咖啡

IDH has been active in the coffee sector since 2011. The initial approach, branded under the Sustainable Coffee Platform (SCP), was to pre-competitively work on sustainability issues with four of the world’s largest roasters, collectively representing 22% of global market share. In 2016, to upscale achievements and learning gained from 5 years of SCP, IDH co-founded the Global Coffee Platform (GCP) with the 4C Association7. The GCP is a pre-competitive multi-stakeholder platform that aims to enable the coffee sector to accelerate its sustainability journey on a global and national scale8. Current membership of the GCP includes 46 traders, representing 40% of the total coffee traded globally, and 15 roasters representing 25% of the global coffee consumed. Next to supporting the GCP globally, IDH addresses the most urgent sustainability issues in seven countries through national public-private partnership platforms. Most platforms have rolled out national sustainability curricula (NSC). Building on the NSC, IDH prototypes concepts that can be scaled through the GCP. Prototypes are developed in Vietnam, Indonesia and Uganda, together with industry partners, government institutions, knowledge and financial institutions.

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IDH为生产国家提供了一项性别参与指南，由GCP分发给国家平台和品牌成员，将其传播给予其供应商。所有农民培训都包括专注于家庭动态，家庭决策和获得资金的性别要求。我们在印度尼西亚，坦桑尼亚和乌干达的项目表明，丈夫和妻子在决策和参与农场活动方面的平等是一个更成功的农业的关键驾驶员。在印度尼西亚，这导致生产增加131％，而在乌干达中，咖啡的质量得到改善，这导致销售额以更高的价格，因此更高的家庭收入。GCP会员公司的性别多样性也在IDH资助的GCP会员会议上进行了解决。

过去四年让我们在咖啡部门的不同举措的良好拍照，让我们与私营部门建立更强大的关系。我们更好地了解了我们合作伙伴的战略和承诺，因此更能够识别谁是我们最好的伙伴来努力某些创新。积极支持组织共同制定项目将使我们能够更好地保护我们的利益，并更加密切监察项目的进度。因此，我们将更好地确保成功的原型导致我们的概念证明，并充分了解为成功做出贡献的因素。足够了解这些成功因素在开发路线图以扩大规模方面是重要的。

创建一个新组织需要时间，特别是在整合两个与不同地点和文化的团队时。全球咖啡平台的形成需要更多的管理时间来组织和重组，导致外部焦点和交付延迟。

在过渡时期，与关键部门利益相关者和协会的沟通，以确保他们知道和最新的发展是非常重要的。消息需要清晰简单，重点关注值命题而不是过程。