We Make Traceable, Impactful Coffee Work at Scale
We decided to join the Municipality of Amsterdam’s coffee tender because it reflects everything we care about—and everything we have been proving for the past 13 years. At This Side Up, we work side by side with farmers, paying prices they define as fair and supporting them to invest not just in coffee, but in their land, their communities, and their futures.
This tender gave us the chance to show what we have been building all along: high-quality specialty coffee, fully traceable sourcing, and long-term partnerships that can scale responsibly. We know the farmers personally, understand their realities, and can offer full transparency from farm to cup—without relying only on certifications.
For us, participating is also a statement of belief: that a small, focused company can make a real difference at scale, supporting farmers, communities, and the market in a rigorous, accountable, and sustainable way. And yes—there is genuine joy in this work. Seeing farmers thrive, communities grow, and specialty coffee reach people who truly value it is what keeps us going. This tender lets us combine impact with celebration, and hopefully inspire others in the sector to follow the same path.
AMSTERDAM MUNICIPALITY GOALS
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What benchmark do we use to assess our impact, and why?
We anchor our understanding in a combination of real-world practice and shared industry data. The Specialty Coffee Transaction Guide—an initiative we contribute to annually—offers one important reference point. But just as critical is the day-to-day reality of how coffee moves: variations in quality, context, negotiation, and long-term commitment that no single framework can fully capture.
We do not use certifications as a benchmark for our impact. They collapse fundamentally different realities into a single framework, failing to distinguish between commodity and specialty coffee. For us, that makes them an inadequate measure of the work we actually do.
The same applies to the C price. It is a speculative market mechanism that dictates global pricing, but has little to do with quality, cost of production, or the depth of long-term relationships. Using it as a reference point only reinforces a system we actively choose to step outside of.
Even within certification systems such as Fairtrade, minimum prices are designed as safety nets. But on the ground, pricing continues to track the market, with limited recognition for quality, risk, or sustained partnership. The result is a familiar gap: impact is well-defined in theory, but diluted in practice.
We are not trying to optimize within that system—we are working beyond it.
That complexity is not something we try to standardize away. It is exactly what we choose to engage with—and where we believe meaningful impact actually sits.
Everyone deserves dignity of life. We choose to work toward it—anti-colonially—through coffee.
In many of the regions we work in, poverty is not an exception—it is the starting point. Not all producers have access to specialty markets, and not all coffee will meet high-quality standards. This is not a gap to avoid—it is the system as it exists.
By choosing to show up consistently—across harvests, across grades, and across changing conditions—we create a different kind of market presence. One that does not filter people out, but brings them in.
Coffee is a colonial crop. The way it is traded today still reflects that history—who holds power, who captures value, and who absorbs risk.
Our role is not to fix this overnight, but to take responsibility for how we participate in it. Consistency is part of that. So is pricing that is not solely tied to cup score. We work bottom-up. We listen. We stay.
If poverty has been structured into the system, then dignity has to be structured into how we operate. This is why we stay
We choose to show up differently in the market.
Much of the specialty coffee industry prices based on cup score and short-term market dynamics—as reflected in the Specialty Coffee Transaction Guide. This can exclude farmers without consistent access to specialty markets.
Our model is based on continuity. We return to the same partners year after year, across harvests and market cycles. Pricing reflects the relationship over time—not just quality in a given season. We continue buying across grades, maintain purchases when quality fluctuates, and pay stable, often higher, prices that are not directly tied to the C market.
Only by standing beside partners consistently, and rewarding their work with stable, and often higher, prices tied to their impact—not just their cup score—can we begin to speak of a truly sustainable business.
FIGURE
Number of years of
partnership between This Side Up and Origin
RWANDA (Abakundakawa Rushashi) : 13 years
BRAZIL (Capricornio) : 9 Years
TANZANIA : 12 years
INDOENSIA : 10 years
For example, we purchase both A1 and A3 grades from Abakundakawa at price ranges that are collaboratively agreed upon with the cooperative each year. Data from 2024–2025 shows that this approach enables farmers to sell beyond just high-end specialty lots, creating additional income opportunities.
