasn’t worth drinking.
Yet, in 2025 opinion is changing, and the younger generations are leading the charge. Recent research from Statista and Mintel suggest in North America and the United Kingdom the popularity of decaf co ee is rising, especially among Generation Z and Millennials.
Erin Reed, Director of Marketing at Swiss Water Deca einated Co ee in Canada, says the company, which provides chemical-free
deca eination services, has witnessed a shi in decaf’s perception.
“Decaf is nally coming into the mainstream, gaining respect from both co ee drinkers and roasters. Younger generations are paying increased attention to what they consume and the impact their choices have on their health, with ca eine regulation being an area of focus,” says Reed.
“We conducted a study of 18- to 40-yearolds who drink decaf with some regularity (two or more times per week) and found the two prevalent reasons for consuming it were to improve sleep quality (50 per cent) and to reduce anxiety (50 per cent). Additional reasons include seeking more balanced energy throughout the day as well as a variety of physical health concerns.”
While Swiss Water’s research focused on the United States, Reed says the trend is relatively global in nature.
“It’s especially prevalent in North America and key Asian geographies, but we’re also starting to see interest in non-traditional co ee markets,” she says.
With a growing consumer base, it’s no surprise that co ee companies are taking note of the shi . A report from Mintel suggests that between 2022 and 2023 there was a 30 per cent increase in deca einated co ee product launches.
One such company is STōK Cold Brew Co ee, part of Danone North America, which launched two new deca einated products at the end of 2024. Brittney Polka, Vice President of Ready to Drink Beverages at Danone North America, says STōK saw an opportunity to reach new consumers and grow consumption outside of the peak morning period.
“As a leading ready-to-drink (RTD) co ee brand, we recognise that co ee lovers value customisation and personalisation,
including with their ca eine consumption,” says Polka.
“We launched STōK Decaf in the brand’s two top performing avours, Unsweet and Not Too Sweet. We saw an opportunity to reach new consumers and grow consumption outside of the peak morning occasion. Our Decaf products o er the same bold and smooth taste our consumers are used to, just without the ca eine.”
Polka believes social media and the younger generations’ preference for customisation is contributing to the increasing popularity of decaf products.
“ e daily co ee ritual is such a personal choice, and consumers want to experiment by personalising and customising their cup of co ee – whether it be via roast level, brewing method, or adding enhancers like sweeteners, creamers, or cold foam,” she says.
“We’re seeing from social trends, like the rise of #Co eeTok, that younger consumers continue to recreate co ee house experiences and want a breadth of options from which to choose, including decaf.”
Yet, it’s not just the health-conscious younger generations that are driving the change. Historically, the perceived lower quality of decaf co ee was one of the factors holding back this segment of the industry. But today, Reed says the tide is turning.
“Whereas in the past lower quality co ees were sent for deca eination for cost reasons, increasingly we are starting to see higher quality co ees being deca einated and more respect paid to this group of co ee drinkers,” she says.
“People who drink decaf are doing so purely for the taste and love of co ee, therefore they truly deserve great co ee.”
e deca eination process adds an additional cost to the productions process, which traditionally some roasters have o set by opting for cheaper green beans. However, as interest in decaf has increased, and more consumers are looking for a quality co ee experience, roasters are seeing the value in having a quality option.
“Decaf can – and should – taste as good as ca einated. Of course, the bean goes through additional processing with deca eination, and so there will be some impact to the co ee, but a high-quality process will have minimal in uence,” says Reed.
“ e Swiss Water Process aims to retain as much of the origin characteristic of the co ee as possible. As proof that decaf can taste as good as ca einated co ee, last year we conducted a blind tasting event
at World of Co ee Copenhagen, in which less than half of people tasting the co ees were able to correctly identify the co ees as ca einated versus deca einated.” ere are multiple di erent processes used to deca einate green beans before they’re roasted. Chemical solvents, carbon dioxide, and water processing (such as the Swiss Water Method) are three of the main methods. While chemical solvents were once the preferred method, health and safety concerns have seen an increasing number of roasters turn to chemicalfree methods.
“When people become aware of chemical deca eination processes, they are sometimes scared to drink decaf. However, there are several great chemicalfree processes that are widely available,” says Reed.
At the end of 2024, Co ee expert and Square Mile Co ee Roasters Co-Founder James Ho mann conducted e Decaf Project in which a single lot of co ee was deca einated using three di erent processes. ese beans were shared with members of the public for a live-streamed online co ee tasting.
“ e expectation was that there would
be signi cant di erences between the ca einated cup and each deca eination process. But the result was that the greatest contributor to di erences across the cups in aroma, avour, body and acidity were due to how the co ees were roasted,” says Reed.
“So a good green co ee paired with a high-quality deca eination process and a skilled roaster should result in a great cup.”
And it’s not just projects like Ho mann’s putting the once-overlooked beverage in the spotlight. e Specialty Co ee Association’s Co ee Championships are thought to in uence the co ee trends that trickle down the industry. In 2024, the US Brewers Cup Champion took the top honours with a decaf Typica from Finca Los Nogales in Colombia.
e winner, Weihong Zhang of BlendIn Co ee Club in Houston, Texas, is the rst to take the US crown using a decaf co ee, describing it as “the best decaf co ee we have ever tasted”.
Both Polka and Reed believe the rising thirst for decaf isn’t a blip in its history. In 2023, the global decaf co ee market size was valued at US$19.5 billion, and market forecasts from Skyquest predict it will reach US$28.98 billion by 2032. GCR
In 2024, STōK Cold Brew Coffee launched two new decaffeinated products in North America. Image: STōK Cold Brew Coffee.
Espresso’s next frontier
How will espresso be prepared in 10, 20, or 50 years? Axel Fähnle, Head of Marketing at WMF Professional Coffee Machines, explores the future of the craft.
WITH THE CONTINUOUS advancement of AI and automated technologies, it o en feels like there’s been more innovation in the past 10 years than in the 100 years that came before them. Technical evolution is progressing at an ever-increasing pace, with all manner of industries taking advantage of the e ciency, consistency,
and cost-reducing bene ts – among others – of this emerging eld of innovation.
Over the past decade, the co ee industry has embraced the progression of automated technology with open arms.
For Axel Fähnle, Head of Marketing at WMF Professional Co ee Machines, the advancement of espresso machines has been truly remarkable.
“Today’s espresso machines o er greater customisation options, allowing baristas to ne-tune their brews to match speci c preferences,” he says.
“ is includes adjustable grind settings, customisable brew ratios, and the ability to handle various co ee types and styles. What’s more, some espresso machines now come with advanced automation capabilities, including programmable settings and touch-screen interfaces.”
Many of these features have been developed to enable precise control over brewing parameters, making it easier for baristas to achieve consistent results with less room for error. Fähnle highlights the WMF espresso NEXT semi-automatic porta lter machine as an example of the kind of premium equipment that’s changing the co ee preparation landscape for the better.
“ e WMF espresso NEXT is particularly suited for specialty co ee environments where a lot of tweaking is required,” he says.
“Similar to a traditional porta lter, the machine gives the user maximum freedom when cra ing individual creations. At the same time, its system technology in the form of Dynamic Co ee Assist helps baristas and professional caterers maintain
Images: WMF.
The team at WMF Professional Coffee Machines say the advancement of espresso machines has been remarkable.
The use of AI and Internet of Things has become more prominent in espresso machine technology.
a consistently high co ee quality.”
Fähnle and the team at WMF believe automation is reshaping the future of espresso machine technology and, in turn, making the barista’s role easier.
“Automated systems can streamline the co ee-making process, reducing the time and e ort required from baristas. is is particularly bene cial in high-volume settings, where speed and e ciency are essential,” he says.
