Two sets of 64mm flat burrs (ZZ k202P and ZZ k206P) and one set of 69mm conical burrs (ZZ k204P). These new burrs perfectly match the new grinders as burrs, grinding chamber, and motor of every new Mazzer model are designed together – like a well-tuned automobile – working synergistically to ensure perfect particle size and grind speed.

ZZ burrs are unique for Materials, Treatments, Geometries and Taste.

Materials. Made from special steel, the ZZ burrs are more durable than standard steel
burrs extending their lifespan. This material is machined with unmatched precision to get
maximum consistency.

Treatments. The ZZ burrs undergo a custom plasma treatment. During this process
nitrogen is electrically excited and transformed into a plasma state. This highly energized
gas reacts with the steel, modifying its structure and improving hardness, wear resistance,
and durability. This means that even after extensive use, the burrs maintain the same
quality and sharpness right up to the end of their lifespan, keeping the grinder easy to dial
in and ensuring consistent cup quality.

Geometries and Taste. The ZZ burrs feature completely new geometries. Their design is conceived to reduce the compressive action of the burrs, in favour of wider cutting surface.

This translates into clean, elegant and balanced cups with a soft texture, light body, nice
acidity, and round sweetness. The structure of flavours is complex, with fruity notes and
delicate florals, making the ZZ burrs particularly suitable for medium and light roasted
coffees.

What’s next for Mazzer ZZ

Mazzer stays connected with the coffee community – listening, learning, and transforming
feedback into new projects. To be part of the process, Mazzer Labs team invites you to
share your experience with your Mazzer burrs at customercare@mazzer.com.

——————————
About Mazzer

Founded in 1948, Mazzer designs and manufactures high-quality coffee grinders and burrs
in its factory near Venice, Italy. Family company with a commitment to innovation, Mazzer
remains the go-to preference for the finest and busiest coffee shops worldwide.
More info: Mazzer

The post Mazzer at HostMilano, technical details of the first three burrs in the ZZ range appeared first on Comunicaffe International.

The first to answer some questions is Massimiliano Scala, Head of Marketing at Kimbo.

Today, how much is specialty of interest to the end consumer? And in perspective, how much and how can this market grow? And if so, in what form (single origin or blend, light or dark roast, with what prevailing aromatic notes).

“In Italy it’s not a big thing, actually, but it’s starting to attract the attention of more sophisticated consumers, people who love to explore new flavors and try new experiences. This trend has come from international markets and has been fueled by the increasing globalization of consumption. Today, we believe that the single-origin specialty proposal should be flanked by a “more democratic” product with a smoother, less segmenting taste profile, and also better suited to the palate of Italian consumers accustomed to drinking espresso. We therefore believe that proposing specialty coffee blends to the consumer can add value.”

What channel do specialty sales in the Italian and foreign markets focus on?

“The trend initially emerged in the out-of-home market, in the specialty coffee shops. Initially favoured by direct sales at points of consumption, the phenomenon quickly shifted to the home and then accelerated with the growth of quality distribution and web-based sales. In Italy, this trend is mainly confined to the online market and the few specialty coffee shops in the country.”

The speciality lines of a more commercial brand often enter restaurants and bakeries of a certain level.

But are specialised coffee shops or large-scale retail trade still not very interested, or do you think you can penetrate these two targets as well, at least in those countries like Japan and China where Italian coffee brands, speciality and alternative extractions, are very attractive?

“We have not yet taken the decision to launch the Sapiente line in physical retail outlets or specialised coffee shops in Italy.

Instead, the international launch strategy will be adapted to the individual markets in which we operate. The business will initially be launched in the UK and US, where it will be primarily driven by online channels, complemented by our strongest out-of-home consumption points. We believe that, at an international level, the proposal of speciality blends rather than single-origins will provide our offer with a certain distinctiveness in comparison to the rest of the speciality market. Also, we want to enhance the art of blending, which is an all-Italian tradition.”

Same question to Julius Meinl, answered by Andreea Postolache, global sales director at Julius Meinl.

How interested is the end consumer in specialty coffee today? And looking ahead, how much and in what ways can this market grow?

“At Julius Meinl, we are witnessing a growing interest in specialty coffee among end consumers. What makes coffee truly special is the diversity of experiences it offers – from distinctive flavour notes to complex aftertastes. Consumers are increasingly curious about these nuances and are becoming more engaged with the craftsmanship behind an exceptional cup.

As a roaster, we consider numerous factors to deliver premium experiences – from bean origin, altitude, varietal and processing method to blend ratios and roast profiles. It’s encouraging to see that consumers are becoming as passionate about these details as we are.

We are dedicated to premium coffee experiences as specialty, which, due to its processing, absence of defects, and aromatic complexity, is one of the most complete coffee experiences. We do offer limited edition specialty coffees in our HoReCa portfolio. Education remains a key growth driver – through SCA-certified training at our global facilities, we empower customers to engage consumers with knowledge of origin, sensory skills, and the stories behind specialty coffee. This fosters appreciation, curiosity and lasting connections with coffee culture.”

In both the Italian and international markets, through which channels are specialty coffee sales primarily concentrated?

“In both Italy and across key European markets, specialty coffee consumption is primarily driven by smaller, independent coffee shops. These venues are often the first to adopt and promote specialty offerings, with a tighter but more engaged circle of repeat customers who actively seek curated flavour profiles and innovative brewing methods. We also see smaller coffee shops that may not define themselves as purely specialty but are looking to attract a segment of their customers who are curious about specialty coffee. These businesses often serve specialty options alongside more traditional blends, positioning them as a novelty or premium add-on to broaden their appeal.

Outside the independent café segment, we see growing interest from high-end gastronomy – restaurants, boutique hotels, and patisseries – that wish to elevate their coffee experience. E-commerce has also become an emerging channel for specialty coffee sales, particularly among younger consumers who prefer to explore premium coffee at home.

Specialty lines from more commercial brands often make their way into high-end restaurants and patisseries. However, specialised coffee shops and the mass retail (GDO) sector still seem relatively uninterested.”

Do you believe you can also reach these two segments – at least in countries like Japan and China, where Italian coffee brands, specialty products, and alternative brewing methods are particularly appealing?

