Primeur • Special Edition 2022 • Greenhouse Vegetables

Independent specialist magazine for the potato, fruit and vegetable trade • Since 1986

May 2022

Special edition

Greenhouse vegetables

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Contents

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30

“We don‘t stand between suppliers and clients; we stand beside them” Hilbert Klop and Marnix van Fraassen

“I don’t see why The Greenery wouldn’t still be around in 25 years“ Steven Martina

88

114

“By 2025, we want to be the Amazon of our industry” Michiel Bontenbal

Chainn

The Greenery

“We try to think differently because we’re missing something - that link to consumers” Rients van der Wal

Organto Foods

Direct Source International

132 “We certainly don’t want any Class II Nicoters lying next to Kanzi in stores” Ilse Hayen

EFC

156 „You used to have to gain a position in trade; now it‘s all about transparent chains“ Thijs & Lennart van den Heuvel

202 “In the coming years our exotic sales’ focus will move far further than Europe” Falk Schlusnus

TFC Holland

Olympic Fruit und FreshPack Logistics

Special

Greenhouse vegetables

36

Greenhouse vegetable season has started. Can the vegetable greenhouse chain bear the increasing costs?

62

How will this affect the market and industry developments?

43

“For the entire industry, the biggest challenge in 2022 will be to ensure the supply of goods in the retail sector” Landgard Management Board member Robert Sauer

62

How will this affect the market and industry developments?

46

An unprecedented scenario that leaves us regretting the worst crises of the last 20 years

66

More and more types of culinary tomatoes being cultivated

57

“Greenhouse produce sales will still increase, but will not displace imports” Dr. Hans-Christoph Behr, fruit and vegetable expert at Agrarmarkt Informations-Gesellschaft mbH:

68

“We’re fast-tracking this tomato variety” Erwin de Kok, Sales Specialist Tomaat BASF

70

The Dutch tomato market learns about (and how to live with) ToBRFV

60

“It’s a good thing this isn’t my first fruit and vegetable sector job” Ruud den Boer, Oxin Growers:

13

Colombia’s booming avocado industry

147

16

German wholesale markets weathering the COVID-19 pandemic

“You can make the range accessible to everyone” Wil Teeuwen, Teboza

150

21

“We’re ready to introduce our new possibilities to clients”

A long season generally bodes well Rick Mengers, Royal ZON

24

Cauliflower: Prince de Bretagne’s flagship product

153

Despite growth in 2021, China’s fruit imports face growing uncertainties under COVID

27

“Germany is an important market for us” Marc Peyres, Export Sales Manager, Blue Whale

163

“Turkey is back in the fresh produce game and stronger than ever”

74

Covered cultivation extends soft fruit season Limited blackberries, raspberries, and redcurrant greenhouse cultivation possibilities

167

Austria overtakes Germany as top destination in strawberry exports from Italy

74

BFV: Focus on flattening soft fruit market peaks

172

Forecasts for the stone fruit and watermelon/melon campaigns in Spain

75

BelOrta: “More and more soft fruit is being grown under shelter”

178

76

Berrybrothers: “Greenhouse cultivation is certainly worth it in the spring and fall”

As the South African citrus season gets underway growers in some areas have enjoyed heavy rainfall after years of drought

182

84

“Young people like me are rare in the industry, especially in leading positions” Hendrik Schwan, the 24-year-old managing director and owner of Kartoffel Kuhn Großmarkt Ltd Mannheim

“There’s much still to gain with price, flavour, and continuity” Daan van der Giessen, SanLucar

186

Horticulture’s (near) future: questions and some (cautious) answers Cindy van Rijswick, Rabobank’s fruit and vegetable specialist

92

Packaging potatoes in paper: rational environmental or emotional consumer choice?

194

100

The latest generation of sorting systems can detect hard-tofind defects with high accuracy

“After two good months, the South African pear market has done a 180” Randolf Aaldijk, Origin Fruit Direct

196

104

An overview of the Italian import-export of apples and pears

Being the first Mediterranean country to reach the markets and standing out in terms of quality: the assets of Spanish cherries

110

Garlic: China still the leader, Spain has stable production, Egypt on the rise

200

124

“Machine output could be increased to up to 30 cycles per minute”

“No company is alone in the market and being part of the community is only advantageous” Günther Warchola

127

“If we can crack those two, we are there” Peter Stedman, Chiquita

130

“Herbs are used sparingly in culinary delights” Marcel Janssen, De Gerdeneer

140

Argentina’s lemon harvest has kicked off

143

From the ripe revolution of avocados to expansion into mangoes

147

Dutch asparagus season off to a good start

3

Vision

Hilbert Klop and Marnix van Fraassen, Direct Source International:

“We don‘t stand between suppliers and clients; we stand beside them” In 2011, Jan de Sterke, Jan van den Adel, Marcel van der Sluis, and Marnix van Fraassen - all with long careers in the fruit and vegetable trade sector - founded Direct Source International (DSI). Now, ten years later, they have built a reputable import business in the Netherlands that focuses on product specialization, outsourcing activities and providing added value for all chain parties. Interviews with DSI are a rarity, but on this occasion, the current management board - Hilbert Klop and Marnix van Fraassen - reflect on the past and look to what lies ahead. “Letting people enjoy fresh and healthy fruit, that’s what drives us.”

Can you take us back to when DSI and you especially don‘t give your customstarted? Was it the fulfillment of a ers access to your suppliers. That brought lifelong dream? us to Direct Source, and we deliberately Marnix: As a true trader, through and chose a neutral name for Direct Source through, you do wonder when you‘ll get International. There‘s no nepotism. For your chance. After 20 years in the fruit and the last decade, we‘ve worked hard on the vegetable trade, I took the plunge. It was company we founded together. For years, 2011, so in the middle of the [financial] cri- Marcel focused on pineapples but decided sis. I didn‘t want to start out on my own. to step away last year. And seven years Your supplier continuity isn‘t well guar- ago, Arco Verweij joined as a shareholder. anteed, which is why retailers don‘t like There is therefore a stable group of sharedoing business with a one-man company holders. either. So, I founded the business alongside Marcel van der Sluis and former col- We gained much experience over the years leagues Jan van den Adel and Jan de Sterke. on which to base DSI, first from Hagé and We all have an equal share because as soon later Olympic. I learned a lot from peoas there‘s division, you‘re doomed to fail. ple like Jan van den Heuvel. I arrived at Hagé in 1987 and experienced the import We‘re from an era characterized by old- world‘s ‚flying moments‘. We grew to an school fruit and vegetable trade thinking: import volume of 500 million guilders. many own premises, nobody allows their Nothing was impossible with that great competitors to see what they‘re doing, team. At DSI, we‘ve always considered the

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AGF Primeur 4 • 2022

importance of a good team. Your team has to gel; if it‘s not harmonious, you‘ll never perform well. We offer people confidence.

They‘re allowed to make mistakes, but they have to learn from them. The same applies to dealing with suppliers. They‘re our source of income, and there‘s no room for an arrogant attitude. We wanted to begin serving the retail sector as soon as possible, something we took with us from the Hagé days. We knew that if we didn‘t reach store shelves, we wouldn’t mean much as importers.

But, over the years, we‘ve also learned what we didn‘t want, like having our own facilities. We outsource what we can. We did that with logistics, transport, and even in the financial area. Our packaging branch, Direct Packing Services (DPS), now has two locations in the Netherlands.

And we work closely with [wholesaler] Van der Lem at a third site. There, too, we‘ve opted for partial outsourcing. We don‘t know much about packaging and logistics; there are specialists for that. In recent years, there have certainly been times when we thought it would be great to have a large building and do everything ourselves under one roof. Nonetheless, we‘ve stuck to our philosophy, which we‘ve had from the start. You can, of course, change your vision along the way, but not for no good reason.

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Vision

We chose to specialize in grapes, citrus, and pineapples, since that‘s where our roots lay. We began by compiling a budget.

We hoped to realize €15 million in sales in the first year, but that turned out to be €29 million. So, we were off to a flying start, helped by the market conditions. For example, it was a fantastic grape year, and we received full support from well-known brands such as Hoekstra and Freshtrop.

It‘s always surprising which suppliers show support.

Remarkably, those suppliers we‘d least expected it from fully supported us right away, and vice versa. It was the same with customers. But our new company‘s strength lay in our years of cumulative experience and the client and supplier contacts we‘d maintained. And we continued growing strongly; by double-digit percentages each year. Now, we have a great company with a solid team.

which we repaid within a year, but he always remained a shareholder.

We don‘t begrudge him that; without him, we wouldn‘t have existed. He‘s a capital owner and doesn‘t interfere with our policy. We only speak formally once a year, but informally, more often, and that relationship is good. The Lukassen company and DSI are very different; they have a much broader package and a completely different sales market. However, both companies have made professional advances.

thought we were crazy because Barendrecht was supposedly Europe‘s fruit and vegetable hub. But wholesalers are only a small part of our business. It doesn‘t make sense to base your choice of location on that small part. Then, the Smits family approached us. Those were former, then wholesale, clients of Jan van den Adel. Sandra, Carolien, and Willem Smits had since taken over the company. They stored dry goods at various locations and thought it would be nice to get back into the fruit business.

Overseas producers sometimes take We gave them an annual pallet estimate, part in other importers. Why not with but that didn‘t quite work out. And foryou? tunately so, because otherwise, they‘d Marnix: When we announced that we‘d probably have turned us down. But they be starting, several suppliers wanted to dared to go ahead with the numbers we‘d join. It was very tempting because that provided, and we‘re incredibly grateful for offers an immediate secure supply. But that, to this day. We lost a few customers that never happened; you have to choose early on who thought Strijen was a bit far. between suppliers, and I‘m glad we could But, thanks to sophisticated logistics and keep that out of the equation and become the Smits family‘s service, everyone now Unusually, you started out with [Dutch private-owned. Of course, we build long- thinks it‘s great. Thanks, in part, to them, wholesaler] Gert Lukassen as financer. term relationships with our suppliers, but we‘ve had room to grow, and we‘re the Marnix: Gert, a long-time client, is typi- should a retailer want to use a different company we are today. cally always open to opportunities. He‘d supplier or we advise that, it‘s not a probmentioned countless times that we were lem.

How is the board organized? to contact him if we decided to start out Hilbert: Marnix and I have known each on our own. When that time came in 2011 Why did you choose the location in [the other for years, almost since DSI started.

- mid-financial crisis - the banks weren‘t Dutch town of] Strijen?

I‘m good at directing and structuring orgavery keen on financing a new import com- Marnix: We didn‘t want to be in Bar- nizations and building teams. And I love pany. So I called Lukassen, and we quickly endrecht; we prefer being a little away entrepreneurship. We clicked, which was came to an agreement. He gave us a loan, from the action. At the time, many people also immediately the case with Marnix‘s

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AGF Primeur 4 • 2022

partners. The trade aspect also attracted me. I‘d been working in the food sector for years, but in a broader sense than just fruit and vegetables. At the time, I was on the board of directors of De Menken Keuken, a production company active in such things as salads and meat products.

bility, but this setup ensures close deci- sions provide clarity and, thus, expansion-making cooperation. Every second sion opportunities. Newcomers have to month, we consult with the shareholders. want to advance; you must give them that The company is divided into retail, trad- chance. That‘s why we also focus on extening, operations, finance, and data man- sive automation, data analysis, a strong, agement departments. Each has someone professional commercial organization, with final responsibility. This division has and working hard on product and quality cleared the waters, and you can concen- knowledge. That‘s vital. Our people must You build a company with a mission. For trate on that in which you excel. We also be proud of the company. We don‘t have me, that means passionately selling a great have a sizeable, flexible shell for things competition clauses either. Support each product and motivating a team to work like logistics, packaging, and transporta- other and provide enough challenges, on that every day. I saw that potential in tion. Then you can scale up or down very then your people will stay. Enclosing them DSI right away. Plus, it had good, experi- quickly if needed. That‘s what makes DSI with a competition clause means you can‘t enced people. What the company needed such a great place. provide sufficient growth opportunities. was more structure. I think wanting to It weakens everything and starves the improve yourself every day is a powerful How does one get a strong team? team from the inside out. That can‘t be the motivator. You never reach that goal, and Hilbert: First and foremost, everyone at goal, especially with our mission: enjoying yet you can celebrate the small successes. DSI has to love what they do. You spend fresh, healthy fruit.

We began with structuring, especially in much of your life at work. You don‘t live to the financial area. A company‘s expan- work, you work to live, and that life is also Where does your labour policy‘s focus sion can be its downfall. If you don‘t have just working at the day itself. Our man- lie? Employing experienced people, or everything organized around the busi- agement team interviews everyone who training youngsters yourselves?

ness, things go awry. I love providing that organization.

comes to work for us. It‘s about a person‘s passion; you want to feel that. Someone‘s character reveals far more about a person than their three-page resume. Also, we don‘t want there to be some kind of hierarchy between shareholders or management or whatever.

