COCAHU (Cooperative des Caféiculteurs de Humure)

Manon Koningstein

Active members: 212

Female members: 47

Male members: 165

Active from year: 2005

Total production of members (estimate): 45,000 KG

Product: Coffee

Harvest Season: March-July

Export season: From August to December

Certifications: N/A

EUDR: “EUDR ready” for the 2025 harvest

Sales information

Product : Arabica Bourbon Coffee

What makes COCAHU special?

COCAHU has a very well-equipped washing station, recently complemented by a first-class coffee warehouse and the acquisition of a truck through a grant from USADF. They now want to boost their coffee production from two to four containers.

In 2022 the cooperative acquired a three-hectare plot which is shared between the 46-strong women’s association and the recently founded youth association. The first significant harvest will be in 2025, and COCAHU would like to produce a microlot of around 500 kilos.

The cooperative would like to gain RFA and Fairtrade certifications as soon as they see market demand.

History

COCAHU was established in 2005 as a cooperative with 213 members, including 46 women. Since 2007, it has been recognized by the Rwanda Cooperative Agency (RCA) and was officially registered on May 17, 2010, in accordance with RCA requirements. COCAHU’s vision is to empower coffee farmers who have long faced the challenges of small-scale farming. Recognizing coffee’s potential as a driver for change, we united to form a cooperative that provides farmers with a stronger market presence, better resources, and opportunities to improve their livelihoods.

Key Achievements

  • Increased Coffee Production: We have successfully increased the number of coffee trees among small-scale farmers, leading to a higher volume of coffee production.
  • Improved Coffee Quality: Through focused efforts on training and better farming practices, the quality of the coffee produced has significantly improved.
  • Enhanced Farmer Income: As a result of increased production and improved quality, the income of small-scale coffee farmers has seen a notable rise.
  • Social Initiatives: We’ve implemented social programs, including job creation, health insurance for members, and social security contributions, which have positively impacted the well-being of our community.

Milestones

  • Sustainability Efforts: We have initiated several sustainability projects aimed at reducing the environmental impact of coffee farming, ensuring long-term viability.
  • Community Development: Our cooperative has played a pivotal role in community development, improving the livelihoods of farmers and their families.
  • Training Programs: We have conducted numerous training sessions focusing on modern coffee farming techniques and risk management, equipping farmers with the necessary skills to thrive.

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Buhanga coffee cooperative

Manon Koningstein

Active members: 400
Active from year: 2009

Female members: 134

Male members: 266

Youth (18-35): 52

Total production of members (estimate): 500.000 kg of cherries

Product: Coffee
Certifications: in process (Fair Trade)

Harvest Season: March-June

Export season: From September to December

EUDR: “EUDR ready” for the 2025 harvest

Sales information

Product : Arabica Bourbon Coffee
Annual export volumes (Historical): Has only exported microlots to date, other coffee is sold locally

What makes Buhanga different?

The newly elected board is deeply committed to fostering greater involvement of young people in coffee production, recognizing the vital role they play in shaping the future of the industry. To achieve this, we are taking two key approaches:

  • Encouraging farmers to provide their children with a portion of land and coffee trees to manage, giving them the opportunity to earn an income and develop hands-on experience.
  • Supporting initiatives led by inspiring young leaders like Anesia, our 23-year-old agronomist. In 2022, Anesia established a savings group for young people, which began with 30 members meeting weekly. Today, the group has grown to 52 members, and alongside financial empowerment, Anesia provides valuable agronomy training.

Looking ahead, we are excited about the possibility of producing and marketing a special “Youth Coffee,” showcasing the talent and dedication of the next generation.

Mission

To improve livelihoods and financial independence of its cooperative members through preparing its production in heavy quantity with quality to promote farmers and securing access to economical and environmental sustainability.

Vision

To become the leading producer of specialty Arabica coffee, positioning Buhanga Coffee as a competitive, high-quality green coffee brand on the international market through exceptional taste and export excellence.

Farmer engagement

Assist cooperative members in covering health insurance for farmers, supplying livestock to support organic manure production, preparing and providing shade trees to help farmers protect soil from erosion, and promoting solar energy use to reduce CO2 emissions.