“We agree that the Italian retail is really far from specialty coffee today. By we think that reaching these segments is not only possible, but already in motion. Julius Meinl has a dedicated subsidiary based in Shanghai, China, which allows us to stay close to market dynamics and build strong, local partnerships. Our Viennese heritage, commitment to quality, and continued focus on innovation resonate strongly with consumers in markets like China, where there is a deep appreciation for both tradition and craftsmanship.”

And Federica Trombetta, Head of Marketing & Online Operations, joins the discussion on speciality coffee.

How interested is the end consumer in specialty coffee today? And looking ahead, how much and in what ways can this market grow?

“I believe the specialty coffee market is destined to grow. In recent years, the price of coffee has seen significant increases, leading the end consumer to place more value on the raw material—and, as a result, on their daily experience, such as breakfast. From this perspective, clearly communicating within one’s coffee shop that a single-origin or specialty blend is being served will certainly become a competitive advantage for the barista 2.0.

We work with many international clients, and in particular, we receive very clear feedback from our London branch: outside of Italy, this approach is already a reality. The world of specialty coffee is evolving, with coffee shop chains offering specialty (or pseudo-specialty) coffee as a way to stand out, add value, and deliver a different kind of customer experience.

Single-origin coffee is undoubtedly fascinating, but perhaps still too complex for the general public to fully grasp. A well-crafted blend, on the other hand, can appeal to a wider audience, offering both quality and consistency.

At Costadoro, we are closely observing this trend and evaluating how to embrace it in line with our methods and timing, with the goal of offering a product that is unique yet accessible—a luxury for everyone.”

In both the Italian and international markets, through which channels are specialty coffee sales primarily concentrated?

“Sales of specialty coffee, both in Italy and abroad, are primarily concentrated in the Ho.Re.Ca. channel, where there is already a strong sensitivity to quality and the overall consumption experience. It is within this context that we find the most attentive partners, capable of truly enhancing the value of the product.

As I mentioned earlier, many of our specialty coffees—especially the 1 kg formats—are destined for our clients in the United Kingdom, a market where the specialty coffee culture is significantly more mature than in Italy. In this scenario, the roast is typically slightly lighter than what we are traditionally used to. This requires even greater care throughout the production process, especially considering we start with an already excellent raw material.

At Costadoro, regardless of whether the coffee is specialty or not, we always treat it with respect and ensure precise roasting to avoid any burning. Our goal is to highlight each origin and craft blends with unique flavor profiles, capable of offering a distinctive sensory experience.

We are also beginning to explore how to bring these products closer to the general public, thanks in part to new partnerships currently in development. It’s still an early-stage project, but it represents an important step in making the world of specialty coffee a “luxury for everyone.”

Do you believe you can also reach these two segments – at least in countries like Japan and China, where Italian coffee brands, specialty products, and alternative brewing methods are particularly appealing?

“We believe that for companies like ours—industrialized artisans—entering the world of specialty coffee is not only possible, but also essential. We have a solid structure, state-of-the-art equipment, and one of the most advanced R&D departments in the market. These are elements that passionate micro-roasters often lack, as they are more limited in terms of production capacity and large-scale quality control.

It’s true, as the question suggests, that many specialized coffee shops still struggle to fully understand the added value of specialty coffee—perhaps because they focus more on the price than on the origin and sensory quality. However, the current momentum in the coffee world and the rising prices of raw materials—which are now largely beyond control—are pushing consumers to better understand what they are drinking. This growing awareness is also encouraging cafés to rethink their offerings with a greater emphasis on quality.

As for large-scale retail (GDO), it’s certainly a more complex market for specialty coffee—mainly due to shelf life and the challenge of ensuring that the consumer finds a “freshly roasted” product on the shelf. That said, we believe there will be space in the future for specialty or single-origin projects even in the Italian GDO market.

Alternative brewing methods represent another interesting area, especially for coffee shops that aim to offer a true tasting experience. These methods are still underdeveloped, mainly because they require more time, training, and operational effort. However, for those who genuinely want to tell the story of a specialty coffee, they are among the most effective ways to highlight its quality and unique sensory characteristics.”

The post Kimbo, Julius Meinl and Costadoro talk about specialty coffee: an increasingly popular niche market appeared first on Comunicaffe International.

Marus is one coffee shop around 100 square meters, one coffee roastery around 2000 square meters, and a training center around 350 square meters. They do a lot different trainings in our place, as his founder says himself.

What is the specialty coffee market like in China? Are the younger generations showing more interest?

Can a business that focuses solely on specialty (rather than food and trendy milk-based recipes) survive economically in this country, which is typically associated with tea?

“Over the past decade, China’s coffee market has entered a phase of extremely rapid development. Chinese consumers have gradually shifted from bubble tea to coffee: more and more consumers have become genuine coffee drinkers, and a growing number of people are willing to try both commercial coffee and specialty coffee.

This trend is particularly evident among the two younger generations – the post-90s and post-00s. Thanks to China’s traditional tea culture, coffee beverages have been able to integrate into people’s daily lives more quickly.”

What are the establishments that serve specialty coffee like?

Do they have common characteristics or do they try to differentiate themselves from the coffee chain model?

“Currently, there are a wide variety of independent specialty coffee brands and chain brands in different cities across China. However, there are significant differences between them: independent coffee brands tend to offer more high-end and unique coffee beverages, often at very high prices.

Meanwhile, coffee chains face fierce competition across different price ranges — commercial coffee chains focus on cost-effectiveness and market penetration, while specialty coffee chains are more dedicated to brand building and the creation of “third spaces”. For instance, Blue Bottle Coffee also faces extremely intense competition in China.”

What is the biggest challenge for a business that focuses on specialty coffee? How is it possible to cover the costs of a premium product while remaining profitable?

“For specialty coffee enterprises in China, they are confronted with fierce and intense competition, as well as the challenge of how to cater to the diverse needs of consumer groups. Meanwhile, overall costs have been on the rise year by year — the cost of green coffee beans, in particular, keeps increasing.

In my view, the core issue still lies in how to build brand awareness and expand sales channels. Fortunately, social media in China is now highly developed, enabling these enterprises to acquire more customers through online channels.”

In your experience in Marus Coffee, what strategies can be implemented to maintain the quality of the coffee offered while remaining competitive on price?