The year 2019 was a turnaround year of sorts for the company. Every company has its ups and downs. We‘d have a growth period, hiring people and adding businesses. We had cooling facilities at seven different locations. But new people make A 20-year-old employee who shows us mistakes, and we had to deal with failures. every day they share our ambition is valuIt wasn‘t as much fun anymore. So, we able to us. That‘s also why we share our engaged an external party to guide us, as a strategic plan with all staff members, hold shareholder group and board, to stabilize regular team meetings, and try to have the company. We were a very flat organi- plenty of fun at work. Yes, we have tough zation. There used to be six of us in man- times when we have to really put our agement and the rest below. If a decision shoulder to the wheel. That means hard had to be made, you had to call six people work and, sometimes, difficult confrontogether. Every time. That didn‘t always tations, but that‘s typical of our company: work, which led to our current structure. we‘re open with each other. Then, together, you can get very far.

Marnix and I form the management board, both as general managers. Naturally, we And we‘re preparing for the future as have our individual areas of responsi- a team. The company‘s different divi-

Hilbert: We prefer a combination. This company was set up by people with more than 60 years of combined fruit and vegetable experience. That‘s different from having a few youngsters starting out on their own. Our founders have heaps of experience, so we can hire and train young people. We do that internally as ‘learning on the job‘. Everyone is in one department and we don‘t have classrooms. Our meetings are short and intense and are only held if necessary.

So, we retain our strength, we can switch quickly, and we continue to think things through well. We also facilitate as much training as possible in areas like certifications and languages. We have a five-year plan until 2025. One of our goals is that the team be able to operate independently of the founders by then. That‘s crucial for the company‘s continuity but also incredibly interesting for everyone in the group. Our

7

Vision

Arco Verweij, Jan de Sterke, Marnix van Fraassen, Hilbert Klop and Jan van den Adel

The shareholders Jan van den Adel and Jan de Sterke are two of Direct Source International’s founders. Arco Verweij joined the team in 2014. All three are shareholders. What does DSI mean to them?

Jan van den Adel: “I started at Hagé in 1990 and have always worked with Marnix, which is unusual. DSI’s first few years were like a childhood tale, one big adventure. Fortunately, we’ve not lost that bravado completely. We’re very professional, but also very down to earth. It’s crucial to us to be in the team’s midst. It’s vital to support and complement each other, and, obviously, it helps that we progressed together.

And for customers and suppliers alike, it’s reassuring to know we’ll be there for them in the years to come.”

Jan de Sterke: “With DSI, we’ve managed to bring what we’ve always stood for to fruition. We had a dream of working together as a team to create a company that not only unburdens suppliers and clients but that benefits everyone too. It was great to be able to ship pineapples from Costa Rica to Russia within the first month of our existence. We

lived up to our name from the very beginning. And when the orders came streaming in when the pandemic broke out, we could prove to our suppliers and (retail) buyers that we were there for them. Our specialization means we possess a wealth of information for all chain partners in one place.

Arco Verweij: “We all come from companies where you could, occasionally, delegate. That allowed you to do only those things you considered yourself good at or enjoyed. Here, I had to figure a lot of things out for myself. But when DSI crossed my path, I didn’t have to think long about it. It’s somewhere you can put all your work, knowledge, and skills into, and I, as a food lover, enjoy that immensely. Even though I’ve been at this for a few years, it’s never boring, and every season and year brings new developments. In recent years, those have been especially rapid. You have to keep up every day. But it’s the company’s team spirit that has truly pushed it upward.”

seats are available and we challenge peo- you must provide added value. Importers, sourcing but also concerning, say, packagple to grow. Our team‘s average age is 36. as we know them today, will no longer ing. We‘ve built a packaging space to do as It‘s great being surrounded by a team that exist in five years, perhaps even sooner. much of the client‘s final packaging as posachieves greater things than you could on We took the step two or three years ago sible. Initially, the idea was to offer packyour own. to build a chain in which retailers are in aging services to third parties too, but the direct contact with growers. We no lon- area was chock-a-block within six months.

Marnix: Sometimes you, naturally, consid- ger stand in between but alongside them. That‘s why we opened our second location er stopping, but for me, that‘s definitely That‘s the crux, but we‘ve done so in such in Moerdijk last month, where we‘ve been out of the question. I love being involved a way that we contribute our know-how. working with our service partner, VDH, for in the import world. It demands non-stop We‘re now doing that with several retail- some time. action. You have to be honest with your- ers. They‘ve realized that if they have to self, be prepared for the future, and create start sourcing from our disciplines, they Do supermarkets often trigger you, for space for that. The newcomers have oth- have to deal with developments such as instance, regarding new varieties, or do er ideas, and we‘re certainly open to that. varieties and weather extremes. They you lead in that?

That‘s something I genuinely enjoy. I see can‘t do that themselves.

Marnix: It works both ways. Retailers genmyself fulfilling a fantastic role within DSI erally want a little of everything, but it all for years to come.

Our added value lies in service provision. has a price and doesn‘t always suit everyAnd, with us, that goes a long way. This one. Then you can‘t always carry the new Retailers want to reach the source and added value isn‘t, as in the past, about varieties because the growers also want vice versa. What function do you fulfil taking risks and importing a lot. It lies in to get paid for them. Nonetheless, gaps as importers? the added value activities. That‘s how you are increasingly opening for demonstraHilbert: To fulfil a function in this chain, prove your mettle. Not only in the field of bly better varieties and people are keen

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AGF Primeur 4 • 2022

to invest in these in order to stand out. That‘s a terrific development. For years, price was the most important thing; not anymore. More and more people are selecting items based on breed, size, quality, and periods of the season. For that, you need customers who are open to sparring but who also dare to put their money where their mouths are.

more expensive, and shoppers will soon have only a certain amount of money to spend. Our advantage is that grapes and citrus are at the top of people‘s fresh produce grocery lists.

But, that’s at the expense of something else. Take the Indian grape season that has now started. India grapes aren‘t the tastiest, but because they‘re somewhat smaller, tougher, and firmer, they‘re the most stable, quality-wise.

You were a CO2 Correct launching partner. How did that go?

They generally keep well and Hilbert: Well. Sustainability can be easily transported and permeates our entire compa- stored. Every year, Indian ny. We can‘t cultivate grapes growers were satisfied with in the Netherlands, so we have x-cost and exported significant to import them from all over volumes at competitive prices. the world. But we do want to But a few years ago, a containorganize the entire chain as er cost $2,500 to ship via ocean sustainably as possible. That‘s freight. This year, it costs why we‘ve joined SIFAV. CO2 $7,500 to import a container Correct was immediately met of grapes. That equals about with wonderful reactions from €2 more per package. These both retailers and consumers. are other net costs too, which The CO2 discussion is a huge must all be passed on. In othissue within retail, but we, as er years, from March to May, importers, also have to deal Indian grapes were even being with climate change every day. sold for €0.99. That‘s no longer The climate has been terribly feasible; or someone will have volatile in South Africa and to pump a lot of money into it. other countries in recent years.

Hilbert: The excessive conThe Egyptian grape season tainer fees will drop eventualused to start in week 20, no ly, but the world‘s population sooner, no later. Probably not keeps rising, as does global this year. That does make you consumption. As long as that aware of your impact on the continues, prices will be under climate. We can make a differ- pressure. Wages in our source ence. Of course, as a compa- countries are climbing too. ny that wants to make money Will the €1.99 price hold up in with a good team and a nice stores? No store prices remain product. However, we can unchanged forever. We have to do something extra, thanks ensure that besides the ‚comto our global network. That mon products‘, we surprise the doesn‘t make us an Eosta, but market with new, unique types we do it our way. Our mission and packaging, such as comis to enjoy fresh, healthy fruit. binations with other articles.

That‘s our top priority. You do We‘re working hard on that. that, along with your suppliers, These can be flavour innovaclients, team, and the general tions, but also, on the grower‘s public. But you also get to enjoy side, in yields or cultivation it yourself. techniques. Think of natural thinning, so pickers don‘t have But, grapes selling for €1,99 to harvest fields so many times. per 500g punnet at retailers In the end, the only question is: - is that sustainable in the what do consumers want? long term?

Marnix: If VAT dropped to 0%, What do you think of people yes. Though, that‘s only 9%, increasingly demanding local which will soon be eaten up by fruit and vegetables? inflation. But it‘s a fair ques- Marnix: It‘s fantastic! As tion. Everything is becoming importers, we deal with fruit

Not just an importer.

Meet our specialists:

direct-source.nl

+31 78 674 91 91 | The Netherlands

9

Vision

that simply can‘t be cultivated in the Neth- genuinely refocus, in our case, on grapes erlands. If grapes could be grown here in and citrus. We still carry some service abundance, it would threaten our exis- items but now focus entirely on our stratence. But I think it‘s wonderful that local tegic product groups. If you choose to do growers are being promoted. If it‘s at the that, you have to set up a dedicated team. expense of our volumes, so be it. At the We‘ve also divested pineapple as our main same time, we also know that because we product. This product did quite well in the access all those overseas countries, hun- first few years, but we‘ve recently had to dreds of thousands of families survive off sell these at such low prices; we decided fruit exports. to bid it farewell. We specialize in grapes and citrus.

The retail sector wants to move toward less plastic. What is your stance on this And, with Anthon van Doorn and Chris discussion?

Hirdes, we have a product specialist in Hilbert: We feel exactly the same. Where each of these product groups. They coorwe can, we get rid of or reduce plastic. dinate the imports and keep in touch with That‘s also why, last year, we decided to people like importers, account managers, go for top sealed packages. We weren‘t and QC. A new competitor will, no doubt, keen on this until the summer of 2021. We emerge in the coming years, but I‘m conwere true clamshell fans. Nevertheless, we vinced the market will reach a turning decided to switch, as top sealing means a point. I think the time of many start-ups in 15% saving on plastic. It will be hard to our business has passed. Over the past 20 do away with plastic altogether for some years, many parties have started up, takitems. There is, however, a counterpart to ing advantage of the abundance of availplastic: waste. able trade without importing themselves.

But costs are rising, and risks are skyWe know that switching to cardboard, rocketing. The volume coming in is, thus, bags, or loose packaging increases the far more limited, and costs are enormous. losses throughout the chain. That‘s also If you don‘t have a specialty or program, it why we‘re focusing on sustainabili- becomes difficult. ty around plastic as a whole. And we‘re actively looking for alternative packaging What are your top sales countries? ideas. We joined the innovation platform Hilbert: The Netherlands is good for half Brave New Food 18 months ago. We par- our sales, especially in retail. The rest goes ticipate very intensively in the sessions all over Europe, particularly to Germany, where companies present new innova- France, Belgium, and the former Eastern tive ideas. As a result, we made contact Bloc countries, and to a lesser extent Spain with someone whom we’re now talking to and Scandinavia. Sales to the UK were about extending citrus‘ shelf life. somewhat higher but have shrunk significantly due to Brexit. With all the import In all those years, haven’t you been duties the Brits have to pay, the products tempted to carry other products? have become more expensive, so those Marnix: The market increasingly demands exports have plummeted. specialization. It‘s good to have specialists in this industry, too; it pays off. As tempting That large Dutch retail share limits the as it is, you can‘t just do something on the number of buyers. Isn‘t that risky for side anymore. At times, we also seemed to business? be a vegetable store, but we‘ve chosen to Marnix: There are indeed a limited num-

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AGF Primeur 4 • 2022

ber of retailers in the Netherlands, with occasional drop-outs too. But, because of our specialization, we, nevertheless, remain in demand. Many purchasing organizations do 80% of their own sourcing and buy the remaining 20% from us. They prefer specialists, so we‘re often at the top of the list. That‘s how we achieve those 50% sales in the Dutch retail market.

The big challenge for us and the entire sector is the many links in the chain. There are small-scale growers and exporters who collect products from all those growers. Then there are the ports with often poorly-organized infrastructure. And delays have become commonplace. We‘re great at optimizing the supply chain. It helps that we know the growers personally, travel all over the world, and don‘t rely on all kinds of third parties. The chain should, however, broaden in the future.

How important are wholesalers to you, sales-wise?

Hilbert: Sometimes more important than we realize. We import several brands and varieties that are very popular on the wholesale markets. But the number of wholesalers is noticeably decreasing, so we can‘t pin our future on them. At the same time, growers can‘t only grow those sizes and varieties that are suitable for the retail channel. By finding outlets for these, we not only relieve the customer but also our supplier.

Over the years, Direct Fresh International, Global Fresh International, and FairConnection, among others, have started under your banner. Is there any synergy between these companies?

Marnix: Direct Fresh International (DFI) came about because people, who were enthusiastic about our way of working, came knocking. It boosts your confidence when those people can get something

going. We then support them with our resources, software, and product knowledge. The DFI team has a melons and vegetable background and focuses their sales on Scandinavia. In that sense, they were really complementary.

ing the warehouse, so someone doesn‘t steal your brand. In fact, a couple of times a week, we ask the FairConnection team to join in price alignment discussions during our sales meetings.