Quality Only Matters If It Works for Everyone
By supplying specialty coffee to the Municipality of Amsterdam, we’ve come to see how central quality really is—not just as a product attribute, but as a way for farmers to differentiate themselves from commodity coffee and be recognised for their work. Through This Side Up, we’re able to explore a broader range within what is defined as specialty coffee. This creates space for farmers to offer different quality levels at premium prices, while also choosing to invest in their land, take a longer-term view, and have more direct conversations with buyers around costs of production and value. At the same time, roasters have the freedom to deepen their craft with better, more expressive coffees.
We use Specialty Coffee Association protocols as a foundation, but we also try to keep things grounded in reality—rewarding and penalising quality in a way that reflects what happens on the ground. This is something we work on together throughout the year—sharing feedback and supporting improvements from plant to cup—so quality becomes a shared responsibility rather than a fixed outcome.
What this ultimately means is that people working across Amsterdam can drink consistently good coffee at scale, while feeling connected to a system where quality, trust, and long-term relationships genuinely matter.
High-Tech, Low Footprint
GEMEENTE AMSTERDAM x bybo
Working with BYBO at the GEMBO site in Amsterdam North has really shown why they’re such a strong partner. Their high-tech IMF roaster makes consistent, high-quality coffee while using less energy and producing lower CO₂ emissions, and the automated profiling system keeps every batch on point. On top of that, their intentional approach—95% of shipments in circular containers and electric transport for distribution—makes operations smoother and more sustainable. It’s clear that a skilled, thoughtful roaster like BYBO doesn’t just deliver great coffee—they also make scaling and tracking everything much easier.
FIGURE
SINCE START OF THE CONTRACT UNTIL 16-03-2026
45960 KG OF GREEN COFFEE
38794,76 KG OF ROASTED COFFEE
766 BAGS OF 60 KGS
1164 KG OF PLASTIC BAGS SAVED
970 KG OF CARDBOARD SAVED
Economic Impact, Built on Trust
GEMEENTE AMSTERDAM x this side up
In our case, economic impact begins with the first touchpoint: purchasing coffee at a high and stable price. This isn’t just a number—it’s a way of showing trust and supporting our partners from the very start. The total volume reported here covers the period from the start of the contract up to 16‑03‑2026 and includes both Mokum and Brain blends..
FIGURE
Rwanda : 14880 KG of green coffee which translates to 248 bags
Brazil :18240 KG of green coffee which translates to 308 bags
Tanzania :1980 KG of green coffee which translates to 33 bags
Indonesia : 10860 KG of green coffee which translates to 181 bags
FINANCIAL IMPACT
We took the prices of these kilograms to measure the financial impact on the ground.
$269.358,81
paid to Farmers (FOB)
Our approach is to define value directly with our origin partners. Pricing is set collaboratively, based on what producers themselves identify as fair and sufficient to meet their needs. This approach relies on long-term relationships and mutual trust, creating a system where farmers are not responding to external benchmarks, but actively shaping the terms of their own sustainability.
We are moving toward working with each farmer group to document their cost of production for each harvest season. This allows us to have informed conversations about whether the price they receive is sufficient and how it can be improved for future seasons, grounded in the realities of the grassroots.
Here, FOB (Freight on Board) represents the value that reaches the farmer from the farm gate until export—essentially capturing how much of the value of the coffee is received directly by the producers.
€ 61451
Regenerative Premium invested
This figure represents the total kilos purchased from the partner multiplied by a fixed premium of €0.06, which we apply across all coffees. This premium is returned to our partners to initiate regenerative projects of their choice. It is important to us that they retain full autonomy over how these funds are used, offering a small but flexible addition to the value already built into the prices paid at origin.
FIGURE
Total Amount of Regenerative Premium Invested Per origin
RWANDA : €3503
BRAZIL : €34605
TANZANIA :€1998
INDONESIA :€21345
GEEMENTE AMSTERDAM PROJECTS
Overview of the origins that were used to create Mokum and Braine
TANZANIA
Creating economic empowerment and stability through specialty coffee
Partner: Wanza
XX smallholder farmers from 4 groups
(Amkeni, Masista, Marangu and Aranga)
33 bags consumed by Mokum Blend
10% of blend together with Rushashi, Brazil for Mokum
Partner: Abakundakawa Rushashi
2109 farmers
248 bags consumed by Amsterdam including Mokum & Braine *
40% for Mokum and 30% for Braine
Partner: Capricornio
14 farmers, 270 workers
308 bags consumed by Mokum and Braine*
50% for Mokum and 30% for Braine
An in-depth look at the origins that were used to create Mokum and Braine
After the genocide ended, leaving behind widows, displaced and separated families, single mothers, children at risk, poor sanitary and health measurements, hunger, vulnerability, and trauma - Rwandas government began implementing a restoration project to bring unity to the population. Abakundakawa Rushashi was born from these efforts. However, it was not until 2012, when its former manager and lifelong coffee farmer Antoine Kagenza took over the management of the cooperative, that specialty and quality coffee was taught and spread over the 17 districts that form it.