“First and foremost, it is essential to ensure the quality and stability of green coffee beans. Even if costs increase as a result, enterprises can enhance their operational capabilities through better management and reasonably cut down on costs. They should also strive to acquire more customers to share the burden of production costs.”

Is there still room for growth or is it a niche market destined to remain so and become saturated?

“I believe that coffee and specialty coffee in China are still in their infancy, which means there will be greater market demand in the future. Yet it will also face even more intense market competition. Based on the current situation, China will develop diverse coffee-drinking habits over the next 10 to 20 years, and similarly, different brands will focus on different types of coffee products.”

The post Marus Coffee about the current status of the specialty market in China: “Chinese consumers have shifted from bubble tea to coffee” appeared first on Comunicaffe International.

Combining aesthetics and serviceability, with design by Valerio Cometti + V12 Design, Supera marks a significant leap forward in the daily management of high-volume operations. It stands out as a versatile solution tailored to a range of business contexts: QSR, hospitality, coffee chains, convenience stores, and petrol stations.

Supera: the modular fully automatic

One of Supera’s greatest strengths is its adaptability, making it easy to configure for different business types and consumption habits. Its ability to transform and perform across multiple contexts is what truly defines it.

Supera: a versatile platform

Supera meets the needs of both expert operators and less-trained staff thanks to its technologies for managing coffee and milk menus, as well as its advanced self-service functions.

From a technical standpoint, Supera impresses. At its heart is a new preheated metal brewing group that ensures thermal stability and consistent in-cup quality. The brewing chamber can hold up to 30 grams of ground coffee—and that’s not all.

Thanks to Dynamic Thermodrive, water temperature for coffee and soluble products can be blended dynamically.

Temperature is adjustable from 60 to 100°C, offering all the advantages of a multi-boiler system within a single-boiler structure. Up to four grinders can be integrated, allowing operators to offer different blends, single origins, or customised recipes, without compromising on productivity.

The Perfect Grinding System (PGS) which automatically adjusts grind and dose, ensuring consistent extraction quality. Dedicated hoppers for soluble ingredients further expand menu possibilities, simplify the preparation of on-trend beverages such as matcha, ginseng, barley, and hot chocolate.

When it comes to milk, Supera excels

As demand for milk-based and plant-based beverages continues to rise, Supera meets the
challenge head-on. Its dual milk circuit keeps dairy and plant-based drinks separate, minimising any risk of cross-contamination.

Equipped with the HQM system, Supera froths milk without direct steam contact—ideal even for cold frothed milk. With Turbomilk, frothed milk is dispensed directly into the pitcher with optimised timing and reduced waste (operators can even programme the exact quantity needed for each recipe).

Supera is the only machine in its category that can feature either a dual steam
system—Turbosteam or manual wand (2-step)—or a double Turbomilk (1.5-step). Automatic cleaning is simplified, with an integrated detergent tanks offering up to one month of autonomy.

An unprecedented interactive experience

The 13-inch full HD capacitive touchscreen offers an intuitive, engaging, and fully customisable user interface, allowing users to easily modify recipes and upload multimedia content.

More Supera

-The fully automatic range debuted with two versions: Supera Senso and Supera Dolcevita, differing in design and features to suit different volumes and operational contexts.

– Supera Senso is the more essential version: a reliable machine with complete and
functional equipment, designed for those seeking simplicity of use and consistent cup
quality.

– Supera Dolcevita represents the most advanced version, integrating cutting-edge
technologies for maximum automation, customisation, and performance.
Both models offer extensive configuration and personalization options.

Jacopo Bambini, Group Marketing Director, explains:

“LaCimbali Supera is a new modular platform that merges technology, design, and interaction to deliver a personalized and engaging consumption experience. Designed and built in Italy, it adapts to different environments—from QSR to hospitality, coffee chains to convenience stores, and petrol stations—interpreting and amplifying the brand’s values. Flexible and future-oriented, it combines automation with artisanal quality, ensuring ease of use and professional results even in self-service mode.

Equipped with advanced technologies like Dynamic Thermodrive, the HQM module for milk and plant-based beverages, and a 13″ HD touchscreen, it strikes the perfect balance between performance, design, and usability.”

The new configurator

Unlike traditional approaches, the new configurator starts not from technical specifications but from real needs: consumption volumes, menu composition, service mode, and user interaction. Based on these inputs, it interprets requirements and recommends the best model and configuration, showcasing the wide range of customization options available.

The experience is interactive and intuitive, guiding users step by step through the product
discovery journey with videos and detailed insights, and finally generating a 3D render showing the machine’s appearance and selected features.

The tool is accessible to both the sales network and customers eager to explore Supera.
Discover more at supera.cimbali.com

The post LaCimbali Supera: new modular platform of fully automatic coffee machines, unveiled with all its unique technological advantages appeared first on Comunicaffe International.

By Adriana Bustamante Romero – Sustainability Manager, INLOHER Coffee Exports Europe

Traceability? Don’t tell me about it — prove it from the farm to my cup.

“In an industry where sustainability is often spoken more than practiced, traceability has
become the turning point that defines the future of coffee.

It is not a code nor a compliance formality — it is a promise of integrity.

The launch of the first Honduran coffee certified Carbon Neutral, Organic and Fair Trade in Europe marks a before and after for responsible value chains. It proves that a verifiable, profitable, and profoundly human system is possible — one where every link, from farmer to consumer, shares purpose and value.

From the Origin: The Voice of Producers

The Honduran Sustainable Coffee Producers Group (PROHCAS) stands at the root of this
achievement.

“Being part of this model has given us visibility. We feel that our commitment to caring for
the land, cultivating responsibly, and maintaining sustainable practices is finally
recognized. Knowing that our coffee reaches Europe carrying our story — and that it is
now Carbon Neutral certified — fills us with pride. Most importantly, we have a voice in this
process.”

PROHCAS farms combine tradition with technology: certified agroforestry systems, natural
biofertilizers, protection of water sources and native forests.
Through digital monitoring and georeferencing, each lot is tracked and verified, ensuring
full compliance with the new European Deforestation Regulation (EUDR).

INLOHER: From Processing to Export

Based in Lepaera, Lempira, INLOHER Coffee Exports has led the transformation of
Honduran coffee towards a regenerative model.