Key achievements

  • Production has increased due to preparing and distributing 30,000 seedlings to farmers each year at no cost.
  • Soil and environmental protection has improved by providing shade trees to our farmers.
  • Staff are highly qualified, having received extensive training in agroecology (agronomists) and financial management (accountants).
  • Strong governance has been achieved, supported by capable leaders committed to cooperative sustainability.
  • Coffee quality has improved, with cupping scores increasing from 84 to a range of 85–87.
  • Soil analysis has been conducted, enabling soil improvements based on results to boost production levels.
  • Coffee traceability has been enhanced by collecting data through the Beyco app.
  • Skills in price risk management help protect our business from losses due to market fluctuations.
  • Training in marketing has provided knowledge on finding buyers and building stronger relationships.

Contact Progreso for more information: yasmin@progreso.nl

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Looking back on some incredible years at Progreso

It’s not easy to say goodbye to someone who’s made such a lasting impact in a short time. After these past few years of her time at Progreso, we’ve said farewell to our Managing Director, Anneke Goede. And while her departure leaves us a little nostalgic, we mostly feel proud and grateful for her leadership, her care, and everything we’ve built together during her time at Progreso.

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Bwindi Coffee Growers Cooperative LTD

Manon Koningstein

Active members: 577

Active from year: 2019

Female members: 118

Male members: 459

Youth (18-30): 90

 

Coffee tree varietals: Elite, KR1-10

Post-harvest processing infrastructure: Coffee washing station with covered drying tables

Altitude of farms (range): 1300 to 2000 Arabica and 600 to 1200 for Robusta

Harvest Season: March – June and September – November

Export season: March onwards and November onwards

Sales information

Coffee types: Arabica and Robusta

Coffee grades: Drugar, Robusta FAQ, Specialty Natural Fully Washed Arabica

Cupping score: 84-86

Total production of members (estimate): 260 Tonnes (Arabica), 540 Tonnes (Rubosta)

History

Founded on January 1, 2019, with 65 shareholders, Bwindi Coffee Growers Cooperative Ltd has grown to 577 members, including 459 men, 118 women, and 90 youth under 30. Operating near Bwindi Impenetrable National Park, it promotes coffee cultivation, supporting local livelihoods through the coffee value chain.

Sustainability

  • Women´s Empowerment; through promoting gender equality, economic independence and leadership.
  • Sustainable Coffee Production; we promote eco-friendly farming practices, shade-grown coffee, and organic fertilizer.
  • Climate change adaptation and mitigation; We support farmers in adapting to changing weather patterns as well as giving them free tree seedling to mitigate climate change.
  • Coffee Farmer Cooperative; empowering smallholder farmers through training, Finance and Market Access.
  • Boosting coffee farmers income reduces economic pressure to look to the resources of the National Park.

Farmer Engagement

  • Bamboo plants along river Mubuku banks
  • Tree planting

Challenges

  • Temperature Fluctuations: These impact coffee ripening cycles.
  • Limited Access to Quality Agro-Inputs: Challenges include insufficient access to high-quality seedlings, organic fertilizers, and pesticides.
  • Market Challenges: Limited access to markets and fluctuating global coffee prices make it difficult to sell directly to international buyers.

Achievements

  • Partnerships and Networks: Collaborations include UCDA, Kanungu Local Government, Gorilla Coffee Conservation (GCC), Progreso, Solidaridad, Quinta Coira (Roasters United), and local buyers.
  • Registered Cooperative: Fully registered under the Uganda Cooperative Alliance (UCA) and recognized by the Ministry of Trade, Industry, and Cooperatives (MTIC).
  • Specialty Coffee Experts: Renowned for producing and selling high-quality specialty coffee.
  • Producing high-quality, fully-washed and natural coffee to speciality standard.

Contact Progreso for more information: admin@progreso.nl

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Annual Report 2024 out now!