There’s enough room in the market for the We set majority ownership as a start-up both of us. There‘s plenty of synergy too. condition, with the possibility of them tak- FairConnection is much stronger than we ing over at a later stage. The idea behind are in Peru, and we make use of that. On this is to not keep talent all to yourself the other hand, we‘re stronger in citrus, but to give them room to grow. It‘s much and they can draw on our trade flows. And more fun to make plans together than for that‘s not even mentioning all the things everyone to continue independently. We‘d you can do together regarding trade. But rather deal with co-workers than com- it‘s new for us to dare to be open to each petitors. I must say it‘s been great seeing other. You must never violate those agreeothers having the same experience we did ments; then it‘s all over. in 2011.

Would you consider more similar FairConnection and your company work partnerships? with some of the same items. Are you Marnix: Never say never. But I‘m not then not in competition? expecting that anytime soon for the Dutch Marnix: That was, of course, something of market. Global Fresh International does, a discussion point, initially. But we knew however, have a branch outside Europe Paul Postema and Frank Maas would be where we‘re currently making great starting their own business at some point. strides. Initially Arie van Helden and my So, it‘s better to do it together. And Fair- son, Maarten, ran GFI. However, Maarten Connection does much more day-to-day said, since all the trade was being sent business than DFI. But why fear that? We directly to buyers, he missed working no longer believe in the old system of lock- with the actual fruit. So, he‘s now work-

ing for DSI again. It‘s not a straight line to enter the Asian market; that has its challenges, which is understandable. The Netherlands is your home market; you know how things work. But, sometimes, you have to struggle a little; that‘s part of doing business.

In 2014, we tried getting into the old East Bloc countries. After only two months, Putin pulled the plug, and we never went back. That‘s absolutely not the case with GFI. But after two years of start-up and seeding, the pandemic hit in March 2020, which is still having an impact, even now.

If we want to go to Hong Kong, we first have to spend three weeks in quarantine, while Asia is precisely where you want to be to build up our business. That‘s why we‘re being quite cautious now. We want to have a presence in the Asian market, and we can mean a lot to our suppliers there too. Many Peruvians have started in Asia. However, plenty of suppliers in Africa want to enter that market with our help.

A few billion people live in Asia, so there are opportunities abound.“ direct-source.nl

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Avocado

Ideal climate and favourable location

Colombia’s booming avocado industry

In the past decade, Colombia’s avocado production and exports have rapidly expanded. According to the United Nations Food and Agriculture Organization, the country is the 3rd largest producer in the world, after Mexico and the Dominican Republic. Just in 2014, the country exported 1,408 metric tons of avocados and this number went up to nearly 70,000 metric tons for the first nine months of 2021.

It is an increase of 35 percent over the same period in 2020. What has contributed to the country’s avocado boom?

Baptiste Kervyn, CEO von Green SuperFood Colombia

production compared to some other proIt starts with an ideal climate to grow avo- STABLE INCOME AND LIMITED WATER duction areas in the world. cados. “We have two seasons that give us a USE solid fruit supply almost year-round,” says With the avocado being a relatively new With most farms in Colombia harbouring Baptiste Kervyn, CEO of Green SuperFood crop for Colombia, the country differ- large swaths of forests and jungles, strinColombia. The “Traviesa” season starts entiates itself by growing avocados in gent environmental regulations are in around March/April and stretches until a sustainable way, contributing to the effect to protect these areas. Most of the June/July while the main season starts in development of the country and its rural land that is now used for avocado producSeptember and continues through Janu- areas. “Avocado farms have enabled rural tion used to be coffee plantations or pasary, sometimes February. Altogether, this farms to create formal and sustainable ture for extensive livestock grazing. The allows Colombia to grow avocados 45 to 52 jobs and provide a stable income for the transition to growing avocados has resultweeks per year. Ideal growing conditions people in these rural communities.” Grow- ed in avocado trees being used as buffer have resulted in a significant increase of ing avocados sustainably is possible due zones for these large pristine forests. This planted acreage in the past decade, but to the country’s wide range of climatic development has increased the biodiversiKervyn expects production to stabilize in conditions, land bank, and rainfall. The ty of these territories. about three years. “The majority of plant- avocado production areas are located in ed orchards will come to maturity after a rainy part of the country, resulting in a 2025,” he said. very small water footprint per kilogram

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Avocado

EXPORTS SHOW DOUBLE-DIGIT GROWTH In addition to an ideal growing climate, an increase in global avocado consumption also plays a significant role in Colombia’s expansion. “Our exports continue to grow and show double-digit growth numbers,” commented Kervyn. Today, Colombia’s main export destinations are in Europe and Green SuperFood’s avocados mainly make their way over to Germany, Belgium, Spain, Scandinavia, and the Netherlands.

“We differentiate ourselves as a safe and high-quality supplier and in combination with an ideal location, 2021 exports were up 35 percent compared to the year before.” Colombia is strategically located between two oceans and in close vicinity of the Panama Canal, providing entry

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AGF Primeur 4 • 2022

to major global markets. Access to both unit in Brazil with 800 hectares available Atlantic and Pacific shipping routes trans- for farming,” shared Kervyn. The climate lates into good traffic of vessels, availabil- allows for the production of high-quality ity of containers, and quick turnaround fruit and with the seasons in Brazil being times. However, the export situation is not different from Colombia, we will be able to all good news. “Given that we are a year- supply our customers with avocados yearround supplier, we compete with nearly round,” he added. Last but not least, the all growing regions at some point during company is venturing into a range of new, the season. In addition, the shipping trade value-added products and is now produchas changed rapidly during the pandemic ing avocado infusion tea. The leaves of the and the effects are still being felt,” shared American persea tree (avocado tree) are Kervyn. “The impact in terms of cost is recognized for their many health benefits sorely felt by everyone involved in the and their extraordinary flavour, all withtrade and supply chain of avocados.” out caffeine, sugar, or preservatives.

EXPANSION INTO BRAZIL Recently, Green SuperFood has started expanding its avocado production across borders. “We started a new production

www.greensuperfood.co

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Wholesale markets

Dortmund

Düsseldorf

German wholesale markets weathering the COVID-19 pandemic With the easing of COVID-related restrictions, the lows caused by the pandemic now seem to be over, for the most part. We look back at the past two years of crisis, highlighting the situation in the German fresh food markets. FreshPlaza spoke to numerous wholesale market companies last year about the situation and the mood at local fresh food centres.

MAY 2021: “WE HAVE ADAPTED TO THE SITUATION” “We have not had to record any significant sales losses. In food retail, we achieved a 10-20 percent increase in sales last year compared to 2019, and after a difficult phase in March/April 2020, people have now been able to adapt to the situation,” commented Ziya Sizgin of Vienna-based fruit trading company UVA Fruit. He also said that the situation in Turkey, UVA Fruit’s main source country, is now under control. “Despite high incidence levels, I don’t think there will be renewed export stops this year.”

JULY 2021: “WE WERE AT LEAST ABLE TO CUSHION THE DAMAGE IN A SMALL WAY” “Because of the lockdown, foodservice to-go offerings in particular have become extremely popular. In that respect, stores that were good customers before, now suddenly gave us a little boost, which allowed us to at least soften the blows in a small way.” According to Roland Tolls of Düsseldorf Wholesale Market, this was most evident in the demand for – hyped

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AGF Primeur 4 • 2022

- avocados. “But the fact that I am now selling avocados by the pallet, during in a pandemic in which I am generating just 20% of my original sales: I would not have dreamt of it.”

pany is confident about the future, according to Volkan Günes of Sun Früchte. “We have only seen about a 20% drop in sales, so the financial damage is limited. Many of our gastro customers - such as Italian and gourmet restaurants - have come through the crisis with relative ease. However, I no longer dare to make forecasts with reference to COVID, because you can’t predict the situation at all.”

DECEMBER 2021: “I WILL STILL RECEIVE THE MERCHANDISE NEEDED” “With the 2G regulation, at least isolated sales can still go on,” says Jörn Reimers NOVEMBER 2021: “RAPID INCREASE of Hamburg-based company ARUS. One IN DEMAND IN TIMES OF LABOUR market dropped from the scene due to the SHORTAGES” closure of the Christmas markets. HowevA drop in the out-of-the-home consump- er, Reimers’ customers primarily include tion also made itself felt in the market- food retailers and suppliers for the food ing of ready-to-cook fruit, vegetable, and service industry. “There will be drasticalpotato products. “We suffered severe sales ly less merchandise. But what I need for losses in the pre-cut produce sector as our business, I will still get.” well. Overall, we nevertheless see a rapid increase in demand in recent years, which DECEMBER 2021: “PAYMENT PROCESS is clearly related to the labour shortages DRAGGED ON FOR MONTHS” within the catering, canteen, and commer- At the beginning of 2021, things were cial kitchen sectors,” says the team at Lud- not looking particularly rosy for Früchte wig Schenk & Co, a specialized processing Franz at the Berlin wholesale market. “We company at the Karlsruhe wholesale mar- should have received COVID subsidies, ket. but the disbursement process dragged on for months, which is why we were afraid DECEMBER 2021: “MANY CUSTOMERS that we would have to close our business.

FROM WITHIN THE GASTRONOMY If the subsidies had come even later, we SECTOR HAVE SURVIVED THE CRISIS would no longer have been able to support WITH RELATIVE EASE” our operations,” says Managing Director At Freiburg’s wholesale market, the com- Thomas Franz. In July/August and Octo-

Karlsruhe

ber/November, he was able to generate FORWARD” enough revenue to be able to stand on his In 2021, the situation had again put itself own two feet again. “But since December, into perspective, according to Oertel. things have been looking bleak again.”

“This is also related to the fact that the cost structure of a small specialty vegetaJANUARY 2022: “COMPLETE ble store is not comparable to the calculaPORTFOLIO TENDS TO BECOME MORE tions of a discounter or a large chain. The EXPENSIVE” customer movement in the previous year The general conditions on the part of goods therefore tended to be in the direction of procurement have become challenging in discounters or food retailers,” says the times of COVID, observed Heinz Karstner, Leipzig-based wholesaler. “At present, we managing director of Dortmund-based are already noticing a leap forward; sales wholesale company Gebr. Gottschalk. “The are slightly better than in 2021, at least in complete portfolio has tended to become the food service sector” more expensive. So, pricewise, the situation could be better. Meanwhile, certain FEBRUARY 2022: “WE ARE SATISFIED items are also sometimes difficult to get: WITH WHAT WE HAVE” At the change of season, there was a short- “We fruit wholesalers are part of a systemage of peppers and cucumbers, but since ically important industry and have been then, the supply situation has stabilized able to benefit to some extent from the sitagain, to some extent.” uation, especially at the beginning of the pandemic. However, the continuing uncerFEBRUARY 2022: “AT PRESENT, WE tainty has driven business down again,” ARE ALREADY NOTICING A LEAP commented the management of Peter Bro-

Neurenberg

München

zulat at the Munich wholesale market. “We are forced to plan our orders early so that we are not left high and dry. Nevertheless, overall, we cannot complain. We are simply satisfied with what we have.”

FEBRUARY 2022: “THE SMOOTH SUPPLY CHAIN NO LONGER EXISTS THESE DAYS” At the Nuremberg wholesale market, the mood is ‘relatively good’ according to Stefan Ziegler. “In the catering industry, I see a certain ‘last minute mentality’. In the pre-pandemic days, you could have an extra crate of something without problems, but nowadays you buy exactly what you need, when you need it. This is reflected in the quantities purchased: some restaurants in the city centre only open in the evening, which means that about half as many products are needed. This in turn also presents us with major challenges in procurement - the smooth supply chain no longer exists these days.”

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The new construction of DV Fresh also includes a fully automatic supply and removal of the empty crates from a 17 meter high automatic warehouse to the various packaging lines

Peter Bauwens, DV Fresh:

“We’re ready to introduce our new possibilities to clients” “Our 15,000m² expansion means DV Fresh is ready for the future,” say CEO of DV Fresh, Peter Bauwens, and Dirk Verkinderen, its business manager. This Belgian company processes and packs vegetables.

Growth is one reason for this expansion; the need to further automate is another. DV Fresh works according to the operational excellence model, where efficiency is central. “For that, automation is critical to remove human error from the process. But also, less manual handling means less damage to the vegetables.”

AUTOMATION He has found that automation places different demands on staffing levels. Previously much of the work was done by hand.

The focus has now shifted to people who operate machines and robots. DV Fresh, too, is aware of the labour market shortage. Yet, it is managing to fill its personnel needs well, says Peter, thanks to the Young Graduate Program. “We use this to help our people become dedicated specialists in their field.”

That is why the bulk of the company’s cessing and washing areas. It speeds the investment went to the handling process. process up considerably, which benefits “DV Fresh now has a team of experts at They have bought several new process- both the freshness and the speed of ser- the ready. They give their very best to ing, washing, and de-coring machines, vice. Compared to before, quality has sta- serve our clients.” Staff are therefore an automating much of the previous manual bilized tremendously. And, we need fewer important focus for this vegetable prolabour. “We’ve spent the most in the pro- operators,” says Peter. cessor. “Aside from investing in build-

21

Cut vegetables

DV Fresh sees in addition to an increasing need for convenience, that consumers are also increasingly interested in organic and ready-to-cook products.