Its Carbon Neutral certification, granted by CTG Certificaciones Técnicas Globales,
crowns seven years of continuous effort — from measuring and reducing emissions to
compensating through agroforestry systems and forest plantations.

Key actions include:
– Efficient water use and recycling in ecological wet mills.
– Renewable energy for drying and classification.
– Complete wastewater treatment.
– Gradual reduction of fossil fuels.

– Mixed plantations of native trees and shade-grown coffee.

These actions are complemented by Organic (Mayacert) and Fair Trade (FLO-Cert)
certifications, integrating environmental, social, and economic sustainability in one unified
value proposition.

“Exporting the first Honduran coffee with triple certification is not a title — it’s a starting
point. When every actor commits, traceability becomes a real tool for transformation,”
explains INLOHER.

Best Coffee Srl: The Guardian of Quality and Trust

At the heart of Europe’s logistics system, Best Coffee Srl plays a key role as the modern
green coffee importer — not just a buyer, but a custodian of integrity and transparency.

“Today, the importer cannot simply be an intermediary. We are the guarantors of quality,
ethics, and transparency. We follow every phase, from the selection of Honduran farms to
the containers’ departure for Italy,” Best Coffee explains.

Working with cooperatives that adopt regenerative agricultural practices and carbon
compensation systems, Best Coffee ensures that every lot is documented, measured, and certified.

Each step — cultivation, processing, shipping, and storage — is verified, allowing
European roasters to access a fully traceable and accountable coffee.

“Being an importer today means building relationships, not transactions. It means fostering
trust, regenerating soils, and ensuring that economic value remains where the coffee is
born.”

This model generates shared value across three dimensions:
– Environmental: CO₂ reduction and offsetting, biodiversity preservation.
– Social: empowerment of women and youth, training, and rural development.
– Economic: long-term commercial stability, client loyalty, and access to premium
markets.

“Carbon Neutral coffee is not just a sustainable product; it is a collective story that unites
producers, certifiers, importers, and consumers in one shared vision of the future.”

Especially Coffee: The Art of Roasting with Purpose

In Alba, Piedmont, Luca Paolucci, founder of Especially Coffee Roaster, represents the
perfect blend of science, art, and ethics.

“A certified and traceable supply chain is the result of a collective decision — to offer
coffee that speaks of quality and responsibility. Working with INLOHER and Best Coffee
means embracing a model where every actor has a name, a face, and a purpose.”
He highlights that sustainability doesn’t end at the farm — it extends to the cup:

“Carbon Neutral coffee requires a systemic approach. From renewable energy in roasting
to compostable packaging, every choice matters. We’ve reduced plastic use, adopted
clean energy, and share the story behind every bean with our customers.”

“Modern consumers seek authenticity. When they know who grew their coffee, when it was harvested, and how it was processed, the experience transforms. Taste becomes identity.”

“Each country has its own challenges, but the essence of this collaboration —
transparency, respect, quality — is universal. The Honduran experience proves that true sustainability is possible when the supply chain acts as a community, not a marketplace.”

The Consumer’s Voice: A Coffee that Tells Stories

Federico Bosco, sommelier at Tota Virginia Restaurant, closes the circle:

“Coffee, like wine, is a universe of nuances. I’ve discovered that behind a traceable coffee
there are people, values, and conscious decisions. I prefer to invest in products that
respect those who produce them and invite me to explore authentic flavors. That’s the
difference between drinking coffee… and living it.”

Conclusion

Traceability is not a trend — it is the new language of value.

When every actor — from producer to consumer — recognizes themselves as part of one
story, coffee stops being a commodity and becomes an ethical, cultural, and economic
experience.

INLOHER, together with Best Coffee, Especially Coffee, and PROHCAS, proves that
sustainability is profitable when it is shared — and that true innovation in coffee lies not in
technology or packaging, but in collective coherence.

“If the future of coffee wants to be sustainable, it must start by being traceable. And if it
wants to be traceable, it must be profoundly human.”

The post INHOLER brings together voices from across the supply chain around Honduras’ first triple-certified coffee appeared first on Comunicaffe International.

Written and curated by Polish coffee professional Mikołaj Pociecha of Chunky Cherry
Roasters in Amsterdam, known for his pioneering work with Robusta coffees, the book was originally intended to focus on roasting techniques—but quickly evolved into something far greater.

The result is a collaborative, independent work that brings together diverse global voices to explore the history, sensory language, cultural weight, and economic potential of Cof ea canephora.

From extraction methods and flavor evaluation to roasting theory, colonial history, and even
water design, the 280-page book offers a deeply researched and refreshingly inclusive take on Robusta’s role in today’s coffee world.

The contributing authors are: Isabelle Mani, Bhavi Patel, Judith Konsten, Reza Nurullah, and Rohan Kuriyan.

The book is available for purchase at this link and through selected resellers across Europe.

Mikołaj Pociecha about the book on Canephora: Your book begins with a very grounded premise: that Robusta has long been misunderstood not because of conspiracy or stigma, but because of its historical trajectory. What moment made you realize this story needed to be told differently—and told now?

“Approaching any situation from a negative standpoint will not yield positive results. Instead of extensively discussing all the faults and issues that exist or have occurred, I believe it is important to share a story rooted in a bit of optimism and, at times, blissful ignorance of the heavy stigmas surrounding this topic.

The timing of presenting this narrative feels perfect, don’t you think? I consider it perfect because we are alive, present, and working hard. That alone should be more than enough. We’re not waiting for the next generation to pick up the slack. When we’re finished, there will be some foundation—some evidence of our ef orts—for those who will one day fall in love with this topic, likely because of the work we have done.”

Throughout the book, you weave together botanical, geopolitical, and cultural elements of Canephora. What were some of the biggest surprises or revelations you encountered while tracing its colonial, scientific, and market roots?

“The biggest surprise is just how recent this history is and the significant impact it has had. The influence of world economics and the political climate in consuming countries appears to have created a landscape where Robusta coffee plays an important role, leaving its mark on many cultures around the globe.

From the vibrant cof ee scene in Vietnam to the cramped, brutalist kitchens of Eastern Europe, Canephora is here to stay—and I couldn’t be more delighted.”

The book presents Robusta as a dynamic system—linked to climate resilience, rural livelihoods, and evolving sensory frameworks. How do you envision its role shifting over the next decade within the specialty coffee sector?