“When compared to traditional porta lter machines, the WMF Espresso NEXT reduces the manual preparation steps for a cappuccino by up to 40 per cent. is leaves more time for customer contact, leading to signi cantly shorter waiting times and thus higher sales.
“Meanwhile, customer satisfaction increases, not least thanks to a great show e ect during preparation. e result is a genuine traditional co ee shop experience with the convenience and e ciency of the latest technology.”
For many business owners around the world, reducing energy consumption in line with global sustainability goals is a priority. With this in mind, the development of automated technologies has o en prioritised energy-saving features.
“Automation can contribute to more sustainable practices by optimising resource use and reducing waste. For instance, precise dosing and brewing can minimise co ee and water waste,” he says.
“ anks to its Auto Milk Dosing technology, the WMF espresso NEXT not only reduces spoilage but eliminates waste altogether. e system doses the exact amount of milk for each recipe directly into the jug, which can then be frothed immediately.”
Despite how far espresso machines have already come over the past 10 years, Fähnle believes there’s plenty more room for innovation in the industry.
“Features like temperature control, ow pro ling, and so infusion are now standard in commercial and prosumer espresso machines. We are also starting to see the use of AI, Internet of ings (IoT), and modular systems become more prominent in espresso machine technology,” he says.
“ e integration of AI and IoT enable machines to learn user preferences, predict maintenance needs, and provide real-time data for better management.”
While some are sceptical of AI as it increasingly becomes a tool of everyday life, Fähnle is con dent it will positively
“There will be a greater emphasis on using sustainable and recyclable materials in the construction of espresso machines.”
Axel Fähnle HEAD OF MARKETING, WMF PROFESSIONAL COFFEE MACHINES
in uence the future of espresso machine technology through productive maintenance and data-driven insights –among other bene ts.
“Advanced telemetry systems can monitor the performance of espresso machines in real-time, predicting maintenance needs before issues arise. is will minimise downtime and extends the lifespan of the equipment,” he says.
“Automation can also provide valuable data insights on usage patterns, helping businesses optimise their operations. For example, understanding peak times for co ee sales can help in sta ng and inventory management.”
So, how will baristas be pulling espresso shots in 10-, 20-, or 50-years’ time?
“Future espresso machines will likely
incorporate more smart technology, such as app connectivity, and AI-driven features that can learn user preferences and optimise brewing parameters,” he says.
“Improved ergonomic designs will also make machines easier and more comfortable to use, reducing strain on baristas and enhancing the overall user experience.”
And it’s not just the technology inside the machines that will shi and evolve. According to Fähnle, design will continue to advance – and the future is minimal.
“As urban living spaces become smaller, there will be a demand for more compact and e cient espresso machines that can t into limited spaces without compromising on performance,” he says.
“Design trends are moving towards sleek, minimalist aesthetics with clean lines and intuitive interfaces. is not only enhances the visual appeal but also simpli es the user experience.”
Finally, he believes the trend towards championing sustainable products will continue as the world works towards carbon neutrality by 2050.
“ ere will be a greater emphasis on using sustainable and recyclable materials in the construction of espresso machines,” he says. “ is includes biodegradable plastics, recycled metals, and energye cient components.” GCR
For more information, visit wmf-coffeemachines.com
Fähnle says the WMF espresso NEXT gives the user maximum freedom when crafting individual creations.
Quality revolution
How BibeCoffee is helping roasters, chains, coffee shops, and manufacturers stay ahead with real-time data, automation, and ecosystem connectivity.
IN AN INDUSTRY driven by quality, consistency, and operational e ciency, co ee telemetry is becoming the new standard. For years, many co ee businesses have struggled with fragmented operations, lack of real-time visibility across locations, and inconsistent quality. Whether managing espresso machines, super-automatic machines, capsule systems, grinders, or water lters, some businesses have faced operational blind spots – until now.
BibeCo ee is shaking up co ee management with a seamless IoT telemetry solution that connects every asset in the co ee ecosystem, providing transparency and control at scale.
“ e co ee industry is undergoing a major shi . Co ee telemetry is becoming the new standard, and businesses that adopt it will lead in quality, e ciency, and cost savings,” says BibeCo ee
CEO Vasilis Apostolopoulos. “Our technology empowers roasters, chains, and manufacturers to remotely track performance, gain visibility on brewing quality based on data, predict failures, and optimise operations across thousands of machines worldwide.”
e device can be integrated into any volumetric co ee machine, regardless of age, model, or technology. It collects data from multiple sensors and converts it into actionable insights for co ee machine performance and business e ciency, which is accessible through an intuitive online platform and intelligent tools.
e device provides real-time GPS location data, and with ongoing connectivity through a SIM card, it enables continuous monitoring of the machine, even if it’s relocated. Furthermore, it can also connect to the co ee machine board and get information
directly from its protocol.
“ ese factors are crucial for asset management – especially for clients who manage thousands of co ee machines globally, because knowing where each machine is and how it’s operating is critical,” says Apostolopoulos.
Now, co ee chains, café owners, roasters, and co ee machine distributors and manufacturers can enjoy e cient asset management, quality consistency, and operational agility at their ngertips.
“Our clients no longer have to depend on local machine readings or multiple dashboards from di erent manufacturers,” says Apostolopoulos. “BibeCo ee centralises everything on a single platform, giving enterprises full control over their assets globally with customisable permissions to meet the complex needs of their organisation.”
With BibeCo ee, users can ensure quality
Images:
BibeCoff ee.
BibeCoffee’s solutions have saved one client more than 33 per cent of its annual technical visit expenses, and increased brew quality by 25 per cent.
consistency by maintaining uniform brewing standards across all locations.
e platform was designed to help boost sales performance by identifying sales patterns and inconsistencies that may be a ecting revenue. It also optimises machine utilisation by identifying underused assets and redistributing resources e ciently.
“What’s more, BibeCo ee helps predict and prevent failures, reducing downtime and cutting maintenance costs with proactive alerts. And it also supports sustainability and compliance by tracking water usage, energy consumption, and carbon dioxide emissions to ensure adherence to sustainability guidelines,” says Apostolopoulos.
He highlights how this data-driven approach has proven valuable for BibeCo ee’s clients, with one success story standing out as a prime example of the impact the company’s solution can have.
With BibeCo ee, this client has connected 15,000 co ee machines across multiple countries to gain control over its assets, uncovering ine ciencies costing them millions. Before implementing telemetry, certain distributors had up to 30 per cent of their machines idle in warehouses without visibility, leading to unnecessary purchases and service calls.
“Furthermore, a er implementing our solution, they reduced their annual technical visit expenses by more than 33 per cent. By receiving automated maintenance alerts and proactively identifying issues with their co ee machines, they were able to e ciently schedule technician visits only when necessary and send the right spare parts in advance, preventing major malfunctions,” he says.
Apostolopoulos believes another major bene t for the client was an improvement in co ee quality, with the client able to boost the quality of their brews by approximately 25 per cent, leading to a noticeable increase in customer satisfaction.
“ rough their loyalty program, they found customers were returning to their stores more o en, which ultimately resulted in increased sales and higher revenue,” he says.
Meanwhile, using BibeCo ee, smaller businesses can visualise metrics such as brewing quality by the hour and identify areas where baristas may need additional training. For instance, if the morning barista is underperforming compared to the a ernoon shi , the data helps pinpoint inconsistencies.
ey can also track if the machine is being
cleaned regularly and if the co ee shop is adhering to green protocols.
“ is level of data is especially useful for sales area managers or co ee experts who visit shops regularly. Previously, their understanding of a shop’s performance was based solely on sales numbers and their personal observations,” he says.
Now, users can utilise data to gain deeper insights, not only understanding how the shop is running but also helping the team improve its performance.
Apostolopoulos says BibeCo ee devices can be installed directly into co ee machines in the factory for new orders, so customers can receive them with the device already embedded. e device can also be ordered directly through manufacturers or retro tted into an existing machine.