Automation is one of the spearheads within the operational excellence model that DV Fresh uses

The packaging lines in the new factory

DV Fresh has taken into use eight new loading docks equipped with loading ports where there is no longer any temperature influence from outside during loading and unloading

ings, machinery, and partnerships with where the outside temperature has zero density. And peeling straight, rather than growers, DV Fresh also invests in people. effect during loading and unloading. With curved, cucumbers produces less waste.

Because we, through highly trained, driv- all these investments, DV Fresh is ready en people, want to add internal substance for the future. “We’re ready to supply our Variety selection is, therefore, important, to our new building’s beautiful exterior.” existing customers with ultra-fresh pro- as is optimizing cultivation. “DV Fresh cessed vegetables that, based on know- has always relied heavily on its close colSHORT FLOWS how and via new technologies, set a new laboration with growers and their selecAlso, during construction - started and quality milestone. And we’re ready to tion. Led by Dirk and his years of seed completed during the global pandemic - DV introduce new clients in Belgium and its breeding and variety selection experience, Fresh emphasized short flows and avoid- neighbouring countries to our new possi- together with a team of agronomists, we ing unnecessary movements. An example bilities.” get the best out of its growers every day. is the fully automatic placing and removThat’s done with mutual respect and with ing of empty crates from a 17-meter-high CULTIVATION OPTIMIZATION a focus on long-term partnerships. And it automated warehouse to the various And those possibilities include the vegeta- includes working with growers to develop packaging lines. “Here, we again combine bles used for processing. Dirk - who sees new farming methods that increase harefficiency and speed. Before, the empty that, along with convenience, consumers vest security and ensure product quality,” crates were brought manually on pal- are increasingly interested in organic and concludes Peter. lets. Now they’re automatically supplied ready-to-cook products - explains that Peter.Bauwens@dvfresh.be to the packaging lines, and when they’re not all varieties are suitable for processDirk.Verkinderen@dvfresh.be full, they’re automatically removed again,” ing. “The vegetables we need have to meet Peter explains. different conditions than those intended for the fresh range.” He points out that, Eight new loading docks are now in use for instance, automatic processing of lettoo. They are equipped with loading gates tuce requires the head to be of a specific

22

AGF Primeur 4 • 2022

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Vegetables

A marketing campaign to increase consumer awareness

Cauliflower: Prince de Bretagne’s flagship product The Prince de Bretagne cooperative is renowned today for the quality of a signature vegetable that they have been producing for over 50 years.

“C

auliflower is Prince de Bretagne’s most historic vegetable. Over the years, we have acquired significant expertise in this product. Almost all of our producers cultivate cauliflower, for a total of one hundred million heads per year, 10% of which are organic. Our land in Brittany is perfectly adapted to the production of cauliflower since we enjoy rather warm and humid temperatures while our oceanic climate protects us from severe frosts.

We are therefore able to produce cauliflower with very consistent quality, namely a very white and tight head, supported by

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AGF Primeur 4 • 2022

fresh leaves. We also have the particularity of producing large sizes that are a little more complicated to produce in Spain or Italy, regions that do not benefit from the same climatic advantages as ours,” reports Emilie Bardin, product manager at Prince de Bretagne.

A MARKETING CAMPAIGN TO INCREASE CONSUMER AWARENESS Faced with an aging consumption, for the last several years the cooperative has undertaken the mission of revitalizing consumption by using communication

to modernize the image of this brassica.

“Although it may have decreased in the past, cauliflower consumption has now stabilized. We are working hard to make the vegetable more attractive to younger generations. We recently launched a major communication campaign using posters in the metro in major cities to make cauliflower more appealing and bring it back into the heart of French cuisine. We show the different ways of cooking cauliflower and highlight trendy recipes, such as cauliflower semolina, which can be eaten raw.

It can also replace traditional wheat flour in certain recipes such as pizza or cake dough. In addition to the many culinary applications it has, it is a product that has many nutritional benefits. For example, it is very rich in vitamin C.”

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CONSISTENT CONSUMPTION Like most vegetables in 2020, cauliflower benefited from the COVID effect: “Purchases were up 12% in value in 2021 compared to 2019. In volume, they remained stable. At the beginning of this year, we are back to the same consumption levels as in 2019.” While cauliflower is produced yearround in Brittany, it is consumed more in winter, from November to March/April, than during the summer when it faces stiffer competition such as tomatoes or other summer vegetables.

GERMANY: MAJOR CAULIFLOWER EXPORT AREA Prince de Bretagne markets its cauliflowers in France, but also abroad. “We sell to professionals, individuals, and wholesalers on markets such as Rungis. We also export to other European countries: Germany, England, and Eastern Europe.

Germany is our main export area. Cabbage as a whole is better integrated into the culinary culture there than in France.

In Germany, it is a product that is very sensitive to price and promotion, much more so than in Italy, France, or Spain. This gives rise to some concerns about the current situation, which is causing significant price increases in energy, raw materials, pesticides, fuel, and therefore production costs. We wonder what repercussions this will have on the cost price for producers.

They will not be able to absorb all these price increases. Like the French market, the Germans appreciate large-sized cauliflower, whereas the Anglo-Saxon market is looking for medium-sized cauliflower.

A FIELD CROP THAT REQUIRES LITTLE geopolitical situation remains a source of INPUT AND TREATMENTS vigilance and concern.

The entire production of Prince de Bretagne cauliflower is done in open fields, A VEGETABLE THAT REQUIRES A HIGH all year round. This is a significant advan- LEVEL OF COMMERCIAL REACTIVITY tage at a time when the cost of producing If cauliflower production seems less vegetables in greenhouses is increasing demanding than others, its great sensiexponentially due to the rising cost of tivity to climatic variations can make its energy. “Thanks to our expertise and the commercialization difficult: “ Currently, varieties we have planted, which are per- for example, we have mild temperatures, fectly adapted to our terroir in Brittany, which strongly accelerates the growth of our crops require little input in terms of cauliflowers, giving us a 15 day advance phytosanitary products. But we are, just on our production. It is then up to us to like other crops, more or less impacted by regulate our outlets accordingly. This the rising costs of raw materials and fuel. exercise requires a great reactivity on a This also affects delivery times, although commercial level” not to a huge extent. Although the cooperative does not feel the direct effects of the Russian-Ukrainian conflict on its commercial activities for the moment, the

freshconnection.be

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AGF Primeur 4 • 2022

Obst

Marc Peyres, Export Sales Manager, Blue Whale:

“Germany is an important market for us” EXPORTING: A TRADITION AT BLUE WHALE “We have always exported a lot. The fact that we have been able to do so in the first part of the season allows us to reach a balance before tackling the final leg of the season. We still have some varieties with larger stocks for which we will have years of COVID-19, which had a very ben- to extend the season, but overall we are eficial impact on apple consumption. Peo- ending the season in a way that is nothing ple at home consumed more fresh fruit like last year.” The season promises to be and vegetables overall. Now we’re having more difficult, but should end in a rather trouble getting them to eat fresh fruit out- “decent” way. side the home. This is probably something we will have to work on in the future. This “During the last season, we still lacked decrease in demand, amplified by smaller export markets, especially in Northern apple sizes, is not without consequences Europe, which had a large harvest, Germafor the end of the campaign: “Since the ny in particular, and in Southern Europe beginning of the season, we have been car- such as Spain and Portugal, which are rying European stocks, and we found our- important export markets for us.” Diffiselves with large stocks of French niche culties in exporting can be explained by varieties on March 1st.” a higher inflation rate than in France, a decrease in consumption, an increase in Although producers would happily forget local production, and smaller sizes. the 2021 campaign to focus on the coming season, the cold weather announced this GERMANY: A COMPETITIVE MARKET week makes them worry about reliving Although for a long time Germany was the same situation as last year. not a priority export market for Blue

Founded in 1950, Blue Whale is a group of fruit growers with nearly 300 producers in the South, East, and West, the Loire Valley, and the Alps. A major player in the national and international apple market, with exports to 70 countries, Blue Whale also sells plums, pears, grapes, and kiwis.

A

fter the frosts of 2021, Blue Whale was concerned about a possible drop in production. In the end, the season was rather satisfactory, with limited incidents offset by a large crop. “Our biggest productions are located in the South-West and are protected, so for most of our producers, 2021 has been a big season in terms of harvest,” explains Marc Peyres, export sales manager at Blue Whale. Nevertheless, the cold spring affected the quality of the fruits. “Volumes were therefore pretty satisfactory, but it was mainly the quality of the harvest that was impacted. We started the season with a significant number of small sizes and skin defects.”

As far as consumption is concerned, the campaign has also been uneven: “We must not forget that we were coming out of two

27

Topfruit

Whale, today it represents nearly 10% of its exports. “We have practically doubled our volumes in Germany in 5 years, with varieties that are adapted to the market, because to be successful in a European market outside your own country, you need to have a distinctive product. This is what we have today with four main varieties: early Gala at the beginning of the season, followed by the Pink Lady throughout the season, and the Granny and Joya at the end of the year. Varieties that allow Blue Whale to stand out from the local apple and maintain a consistent supply with several German distributors. Each market plays an important role in the balance of our annual sales for a given product and period. Germany is an important country for us today as it is our 4th largest export country.”

This is certainly an important market, but one that nevertheless requires some adjustments. “Today the German market has a very organized and centralized distribution system. In order to reach the distribution system, we need to have volumes to offer. In addition, the presence of a large local production requires a diversity of both varieties and products. A requirement also justified by the presence of other countries on the German market. It is a very competitive market, especially with northern Italy, which is a major apple producing region. But just because a market is competitive doesn’t mean that there aren’t areas worth exploiting. That’s what we are trying to do today, mainly with adapted varieties, but also with the development of organic products in a market where the demand is high. Although Germany has its own local organic production, Blue Whale

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AGF Primeur 4 • 2022

continues to stand out with varieties that “There has been a lot of innovation in offer a high taste value, such as the Pixie recent years, so a lot of new varieties are and the Candine. These are varieties that I coming to market, both here and abroad. think will be very successful, just like they One of the biggest challenges for 2022 and were in Scandinavia.” beyond will be getting those new varieties to consumers through our distributors.”

ABSORBING RISING PRODUCTION Another challenge is the development COSTS of the organic market. “It is something After the Agec law and the generalized demanded by society after all, when we increase of inputs that has been raging look at the evolution of regulations and for several months, the sector is trying to consumer expectations. We must thereadapt as much as possible. “The obligation fore succeed in developing consumption to switch fully to cardboard had already to absorb the products that we have develgenerated additional costs. The economic oped in organic.” recovery just after the pandemic and with it, the lack of materials, has again led to a Blue Whale is also aiming to reduce its surge. Given the current geopolitical con- impact through its new orchard practictext, costs are likely to rise again, and if es, such as the HVE approach, initiated we want to absorb these production costs, in 2019. “We are now 100% HVE in our we would have to increase our prices by 10 orchards. We are working on organic and to 15%. A situation that affects all profes- on Zero Pesticide Residue, so we will consionals, across all sectors. Everyone will tinue on that path.” But to successfully end up raising their prices, we won’t really promote its approach and its products, the have a choice. Concerns about consumer company will continue to invest in compurchasing power could lead to a price munication campaigns for the next five war among European distributors.” years. “We need to push our organic offer and new varieties. To impose them we For Marc Peyres, the Ukrainian conflict need to review our variety launch.” may also redistribute the cards. “The southern hemisphere is about to start its In the longer term, Blue Whale will continseason and several countries in this area ue to develop new scab-resistant varieties used to ship large volumes to the East. The with high flavour potential, not to mention risk today is that this blocked merchan- the efforts made in new, more sustaindise will be shipped back to our European able growing practices that will have to markets and sold at very low prices.” be valued by the market. “This obviously requires investments and risk-taking that PROMOTING THE VALUE OF we will have to deal with in the coming PRODUCTION TO THE CONSUMER years.”

Orchard evolution, varietal innovation, www.blue-whale.com/fr but above all introduction of new varieties to consumers... These are the challenges that Blue Whale will have to face in 2022.

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29

Vision

CEO Steven Martina:

“I don’t see why The Greenery wouldn’t still be around in 25 years“ In 2016, The Greenery chose a CEO from its own ranks: Steven Martina.

Last year, this Dutch marketing cooperative celebrated its 25th anniversary. Martina has been with the company for 18 of those. This year he and CFO Arthur Swijter also formed the board of Coöperatie The Greenery U.A., using the so-called RVC+ model. We spoke to Steve about focus, digitalization, and diversity, among other things.

“That people can mournfully explain why we cannot systematically reduce VAT on fruit and vegetables to 0% is beyond me,” he exclaims.

How long have you been part of The Greenery?