“To be honest, I have no idea! It’s quite interesting, though, because I believe the next decade will be very exciting, and Canephora may not be the only player in the spotlight. We are approaching a time where many voices from around the world are not only proud but also excited about the diversity of species found in various producing countries.

Natural decaf? No worries—South Africa has Racemosa. We also have Excelsa, Liberica, Canephora, Eugenoides, and Stenophylla. I have a strange feeling that this is just the tip of the iceberg!”

Rather than positioning Canephora in opposition to Arabica, your narrative frames it as its own language. What do you believe professionals and consumers must unlearn in order to fully appreciate this species?

“I’m not convinced that there’s anything I need people to unlearn, and I’m not sure I want to view it that way. The concept of unlearning feels challenging, bothersome, and somewhat negative. What I truly aim for is to create positive experiences with Canephora for those who have yet to encounter them. I would love for people to discover a few new things that they will find exciting and interesting.

You called this book a guide—not a manifesto. Yet it feels deeply intentional, from the tone to the citations. What do you hope readers will carry with them, both intellectually and emotionally, after reading it?

“This is not a manifesto because I dislike the idea of imposing definite opinions on anyone. Rather, it serves as a guide that encourages discovery. The most informative chapters in this book aren’t even written by me. People like Isabelle, Judith, and Bhavi possess far more knowledge than I do, and they have the backgrounds to prove it. As for me, I’m here to inspire and to show others that individuals like them are the driving force behind progress in our industry.

I want readers to leave with a sense of curiosity and a desire to create a slightly more inclusive and compassionate world than it was yesterday, embracing people, ideas, coffee species, and flavors they may not yet be familiar with.”

The post Robusta – Canephora: A Brief Guide to Loving It – The book inviting the world to fall in love with the Robusta coffee variety appeared first on Comunicaffe International.

And they are thriving. One example that does not come from mainstream Australia or the UK is The Miners Coffee, a shop that sells speciality coffee and has become a chain, even before it was a micro roastery.

The Miners: the first coffee shop in 2019

From there, the sky seems to be the limit. From Slavikova in Prague, founded by Egor Kolpakov and Oldrich Valta, The Miners has expanded to Barcelona, the Czech Republic, Poland and Austria.

And growth continues with the opening of 20 new locations in 2025. Soon, The Miners will also be in Germany, the Netherlands, Slovakia, Hungary and Malta.

Only specialty coffee? No: The Miners has developed a pastry system that combines good food with good coffee, every day. High-quality equipment (including La Marzocco and Slayer) and even a single-serve option, with compostable capsules compatible with the Nespresso system, to cater to coffee lovers – the most popular and democratic specialty coffee.

The Miners, numbers at hand

Clearly stated on the website itself, it tells a story characterised by facts: 21
coffee shops in Europe, 2,258 banknotes per day, €526,000 Revenue in April 2024, 20
coffee shops in Europe, 100,000 guests in 2023, €6.5 million turnover in 2024, 18 investors.

A commitment to quality that starts upstream, with the selection of beans from all over the world: The Miners are roasters who have been able to create their own distribution network, including owned and franchised premises (€30,000 Franchise fee
5% Royalty, 2% Marketing, 3-5 years Amortisation period), becoming one of the most important specialty coffee businesses in Prague.

And of course, it doesn’t stop at service and product delivery, but also includes training and comprehensive support for various formats, including bakeries, roasteries and coffee shops.

There is a way to become a sustainable company while dealing in specialty coffee, and not necessarily by starting up in places where this drink is already completely accepted. The Miners describe a business model that can be replicated and sustained without compromising on the quality of the coffee in the cup – although, of course, the best way to empirically assess the quality of the coffee is to go and taste it.

Of course, having a roastery behind you is key to covering costs, along with the decision to continue with franchising and certainly not neglecting the food offering.

In Italy, this could be something to consider, naturally without slavishly copying the concept, but adapting it to local habits and tastes.

Thant the floor is given directly to the founder, Egor Kolpakov.

What is the price situation: is it a problem for consumers to pay more?

“When we started in Prague, the specialty market was still very young. Specialty coffee was something new, and only a handful of cafés were introducing it to the wider public. Many people still associated coffee mostly with traditional espresso or instant coffee, and it took time to show that specialty coffee means transparency, quality, and a completely new experience.

Today, the situation is very different. The community has grown, consumers are more educated, and the demand for quality is much higher. People in Prague are curious, open to trying new origins, new processing methods, and even new brewing techniques. In a way, specialty coffee has become part of the city’s identity.”

How important is having your own roastery and bakery to make your specialty-based business sustainable?

“Having our own roastery is absolutely essential. It gives us full control over quality from start to finish, allows us to innovate, and helps us stay sustainable in the long term. With roasting, being independent means consistency, freshness, and freedom to shape our own profiles.

When it comes to the bakery, we don’t consider ourselves the biggest experts in that field. With the right volumes, it’s possible to achieve very good conditions from external suppliers. In fact, economies of scale are the most important factor in running a truly sustainable business — whether you produce in-house or collaborate with trusted partners.”

The franchise formula: why did you decide to adopt it and how does it work?

“We still open our own stores, but in order to reach a broader audience and build The Miners into the brand we envision, we had to adopt a franchise model. Franchising allows us to stay fast, lean, and connected to customers. Running a large number of own stores across multiple countries inevitably turns a company into a corporate machine. That’s exactly what we want to avoid.

I personally thrive in fast-moving, independent environments — the corporate world always felt too slow, too political, and too far from the actual product. With franchising, we can grow internationally at our own pace while keeping a tight, effective HQ team (we call it the SWAT team) and still deliver high standards across locations.

If we carefully choose and train our franchise partners, they run their own businesses with our support. The result? It doesn’t feel like a corporate chain — it feels like a neighborhood venue with just the right amount of professionalism.”

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We discussed the immediate and future prospects for this market with Sanela Kujovic, Communication & PR Manager Thermoplan.

Super-automatic machines for the hospitality industry: what features are baristas and home baristas looking for today?

“Thermoplan designs and manufactures B2B super-automatic coffee machines exclusively for the professional hospitality sector, not for home use. At HOST 2025, Thermoplan presented the Black&White4 Competizione, a machine that combines the precision and consistency of a super-automatic with the creative freedom of traditional barista work.