Members of Ishema, gathered in a training session.
Over the past years, Abakundakawa has significantly grown, attracting more farmers to produce specialty coffee and carefully developing a savings and credit system that offers economic security to its members. In 1999, the cooperative started with 103 members. Today it is formed by 2109 farmers, of which 919 are women, and 477 are youth. In 17 villages in Gakenke district, they supported the creation and development of two women in coffee groups: Duhingekawa and Abanyameraka, as well as the Ishema Youth Coffee Group, also conformed mostly of women (from the 477 farmers 289 are women), developed thanks to an initiative that came from Rutabo farmers when they noticed the alarming reality on the ground.
In Rwanda, 80% of the farmers are elderly, unemployment is high (24%), and the risk of joining gangs is also quite elevated. "The options young people have are limited," shares Antoine. "A young man can help their parents with their lands, migrate to the city, or join the army. A young woman can marry, migrate to the city (and usually work in sex services), or become a sewer or a hairdresser."
“The production increased because many farmers were motivated. The youth is encouraged and so they support their parents or family members. ”
Access to a bigger and broader market, such as Radboud, helped Abakundakawa to develop this much-needed coffee group that also serves as a solution to one of the biggest challenges in coffee: the generational gap. By actively engaging the youth in coffee, production increases for everyone. The most labor-intensive chores rely on the youth. The elder also chose to leave the land to them, increasing the productivity of each tree. The Ishema Youth Coffee Group started in 2016 with 63 members. Today, 477 young farmers are part of this group. They learn credit, savings, administration, and, mostly, coffee.
New to working hard on the social impact, This Side Up and Abakundakawa Rushashi have been working hard on implementing ecological friendly farming practices. Read more about our regenerative project at Rushashi here.
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In 2025, the SPVO project at Abakundakawa came fully to life. Long-term contracts established by the Municipality of Amsterdam provided the cooperative with stability and trust, creating space for initiatives that go beyond trade alone. A 3-hectare demo plot was set aside for farmers to be stewards of the land and directly benefit from their work.
With support from the SPVO budget, the cooperative is planting native shade trees and equipping field officers with tablets to gather accurate, timely data from all farmers. The demo plot itself includes around 3,000 coffee trees, soon to be harvested for the upcoming season.
This project goes beyond producing coffee—it helps improve incomes and livelihoods for all farmers, ensuring they can remain active and engaged in the cooperative. Through long-term contracts, thoughtful support, and access to tools, farmers are not just participants—they are shaping the future of the land and the business, and benefiting directly from it.
In northern Tanzania, This Side Up works with local origin partner Wanza, run by Frank Mlay and Rebecca Trupin, to connect smallholder coffee producers around Mount Kilimanjaro and Mount Meru with international specialty markets. Through this collaboration, Wanza works closely with several farmer groups—including Aranga, Marangu, Masista and Amkeni—whose members cultivate coffee on small plots at elevations between approximately 1,200 and 1,700 meters.
In a sector where coffee is commonly marketed through large cooperative unions and the national auction system, these groups represent a less common model of farmer-led organisations with a higher degree of autonomy. Producers organise themselves in smaller associations that retain decision-making power over production practices, quality development, and collective investments.
Working alongside Wanza, these farmer organisations gain access to international markets while maintaining their independence. Activities such as transparent price discussions, shared quality evaluation through cupping sessions, and improvements in drying and processing practices strengthen farmers’ understanding of quality and their position within the value chain.
For the Municipality of Amsterdam, continuing this sourcing relationship supports farmer agency, inclusive governance, and diversified market access in Tanzania’s coffee sector—contributing to a supply chain that strengthens rural livelihoods while encouraging long-term resilience and quality development.