I’ve been with the company since 2004 but worked part-time at a soft fruit business since I was 11. At 16, I began buying at auctions and also did commission trading for a few years. I went to the FruitMasters and Veiling Zaltbommel auctions [in the Netherlands] but also to Hoogstraten and Borgloon in Belgium. But, I didn’t only work in fruit; when I was a student, I did How did the Greenery celebrate its 25th? they personally delivered cakes to all our stock trading for almost five years, someIt would’ve, of course, been wonderful to growers. We also organized smaller, more thing I’d always dreamt of doing. Howevbe able to celebrate our 25th anniversary light-hearted initiatives. From the man- er, a trader only makes money if there’s together, but due to the pandemic restric- agement side, we held things like cooking movement. In the end, it wasn’t all that tions, it wasn’t the party we’d wanted. workshops, a 25 Years of The Greenery exciting. Then The Greenery approached Nevertheless, we did ‘corona-proof’ it, quiz, and fitness training sessions. We me; they were looking for someone who focusing on interaction with and between also hosted a cycling clinic along with the knew about soft fruit and trading, and I our growers and employees. For example, Jumbo-Visma Team, which had stops at made the switch. we gifted all our staff a surprise box, and various grower locations.

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AGF Primeur 4 • 2022

Cycling clinic at grower locations with the Jumbo-Visma team

At The Greenery, I returned to working Do the growers still feel represented? with physical products and growers. I That was a point of attention and is why started in strawberries and held all kinds the process took a while. It may seem that of positions, from buyer to salesperson to growers have less influence, but, in fact, business unit manager. Until 2013, when they’re closer to the company. In the past, I was asked to take care of the organi- I’d go to AGMs, tell the members how The zation’s commercial side. In 2014, I was Greenery B.V. was doing, and leave. Then appointed as commercial director for all the cooperative’s chairman would give trading activities, and a month later for all an account of his activities. Now I tell the commercial activities. Then, in 2015, the general meeting how both the cooperaSupervisory Board wanted to know if I, as tive and business are doing. I’m directly the first from the company’s own ranks, accountable and am in direct contact with wanted to lead the organization as CEO. our members. But it’s beneficial from a I’ve now been in that role for six years and, cost and efficiency point of view too, which since this year, am also Coforta’s succes- is more appropriate in this day and age. sor, Coöperatie The Greenery U.A.’s Chairman of the Board.

Two years ago, you split the members and trade branches. Why? Why the RvC+ model?

Two years ago, we initiated the move to With all the market changes at our grow- create a definite split in our activities. The ers and customers, decisive business is Greenery B.V. consists of several compokey. You must be able to do business with nents: The Greenery Growers, The Greeneach other and switch quickly and imme- ery Logistics, and The Greenery Interdiately. The previous model had some national. Each with its own focus. The duplicate roles. The Coforta cooperative Greenery Growers distributes our memowns The Greenery. That cooperative bers’ products, and The Greenery Logishas an executive board that reports to tics offers logistics solutions for fresh the AGMs. Those board members and two produce. The Greenery International pronon-member executive board members vides value-added services with a wide formed The Greenery’s Supervisory Board range of Dutch and imported products to (RvC). The CFO and I were accountable to retail and online customers in Europe. Our that supervisory board. subsidiaries serve specific markets and customers.

But we had to deal with the executive board, too, which consisted of growers With The Greenery Growers, we take care with management and supervisory roles of our affiliated members’ sales. Growers who also represented the shareholders. believe it’s essential that we get maximum We advised them that things were becom- prices at the lowest possible cost to achieve ing very complicated in various areas. To as much return as possible. This composimplify things and directly interact with nent, therefore, has no profit motive. Then, one another, we chose the RvC+ (Super- we have a logistics and a trading division visory Board Plus) model. The trading whose intention is to make a profit. That company and the cooperative’s manage- sometimes led to the question, are we colment are interwoven, and the supervisory lecting cover for the logistics unit, making board oversees things at the cooperative a profit as a trading company, or going for level. the best payout price for growers? Now no one asks that.

Combined with customers indicating that they want to do business directly with the source and some growers needing more interaction with end clients, we’ve continued tweaking our organization over the past year. We now serve several buyers directly with products from The Greenery Growers. That’s let us create shorter growers/customer communication lines.

We consider transparency crucial, and we believe, overall, this leads to greater grower and client satisfaction. That contributes positively to the mutual understanding between these groups.

Last year, you managed to distribute 2020’s profits among your members.

Did that give you a taste for more?

When I was asked to be CEO in 2016, I said, ‘I’d like to take the job, but we must become a regular business.’ What I meant by that is that as soon as you become profitable, your shareholders should be able to share in that experience. It must be something tangible. You can own a company, but if you never make a profit, you’re not going to make rational decisions. Certainly not if you have another interest as a supplier to the same company. That’s why we wanted to reward our shareholders.

But to do that, you have to make a profit.

So, the priority was to get the company in order and ensure a positive result. Last year, our members received dividends for the first time because our solvency was in good order, and we were virtually debtfree. We’re now entirely debt-free and have a good net balance sheet. We’re happy with that, and it also loads our growers’ ownership. We can be proud of the results we’ve achieved in recent years, which we can also substantiate. That ensures that we, as a cooperative, remain in demand too.

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AGF Primeur 4 • 2022

Is that necessary?

I think it’s always necessary to be an attractive market player. Ultimately, in the future, you want to be working with the best growers. And for that, you need a certain amount of growth, which requires focus. We’ve chosen to focus on several product groups - top and soft fruit, fruit-vegetables, and open field vegetables.

We no longer do other products like mushrooms. We’ll continue to organize these for our trade customers who take the total assortment, and we have the necessary suppliers. But we don’t facilitate this as a cooperative anymore.

reason. And a number of broccoli growers have joined us, good for 75-hectare acreage more. We’ve also concluded contracts with some chicory suppliers, with talks now underway about closer cooperation.

These are steps we can now fully take.

You haven’t been using GMOs for a few years. Will that remain the case?

I don’t know. Firstly, GMOs don’t equal money for free. If you ask someone if they want to receive GMO funding, they will undoubtedly say yes. But there are strings attached. We deliberately chose not to use GMOs for several years now, for two reasons. We couldn’t meet the requirements For years the trend has been towards placed on our organization without very fewer growers, with more acreage each. disproportionate measures. Our size and Scaling up continues unabated and will the responsibility we want to take meant continue, given the rising costs and labor we opted not to use GMOs, mainly because pressure. Automation must continue, and the rules lack clarity. The Netherlands you need a specific scale for that. The cur- interprets things differently from, say, rent energy prices make it even tougher Belgium and Germany. Also, it’s under to start up certain crops. It’s in times like great scrutiny because of past incidents. these that growers must consider their options. That’s why we’ve organized the You have to handle it with care. That’s why company per product group. Within each we think it’s vital that Europe has a level product group, we work with the top playing field. We also believe it’s importgrowers to see what their goals are and ant for a company to be able to operate what steps are needed to remain relevant without subsidies. We’ve, thus, creatin the market. ed that possibility. The Netherlands has become a net contributor in Europe, so Then, the open field growers leaving to the government is under slight pressure. join [distribution and packaging center] That’s because we, and other parties, have Tolpoort was a hard blow, no? decided not to use GMOs. As a result, the No, because growers are free to do as they conditions have been adjusted in recent please. Those growers had wanted to do years, and various cooperatives have so for a long time and decided to take that reapplied for GMOs. We, too, are reconsidstep. We’ve lost a considerable acreage, ering it based on a solid per product group but on the positive side, it creates space. plan. We’re evaluating whether it fits in Buyers won’t disappear. We’ve filled the with our goal and investment ambitions. gap, partly with our own cultivation and partly with new members. Several open Could you give us a little insight into field growers expanded this year for that which business units aided the good

financial result, mid-pandemic?

Last year, the hospitality channel closed due to COVID-19, so the retail sector dominated. Overall, that worked in our favor.

However, we did have to deal with specific product markets being lost. Restaurants use things like redcurrants a lot. So, if no one visits a restaurant, there’s far less demand at certain times of the year. The pandemic affected individual products, but we generally had good sales, thanks to our focus on retail. Also, we focus on online players, upcoming and those who’ve been on that market for longer. That’s taken off quite well for our existing and new customers. We brainstorm with our clients about packaging, size, and distribution, too, as well as how ripe fruit should be for online shoppers.

Can you tell us about your company’s sales development at Jumbo and the possibilities the PLUS/Coop merger brings?

We cooperate with some larger retailers, so we have a reasonably sizeable local share in fruit and vegetable concepts.

Obviously, Jumbo is and will remain an important client. And PLUS, with whom we have a close partnership, including store distribution, has been with us for years. They’re now merging with COOP, and if needed, we’ll support and brainstorm with them.

How important is digitization to The Greenery?

Very. It’s a prominent pillar within the company. It’s important for our employees, but there’s also a new emerging generation of growers who want to have all information at their fingertips in real-time. We’re primarily considering how it contributes to our proposition to our buyers and mem-

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Vision

bers. All companies will eventually be digital, if they aren’t already. That’s a continuous development, and the entire chain is increasingly becoming data-driven.

er organic is really more sustainable. I don’t think organic is, by definition. You have more input and less output. Is that sustainable? There’s the same discussion around packaging at the moment.

buy pre-packaged hamburger buns for €3, but they think a €0.99 bell pepper is expensive. And yet, thanks to our efficiency, our fruit and vegetable prices are some of the lowest in Europe. That’s also why Our growers’ and clients’ expectations in it’s important that VAT on fruit and vegthis regard will only grow, and we must Cardboard must replace plastic en masse. etables should be 0%. The government is facilitate that. If you want to be a good But where does that cardboard originate? now telling our sector that’s impossible to employer, it’s more attractive if you use Trees have to be cut down all over the do systematically. In 2019, it was possible modern tools and digital processes to world for it and shipped to Europe. Then to increase from six to nine percent, but ensure slightly improved processes every it might be more sustainable to consid- not from nine to zero percent in 2022. day. Our trade customers use our web- er a specific type of plastic, making sure shop well too, and last year we increased we have a good recycling system. What With all due respect, I cannot believe some the number of products. Our buyers used do our retail customers think about this? people dare to mournfully explain that. to like speaking to a salesperson on the At the end of the day, they take consumer We’re so afraid something will, unjustly, phone. Now, the new generation finds it demand and public opinion into account be priced at zero percent that we don’t particularly convenient to see availability do it. I think we need much more of a ‘can

The government quickly pumped billions of previously unavailable money into pandemic support. Suddenly the money press was turned on, and it flowed like water

What aspect have you, personally, do’ mentality. The government quickly worked hard at within the company? pumped billions of previously unavailable What does the future hold for your I became a father after I became CEO. money into pandemic support. Suddenvarious subsidiaries?

Then, of course, you contemplate your ly the money press was turned on, and it Our group includes several companies. life’s purpose. What will I leave behind? I flowed like water. But that’s apparently That resulted from all the auctions merg- never used to think about that, but once impossible for prevention issues. If that’s ing, and trading houses, and distribution you have children, it becomes important. so, governments also shouldn’t be singing and transport companies being bought. I never thought I’d say that, but there you their own praises and should just admit We’ve now reached a stage where we’re have it. And especially when you’re a CEO, health isn’t a priority. Because if you priquestioning whether we want to remain you start thinking more about what your oritize something, you direct your actions on this course. What do these companies impact is and should be. I thus began con- accordingly. We’re keeping up the fight contribute? How does that relate to the sidering several social issues more. for this via our interest group, Groentenrisks it entails? Are we prepared to continFruitHuis. ue investing in this? These are the choices We want to ensure fruit and vegetables we’ll be making soon. are accessible to everyone. It’s crucial that In a Social and Economic Council we contribute to society in this respect. interview, you named diversity and But then you’ll get smaller, not bigger.

Obviously, we have to make money. But inclusivity as a strategic theme. How do Naturelle, for instance, is already part by bringing these products to market as you give form to that? of The Greenery. quickly and efficiently as possible, we can Admittedly, I was never as consciously That I can’t answer yet; I can say we’ll ensure they’re available but also afford- engaged in this. I was fortunate to grow become more focused. We’ve indeed able for everyone. Fruits and vegetables up in a safe environment. A few years ago, already integrated Naturelle into The are often considered expensive, but there’s the Global People Awards approached me.

Greenery, mainly because we no longer enough supply from which to choose.

Every year, they award the best businessconsider organic a separate branch. person and manager of color. I declined it; Every week, there’s something on sale. It’s I didn’t want to receive an award because Why not? difficult to want to eat cauliflower every of my ethnicity. But they approached me Organic is part of the game, relevant to week because there are times when it costs again the following year, that time to parthe niche. However, you cannot feed the €3, but at other times, it’s €0.99. It’s also ticipate in the jury. They said, ‘This isn’t world organically. Naturally, I’m in favor about education. People in lower-income about you; it is about what you can do of organic, but we don’t have enough land brackets certainly often make unhealthy for others.’ You get to meet many people and water. You also have to ask wheth- choices, not even based on money. They and hear their stories and the struggles and prices online, any time of the day.