Today’s baristas are looking for exactly that balance — consistent cup quality, intuitive operation, and flexibility in handling different types of milk, including plant-based alternatives — all of which the Competizione delivers.”

How do your super-automatic machines handle plant-based drinks and cow’s milk at the same time in coffee shops?

“Thermoplan’s super-automatic machines, like the Black&White4, can process cow’s milk and all plant-based alternatives at the touch of a button, making it easy for coffee shops to offer a wide variety of beverages.

Thanks to Thermoplan’s innovative milk technology, every type of milk — whether dairy or plant-based — produces perfect, consistent foam while maintaining the highest hygiene standards, even when switching between different milk types. This capability is increasingly important for cafés looking to meet diverse customer preferences.”

Telemetry: what are the next developments for this function in super-automatic machines?

“Thermoplan’s super-automatic machines are equipped with ThermoplanConnect 2.0, the next-generation telemetry platform that combines real-time monitoring with AI-powered insights. Through an integrated chatbot, operators receive automated guidance on maintenance, cleaning, and recipe adjustments, while also tracking machine performance and production data remotely.

This combination of telemetry, AI, and chatbot support enables coffee shops and operators to optimize efficiency, reduce downtime, and manage their super-automatic fleets proactively.”

Thermoplan has launched the super-automatic for the latte art world championships, Black&White4 Competizione: what are the advantages for competitors?

“For competitors in the latte‑art arena, the Black&White4 Competizione offers distinct advantages:

It delivers world‑champion level performance: constant temperature, reliable pressure, grinding precision (doses within ±0.3 g) and extraction consistency (for example 10 espressos all within 18‑22 % extraction) were key in its selection as the official machine of the World Latte Art Championship.

It combines top‑end automation with barista‑style control: the “AirSteam®” automatic milk‑foam function gives perfect foam at the push of a button, while the “AutoSteam” mode lets experienced baristas manually control steaming and texture in the pitcher, offering both speed and artistry.

It supports high workflow demands: the dual‑system brew & steam simultaneously function ensures that while steaming milk the machine can still brew coffee without loss of performance. And fully automatic cleaning for hygiene helps maintain quality under competition conditions.

These features mean competitors can rely on consistency and speed, while still having the creative control needed for top‑level latte art — making the machine both a tool for performance and a canvas for creativity.”

You are also opening up to tea: why are you interested in this beverage and in which markets is it most relevant?

“Thermoplan is expanding into tea to enable cafés and operators to offer a wider variety of beverages alongside coffee. With Thermoplan’s tea machine, both hot and cold tea creations can be prepared at the touch of a button using fresh tea leaves, ensuring consistent quality and convenience.

Tea remains especially popular in Asia, but this technology allows operators worldwide to fully exploit beverage variety, while also managing the complexity of steeping times, temperatures, and different tea types.”

Which countries do you want to penetrate (we are thinking of the entire Asian market, which is now increasingly shifting towards coffee but remains strong on tea) and which ones are saturated?

“Thermoplan has a 98 % export share and is present in over 80 countries with more than 200 certified service partners, so every market is important and has potential. Coffee is consumed globally, and with our reliable service network and adaptable solutions, we can support operators everywhere. This global approach ensures that we can meet demand wherever there is interest in high-quality coffee and specialty beverages.”

Energy consumption: where are super-automatic coffee machines heading while guaranteeing the same performance?

“Super-automatic coffee machines are increasingly designed with sustainability in mind, aiming to reduce energy consumption and environmental impact while maintaining top performance. Thermoplan implements highly efficient heating systems, advanced insulation, and intelligent standby modes to lower power use without compromising coffee quality, milk steaming, or beverage speed.

Combined with telemetry and smart machine management, these innovations not only help operators save energy and costs but also support a more sustainable, eco-friendly coffee operation.”

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This is undoubtedly a unique stance,which has been the subject of much debate among the entire community of enthusiasts and professionals. Dritan Alsesa agreed to be interviewed to clarify his position regarding Matcha and coffee culture.

Dritan Alsela, his own truth

Your post in which you decided to exclude matcha from your service caused quite a stir: can you explain your position on this product?

“I have nothing against Matcha itself, and certainly nothing against people who drink it – especially where it is part of culture, like in Japan. But here in Europe, it has turned into pure marketing and lifestyle hype. For me, coffee houses are about coffee. Coffee has hundreds of years of history. It built coffee houses – places where people meet, talk, think, and share ideas. Matcha does not belong in that tradition. That’s why I decided not to offer it in my roastery.”

Can’t matcha coexist with specialty coffee in a specialized coffee shop like yours?

“Of course, I could put it on the menu – but that goes against my philosophy. A roastery is for coffee, not for every trend that comes along. “Coexistence” sounds nice, but in the end, it waters down the concept. I want to stay clear: this is a coffee roastery, not a trend house.”

Isn’t it counterproductive to exclude an ingredient like matcha, which is definitely a trend for coffee shops around the world?

“If you think only in business terms, yes – you could make money with it. But my roastery was never built on trends, it was built on honesty, quality, and clarity. I’d rather lose some customers and stay true to myself than sell out for hype. Coffee houses are not supposed to be “everything houses.”

Why do consumers insist on asking for matcha, given that it often has a less than optimal flavour?

“I think for many people, ordering matcha isn’t only about the flavour – it’s also about the lifestyle it represents. It’s seen as a healthy, modern, and visually appealing drink, and that makes it attractive. Of course, the taste can be challenging or acquired for some, but the cultural and aesthetic value play a big role in its popularity I think.”

Matcha also poses a problem in terms of supply: is it also a responsible choice not to buy it in bulk?

“Yes. I think we have to be careful not to artificially blow up demand and create industries just to feed hype. Coffee already has a huge responsibility in the supply chain – farmers, families, entire communities depend on it. I respect that work. Buying Matcha just to tick a “trend box” would not be authentic, and not responsible.”

Do you have any alternative products to Matcha to diversify your menu?

“Yes – and the alternative is called coffee. Espresso, cappuccino, latte, macchiato – the world of coffee already has endless variety. And if someone insists on something “different,” well… we even offer oat milk. That’s already a big compromise for us, and our version of being flexible.”