Beyond HoReCa, BibeCo ee is developing solutions to track consumer habits in domestic lines, which are expected to launch by the end of 2026.
“With capsule co ee machines, the manufacturer or roaster needs to know which capsule is being used in order to target advertisements and determine which capsules to focus on for sales in convenience stores,” says Apostolopoulos.
Despite the industry moving towards automation, and co ee machines at some point expected to provide enhanced solutions and more detailed insights into performance, currently users may not have access to aggregated data.
“ ey need to have the exibility to work with di erent brands and avoid being locked into one ecosystem and not be dependent on data from a single manufacturer,” says Apostolopoulos.
“Even if you have a high-tech co ee machine that shows local information about its performance, the real value of our system is that we aggregate data from all the co ee machines in a eet.
Regardless of the brand or quantity of machines you have, all the information is centralised and presented on one platform, providing a uni ed view of the entire eet’s performance.”
What’s more, these businesses don’t have to invest in the high-end, data-heavy solutions of automated co ee machines.
BibeCo ee’s approach can be integrated with low-end models that still provide the necessary insights.
e data is presented through a userfriendly platform – delivered directly to the user’s phone with customised reporting tailored to their needs. Once logged in, users have access to all their data. For businesses with multiple locations, the platform displays data from each venue.
“You can see the number of cups, dosages, extraction times, recipe adherence, and other relevant metrics for each store. If you have a store with multiple co ee machines, you can view the data from each machine individually or in aggregate, depending on your preference,” says Apostolopoulos.
“ e platform allows you to deep dive into the performance of each co ee machine. You can view data for speci c machines at a particular location or zoom out to see overall store performance.
is level of detail helps users monitor everything in one place, whether they’re managing one machine or several.”
Additionally, automated alerts notify users via email when important events occur, such as a malfunction or signi cant change in performance, agging issues in realtime and allowing businesses to address them promptly.
Apostolopoulos assures the so ware is not only fully upgradable, but also a transformative digital solution.
“As new trends emerge and technology evolves,” he says, “the system seamlessly adapts to ensure e ciency, quality excellence, innovation, and uninterrupted operations.” GCR
For more information, visit bibecoffee.com
BibeCoffee CEO Vasilis Apostolopoulos.
Fuelling India’s growth
Global Coffee Report meets some of the women who’ve helped pave the way for the rapid expansion of India’s coffee industry.
ON 1 JANUARY 2025, the Centre for Monitoring Indian Economy reported Indian co ee exports had exceeded US$1 billion for the rst time, with its value increasing by 29 per cent between April and November in the 2024 scal year. is news was a major milestone in the growth of the country’s co ee export industry, which has accelerated over the past ve years due to increasing global demand.
As India’s exports expand, so too does its domestic co ee industry. While traditionally a nation of tea drinkers, the almost 1.5 billion people that call it home are increasingly switching leaves for beans.
e Co ee Board of India estimated that in 2023 domestic consumption reached 91,000 tonnes of green bean equivalent, up from 84,000 tonnes in 2012.
Now the world’s seventh largest co ee producer – and h largest Robusta producer – India is one of the major players. Yet, when Sunalini Menon, Founder of Co eelab and Member of
the Board of Directors of the Specialty Co ee Association, started working at the Co ee Board of India in 1971 the industry was unrecognisable.
“When I was growing up, co ee was only brewed at home and only consumed by the elderly. It was very expensive compared to tea, so that’s what most people drank. On every corner there would be a man selling tea and that’s what you’d have unless it was a special occasion,” Menon says.
“Any co ee that was consumed then was grown in India because the duty was so high that importing co ee for consumption wasn’t a workable position or a requirement at that point in time.”
Women in the field
e British East India Company introduced large-scale co ee cultivation to India in the 18th century and since its early origins women have played a role in farming the precious beans. While women have continued to prop up the country’s co ee farming workforce (a 2015 study by the Indian Statistical Institute estimated 34 per cent of workers in the co ee curing and manufacturing sector of India are women), Menon was India and Asia’s rst
Sunalini Menon started working for the Coffee Board of India in 1971. Image: Coffeelab.
Women have played a role in India’s coffee farming industry since its early origins. Image: Kelachandra Coffee.
female co ee taster when she assumed the role in the early 1970s.
“At the time, the profession was a completely male pasture. I originally wanted to become a dietician and had a scholarship to study in New York, but as I was waiting for my visa to be approved I applied for a job as a co ee taster at the Co ee Board of India,” she says.
“Part of the hiring process was a taste test which I did very well in, but when it came to the interview they said that despite my abilities they couldn’t hire me because I was a woman. ey thought they would spend the time and money training me only for it to be wasted if I then decided to have a family.”
Menon stood her ground and complained that the job advertisement should have speci ed if it was a male-only role.
ankfully, the Chairman was forward thinking and gave her the opportunity to train as a co ee taster.
Her rst few years in the role were tough, with most of her male colleagues ignoring her and not taking notice of her requests.
“I used to cry every day until nally my boss gave me some advice. He told me I had to rst acquire my knowledge, have patience, and then my knowledge would become power,” she says.
“ ese are words I always pass on to young women today. Learn your subject, be very sure of what you are talking about, and then you’ll be rm in what you do. I think that was a turning point in my life, and that’s how I began my journey at the Co ee Board.”
Improving cup quality
Over her 50-year career, Menon has witnessed the revolution of the country’s co ee industry. She says the single biggest contributor to its success has been the focus on quality.
“In the 1970s, the Co ee Board took care of marketing Indian co ee and part of my role was assessing quality. is was because the smallholder farmers didn’t understand the market and were unsure of how to sell their co ees, nor understood the international co ee market, especially the pricing for their co ees and hence the government stepped in,” she says.
“I would receive co ee from the farmers and the payment would be decided by the quality of the beans, so they were incentivised to improve the quality of their crop. e farmers didn’t like the setup at rst, but when the markets were liberalised in 1996 it meant they had learned what the
“When I was growing up, coffee was only brewed at home and only consumed by the elderly. It was very expensive compared to tea, so that’s what most people drank.”
Sunalini Menon FOUNDER, COFFEE LAB
markets would expect – they saw the value in cupping as a marketing tool.”
Even a er the liberalisation of the Indian co ee market, Menon continued to help the farmers asses the quality of their co ee.
“Many of the farmers I worked with came to me and said, ‘How can you leave us? We don’t know much about quality, how to sell, or how to process. You can’t leave us in the lurch’. I thought I’d help them for a couple of weeks, but the months started passing by,” she says.
“It was a great journey because the farmers really started to understand how they could improve quality and get more money for their co ee.”
While in many producing countries
Arabica has traditionally been processed more carefully than Robusta to produce a premium product, Menon says that wasn’t the case with the farmers she worked with, nor the other co ee farmers in India.
“We never treated Robusta di erently to Arabica. We replicated the processing methods, so we were preparing and o ering washed Robustas to the international market too. At the time, farmers asked if they were wasting their time, money, and
During the harvest season, hundreds of families live at Kelachandra Coffee’s estates in Kerala and Karnataka. Image: Kelachandra Coffee.
water, but I assured them it was worth it. at process has created some of the nest co ees in the world market – one that India is now famous for,” she says.
“ rough all these years of hard work, today I can hold my head up and say Indian co ee is of a very high quality. What’s more, there are now a lot more women in the industry. I teach a Master’s course in Co ee Science and Economics at the University of Udine in Italy, under the Ernesto Illy Foundation, and I have students from all over the world. I feel very proud because I see so many of my young women doing so well here in India.”
The female factor
Women’s growing role in the co ee sector is re ected in the number of women who work at Kelachandra Co ee, one of
the country’s oldest and largest privately owned co ee plantations. According to Ryana Kuruvilla, Head of People and Culture at Kelachandra Co ee, 55 per cent of its workforce are female.