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AGF Primeur 4 • 2022

they’ve endured, and that did cause a switch in me.

ger participate in sessions of mostly men that are farther away. Some know you talking about women in leadership. And from before and like discussing all sorts of when it comes to diversity, I don’t want to things with you; others look up to you. We Of course, I’m not going to bring in ran- be the only one at the table that fits that try to organize things as flatly as possible dom women or people from different bill. You have to talk not about, but with and be easily approachable because many backgrounds. As an international com- people. I’m convinced you can then also people can have a certain natural threshpany in the Rotterdam area, we already take more targeted steps. old. That’s why we hold monthly breakfast have a motley crew of employees of all sessions, unfortunately mostly digitally, nationalities, although we’ve never active- Is it difficult to attract and keep in the last two years. ly promoted that. But this is mainly about employees? awareness. Some of our buyers are people Everyone in the market struggles with There, people can ask all kinds of queswith an ethnic background. Your company that. People were more reticent during tions. I consider myself easily approachhas to be diverse enough to serve them the pandemic, but are now looking around able, yet people you’ve worked with for well. It’s vital to have a good mix; that ben- more. Everyone’s looking for good work- years suddenly see you as the CEO. That’s efits creativity. A society that’s divided ers, as are we. We can still find personnel true for customers and growers too. But, unequally, ethnically, eventually leads to in our field reasonably easily, but in cer- just as easily, a client can call me to say

Retail DC Barendrecht

friction. That, at the expense of economic stability and a sense of security. Responsibility is being taken all over to take these steps together. There’s already some governmental legislation in place.

But we have international customers who want annual reports about, say, how many women we employ and how many hold managerial positions. That has to be at least 30% by 2025. And let’s face it, in our industry, this is often waved off by saying, ‘there aren’t any women active in our branch’. But have you made a genuine effort? Conversely, if you’re too active in this area, women will say they want to be hired purely based on their qualities, not their gender. That makes it quite challenging, but it’s about mutual awareness and ensuring equal opportunities. For example, we’re now holding sessions at The Greenery. We discuss how to organize this with women in the company.

We mustn’t make the mistake of thinking men can arrange things like that. I’ve been in networking clubs of 50 people that include four women, where I’m the only person of color. Then they sagely discuss themes such as diversity and women at the top. I’ve stopped doing that and no lon-

tain disciplines, it’s becoming more com- he’s been at the dock for half an hour and plex. Think of team leaders in the ware- no one’s come to load his strawberries. house. That also has to do with regional That’s because I’m still the first person competition. When you have to work in listed under ‘strawberries’ on his phone. a 12°C D.C. or could earn €0.50 more That’s just as nice. per hour, it makes a difference. Then you sometimes have to compete with compa- We started the interview discussing nies that have marginally better collective your company’s anniversary. Do you agreements in that regard. For people think The Greenery will still be around with lower incomes, who’re sometimes in another 25 years? literally just surviving, that plays a role. Definitely! I don’t see why not. Though, I That’s challenging, but up until now, we’ve don’t know what the company will look managed to meet that challenge reason- like then. Two-thirds of the company no ably well. longer sells its members’ products but is active in the trade and logistics fields. I’m Who or what inspires you? optimistic about the near future. We’ve Various sources inspire me. I try to read put our affairs in order in recent years and at least two books a week, ranging from are in good financial shape in a sector that management gurus to more general sourc- still offers plenty of growth opportunities. es. If I have to name a person, it’s Nelson We’ve now structured the company in a Mandela, with no reflection on myself. It new way. We’re also working at involving astounds me that someone can be subject- the shareholders even more in the cooped to so much suffering, get past it, and erative. We want to get some of the equistill do the right thing. ty registered in their names. These are the things we’ll soon be working on with Are you easily approachable to staff? our members, along with facilitating their It depends. I’ve been with the company for dreams and ambitions as best we can. We a long time and have worked side by side can now put some genuine effort into this. with some of our employees. Some are Full speed ahead!” easy to approach, chat with, or email. But there are also those, say, in the warehouse,

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Special

Greenhouse Vegetables

Greenhouse vegetable season has started

Can the vegetable greenhouse chain bear the increasing costs?

Who will carry the increasing costs? That is what everyone in the greenhouse vegetable market wants to know. At the start of this new season, no one really had an answer, although, for now, growers seem to be saddled with it. What is clear is that this situation will not last very long. Will the sector take a united stand? Who knows.

C

ucumbers kicked off the Dutch greenhouse vegetable season in late January.

Other products like aubergine, courgette, bell peppers, and tomatoes followed.

Those who don’t know better would say nothing is amiss in this sector. However, behind the messages of crisp, healthy produce lurks a deeply concerned sector. This year, more than ever. The distress call that four out of ten Dutch growers are in dire financial straits was finally heard in late March. Belgian growers are in the same boat, as are those in many other countries.

The sector has been in trouble since the autumn. The first growers ran into problems as soon as energy prices started to rise. They stopped crops early and greenhouses remained empty (for longer). Some gave up altogether or sold their greenhouses to (ornamental plant) colleagues. This winter, only about half the usual tomato volumes were grown under 36

AGF Primeur • Gewächshausgemüse • 2022

Growers who have produce early in the season can usually count on nice prices while there is still a limited supply. Greenhouse-grown produce is in demand at this time. That also applies to export countries, where little or no own product is available early in the season. While, with much care lights. If not due to empty greenhouses, and skill, heated, lit greenhouse cultivathen because of more economical light- tion is already possible. This year, these ing and heating. Cucumber production, growers were forced to enter the market now increasingly a year-round crop, also later and missed out on that advantage. declined significantly.

The same goes for traders. For them, the TOO PRICEY lower volumes at the start of the season In mid-April, these repercussions are still have complicated exporting. Day-traders evident in the market. Many growers are are particularly hard-hit, as told at the still struggling to farm differently, out of recently held international horticultural necessity. That is decreasing production. trade show, Fruit Logistica. Less product Because that which you do not put in, you means less to send overseas. This is even do not get out. The new greenhouse veg- before considering transport costs, which etable season began more slowly, with have also risen sharply, that still need to higher prices. In early April, tomatoes be added. were being sold at never-before-seen kg prices. Prices are far above the averages of In the weeks leading up to Easter, cucumrecent years, though costs, too, are much ber, aubergine, vine tomato, and other higher. In March, Dutch tomatoes sold for prices rose sharply. That, while the prices, twice as much as a year earlier. That just especially for vine tomatoes, were already goes to show how unusual the current high. That did not sit well with day tradmarket situation is. ers. High prices are good, but, according to the market, the levels at which tomatoes

The tomatoes sometimes colored later this year due to more economical cultivation

were traded before Easter made day trad- will reflect costs possibly rising further ing challenging. Traders would like prices during the season (or fall, although that to drop slightly. TOVs at around €2.50 are seems unlikely)? ‘too expensive to do any good’.

In the latter case, major supermarket Cucumber and aubergine prices of more chains are specifically being considered. than €1 in the week before Easter are also Can, and will, these major greenhouse highly unusual. The big question in the vegetable buyers pay more for good, susmarket is what will happen after Easter. tainable Dutch or Belgian greenhouse At the time of writing, it is thought that products? That is what growers underproduce will probably flood the market; stand. More and more people also seem to due to farmers postponing cultivation be aware that price hikes are unavoidable. and adjusted cultivation schedules. Then, But that does not alter the fact that every the law of supply and demand will prevail, cent is considered when raising prices. cost crisis or not. The fear is that prices Recently, in a Dutch television program, could collapse, while it is precisely now a supermarket manager mentioned that that good prices are so welcome to cover they would prefer to raise prices by €0.10, some of the tremendously increased costs. not €0.15, to cover costs. Growers and producer organizations, meanwhile, are AT WHAT PRICE ARE YOU SUPPLYING? pointing out that supermarkets ‘are not These costs are still a topic of discussion, taking a stand’. even now that parties have concluded this season’s sales contracts. If not for Those same growers’ associations curthis season, then for winter. On the buy- rently determine their own and their er’s side of the chain, growers and grow- growers’ situation. They are doing calers’ associations want to know: at what culations per product. For every tomato price are you supplying? On the growers’ variety, they are seeing what different and producer organizations’ side, it is: gas prices will yield per product; for some are you fixing costs for an entire season? growers with fixed gas contracts, that Or are you including flexibility, so prices entails a gas price of about €0.80. The

increased gas prices are not (yet) affecting them. But some growers do not have favourable gas options or have abandoned their contracts.

Others have to heat their greenhouses at daily gas prices or only have boilers, not cogeneration systems. These growers face very different energy costs. In the run-up to Easter, the gas price hovered at roughly €1/megawatt hour. In the current market, no calculations can justify a long-term crop at these gas prices, especially not for lit winter crops. Decisions will have to be made about this in the coming months.

CERTAINTY ABOUT COSTS It is primarily the uncertainty about gas prices that are calling into question how profitable greenhouse farming is in Northwest Europe. In 2021, energy costs made up more than 25% of all costs incurred by Dutch greenhouse growers. It has been impossible to gauge the highly volatile gas prices in recent months, even before the war in Ukraine began. Then you have to ask: will fixing gas prices solve the problem? In France, the idea of fixing the gas price at €0.70 has been mentioned. That would give growers a known cost to reckAGF Primeur • Gewächshausgemüse • 2022

3

Special

Greenhouse Vegetables

Sometimes growers switched crops. Among other things, the switch from tomato to strawberry, or cucumber, has been made.

on upon. The European Commission has stepped in.

Because of the ‘unprecedented situation’, it has provided member states with far more access to state support. That gives countries the chance to compensate, say, gas-intensive sectors like greenhouse horticulture. Whether individual member states will do so and to what extent remains to be seen. The Dutch government’s measures are expected later this month. The Netherlands is not known for quickly choosing state support, so expectations are tempered even before the steps occur. Intervening in the energy market by fixing the gas price is not immediately expected.

Whether fixing prices provides a solution in the bigger picture is also up for debate.

Higher costs will likely have to be considered in the future. And, in time, the costs involved in growing crops gas-free; something that is already being looked into. The sector is also working hard on becoming more sustainable, as is continually emphasized, and it is already taking the necessary steps. Dutch growers, for instance, are sticking their necks out regarding geothermal energy and are managing their own systems. The New Style of Growing, a cultivation method that focuses on high production with lower energy consump38

AGF Primeur • Gewächshausgemüse • 2022

tion, has become established over the past decade. However, increasing sustainability is not free, it demands investment and other costs.

products and makes presenting a united front difficult. It is not for nothing that producer organizations are strengthening themselves by merging and/or increasing their acreage by binding new growers. The idea is that if you are sizable, you are stronger. Yet, everyone also seems to realize that, in the end, consumers cannot bear the brunt of the sky-high costs, which climbed rapidly and highly explosively.

In the short term, it is important that growers can keep growing fruit, vegetables, flowers, and plants profitably for general consumption. So, no ornamental plant cultivation for a while - as the Dutch government suggested - was met with disapproval and outrage. Government bridg- This crisis affects everyone. People are ing loans can help growers survive these turning the heating down in their homes, difficult times. However, growers, some- and more and more families are forced times generations of them, do not want to tighten their belts. So, charging €2 for to be staring at an empty greenhouse. Or a cucumber to cover costs would be too run a cogeneration plant to generate elec- much. Nor would it benefit the Dutch martricity to feed back into the grid. This is a ket position with international competnice source of income for some growers itors, where cultivation is less gas-intennow that gas prices have also pushed up sive, labour costs are lower, and tomato electricity prices. But, just like their fellow and pepper quality is better. The Nethergrowers who do not have this advantage, lands could price itself out of the market, they would rather be cultivating vegeta- and (cheaper) imports could replace local bles, fruits, flowers, or plants. products. That already happened in the winter. Since the Dutch greenhouse proPASSING COSTS ON duction was so much lower than usual, it To keep doing that, growers must be able could not be helped. Dutch farmers could to (partially) pass on the increased costs grow crops further south, which would of not only gas. That is what everyone in please supermarkets that prefer receivthe chain is talking about and has been ing products from a single supplier yearfor months. It is challenging because, round. despite all the consolidation, the chain remains very fragmented. This does not Even if cucumber prices did not reach €2, help achieve better prices for greenhouse everyone in the chain will probably still

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have to pay for the current crisis, in one way or another. If not by cucumbers or tomatoes becoming (much) pricier, then via increased taxes to fund the additional government support. Compensation was eagerly sought, even during the pandemic. Since inflation is rising, it seems

inevitable that everything will become more expensive. How much more expensive is the question. The sector urgently needs clarity and perspective, sorely missing in the current uncertain market climate. Preferably before the winter season. Growers and traders will focus on

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Sonderausgabe

Gewächshausgemüse

Landgard Management Board member Robert Sauer

“For the entire industry, the biggest challenge in 2022 will be to ensure the supply of goods in the retail sector” As one of Germany’s leading marketing organizations and producer cooperatives, Landgard can draw on some 3,000 farms and thus cover almost the entire German fruit and vegetable market. Landgard CEO Robert Sauer shared with us how the organization, based in StraelenHerongen, is dealing with current problems such as skyrocketing costs, what trends they are observing and what projects Landgard will be devoting itself to.