How do you see the future of this market? Is it destined to deflate?

“Like every trend: it will rise, it will fade. Maybe it lasts a few years, maybe longer. But coffee stays. Coffee isn’t fashion, coffee is culture. That’s why I don’t waste energy on trends that come and go.”

How closely is matcha linked to the other strong trend in plant-based drinks?

“Yes, Matcha is often mixed with oat, soy, or almond milk – it fits perfectly into the lifestyle image. Plant-based milk I respect: it’s a real consumer choice, and we also offer it in our coffee. But Matcha riding on that wave is just more marketing. And let’s be honest: we already went far enough by putting oat milk on our menu – that’s our big concession.”

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The internet seemed like the most suitable tool. Today, ten years after this initial insight, we are here to discuss the matter with Luiza Furquim, Producer Engagement
Florian Schaffner, Chief Financial Officer Pablo Garcia Jimenez, Quality Control Manager.

Since 2015, Algrano has been the digital platform that connects farmers and roasters directly: how does it work and how has this system of relationships evolved to date?

Luiza Furquim: Algrano operates in two ways. First, we have a marketplace where Verified Sellers, who go through an onboarding process, offer their coffees online. Roasters from Europe and North America can log in and buy. Secondly, we provide Supply Chain Services for producers who already built roaster relationships offline. We help them ship their coffees directly to these roasters, offering support to close the deal.

The Marketplace serves to find new buyers for producers. And Supply Chain Services offer the best buying and post-purchase experience to roasters. It also gives producers more flexibility with logistics without having someone interfere with the relationship.

Coffee producers and organizations decide which coffees they want to offer and at what price. If a roaster wants to negotiate the price or requires a different grade of coffee, our team helps in the process.

Since 2015, things have evolved a lot. Back then, we were strictly a marketplace, and only single farms could offer coffee on the platform. Over time, we expanded to include cooperatives and exporters, as long as the organization is independent—i.e., not linked to a multinational or importing company.

In the past 10 years, we’ve facilitated over 4,000 connections. Not all of these relationships
have lasted. Many small orders from roasters don’t repeat. However, roasters who commit to purchasing larger volumes from producers tend to stay in long-term partnerships.

In 2024, 90% of the volume traded through Algrano was between roasters and producers with an ongoing relationship (more than one year). More than 35% of the volume came from roasters increasing their purchases from the same producers, showing mutual growth and making the relationship even more valuable to both sides.

One of the most encouraging developments in direct trade is that producers are taking more ownership of their sales. Ten years ago, they relied on us to find buyers and engage with them.

Today, they’re doing much more on their own. They are moving beyond the supplier mindset and embracing the role of salespeople and relationship managers, roles traditionally occupied by traders.

That’s why we opened the platform to producers who already have relationships with roasters, allowing them to make offers and manage shipments directly. We’ve seen a growing demand for this type of service in recent years. Many producers come to us not just to find new buyers but to offer a better service to the ones they already work with. It’s a completely different dynamic.”

What are the main difficulties that still exist in direct trade today?

Luiza Furquim: “1. Roasters’ fears around forward buying.

Many roasters are still hesitant to engage in forward buying, where they purchase coffee while it’s still at origin. They’re used to buying spot coffee and fear that they won’t receive the same quality they tasted in the offer sample.

However, in reality, the vast majority of producers deliver the same quality that they offered. Often even better. For the ones who don’t, we offer quality insurance as a safety precaution.

We don’t see many quality claims because producers are professionals with a reputation to
uphold. They understand that their name is on the line, especially when there’s full traceability of the coffee. They don’t want to risk damaging their reputation, which is why they work hard to meet expectations.

2. Market volatility
Roasters who buy directly from producers expect stable prices. While the prices on our platform tend to be twice as stable as those on the futures market, cooperatives and exporters who buy from smallholders still have to navigate the domestic market, which is influenced by fluctuations in the futures market.

When the futures market is volatile, producers can’t simply offer the same price every year
because the price they’re paying to farmers changes. To secure the best quality and retain farmers’ loyalty, they need to offer a premium.

While the futures market is essential for liquidity, it also creates exposure to volatility that harms the people dealing with the actual physical product. This leads to a tug-of-war between roasters waiting for prices to drop and producers hoping for prices to rise, slowing down the process for everyone involved.

3. Financing for producers
When producers export, they face longer payment cycles compared to selling on local markets. As a result, they must finance their coffee for longer periods. With the increasing prices and higher interest rates (as we know, money has become more expensive since Covid), this becomes a compounding problem.

There are also country-specific obstacles to financing. For example, the defaults in Peru last year have made companies less likely to offer contracts to organizations that have defaulted.

Without contracts, producers struggle to secure financing. Similarly, changes in leadership at Banco del Occidente in Honduras have made them less flexible with loan policies, and in Ethiopia, the lack of foreign currency due to the Tigray made foreign currency less available.

The lack of financing prevents many producers from selling more coffee directly. If producers are struggling with cash flow, they can’t afford to wait for payment after the coffee ships. As a result, many farmers sell fewer bags than they could potentially sell. Also, many organizations face difficulties purchasing enough coffee to build their position.

To address these challenges, Algrano offers a pre-payment program called Grower Capital, which is designed to improve producers’ ability to sell directly. When getting financing, producers can better manage liquidity, enhance their bargaining power with both local and international buyers, and ultimately increase their profitability and business growth.

When producers apply for financing through Grower Capital, they fill out a questionnaire where we ask how this program could help them. Nearly 100% of respondents say it improves their bargaining power, helps them manage cash flow, and supports their business growth.”

How did you build your network, in how many countries, and where would you like to expand it further?

Luiza Furquim: “We work with producers in 20 countries, spanning Latin America, Africa, and Asia, and roasters in 32 countries across Europe and North America.
We started with Nicaragua and Brazil, then expanded through trips to origin and partnerships with organizations in coffee-producing countries.

Over time, we also began working with producers who caught our eye for having really strong profiles on the platform. On the roaster side, our focus was on establishing a strong presence in Europe first, and now we’re working on growing in North America.

Even though we don’t have offices outside Switzerland, we have team members spread across the Americas and Africa. Our goal isn’t to become vertically integrated like the big multinationals, building our own dry mills and buying facilities at origin. Instead, we want producers to be more involved in the sales and export process, so they can capture more value from their coffee.