“Overall, more than half of our workforce are women. at includes our o ce sta , and the farmers who work on the 6300 acres of co ee estates we manage in Karnataka and Kerala,” says Kuruvilla.
“In India, all co ee is hand-picked, and women have traditionally made up the majority of the pickers. During the harvest season, we have hundreds of families who come to live on the estate and my job is to look a er the employees and make their lives easier while they are staying and working with us.”
Kuruvilla is one of a number of women in leadership positions at Kelachandra. e
family business, which dates back to 1786 and ventured into co ee in 1995, is invested in the role women play in the growth of India’s co ee industry.
“ ere is a small but experienced group of women who are changing the Indian co ee industry for the better,” says Neleema Rana George, Head of Co ee Works and Technology at Kelachandra.
“People like Namrata Asthana, CoFounder of Blue Tokai, and Arshiya Bose, Founder of Black Baza Co ee, are introducing specialty co ee to Indian consumers. Furthermore, Sunalini Menon consults on our farms, sharing her knowledge with our estate managers to ensure the taste and quality of our co ee is the best it can be.”
George believes women are increasingly in uencing the industry because of shi ing
In 2025, Indian coffee exports exceeded US$1 billion for the first time. Image: Kelachandra Coffee.
values and the generational nature of co ee businesses in India.
“Co ee is very much a family business, so children o en learn a lot about it from a young age. Especially on the estates, it’s a very organic industry for women to get into because they are knowledgeable about the processes and have grown up surrounded by it,” she says.
“In other areas of the supply chain, café groups such as Blue Tokai and Black Baza Co ee Co, are creating a real co ee culture in India. Over the past ve years, domestic co ee consumption has increased by around 30 per cent and I think that’s largely due to third-wave co ee shops introducing quality co ee and di erent avours.”
Responding to this growing interest in specialty co ee, George says many second- and third-generation farmers have focused their production on specialtygrade crops.
“ e increased interest in drinking specialty co ee in India is driving the quality of the co ee grown here,” she says.
“However, when we attend international expos, we o en nd people assume India
only produces commodity co ee. ey o en haven’t experienced Indian specialty and when we introduce it to them they’re surprised and impressed by it.”
Drive for sustainability
As well as empowering its workforce, Kelachandra Co ee is dedicated to the continued improvement of Indian co ee and believes creating a sustainable future for the industry is paramount to its success.
Rishina Kuruvilla, Head of Sustainability at the company, says India’s tradition of shade growing co ee means it is somewhat shielded from some of the extreme weather events that can decimate co ee yield in other producing countries such as Brazil and Vietnam. However, sustainability is still a major focus for the company.
“We strive to use as few pesticides and chemicals as possible in the co ee production process, so we compost where we can to ensure nutrients go back into the soil. We are also very stringent about our chemical use to protect the natural landscape surrounding the
co ee plantations,” she says.
“We also do a lot of intercropping, so our co ee trees are planted alongside citrus and jack fruits. As well as increasing biodiversity, this process improves the avour of the co ee as the other fruits add unique avours to the beans as they grow.”
With extreme weather causing production issues in many other countries, Kuruvilla believes India can step in to ll the gap as global demand for co ee continues to rise.
“In India, we have a lot of our natural advantages against these weather issues. Everything is done by hand here, so we’re not using machines to strip the land. Every aspect of our co ee processing method is taken with care to ensure we don’t harm the land so that people can continue to farm co ee this way for generations to come,” she says.
“Last year, India produced 350,000 tonnes of co ee and an increasing number of people are getting into the industry so that’s expected to increase. We’re ready to step up and introduce even more people to the joys of quality Indian co ee.” GCR
Left to right: Neleema Rana George, Ryana Kuruvilla, and Rishina Kuruvilla. Image: Kelachandra Coffee.
Match made in marketing heaven
The coffee and lifestyle worlds are closer than ever before, thanks to a series of recent major brand partnerships. Lavazza and La Marzocco reveal why these strategic collaborations are an essential marketing tool.
WHAT DO COFFEE and sports cars have in common? Despite one industry serving more than one billion of the eight billion people on the planet and the other catering to the top one per cent, the teams at Lavazza and La Marzocco believe there’s more common ground than you might expect.
In the past year, both prominent Italian co ee brands have partnered with wellknown sports car manufacturers. In June 2024, Lavazza signed an exclusive deal with Lamborghini, while in October the same year La Marzocco announced a partnership
with Porsche Design, which saw the release of two exclusive Porsche x La Marzocco Linea Micra espresso machines and a matching La Marzocco Pico grinder.
For Carlo Colpo, Marketing Communication Director and Brand Home Director of Lavazza Group, the luxury sports car brand was a natural companion for the co ee roaster.
“Automobili Lamborghini is an iconic brand that shares with us the same values of Italian heritage and excellence,” he says.
“Lifestyle brand partnerships are vital for Lavazza as they amplify our global visibility
and connect us with diverse audiences. ese collaborations allow us to reinforce our presence in strategic markets while showcasing our core values.”
Yet this trend goes beyond cars, with Lavazza choosing to partner with companies outside the circle of other longstanding Italian brands. Brand partnerships have long been a string to its marketing bow, with sport – speci cally tennis – a particular focus.
“We consider sport an ideal platform to convey our passion for excellence: the combination of tennis and co ee is indeed
La Marzocco recently partnered with Porsche to create two limitededition Linea Micra espresso machines. Image: La Marzocco.
a perfect blend, allowing us to spread our culture, characterised by sociability, fair play, service-oriented capabilities, and impeccable quality,” says Colpo.
Since 2011, Lavazza has partnered with a series of tennis competitions including Wimbledon, Roland-Garros, US Open, ATP Finals, Shanghai Masters, and Madrid Open.
“ e tournaments o er more than just brand exposure: they are the experiential drivers,” he says. “We give a special importance to create immersive experiences that engage tournament visitors in activities that go beyond simple co ee consumption and can convey our brand’s story and spread the true culture of Italian co ee worldwide.”
e roaster’s work with sports events and car manufacturers, among other partnerships including fashion brands and television shows, exemplify co ee’s shi from basic grocery item to lifestyle product. Colpo says Lavazza aligns with partners that share its essence of “a premium brand with a touch of modernity and positivity”.
“Co ee has transcended its role as a mere beverage to become a central element of daily rituals and social experiences,” he says. “ is evolution highlights co ee’s place in fostering conviviality and connection, positioning it as a lifestyle product. Lavazza embraces this vision by integrating co ee into broader cultural and lifestyle contexts.”
While the ultimate goal of Lavazza’s collaborations is to showcase its core values and introduce more consumers to its products – a market it has long interacted with – for equipment manufacturer La Marzocco its recent lifestyle partnerships are part of a new drive to connect directly with consumers.
“We have only fairly recently entered the consumer space, so our journey is quite di erent to Lavazza’s,” says Chris Salierno, Chief Marketing O cer of La Marzocco.
“For us, the opportunity lies in widening our audience, from the co ee community to a larger group of people that might not know us because we’re a specialist brand. ese partnerships provide the chance for visibility and to engage with new audiences.”
Choosing the right partner for your brand is key. La Marzocco only works with companies that share its values and work philosophies, and Salierno says its partnerships to date, such as that with Porsche, have all been “very organic”.
“For the Porsche project, our Head Designer Stefano Della Pietra sat down
with the design team at Porsche to create the two special-edition espresso machines and a grinder,” says Salierno.
“We took inspiration from some of the iconic Porsche cars, speci cally the Martini racing car that won the Targa Florio race in 1973. It provided a great story to also be able to tie in another classic Italian brand.”