In 2024, we faced a year of both challenge and opportunity—with record-high coffee and cocoa prices, shifting markets, and growing regulatory demands like the EU deforestation law. Yet through it all, I’m proud of how Progreso has continued to stand by producer organizations, adapting and growing stronger. Together with our dedicated teams across seven countries, we expanded our reach, built new partnerships, and strengthened tools like Beyco to support more traceable and resilient supply chains. As we look to 2025, I remain confident in our shared mission: unlocking market access and building a fairer future for smallholder farmers.
– Anneke Goede

Read the full Annual Report here

In 2024, Progreso made important progress in diversifying its funding sources and strengthening internal operations to support long-term sustainability. With the support of our new Partnerships Manager, Daan Mulder, we explored new opportunities and secured commitments from multiple donors. A strong example is our expanded work in Côte d’Ivoire—what started with Rabo Foundation has grown into a multi-donor initiative with SEM Foundation and Oikocredit, supporting six cooperatives.Internally, we improved consistency in communication and proposal development, and fully integrated our overhead revenue system introduced in 2023. Our active presence at events such as Chocoa, SCA, and Salon du Chocolat helped connect us with buyers and traders, strengthening the Beyco for Cocoa platform. Collaborations with GIZ and other NGOs also took shape.We renewed key partnerships, including Rabo Foundation’s support across five countries, and deepened our work with Oikocredit through the SSNUP initiative. Looking ahead to 2025, we aim to secure at least two donors per country and expand our Progreso Fund, combining technical assistance with trade finance. We’ll also focus on reinforcing the link between Progreso and Beyco. With 2024 laying a strong foundation, we’re ready to grow our impact in 2025.

Beyco in 2024

In 2024, Beyco accelerated its impact in digital cocoa trade, launching the Beyco Cocoa platform and expanding from dried beans to liquor and butter. Successful rollouts in Côte d’Ivoire, Peru, and Colombia demonstrated strong cooperative interest in Beyco’s decentralized model, which ensures full data ownership and transparency.

Beyco adapted its systems to meet EU deforestation-free supply chain (EUDR) requirements, enabling cooperatives—like one in Uganda—to benefit financially from compliance. The shift to working with local service providers boosted global reach, with promising collaborations in Kenya and Indonesia. Looking ahead, Progreso’s 2025–2030 strategy focuses on enhancing Beyco’s affordability, EUDR capabilities, and data literacy training to empower producer organizations.

Latin America in 2024

In 2024, Progreso reinforced the resilience of cooperatives in Peru, Colombia, and Nicaragua through technical assistance, access to finance, and strengthened market linkages. With partners such as Rabo Foundation and Solidaridad, we enhanced financial management, supported adaptation to market and regulatory demands, and promoted traceability, especially under the EU Deforestation Regulation. Programs like Blueprint Café and the newly launched Blueprint Cacao have empowered cooperatives with agroforestry design training and flexible loan schemes. The Progreso Fund remained solid, expanding in Nicaragua while maturing in Peru and Colombia. Across all countries, digital tools like Beyco were central to improving data use, financial planning, and compliance.

Our 2025 priorities include scaling impact through improved governance, targeted financial instruments, and strategic partnerships with actors like IDH, ADA, and Swisscontact. By deepening our support and refining our tools, Progreso is enabling smallholder organizations to thrive in increasingly demanding and competitive markets.

Africa in 2024

In 2024, Progreso deepened its support to 21 coffee and cocoa cooperatives across Uganda, Rwanda, and Côte d’Ivoire through tailored technical assistance, capacity building, and access to finance. In Uganda, support focused on strengthening internal governance and aligning loans with tailored TA to enhance resilience.

In Rwanda, efforts targeted business planning and credit-readiness, while Côte d’Ivoire saw a new partnership with SEM Foundation to improve cooperative governance and climate-resilient farming. Across countries, Progreso worked closely with Rabo Foundation and other partners to support cooperatives with financing, digital onboarding through Beyco, and market access. Lessons learned emphasized the need to strengthen internal structures before scaling TA.

In 2025, Progreso will refine its onboarding criteria, deepen financial support, and continue aligning TA with market opportunities, including the first union-led cocoa exports from Côte d’Ivoire. The focus remains on building strong, self-reliant cooperatives able to secure financing, access markets, and drive sustainable, farmer-led development.

Indonesia in 2024

In 2024, Progreso Indonesia supported 14 coffee and cocoa partners across Sumatra, Java, Sulawesi, Flores, and Bali through financial training, operational guidance, and strategic networking. Six cooperatives accessed working capital loans via Rabo Foundation’s on-lending program, while Ontosoroh Coffee and Makmur Sejahtera transitioned to direct Rabo financing.