There’s a lot of imbalance in local supply chains, where multinationals have huge financial advantages over local producers. It makes it hard for them to compete. Our mission is to create a more balanced and equal supply chain and that includes the type of presence we have at origin. We’re not traders or suppliers. We’re a service company and a facilitator.

We’ve recently opened the platform to any producer who already has a relationship with or
interest from a roaster. If a producer has someone wanting to buy their coffee, we can help ship it. This has allowed us to open doors to new producing countries we hadn’t worked with before, like Vietnam and the Philippines.

We’re also expanding our services to producers, offering everything from core logistics support to more tailored sales assistance and marketing services. And as we do this, we’ll continue to grow geographically through these services.”

Traceability is now a fundamental requirement, also in view of the EUDR: how are you moving forward in this area?

Luiza Furquim: Traceability has always been a core part of what we do at Algrano. From the
very beginning, we’ve ensured that the producer behind every coffee and the origin of every lot traded on the platform are transparent. We don’t work with trading houses that blend coffee from different regions without traceability, for example, so the origin is always clear.

With the EUDR, there are more technical requirements, and we’ve been focused on collecting and verifying producers’ geocoordinates for over 18 months. At this point, every coffee offered on the platform has been pre-checked by Enveritas and already complies with EUDR regulations.

Not every producer is fully cleared yet, but we’ve created an online tool to help
them identify and resolve any issues with their data before submitting it to us, making the whole process easier for them.

We also display which producers are “EUDR certified” on the platform, and our goal is for 100% of our Verified Sellers to have their data checked, whether they’re targeting the European or US market. We know that regulations like this will only increase, so it’s important that producers are ready to provide the necessary information.

We’ve also made improvements to how producers create offers, making it easier for them to provide traceability. Each offer now has to include the name of the farmer or farmer group behind it, as well as the location of production. So even if an organization works across multiple regions, they can specify exactly where a particular lot comes from.”

Tariffs and price increases, as well as the difficulty of sourcing raw materials, are critical issues. How are you managing them to protect your partners?

Florian Schaffner: The key piece in recent months has been staying on top of the developments and proactively informing roasters and producers on the different tariffs in place in different origins, and how that may affect our roasters sourcing strategies as well as the strategies from other actors around it including roasters in Europe that will not have to pay the tariff, and on the producer side what such potential shifts might mean for them.

For example, we’ve seen stronger interest in origins like Mexico in recent months, as imports from Mexico are still exempt. There has also been recent chatter that green coffee might be exempt from tariffs as indicated by U.S. Commerce Secretary Howard Lutnick in a CNBC interview on July 29th – this would certainly be a relief, but for now nothing is official.

Beyond that, we also encourage roasters to talk to the producers and work together. Coffee sourced through long-standing relationships are generally less volatile and less pegged to the market, and for roasters and producers that have been working together for a long time, tackling the challenges between roaster, producer and Algrano together has been fruitful.

We’re also piloting new approaches for the volatile environment, insuring roasters and
producers against big price swings by placing maximum or minimum prices.”

Now that the new Coffee Value Assessment has come into force, has anything changed for you in terms of quality assessment?

Pablo Garcia Jimenez: “At Algrano, we’re always looking to align with industry standards, so we’re keeping an eye on how the new Coffee Value Assessment (CVA) develops and how it might fit into the coffee industry.

We’re still using the traditional SCAA Cupping Form for our quality assessments because it’s a well-established standard that everyone in the industry understands. That said, we’ve already been trained to use the new protocol, and we’re open to adapting as the framework evolves and becomes more widely accepted.

Some details of the CVA are still a bit unclear, especially regarding how it compares to the Q Grader system or if scoring will be part of the CVA. However, what’s exciting is that it brings a real opportunity to raise awareness about the value of coffee beyond just the cup quality.

By focusing on extrinsic factors, we can bring more attention to practices that often get
overlooked. We’re particularly excited about how the CVA could help bridge the gap between traditional roasters and newer, more dynamic ones. It would allow us to create reports that cater to both types of roasters’ needs.

We’re open to embracing the CVA, or even creating something hybrid that works for both
roasters and producers. It’s an exciting time, and we’re looking forward to seeing how the CVA will shape the future of coffee. It has the potential to change how we all think about and interact with coffee, opening up new opportunities for everyone in the supply chain.”

How do you see direct trade evolving in the coming years?

Luiza Furquim: “Direct trade is only going to keep growing. We’re already seeing new roasteries start with forward buying right from the start, something almost unthinkable in the past. We’re also seeing more producers travel to buying countries to build their own networks, and events at origin are attracting more roasters.

Because platforms like Algrano exist, roasters know they have a reliable option to buy directly year after year, without having to chase containers from importers who may or may not be available.

Market volatility and traceability requirements are also pushing roasters to buy directly. The spot market has been tight for a while now, which has forced roasters to forward buy. Once they get used to that, direct trade is the next logical step.

It’s easier to stabilize prices over time when you have a relationship with a producer, even if the futures market fluctuates. Not because the producer will always sell cheap, but because they have a wide variety of coffees and grades at different price points, giving roasters more flexibility.

And if roasters consistently pay a premium, producers are more likely to keep their
prices competitive (within the limits of the local market) even if global prices rise.
With EUDR, all coffee will be traceable from now on, which means traceability won’t be as much of a competitive advantage for roasters anymore. In the specialty market, traceability has been a big selling point, but when that differentiating factor isn’t there anymore, what’s next?

The relationship. A real relationship can bring more authenticity to roasters’ brands. There’s a genuine story to tell, with real people behind it, and that will really resonate with consumers.

While roasters still tend to group a lot of practices under the term “direct trade,” they’re gradually starting to understand what a true commercial partnership looks like. It’s not just about traceability or “knowing who the farmer is.” It’s about negotiating prices directly, solving problems together, exchanging ideas, and experimenting with quality innovations.

For example, one roaster who uses Algrano recently worked with a producer to create a custom Arabica-Robusta blend at origin. There’s huge potential in collaborations like that! We’re still only scratching the surface, but there’s so much more to come, and that’s why Algrano works hard to make logistics flexible and financing accessible. This is what keeps us motivated as a company.”

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