Alongside these mutually bene cial collaborations with other well-known companies, the machine manufacturer also works with small-scale cra speople to create a curated collection of La Marzocco Lifestyle products, which includes the likes of skateboards, sur oards, and apparel.
“Culturally, we connect with the café community and that o en overlaps with other artisans in lifestyle communities,” says Paul Kelly, La Marzocco Sales Director for Europe, Africa, and India.
“When we look at what we’re doing, it’s nice to be able to extend that to other industries and see that they have the same DNA as us. rough these organic collaborations, we’re able to connect with a broader range of creative communities.”
Co ee has long shared connections with other subcultures such as cycling and skating. Both Kelly and Salierno say the La Marzocco Lifestyle products celebrate these established connections and the cra smanship of individuals in the industries.
“ ese aren’t a nancial driver. We’re not making the sur oards or skateboards industrially; they are cra ed by another artisan like us who’s a master of their cra ,” says Salierno.
“Since we’ve launched the home entity of La Marzocco, we’ve really got to know our audience. e people who have an emotional connection with our brand love outdoor sports and travelling, they value quality and artistry, and are interested in food and fashion trends. erefore, we cater to those needs by providing this selection of things that aren’t co ee machines, but that re ect the lifestyle we also embody.”
He also highlights that as a marketer, these organic crossovers make for a more enjoyable experience.
“It creates much more interesting content than just talking through a product – for both you and your audience,” he says.
“La Marzocco has always been a disrupter. We started on the fringes of a very formal industry and we really pushed that idea of creating a subculture and an environment that supported baristas. Disruptors have now become culturally important in terms of their marketing styles, and I think that’s why brands such as Porsche have been interested in working with us.”
Both La Marzocco and Lavazza believe partnerships will continue to play a key role in their marketing strategies over the next few years.
“ e best partnerships aren’t forced: they are driven by common vision, common values, and common ground,” says Salierno.
“If they’re not sincere, your audience will see that. It’s very important to keep the authenticity of the relationship. It’s a bit like dating: it’s a process of getting to know each other and guring out if it will work in the long term.” GCR
Lavazza believes sport is an ideal platform to convey its passion for excellence. Image: Lavazza.
Raising the bar
Amid the global drive for environmental policies, Global Coffee Report highlights the initiatives that are prioritising and sustaining the human element within the coffee supply chain.
WHILE THE INDUSTRY increasingly focuses its attention on environmental sustainability and global initiatives to future-proof co ee crops, the human element of the supply chain can o en be overlooked.
Consumers’ interest in sustainability is driving companies to do better for the planet. And with the European Union Deforestation Regulation (EUDR) set to take e ect by the end of 2025, the sector is ramping up its e orts to support conservation. e momentum is inspiring, but what’s o en le out of these conversations is the people who work and live on the land.
ose at the start of the supply chain –from farmers and pickers to processors and local cooperatives – are the lifeblood of the co ee industry. Without their e orts, there would be no beans.
ere is, however, a growing movement of non-governmental organisations supporting these workers to ensure they have not only a stable standard of living but also the skills necessary to adapt during times of poor harvests.
Building from within Dr Kate Schecter, President and CEO of World Neighbors, says the organisation promotes sustainable development, improves livelihoods, and teaches self-su ciency through long-term, community-driven solutions in 14 countries throughout Asia, Africa, Latin America, and the Caribbean.
She describes the international development body as a capacity-building training organisation with a strong focus on long-term sustainability.
“We aim to help people help themselves, enabling them to become self-su cient through skill development,” says Dr Schecter.
With crop volatility, like that seen in Brazil and Vietnam recently, she says diversi cation of income is key so that workers are not solely dependent on cash crops such as co ee.
“ e ultimate aim is independence. We focus on training people to access these services through their own resources, whether via the government or their own businesses,” she says.
“In all our communities, across 14 countries, we help them raise their own funds, but we do this through savings and credit groups rather than micro nancing.”
She explains that micro nancing can be problematic if someone can’t repay a small loan, they risk default, and that can create long-term issues. World Neighbors’ focus is on creating savings and credit loan groups,
There is a growing movement of nongovernmental organisations supporting workers at the start of the supply chain.
Dr Kate Schecter, President and CEO of World Neighbors. Image: Kate Schecter.
where people save money together, lend to each other at low interest, and invest in private needs or community projects.
And when it comes to co ee growers, World Neighbors may assist them in connecting with co ee cooperatives or accessing resources. Dr Schecter explains some growers are isolated or have such small-scale operations that they lack access to cooperatives.
“Although we help them access resources, our sta aren’t co ee experts. We want to build local capacity for those issues since our goal is always to exit, leaving behind a self-su cient community,” she says.
When World Neighbors rst enters a community, the organisation begins by assessing its priorities and existing resources. is approach, known as an asset-based assessment, focuses on what the community already has to build upon rather than concentrating on what is lacking.
Food security is typically the top priority mentioned by the community when the organisation rst engages.
“Many co ee growers don’t grow their own food because they’re so focused on co ee. We teach everyone – especially co ee growers – how to set up kitchen gardens. O en, these gardens produce so much that they can sell the excess. Plus,
“Although we help them access resources, our staff aren’t coffee experts. We want to build local capacity for those issues since our goal is always to exit, leaving behind a selfsufficient community.”
Dr Kate Schecter PRESIDENT AND CEO, WORLD NEIGHBORS
having diverse crops can help them weather downturns in the co ee market,” says Dr Schecter.
She adds that during the COVID-19 pandemic, the organisation successfully worked with co ee growers in Guatemala who were able to feed their families and even sell excess food using this method, and they did well nancially despite the global economic downturn. Income diversi cation is also a key strategy.
“A lot of women are interested in raising poultry or small animals. In places like Peru’s Andes, guinea pigs are a delicacy and many women raise them. Other livestock and vegetable farming are common, and some people start small businesses, like running grocery stores or making handicra s,” says Dr Schecter.
In Guatemala, for example, women o en engage in embroidery and sell their work. Beyond that, Dr Schecter says World Neighbors teaches basic business skills and nancial literacy, especially to women, as many may not have received formal education.
“It’s also about encouraging diversi cation to avoid the pitfall many co ee growers face. If a blight or price drop occurs, they can quickly nd themselves in a dire situation. We want them to have a backup source of income,” she says.
e timeline for these training programs spans about eight to 10 years before World Neighbors ‘graduates’ a community. While the intensity of their involvement may vary over time, the team continues to monitor and support the communities throughout the process.
Dr Schecter adds that in some cases, word spreads to neighbouring communities who are eager to get involved, contributing to the organic growth of the programs.
Maribel Flores in her coffee plantation in Peru. Image: World Neighbors.
“We have been successful at creating organic growth of our training programs into neighbouring communities. People hear about our work, ask to join our training programs, or help others get involved. We train farmers to become trainers themselves creating a network of local experts,” says Dr Schecter.
Rather than starting from scratch, World Neighbors leverages existing resources by collaborating with communitybased organisations (CBOs) in the areas where it works. Upon entering a new community, the team identi es existing CBOs to partner with, and if none are present, they help establish one. ese organisations receive small grants from World Neighbors to support training and implementation e orts.
Dr Schecter explains that in some countries such as Nepal, the government requires new NGOs to build on previous investments made in the area.
“We aim to avoid starting from scratch because there are o en existing networks that can be tapped into,” she says. “We assess needs, work with CBOs to identify leaders, and provide ongoing monitoring through local ‘social mobilisers’. ese individuals, o en volunteers, help us reach thousands of people each year and allow us to scale up our impact.”
One of the most notable changes Dr Schecter has observed during her tenure is the adoption of better farming practices
by smallholders, including a cultural shi towards recognising the vital role of women in agriculture.
“More women are entering farming and small businesses. Even in conservative societies, women are learning to run businesses and becoming very successful,” she says.