Ontosoroh expanded its sourcing and continued exports to This Side Up, and Makmur Sejahtera partnered with Sucafina to supply over 200 tons of Java Robusta. At Jacoweek, Beyco engaged producers on EUDR compliance through digital traceability and joined a panel on sustainability in the premium market. Partners Rejo Mulyo and Lodra Mandiri competed in the Cup of the Year, showcasing their quality coffees. In October, Progreso joined the SCAJ Expo in Tokyo, where partners presented coffees from across Indonesia and shared insights into our inclusive value chain approach, supported by a Rabo Foundation-funded project.

Meet Marie Gbla: our newest Project Officer Côte d’Ivoire

With a new member in our team, of course, we couldn’t pass up the chance to chat with her and learn more! Keep reading for our interview with Marie.

Marie: ´Agriculture has always been a big part of my journey. I started my studies in agricultural economics and rural development at ESA/INPHB in Yamoussoukro, Côte d’Ivoire. Later, I continued at BFH/HAFL in Switzerland, where I gained a broader perspective on global agricultural supply chains, value chains, and sustainability.

I’ve had the chance to work on exciting projects in both Côte d’Ivoire and Switzerland, mainly in the cocoa sector. My focus has been on market analysis, project coordination, and research to help make agriculture more sustainable. These experiences have strengthened my commitment to supporting smallholder farmers and creating better opportunities for them.

Excited to Be Part of Progreso

Joining Progreso feels like the perfect fit, as it combines my passion for sustainable agriculture with real impact. I’m eager to collaborate with the team, learn from the field, and develop innovative strategies that truly benefit farmers.

What excites me most is working with different stakeholders—bringing together farmers, markets, and sustainable solutions. I believe real change happens when we work together, and I can’t wait to contribute to Progreso’s mission.

A Personal Touch

Outside of work, I love discovering new cultures through food and travel. Whether it’s trying unique flavors or exploring a country’s history, I’m always up for an adventure! Each journey brings new inspiration, both personally and professionally.

I’m looking forward to this new chapter with Progreso and making a meaningful impact together!´

We thank Marie for her time and for the interview and cannot wait to share more of the work she will be doing with Progreso!

Meet our new Supervisory Board Member: Iris van der Velden

Iris brings a wealth of experience in international economics, sustainability, and social impact to her role as Program Director for Equity Action at the World Business Council for Sustainable Development (WBCSD). With a Master’s degree in International Economics, Iris has dedicated her career to improving lives through strategic partnerships, innovation, and creating inclusive solutions.

Her journey began at Rabobank Foundation, where she managed a program portfolio aimed at supporting farmer organizations and microfinance institutions in Asia. Her work laid the foundation for her commitment to sustainable development and social impact.

Iris later joined IDH, the Sustainable Trade Initiative, where she served as the Global Director for Innovation & Insights and as a member of the Management Team. At IDH, she played a pivotal role in driving forward critical innovations, particularly in the areas of Living Income, Living Wages, Inclusive Business Models, Gender Equity, and integrating the Climate and Social Agendas into the core of business strategies. Her ability to foster change through collaboration and innovation set the stage for the sustainable transformations seen across industries.

Before her current role, Iris worked with Olam Food Ingredients (ofi), a leading agribusiness company, as the Head of AtSource Insights & Data. Here, she led initiatives that empowered businesses with data-driven insights to improve sourcing practices and sustainability efforts across the supply chain.

In December 2024, Iris joined WBCSD as Program Director for Equity Action, where she focuses on advancing the social aspect of Environmental, Social, and Governance (ESG) goals. With a keen passion for leveraging the private sector to deliver positive impact for both people and the planet, Iris is committed to scaling solutions that benefit farmers, communities, and vulnerable populations around the world.

As a member of the Supervisory Board of Progreso, Iris is actively involved in initiatives such as data democracy and Beyco, furthering her dedication to enabling inclusive, data-driven decision-making processes that support sustainable agriculture and social equity.

Iris’s leadership and vision continue to inspire change, creating pathways for businesses to deliver measurable, positive impact at scale.

MECAHC Secures Major Loan from Root Capital 

MECAHC, one of our partners in Uganda, has secured a substantial loan of USD 200,000 from Root Capital. This critical financial boost allows them to strengthen their business, expand their reach, and maintain their independence. It’s a milestone that reflects MECAHC’s growing capacity and resilience in the competitive coffee market, and it highlights how Progreso’s support can open doors to larger financing opportunities. 

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