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In 2025, one of Wanza’s most significant milestones was the appointment of a full-time extension officer (agronomist)—a first for the organisation—made possible through its long-term partnership with This Side Up and the regenerative premium. Working closely with farmers throughout the season, this role has enabled tailored, farm-specific guidance, strengthening productivity and soil health while helping to minimise quality inconsistencies.
In the Temanggung region of Central Java, the Kojoyo cooperative and the Candiroto farmer group are using specialty coffee as a pathway for economic and social transformation. Founded in 2019 by Wahyu Setiono, Kojoyo works with smallholder farmers across several districts to develop higher-value coffee production through improved processing, quality control, and cooperative organisation.
The initiative has helped farmers transition from declining or environmentally damaging crops such as tobacco toward more sustainable coffee cultivation. At the same time, the cooperative has created opportunities for rural employment, youth participation, and even the rehabilitation of formerly radicalised individuals through agricultural livelihoods and coffee tourism initiatives.
Through partnerships with local groups such as the Candiroto producers led by Cahyo Pertama, farmers collaborate on soil health, organic fertilizer production, and processing innovation. By linking these farmer organisations to international markets through long-term trade relationships, the project strengthens rural incomes while encouraging regenerative farming practices and community-led development.
For the Municipality of Amsterdam, continuing this sourcing relationship supports a value chain where coffee functions not only as an agricultural product but as a practical tool for rural resilience, environmental recovery, and inclusive economic participation.
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Thanks to the long-term contracts from the Municipality of Amsterdam, Ontosoroh was able to provide sustained support that translates into tangible economic impact for the farmers. These first-level benefits create the space and resources for skill-building, experimentation, and process improvements across different sites.
Asnikom Youth Group – Coffee Quality Control Training
In 2025, Ontosoroh continued supporting the Asnikom Youth Group to strengthen Robusta quality control. Youth received practical training on physical defect identification, moisture control (12–13% for storage), basic water activity awareness, and structured cupping. Participants can now identify major defects, use moisture meters correctly, and have their first experience with cupping, increasing motivation to improve post-harvest practices. Ontosoroh plans to continue this support in 2026 with advanced cupping, fermentation and drying control training, and regular monitoring of moisture and defects.Cahyo – Java, Candiroto
While last year activity was limited, in 2025 Ontosoroh expanded work with Cahyo by opening a drying station and micromill to handle more Robusta and facilitate experimentation. Ontosoroh is also supporting the start of specialty Liberica processing. These initiatives provide opportunities for technical skill development, process experimentation, and exploring new value-added approaches in post-harvest and specialty coffee production.Through these interventions, Ontosoroh is helping farmers translate economic support from the Amsterdam contracts into capacity-building, innovation, and more consistent quality, ensuring that the benefits of trade and stable pricing reach the ground level where they matter most.
Capricornio Coffees is an exporter that works closely with farmers in Brazil by offering them agronomical support to help them develop the best quality every season. This creates the upward cycle of better quality which influences the market to pay better prices and foster quality investments back on the farm. Through their “Four Seasons” program, they offer technical assistance which also includes behavioral changes of the farmers. It is a first step to help farmers move from producing commodity to specialty coffee. This program supports the farmers during harvesting and post harvesting activities, but as the name says: it supports in all the four seasons.
Moving from commodity to better paying and “pride enticing” specialty coffee, farmers gain headspace to care about the well being of the earth and community whilst producing their coffees. They move out of a “survival state”. Capricornio also works in a number of social projects locally to empower certain groups that are often vulnerable to climate change. Women in Coffee (WIC) is one such project that is also supported by This Side Up. Women from 69 small farms in Brazil are empowered by Capricornio through knowledge, know-hows and market connections to produce high quality coffees which could be recurringly commercialized. This Side Up has been working with WIC to also help them find direct roaster relationships so they can be provided with recurring contracts. Zwart’s Coffee, the roaster of the Amsterdam blend, is one of such partners.
Capricornio’s key focus area also lies in regenerative agriculture. They have been developing regenerative solutions towards combatting against pests like borer which is a common issue regarding plant health. The Brazilian coffees in the Amsterdam blend is supplied by some women from the Mulheres de Matao group and Fazenda California The Amsterdam blend typically consists of about 50% Brazilian arabicas for Mokum and 30% for Braine.