“ ere’s also a shi in how communities view young girls. In the past, girls were o en married young and isolated in their homes. But now, there’s greater awareness that early marriage is detrimental not just to girls but also to society as a whole.”
Level playing field
Meanwhile, international non-pro t Fairtrade Foundation works to ensure fairer prices throughout the entire co ee value chain. Max Milward, Senior Sustainable Sourcing Manager for Co ee at Fairtrade, says the foundation is about reshaping the way trade operates so co ee farmers can take control of their lives, businesses, and communities.
“ e Fairtrade system creates strong relationships, combining direct links between producers and buyers with thirdparty assurance. It encourages cooperatives to build multiple, direct relationships with di erent markets, reducing their dependency on just one buyer,” he says.
“Having access to market information and training in business and negotiation skills means cooperatives can negotiate
directly and con dently with their buyers. Fairtrade also promotes long-term partnerships, which farmers highly value as they can predict their income, and plan and invest for the future, encouraging economic sustainability.”
According to Milward, the foundation has been able to make a notable impact through the implementation of two measures. Firstly, the Fairtrade Minimum Price ensures farmers receive a fair and stable income by setting a safety net price based on production costs. e Fairtrade Premium is an additional fund that helps improve social, economic, and environmental conditions in communities, although many farmers still struggle to earn a living income despite these protections. e Fairtrade Standards Committee, consisting of equal representation from producers and commercial stakeholders, makes the nal decisions on price and Premium updates. is ensures the prices re ect the needs and realities of both farmers and businesses. Another measure, the Fairtrade Living Income Reference Price, is what a typical farming family needs to receive to be able to earn a living income. It factors in average household size, viable farm size, a realistic and sustainable productivity level as well as the farm investments needed to reach this target yield and pay hired workers a living wage. Living Income Reference Prices are voluntary commitments for Fairtrade
buyers who want to assume more responsibility for enabling living incomes in their supply chains.
Milward explains that by paying the Fairtrade Minimum Price and Fairtrade Premium Price, businesses help o set low incomes for farmers, providing a bu er against climate change impacts and unforeseen economic shocks such as the COVID-19 pandemic.
“Across the years, co ee producers have used Fairtrade to help create a better future. ey have built healthier, stronger, and more resilient communities, with improved choice and better life chances through access to healthcare and education. ey have raised up their farms and their families in ways unimaginable before,” he says.
An example of a community that has directly bene ted from the Fairtrade model is Asociación de Cooperación al Desarrollo Integral de Huehuetenango (ACODIHUE), a co ee-producing organisation founded in Guatemala in 1996 with support from the European Union (EU).
In addition to co ee, ACODIHUE members also produce honey, potatoes, and hibiscus tea, all of which are marketed under the La Meseta brand.
“ACODIHUE, through sales to local and international markets, hopes to continue to provide services and technical assistance
to producers that will keep product quality at competitive levels in addition to developing social and economic programs that bene t farmers, their families, and the community,” says Milward.
ACODIHUE has used the Fairtrade Premium to develop a storage and distribution centre and water conservation initiatives, so now large amounts of water used in co ee washing processes are treated in ltration and sedimentation tanks to prevent pollution of water sources. What’s more, the Fairtrade Premium has also provided educational programs and scholarships for members of the cooperative.
Meanwhile, Cud Lie Mnong Fairtrade Agriculture Cooperative (CUDLIEMNONG) in Vietnam has used Fairtrade Premium funds for community development, infrastructure improvements, and direct support to increase productivity and quality since receiving Fairtrade certi cation in 2009.
Milward says research has shown that Fairtrade initiatives signi cantly improve the nancial wellbeing and resilience of farmers and their communities, particularly during times of hardship.
e report, titled Assessing the Impact of Fairtrade on Poverty Reduction and Economic Resilience through Rural Development, revealed higher earnings, better safety nets, and increased savings for
Fairtrade-certi ed farmers, with the average Peruvian household incomes of Fairtrade producers being 50 per cent higher than those of non-Fairtrade producers. Fairtrade farmers also registered an uptick in bene ts across social wellbeing indicators, including gender equality and workplace safety and health, when compared with their nonFairtrade counterparts.
“Women in Fairtrade cooperatives, for instance, showed more con dence in speaking up and voicing their thoughts. Similar advantages were noted on healthrelated issues,” says Milward.
He adds that long-term sustainability is crucial to securing resilient supply chains, and this is where initiatives like Fairtrade’s Shared ImPACT initiative can make a di erence.
In December 2023, the Competition and Markets Authority backed Fairtrade’s Shared ImPACT initiative, which encourages UK retailers to collectively source more Fairtrade co ee and other commodities. Milward says this approach helps producers secure better incomes, more Fairtrade Premium, and greater power in supply chains, while businesses mitigate risks and invest in long-term sustainability.
“Our hope is the future will be one of greater collaboration,” he says, “even among competitors, so that fairer trading becomes the norm.” GCR
The Fairtrade Minimum Price ensures farmers receive a fair and stable income, while the Fairtrade Premium helps improve social, economic and environmental conditions within communities. Image: Fairtrade.
Spotlight on Australia
The 12th instalment of Melbourne International Coffee Expo takes place from 20 to 22 March, with coffee professionals from across the globe gathering in Australia to share ideas, solutions, and knowledge.
THE GLOBAL NATURE of co ee, with its continent-hopping supply chains, world-famous terroirs, and fast-paced equipment innovation, makes international tradeshows such as Melbourne International Co ee Expo (MICE) an essential element of the industry. ey’re opportunities for those who work in co ee to do business, connect with new contacts, and catch up with friends and colleagues.
Each year, the international community convenes in Melbourne – the home of one of the world’s most celebrated co ee cultures – at the Southern Hemisphere’s largest dedicated co ee tradeshow. Since it was established in 2013, MICE has grown organically to become one of the industry’s must-attend annual events.
“MICE was created to provide a destination to do business, create connections, and celebrate the fabric of our co ee community. It has since evolved
as a global destination to connect buyers and sellers,” says Sarah Baker, MICE Education Moderator.
“It continues to be a showpiece for Australia’s co ee culture, and an annual celebration of the people, products, and innovation that makes our industry so admired at a national and global level.”
Australia has long been an in uential market: setting trends, pushing quality, and cra ing its own contemporary café culture that’s been replicated around the world. erefore, it was only natural that the country’s dedicated co ee tradeshow would quickly gain a reputation as the event to discover the next generation of industry trends, equipment, and knowledge.
“Unlike the European and American markets, what’s unique about Australia’s co ee culture is its specialty co ee scene, celebrated by independent co ee shops with their own individual style, design, and boutique co ee o erings that celebrate
community and their local customers,” says Baker.
“International manufacturers have been known to look to the Australian market to experiment with machine prototypes, from new steam wand technology to ow meter systems, signature beverages, and espresso chilling equipment. It’s thanks to the country’s passion and innovation that industry barriers continue to be pushed, and why international collaborators look Down Under as the gold standard of co ee excellence.”
When MICE returns to the Melbourne Convention and Exhibition Centre from 20 to 22 March 2025, Show Director Lauren Chartres promises the event’s biggest schedule of exhibitors, educational content, and networking opportunities to date.
Come to connect
For years, MICE has presented a unique opportunity to do business face to face
More than 10,000 international coffee professionals and enthusiasts are expected to a end MICE2025. Image: Prime Creative Media.
– attracting more than 10,000 industry professionals and co ee enthusiasts from around the world, as well as a range of exhibitors from all areas of the supply chain. To re ect its role as a facilitator of collaboration and partnerships, for the 2025 event organisers have introduced the Melbourne Co ee Festival, supported by leading equipment supplier Breville.
“ e interactive new area will be a space for attendees and exhibitors to relax and connect. In the mornings, an espresso bar will fuel conversation, while in the a ernoon DJs and drinks will create a more lively, social atmosphere,” says Chartres.