ORGANIC; MORE THAN JUST A TREND In the organic sector, the company can currently report double-digit percentage growth rates. The COVID-19 pandemic in particular has led to a change in consumer behaviour, he said. “We are trying to take the positive effects in the perception of consumers* into the current year as far as possible. To achieve this, the value and sustainability of fruit and vegetable

“Our goal here is always to be as close as possible to the producing farms. This is also in line with the trade’s expectation of us as a grower cooperative. In addition, we are continuously trying to both attract more organic farms to become members of Landgard and to inspire conventional Landgard farms to convert to organic production. The duration of the conversion of three years is of course a challenge for the farms. In the medium term, our goal is to achieve a comparable product range in the organic sector as in conventional farming.”

products in general, and organic products in particular, must be further anchored in consumers’ minds. Among organic products, bananas, apples, pumpkin, ginger, ADDED VALUE OF COOPERATIVES and herbs currently play a particularly “Cooperatives like Landgard, and cooperimportant role. There is also a regional ative marketing in particular, are based focus on zucchini, salads, rhubarb, and on a fundamental idea that is as relevant root vegetables,” says Sauer. today as it was 100 years ago. The marketing organization offers members sales

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security and services, and customers will continue steadily. Landgard will concentral access to varied and high-quality tinue to develop protected cultivation as assortments in large quantities and with well as outdoor cultivation. But we are great delivery security. This idea inspires also focusing on the eastern states to more than 3,000 farms at Landgard ensure a year-round supply of goods to regionally, nationally, and internationally grocery retailers and discount stores.” and creates recognizable added value for all those involved in the process chain - OFFSETTING COSTS WITH A now and in the future,” says Sauer.

REASONABLE FLOW OF GOODS According to Sauer, Landgard also knows Landgard also sees itself as a ‘link between how to deal with the extremely high enerthe trade and producers’. The producers’ gy, gas, and other costs that the entire cooperative is committed to improving industry has to contend with: “As a proboth communication and understanding ducer cooperative, we have set ourselves between the trade and production. Sauer the challenge of becoming more efficient believes that although there will be few- and leaner, in order to compensate for er farms on the market in the long term, the increased costs in the market as best these will expand all the more: “To this as possible for us and our producer comend, we support the farms in their devel- panies and thus become even more susopment, e.g. through targeted cultivation tainable together. The flow of goods is the planning or product and range expansion. decisive keyword for us here. It encomWe supplement this membership base at passes the central points at Landgard strategic points through targeted pro- Obst & Gemüse: sourcing, distribution, curement of goods, for instance in East- services, and logistics. This could also be a ern Europe and overseas. This broad base good opportunity to avoid having to pass enables us to meet retailers’ demands for on price increases in full to the consumer.” complete annual programs covering the entire product range.”

SOLUTION APPROACHES DEMANDED FROM NEW GOVERNMENT PLANS FOR 2022 Sauer also sees a need for further There are also plans for contractual coop- improvements for member companies eration with other growers or their asso- under the new government, and in this ciations in Germany and abroad. Land- regard addresses, among other things, gard currently has access to a production measures to protect against carbon leakarea of around 10,000 hectares in the age in the course of CO2 pricing in hortiopen and in protected cultivation. “As part culture. “What is missing here is a focus of its future national and international on small and medium-sized enterprises, development strategy, Landgard is aiming which are typical in horticulture. The clito double this area.” mate adaptation measures also leave out the special concerns of horticultural and Sauer also emphasizes that Landgard agricultural production. Therefore, there wants to further develop open-field cul- is definitely the fear that issues important tivation and is therefore currently plan- to the industry could receive little attenning projects in North Rhine-Westphalia, tion from the new government, for examRhineland-Palatinate, and Lower Saxony. ple the shortage of harvest workers and “The strong expansion in protected culti- the exploding production costs,” Sauer vation of recent years will be somewhat expresses concern. weakened due to rising energy costs, but

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AGF Primeur • Gewächshausgemüse • 2022

Such problems would be exacerbated by the increase in the minimum wage and rising energy costs to such an extent that this would hardly be feasible vis-à-vis retailers and consumers. Sauer: “In the worst case scenario, there is a threat of businesses closing down. Solutions are needed here to further support domestic production so that it remains competitive in terms of pricing in the future.”

BIGGEST CHALLENGES FOR THE INDUSTRY “For the industry as a whole, the biggest challenge in 2022 will certainly be to ensure the supply of goods to retailers so that consumers* can choose reliably, completely and extensively from a yearround range of fresh products,” Sauer says.

Existing difficulties along the value chain - from logistics and packaging services to packaging services to staff recruitment - must also be kept in mind. “New market entrants and cost increases in operations will also continue to cause movement. In addition, other important issues - despite the difficult business environment - will be the conservation of natural resources and sustainable or organic production.” info@landgard.de

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An unprecedented scenario that leaves us re The past two years have been very intense for the greenhouse horticulture sector, touching nearly all production sectors, but with a much more marked degree of difficulty if we consider that producing food is closely linked to climate trends..

H

igh-quality food is made from specia- with higher production prices than in the lized crops, with standards that must previous year,” said Pavan. meet not only the needs of end consumers, who are increasingly careful to sustaina- “If the last two and a half years have seemed ble products and to their own health, but to have severely tested us, nothing comalso those of the supply chain, who need pares with the period from summer 2021 continuity in production, quality, and to the present. Temperatures in July were reliable services. Manager Massimo Pavan exceptionally high, reaching 48.8 °C in the analysed the trend of both the previous province of Syracuse in mid-summer, with and ongoing Sicilian greenhouse vegeta- persistent highs above 40 °C for several ble season. days in the rest of the island. In autumn, intense rainfall arrived, with flooding “2021, just like the previous year, was of greenhouses in some areas located in marked by a number of significant factors, south-eastern Sicily, while frosts halted such as the pandemic, the pressure of the the growth of vegetation. In the meantime, ToBRFV virus on tomatoes, and climate the ToBRFV has continued, and continues, change. While we have continued to see to mow down the production of tomatoes, a progressive regression of the New Del- especially large berries, with significant hi virus on courgettes, we have not seen losses in yields. Needless to say, the repersigns of decline of the Tobamovirus. In cussions for Sicilian agriculture have been both cases, however, improvement was severe,” said the expert. due to diversification in agronomic management and not to genetic changes, but While the blockades in the main Asian something is happening, especially in the ports have slowed down logistics around courgette segment. Other greenhouse the world since last year, the last few crops, such as aubergine and peppers, months have been marked by a vertigihave continued to move in line with 2020, nous increase in production costs, with 46

AGF Primeur • Gewächshausgemüse • 2022

price rises for raw materials, fertilizers, agripharmaceuticals, energy, transport and fuel,” continued the manager. “Four days of transport strikes in March have also created enormous difficulties to our supply chain. It is an unexpected scenario, which makes us regret the worst crises of the last 20 years, especially in the light of a war in the middle of Europe, where no business can avoid losses in economic and financial terms.”

“We have been seeing high prices for all vegetable crops for some months now. As an example, on small red tomatoes, with peaks of €3.50 per kg, peppers at €2.60 per kg and eggplants and courgettes even over €2 per kg. These prices have begun declining, unlike those due to speculation (and therefore under review by the Italian government authorities), but they do not compensate for production losses due to climate and plant disease damage and, where there have been higher revenues, these have been wiped out by uncontrolled increases in everything else. The international situation is very fluid and discourages new investments, and the industry’s approach is a wait-and-see attitude, attentive to day-to-day developments.

“However, the energy crisis also opens up new scenarios, the effects of which will have to be verified as the current

Massimo Pavan

egretting the worst crises of the last 20 years season unfolds. It is about the widening of the commercial window for our horticultural crops, due to the strong reduction in glass-heated greenhouse produce from northern Italy and Central Europe.

This is a production gap, from March to May approximately, which we will see by whom and how it will be filled. Potentially, this new asset could delay the collapse of producer prices for Sicilian greenhouse vegetables from April/May onwards,” said Pavan.

Our reference markets remain the same, with Germany at the forefront, but with

the increase in transport costs we have some difficulty in reaching Northern Europe and the Scandinavian countries, unless sales prices increase. It is clear that the price increase cannot be determined solely by the cost of logistics but must also take into account the higher production costs, and therefore, the wage adjustment to companies. The phenomenon is felt across the board in all those production areas that have to cover long distances to get their goods to their destination. The outlook is not encouraging, given that there will be a sharp drop in production as a whole, especially of tomatoes, in the

second half of the campaign, precisely because of higher installation costs, in addition to plant diseases, to which, with the arrival of hot weather, we must add Tuta absoluta and the overlapping of production in northern Italy and the rest of Europe,” concluded Massimo Pavan.

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Sonderausgabe

Gewächshausgemüse

Christian Müller, Deputy Managing Director of Reichenau-Gemüse eG

“Our gardening cooperative is in a generational transition” The island of Reichenau maintains a decades-old tradition of commercial horticulture. Every year, the small and medium-sized family farms of the cooperative of the same name jointly produce around 15,000 tons of vegetables and salads for the (southern) German food retail trade and for wholesale markets. A significant proportion of these crops now grow and thrive in state-of-the-art greenhouse facilities in Germany’s southernmost vegetable-growing region and are also cultivated in accordance with organic guidelines.

“Nowadays, our organic share is over 40 were able to reduce energy costs as a result. percent of total sales and we hope to reach In addition, the energy was pre-purchased the 50 percent mark this year,” reports last year, before the cost increases. The Christian Müller, deputy managing direc- question that is currently occupying our tor of the cooperative. Thanks to the tre- minds is how today’s situation - in terms mendous development of the organic sec- of gas supply and price development - will tor, Reichenau-Gemüse eG is currently one continue to develop against the backdrop of the leading suppliers of domestic organ- of the Ukraine crisis.” This is because ic products in Germany. the members of Reichenau-Gemüse partly heat their plants with fuels of Russian As a well-known producer cooperative or Eastern European origin. However, in with a focus on “greenhouse cultivation,” some cases, especially when producing Reichenau-Gemüse also faces the current organically, they are already using existchallenges of protected cultivation, Müller ing biogas plants operated by the growers. continues. “The rapidly rising energy costs Furthermore, there are concrete plans for are causing a lot of trouble for our member the construction of a bio-heating plant to farms. However, the past, extremely mild supply the largest greenhouse facility in winter has played into our hands, as we the network. The goal is CO2 savings and

independence from foreign energy suppliers, in equal measure.

PRICING AT THE POS The extent to which the cost increases will ultimately affect consumer prices at the point of sale is difficult to judge at the beginning of the season, says Müller.

“Everywhere in the press it says unanimously: ‘food is getting more expensive - fresh vegetables in particular’. Due to the rising minimum wage, CO2 taxation and the tense energy situation, production has clearly become more expensive.

Looking at today’s quotes for imported lettuce - whether from southern Europe or Belgium - I honestly don’t see much movement in pricing so far. As long as there is enough volume, the mechanism of supply and demand is still working. This has a stronger effect than the cost situation in the facilities. However, this should not obscure the fact that cost increases must be absorbed by the prices. Otherwise, it will no longer be possible for the growers to operate economically. In this respect, 2022 will be a decisive year for everyone.”

Müller also points to the rising inflation rate (currently around 5% in GermaAGF Primeur • Gewächshausgemüse • 2022

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Key data of Reichenau Gemüse eG • Production capacity: 80 ha of open field cultivation, 40 ha of greenhouse cultivation.

• Annual production volume: approx. 15,000 tons of vegetables • Organic share: 47 percent • Locations: 4, of which 3 are outside the island (in Beuren, Aach and Mühlingen)

ny), which could also play a decisive role.

“The consumer has now faced two years of austerity, due to the ongoing COVID-19 pandemic. Many have had to do without a new car or other luxury goods for the first time. That’s why I could imagine that people will now increasingly turn to regional products, possibly also organic goods, because they want to do something positive for themselves and their families. In this respect, I think the development will have a rather positive effect on marketing.”

The products mentioned are in line with this trend because they are ideal for quick, on-the-go consumption.”

Accordingly, mini-vegetables continue to be in vogue, with taste being the decisive factor, according to Müller, and justifying the extra price. With regard to salads, on the other hand, no trend toward smaller unit weights can be observed; instead, numerous new types of salads have been introduced to the market in recent years.