“We’re excited to partner with Breville to also add a consumer element to the area. We want to help co ee lovers unlock professional performance at home. While there is a lot of information out there, there’s nothing like learning something rsthand from the professionals, in an environment that welcomes questions and curiosity.”
Melbourne Co ee Festival will feature a Demo Stage where attendees can check out the latest equipment, watch tutorials from leading industry experts, and take part in hands-on tastings and activations. ere will also be plenty of opportunities to chat to the experts and ask any burning questions.
“Espresso is at the heart of Breville’s product portfolio, and there’s no better place to celebrate that than the Melbourne International Co ee Expo. MICE is a key opportunity for us to engage with Australia’s passionate co ee community, connect with industry leaders, and demonstrate how our products empower co ee lovers – at home and in cafés – to achieve barista-quality results,” says Candi Hart, Breville’s General Manager of Marketing & Speciality Co ee for Australia.
“ is year, we are thrilled to bring our four core co ee brands – Breville, LELIT, Baratza, and Beanz.com – together under one roof at MICE. is is a unique
opportunity to showcase our full ecosystem of specialty co ee solutions, from precision grinding to barista-quality espresso and curated beans, all designed to elevate the co ee experience for professionals and home enthusiasts alike.
“MICE is a cornerstone event for both the Australian and international co ee community, and we are delighted to be playing a signi cant role as a platinum sponsor for 2025.”
With more than 100 exhibitors con rmed for MICE2025, there will be even more opportunities to connect with other businesses and discover new innovations around the event. From equipment manufacturers and green bean importers to solutions providers and co ee roasters, all links in the supply chain will be represented.
What’s more, the socialising doesn’t stop when the event closes on Saturday 22 March. Once the expo wraps up, the O cial MICE A er-Party will take place
A new Roasters Playground will present even more opportunities to taste coffee. Image: Prime Creative Media.
at Showtime Events – just steps away from the main event. From 7.30pm, MICE will host the inaugural Co ee Industry Heroes awards, which recognise those in the co ee and café industry who have displayed commitment and made positive impacts towards their cra , the industry, and the people around them.
“ ere are so many unsung heroes who go above and beyond every day for their community, colleagues, and the wider Australian co ee industry. is is a unique opportunity to give them the recognition they deserve,” says Chartres.
Come to learn
Responding to the industry’s call for more knowledge-sharing opportunities, education is a key focus for MICE2025.
Building on its sold-out panel discussion sessions at the 2024 event, the 12th edition will feature even more opportunities to discuss industry challenges with peers, hear from thought leaders, and take part in question-and-answer sessions.
“We are deeply ingrained in the co ee industry year-round and we know education is a priority for many businesses and professionals right now,” says Baker, MICE Education Moderator.
“People not only want to learn from their
peers but also from other players in the supply chain. ey want practical advice on a range of subjects, from how to navigate co ee pricing to what the future of co ee equipment looks like.”
In 2024, the Global Co ee Report Leaders Symposium sold out in advance of the event and is set to return with an extended schedule of panel discussions. International speakers will tackle topics such as how
to manage international expansion and the next cities to emerge as global co ee hot spots; supply chain, pricing and transportation challenges the roasting community face; and the balancing act of co ee pricing and the evolution of quickservice co ee.
Furthermore, organisers have announced Gerd Mueller-Pfei er as the GCR Leaders Symposium keynote speaker. With more
Gerd Mueller-Pfeiffer will deliver the GCR Leaders Symposium keynote speech. Image: Gerd Mueller-Pfeiffer.
than 25 years’ experience in the co ee industry – primarily at the world’s largest co ee company, Nestlé – Mueller-Pfei er brings a wealth of knowledge and expertise to the table, and to MICE audiences when he delivers the keynote presentation on 20 March.
At his Melbourne speaking address, he will discuss the changing co ee culture and the megatrends shaping its future.
“Co ee is more than just a beverage: it is a global phenomenon, a cultural connector, and a multi-billion-dollar industry undergoing signi cant transformation,” he says.
“Co ee is at a crossroads: innovation, sustainability, and cultural shi s are shaping the next decades. Businesses that adapt, invest, and innovate will thrive, while those resistant to change may struggle.”
During his presentation, Mueller-Pfei er will highlight six key themes that he believes will de ne the future of co ee in the years to come: co ee as a global phenomenon; where to nd future growth; the rising varieties of the co ee culture; will co ee be available in 2025; the need for new business skills: what’s next for the industry; and opportunities and development within the Australian co ee market.
For café owners and those interested in the direct-to-consumer market, the free-to-attend Café Owners Education Series will o er practical advice. e subjects of the sessions include co ee pricing, sta shortages, menu curation, and navigating social media. At the end of each session, audience members will have the opportunity to ask the panel of industry experts questions on the subject.
Come to taste
New to MICE this year is the Roasters Playground, which will see more than 30 roasters serving co ee and hosting tasting sessions across the event. Supported by La Marzocco, Riverina Fresh, and Milklab, the new area gives attendees the opportunity to discover a host of roasters they might not have come across and try a wide range of co ees.
Roasters Playground sponsor La Marzocco will provide all the equipment for the roasters to cra excellent co ee, while Riverina Fresh and Milklab will supply dairy and alt-milks for the baristas to cra delicious drinks for attendees. e roasters will change throughout the day, so attendees will have a rolling selection of beans to sample and brands to engage with.
“What you can expect from this edition
of MICE is a show curated around some of Australia’s best roasters,” says La Marzocco Australia Managing Director Barry Moore.
“ e diversity of the show enables co ee roasters to engage with a broader range of businesses attending to learn how utilising co ee as part of the customer experience can grow their respective businesses. I truly believe the Australian co ee and hospitality industry is on its very own frontier, and we will witness this at the show.”
What’s more, there’ll be further opportunities to taste beans from leading co ee companies at the Roasters Village. Attendees can experience a full lineup of immersive events, barista showcases, interactive tastings, and more.
“We are excited to welcome the world’s co ee community to Melbourne for what we believe will be our best MICE yet,” says Chartres.
“ e past year has seen the co ee industry face many hurdles, but it has been amazing to see people and businesses come together to tackle these challenges. MICE presents a unique opportunity for the co ee community to come together, share their knowledge, and build a stronger, more resilient industry – while also having some fun at the same time.” GCR
For more information, visit internationalcoffeeexpo.com
In partnership with Breville, Melbourne Coffee Festival will focus on delivering tutorials and skills sessions. Image: Breville.
Brambati BR6000 roaster
Brambati S.p.A celebrates innovation and development with its fully automated nextgeneration BR6000 roaster. The roaster has been designed for higher productivity, lower energy consumption, and fewer emissions, and to be more reliable, easier to use, and require less maintenance. The roaster gives users complete control over the roasting process, with the ability to adapt the roast profile to alter specific characteristics and flavour highlights. Parameters can be fine-tuned in realtime during or after the roasting process thanks to artificial intelligence and self-learning capabilities. For more information, visit brambati.it
WMF espresso NEXT
The WMF espresso NEXT semi-automatic portafilter machine combines traditional taste, design and craftsmanship with the advantages of automation. From grinding, portioning, and tamping to milk dosing and frothing, the machine takes care of all time-consuming and error-prone tasks. Its ease of use ensures consistently high beverage quality, especially in times of changing sta with di erent levels of expertise. Compared to conventional portafilter machines, the WMF espresso NEXT can reduce manual preparation by up to 40 per cent. By reducing wait times and increasing customer satisfaction, the WMF espresso NEXT can help boost sales.
For more information, visit wmf-coffeemachines.com
Image: Brambati.
DIARY dashboard
Global coffee
Melbourne International Coffee Expo
MELBOURNE, AUSTRALIA
20 – 22 March
Melbourne International Co ee Expo (MICE) is the largest dedicated co ee event in the Asia-Paci c. MICE connects café owners, roasters, equipment manufacturers, service suppliers and more to facilitate real business opportunities. e 2024 event saw 10,897 visitors attend the three-day expo at the Melbourne Convention and Exhibition Centre. MICE2025 will make its permanent return to March and host the Global Co ee Report Leader Symposium and Café Owners Education Series. It welcomes the international co ee community to explore the Australian co ee market and maximise growth opportunities in the progressive co ee city of Melbourne.
internationalcoffeeexpo.com
PRF: Farm Summit Honduras
2 2 3 4 5 7 8
Café Show Vietnam
HO CHI MINH CITY, VIETNAM
International Café & Beverage Show
SAN PEDRO SULA, HONDURAS
27 – 28 March
Producer Roaster Forum’s 10th Farm Summit will take place in Honduras in March 2025, marking the second time the event has been held in the country. e Summit series was created in response to industry demands and has an academic focus for producers and roasters following regenerative agricultural practices. e immersive event is designed to revolutionise the co ee industry by protecting its future and advocating for practical solutions. Up to 1000 co ee professionals are expected to attend.
producerroasterforum.com 1
17 – 19 April
Taking place at the Saigon Exhibition and Convention Center in Ho Chi Minh City, the ninth edition of Café Show Vietnam showcases businesses from around the world. e 2024 event welcomed 450 exhibitors from 15 countries and recorded more than 30,000 visitors from 45 countries.
Alongside features such as the Co ee Alley and Cherry’s Choice expos, talks, and workshops, the event will host the 2025 Vietnamese Barista, Latte Art, and Brewers Cup Championships, as well as the Asia Latte Art Battle.
cafeshow.com.vn
KUALA LUMPUR, MALAYSIA
24 – 25 April
An exhibition dedicated to artisan food, beverage, and café products, the International Café & Beverage Show (ICBS) returns to Kuala Lumpur in April. In 2025, ICBS will showcase a broad range of products beyond co ee – including tea, other beverages, juices, pastries, desserts, café design solutions, and POS payment systems – for a comprehensive representation of the café and beverage ecosystem. e rst two days of the event will focus on trade visitors, while the nal day will be open to the public.
intl-cbs.com
events around the world
8
HostMilano
MILAN, ITALY
17 – 21 October
e professional hospitality exhibition returns to Milan in October 2025 for its 44th edition. e biannual event is speci cally aimed at the HoReCa industry and provides a global platform for professionals in the sector to come together. HostMilano attendees will have the opportunity to learn about the industry’s supply chains, consumer trends and more as the event o ers in-depth analysis on technologies and new innovations to help equip hospitality and catering businesses with the tools to succeed.
Specialty Coffee Expo
TEXAS, UNITED STATES
25 – 27 April
e Specialty Co ee Expo will make its way to Houston, Texas, in April. e event is designed to be the co ee professional’s one-stop-shop for everything they need to succeed in the industry. Attendees can learn about innovative co ee products, consider how to integrate specialty co ee into existing business plans, and participate in lectures. ere are also hands-on learning opportunities, with the chance to expand careers and networks. Key show features include the Roaster Village, Cupping Exchange, Co ee Design Awards, and Best New Production competition. coffeeexpo.org
World of Coffee Jakarta
JAKARTA, INDONESIA
15 – 17 May
e second edition of the World of Co ee tradeshow will take place in Jakarta, Indonesia, at the Jakarta Convention Centre from 15 to 17 May 2025. e event will run in addition to the Specialty Co ee Association’s annual World of Co ee tradeshows in the Middle East and Europe. In 2025, the event will focus on the connection to Indonesia as one of the world’s largest co ee-producing countries. Potential visitors are encouraged to stay up to date via the website and various social media channels as more information is released throughout the year. asia.worldofcoffee.org 1 3 4 5 6 6 7
host.fieramilano.it
World of Coffee
GENEVA, SWITZERLAND
26
– 28 June
More than 80 international competitors will gather at the World Co ee Championships at World of Co ee Geneva in June. e event includes the 2025 World Latte Art, World Co ee in Good Spirits, World Co ee Roasting, and Cezve/ Ibrik Championships.
e World Latte Art Championship highlights artistic expression in a competition that challenges the barista in an on-demand performance. e World Co ee in Good Spirits Championship promotes innovative beverage recipes that showcase co ee and spirits. e Cezve/ Ibrik Championship showcases the Cezve or Ibrik preparation of brewing co ee in a competition format. Meanwhile, the World Co ee Roasting Championship recognises excellence in co ee roasting, scoring competitors on their co ee evaluation, preparation, blending, and roasting skills. worldofcoffee.org
The bi er end
New research from the Technical University of Munich suggests genetics may play a role in why some people find coffee more bi er than others.
LIKE CORIANDER, olives, and pineapple on pizza, co ee o en falls into the love-hate category. It divides opinion, with one camp loving its bold, complex avour pro le and the other declaring it too bitter and undrinkable.
While the discussion has rumbled on for years, new research from the Leibniz Institute for Food Systems Biology at the Technical University of Munich in Germany has come closer to concluding why there’s variation in how people perceive the bitterness of co ee.
Ca eine has long been known to create a bitter taste, yet deca einated co ee still displays these qualities. is fact led Leibniz’s team of researchers, led by Principal Investigator Dr Roman Lang, to explore which other substances contribute to the bitter avour of co ee. As a result, they’ve identi ed a new group of bitter compounds in roasted Arabica co ee as well as a genetic disposition determining how bitter these substances taste.
“Previous studies have identi ed various compound classes that are formed during roasting and contribute to bitterness,” says Coline Bichlmaier, a doctoral student at the Leibniz Institute. “During my doctoral thesis, I have now identi ed and thoroughly analysed another class of previously unknown roasting substances.”
Bichlmaier rst looked at mozambioside, a compound found in Arabica beans that tastes about 10 times more bitter than ca eine and activates two of the 25 bitter taste receptor types (TAS2R43 and TAS2R46) in the human mouth and the cells of other organs and tissue.
“Our investigations showed that the concentration of mozambioside decreases signi cantly during roasting, so that it only makes a small contribution to the bitterness of co ee,” says Lang.
“ is prompted us to test whether roasting produces breakdown products of mozambioside that are also bitter and could a ect co ee’s taste.”
e research team report that seven di erent degradation products of mozambioside are produced during roasting and are found in co ee in uctuating concentrations, in uenced by roasting temperature and duration.
ese products almost entirely pass into the beverage when brewed, and a cellular test system demonstrated that they activate the same bitter taste receptors as mozambioside. ree of the products are believed to have an even stronger impact on the receptors than mozambioside.
However, the researchers stress that the concentrations measured in brewed co ee were too low to induce a noticeable
taste. In a sample of 11 test subjects, the combination of mozambioside and its roasting products led eight participants to perceive a bitter taste, while two didn’t perceive any particular taste and one found it to be ‘astringent’.
e researchers used a genetic test to show that this taste sensitivity was in uenced by the genetic predisposition of the test subjects. Two participants had both copies of the TAS2R43 gene variant defective, seven had one intact and one defector variant of the receptor, and only two people had both copies of the gene intact.
“ e new ndings deepen our understanding of how the roasting process in uences the avour of co ee and open up new possibilities for developing co ee varieties with coordinated avour pro les. ey are also an important milestone in avour research, but also in health research,” says Lang.
“Bitter substances and their receptors have further physiological functions in the body, most of which are still unknown.” Lang, Bichlmaier, and team believe there is more research to be done in this area. ey say there are many more bitter substances in co ee that are not yet known, despite the fact that around one billion people drink the beverage each day.
GCR
Researchers have found a new group of bi er compounds in roasted Arabica coffee.
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