“Salanova” is still produced and marketed, GROWTH POTENTIAL FOR FRUIT but the big hype seems to be over. MeanVEGETABLES while, organic wild herb salads are very In recent years, he says, consumer pur- much in demand at the moment, especially chasing behaviour has changed notice- in the catering industry. Other than that, ably, and so has the demand for individ- though, I don’t see any significant variety ual vegetable crops. Müller: “I still see trends concerning salads.” growth potential in vegetable products that are easy to prepare and come in small A GENERATIONAL SHIFT IS UNDERWAY portions. We are talking primarily about Apart from all current challenges and the classic fruit vegetables, such as tomatoes, fast-moving day-to-day business in the cucumbers and peppers. In my opinion, vegetable trade, a gradual passing of the this trend toward small-portioned vege- baton is now taking place at many member tables will continue, especially since the farms on the island of Reichenau. Müller: number of single households is growing “The idea of innovation is clearly present steadily and the issue of meat consump- on the producer side, even in the older tion is being viewed increasingly critically. companies. People are doing their best to

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AGF Primeur • Gewächshausgemüse • 2022

prevent stagnation and to equip their businesses for the future. Our farms are undergoing generational change, because some growers are retiring. Some of the greenhouses are being taken over by younger colleagues who are willing to invest in the latest cultivation technology, such as irrigation and gutter systems. All in all, the number of our member farms will decline noticeably in the coming years. However, the same applies to the outdoor area that our members are cultivating, which - in line with the new demands of the future generation of growers - will increasingly be replaced by greenhouse facilities.”

Ch.mueller@reichenaugemuese.de

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„We encase greenhouses in a layer of intelligence“ Rien Kamman, Paul Grootscholten, and Ernst van Bruggen in one of Agro Care’s greenhouses, which is managed using Source.ag artificial intelligence

Earlier this year, tomato grower, Agro Care, expressed its desire to expand to a 1,000-hectare greenhouse by 2030. This Dutch company, which turns 25 this year, is distinctive in this ambition. Just as is its 261-hectare acreage spread over four countries. Last month, Agro Care took another note-worthy step when, along with some colleagues in the greenhouse industry, they invested in the Dutch agtech start-up Source.ag.

S

ource.ag, based in Amsterdam, was founded in November 2020. At the helm are two software specialists: Rien Kamman (CEO) and Ernst van Bruggen (CTO). They have extensive experience in other branches, using artificial intelligence for decision support. Businesses, including a steel producer and aviation company, benefited from this. Then, thinking of their children, the men, both fathers, asked themselves where this powerful technology could be put to even better use.

Their answer: greenhouse horticulture, which provides the world with food on a large scale. Rien and Ernst quit their jobs and soon found themselves sitting around 52

AGF Primeur • Gewächshausgemüse • 2022

the table with Kees van Veen, CEO of Agro Care.

TAKING DECISIONS The two men could not gauge Kees’ impression of them at that first meeting. However, less than 18 months later, the tomato grower had invested in the software company. And he was not alone. The investment firms, Acre Venture Partners, E14, Astanor Ventures, fellow grower Rainbow Growers, cooperative Harvest House, and greenhouse builder Van der Hoeven did too - to the tune of a total of €9 million.

“Maybe it appealed to him that we come from outside the greenhouse industry,”

Rien says. “Also, we’d already built software for large companies in other sectors where making important decisions is a daily occurrence. Growers, too, have to turn many knobs when running greenhouses. We think that’s really challenging in this sector. We have mutual respect and share a great curiosity. We and Agro Care fit well together.”

The software developers deliberately chose to listen closely to Kees’ requests from the get-go. He, after all, represents their intelligent software platform’s users.

“We didn’t quietly start building something only to involve the user at the last minute,” says Rien. “We quickly went to see what the grower needed,” adds Ernst.

Last summer, the first version of the platform, developed by Source.ag, was already running in the tomato grower’s greenhouse. Paul Grootscholten, location director of Agro Care’s 55-hectare site in Middenmeer, the Netherlands, and company co-shareholder, says it took some getting used to. “As is the case with all new ideas, it always takes a while to win everyone

From this Middenmeer location, Agro Care branch manager Paul Grootscholten manages six nine-hectare blocks. Source.ag’s decision support software helped him with that last summer

Source.ag’s intelligent software platform provides insight into expected production and cultivation strategy costs for the entire season

over. In the end, however, growers often like innovation.”

now paying off in a system for which we or an even better, result using less eneralready have a lot of use,” says Paul. “I like gy. More economical cultivation shouldn’t the challenge of ensuring everything on mean fewer kilos or a lower quality. GrowOUTSIDE EXPERTISE the system’s dashboard is showing green.” ers often still farm on instinct. You hear, ‘it Right from the start, the Source.ag devel- The branch director says everyone in Agro doesn’t feel right in the greenhouse’. But opers were looking over the grower’s Care has a favourite part of the system. that feeling means nothing. We’ve learned shoulder. Initially, at one, but gradually at Paul likes to have an expansive overview. that since Source.ag has been helping us.” more Agro Care and Rainbow sites. Now, the company already has almost 30 devel- “I manage six nine-hectare greenhouses. Paul’s new digital colleagues are called opers to do so. “Those people are from If one’s humidity level falls, I know about Cyprus and Arthur. Cyprus is the artificial many different sectors, certainly not only it. Then I connect with the grower and his intelligence (AI) based planner that optigreenhouse horticulture, sometimes even team, and we quickly solve the problem.” mizes the company’s cultivation strategy specifically not,” says Rien. “They all bring The growers often have other require- under constantly changing conditions. their own specific expertise.” The initial ments and favourites. “The system can, It simulates the balance between plant capital, raised in an investment round led if needed, go into great depth,” says Rien, growth and, for example, water and enerby the American company Acre Venture coming up with a nice comparison. “Paul gy usage. Arthur also uses AI to connect Partners, will make it possible to intro- is like the airplane’s pilot. He doesn’t fly closely with all the systems in the greenduce many more growers to the system. the plane by looking out of the window but house. Every day, it executes the cultiva“That’s a definite goal for this year. But, by making the right decisions based on all tion strategy, adapting it to outdoor condiinitially, we didn’t want to have too many the available data.” tions if necessary. partners. We’re still a start-up and prefer to focus. However, there’s plenty of inter- POPPING THAT PIMPLE “This winter, we limited our pipe temperaest,” Rien continues.

Source.ag’s system introduction coincided ture to a maximum of 45℃ and have run with energy prices starting to climb rapid- days at 17℃. A year ago, everyone would Sometimes that ‘looking over the shoulder’ ly. Paul: “We’re forced to farm more ener- have thought we were crazy. We’ve started was very literal, but often it was from a dis- gy-efficiently. The dashboard supports irrigating more discerningly. That’s espetance. “That took time and energy, but it’s us in this. In the end, you want the same, cially important since we switched the AGF Primeur • Gewächshausgemüse • 2022

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Greenhouse Vegetables

lights off more often this winter. Logically, when the lamps are off, there’s less evaporation, but with this dashboard, everyone can now see this quickly and clearly. The Source dashboard is a huge mirror held up to you as a grower,” Paul says expressively and then laughs heartily. “If you see a pimple, squeeze it.”

OPTIMIZING A PROVEN SOLUTION These days, mentioning AI and software quickly brings automated farming to mind. That much-used term often comes into play in the high-tech greenhouse horticulture and vertical farming sectors.

Investors are (also) very interested in the latter, which attracts new parties to food horticulture. Not Source.ag, though.

They point out that greenhouse horticulture is a proven solution for large-scale, climate-protected food production. An increasing shortage of growers is hampering it. Nevertheless, Source.ag is not about automated farming.

Ernst: “We help growers optimize their results. And that goes much further than simply maximizing production. Nowadays, you have to deal with many dynamic factors like wildly fluctuating gas prices

Growers receive daily updated feedback on the most important parameters in the greenhouse. If the measured results agree with the optimal strategy, the tile turns green.

That way, they know exactly where to make adjustments

and tomato prices. Each decision growers make directly affects that, and that’s evident on the dashboard. Does one degree of extra heating still outweigh the turnover that additional yield achieves? Those grower questions are answered.” Rien adds: “We enclose greenhouses in a layer of intelligence. That allows even slightly less experienced growers to optimize

their cultivation. Growers like Agro Care can control their many greenhouses properly and efficiently.” Paul agrees, concluding, “If you want to stay relevant, this is the future.” press@source.ag info@agrocare.nl

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Sonderausgabe

Gewächshausgemüse

Dr. Hans-Christoph Behr, fruit and vegetable expert at Agrarmarkt Informations-Gesellschaft mbH:

“Greenhouse produce sales will still increase, but will not displace imports” For more than 30 years, Dr. Hans-Christoph Behr has worked in the fruit and vegetable industry as an expert and consultant. He is a long-time employee of Agrarmarkt Informations-Gesellschaft mbH (AMI). Among other things, Behr spoke with us about the consequences of the current rising costs for the industry, the development of greenhouse production in Germany, and other trends he is observing.

GREENHOUSE VEGETABLES IN In the case of peppers, the proporCONSEQUENCES OF RISING COSTS GERMANY tion produced in Germany is around 3-4%, According to Behr, rising freight, fuel, In view of the climate crisis and other rising to a maximum of 6-7%. Those are energy, and other costs are not yet reflectweather- as well as climate-related cir- huge growth rates then, but still low by ed in the fruit and vegetable sector. “If cumstances, the need for protected culti- overall comparison.” we look at, say, the first quarter of 2022, vation is growing in Germany. According taking into account consumer prices in to Behr, it is primarily fruit vegetables that Although the greenhouse share would not particular, we see that fruit has not necare still grown in greenhouses. “The fruit overtake the outdoor share in the vegeta- essarily become more expensive, but in vegetables mainly concern cucumbers, ble sector, he said, a higher trend toward some cases even cheaper than in the pretomatoes and peppers. There is certainly greenhouse cultivation is already emerg- vious year. It’s true that cost increases can still a lot of room for improvement in this ing for individual crops such as soft fruits. definitely be seen, but these are long-term area. But there is definitely a lot of interest “Especially with products such as rasp- consequences that do not yet affect the on the part of food retailers to buy region- berries or strawberries, I definitely see a current season,” Behr says. al greenhouse produce because there are larger potential. This is partly because it only small quantities of these.” is difficult to harvest these products with- AVAILABILITY, NOT COST, IS THE out rain protection, especially during the DECISIVE FACTOR With regard to the prices for tomatoes, summer rains. If a strawberry, raspberry, For example, he says, the apples that were there is also a higher price difference or blackberry gets wet, there will be diffi- sold most recently were financed with the between the local product and the supply culties regarding its shelf life. That is why costs for tree care, plant protection, and from abroad, because more is currently growers shift to protected cultivation. harvesting, in other words, the wages paid for the product from Germany. How- Regarding raspberries, a larger amount and costs from the previous year. “Wages ever, this is not the case for cucumbers already comes from tunnels. For straw- should certainly have already increased, and peppers, he said. “Sales figures will berries, the number is already over 20%. but not immeasurably. Ultimately, it’s also certainly still increase, but not so much But for lettuce or cauliflower I don’t see a question of how much produce is availthat they displace imports. That’s why we any protected cultivation coming up. It’s able. After all, this year’s European apple haven’t seen a drop in imports, because too easy to get these products from Brit- harvest has been plentiful, particularly greenhouse shares are still relatively low. tany or Spain.” in Poland. As a result, we can see that the

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Greenhouse Vegetables

apple market is currently under a lot of pressure. In the long term, it is therefore not enough just to point out the rising costs, but above all to pay attention to the available quantities,” Behr states.

ly when you factor in labour costs. Such it will be more difficult for organic. But models can run very well in countries with I think we are still a long way from that. extremely low wages, but if each batch is When the going gets really tough, then the to be delivered individually to the cus- market share for discounters will grow tomer, this economic model simply cannot more, the climate discussion will fade into work. Unless the company charges a corre- the background and even the ‘fight for NO SIGNIFICANT NEW SALES MARKETS sponding surcharge, in which case the cli- survival’ will prevail. But we are not there Behr does not currently see any ‘revolu- entele could disappear again. In this area, yet. As long as we are still reasonably well tions’ in the sales markets for fruits and I don’t see the current growth continuing off, and I assume that it will stay that way, vegetables. “Certainly, the online fruit and indefinitely.” Still, service providers who the organic share will continue to grow, vegetable trade has high relative growth can solve this problem of the so-called because it is also perceived as a solution to rates overall,” says Behr. But the market ‘last mile’ could see a healthy growth. the crisis. For example, for the climate crishare of online fresh fruit and vegetable sis, general environmental crisis, etc. etc.” retailing is still small, he says. “If some- “The other service providers may also see one has their entire purchase brought good growth rates. But as long as losses 30% TARGET BY 2030 NOT REALISTIC to them, there is bound to be some fresh continue to be maximized without anyone Meanwhile, Behr does not think it is realproduce among it. But you have to distin- countering, the model will continue.” At istic to assume the organic share will grow guish between full delivery services such the same time, however, Behr is observing to 30% by 2030. “The question is, of course, as a Rewe delivery service or Picnic and a countermovement: “There are investors how that would even be implemented. You genuine delivery services with immediate who no longer want to bear this form of can set a lot of goals. There is, after all, delivery of items. The former are simply financing and instead want to see prof- a lot of discussion right now about the structured differently and simply follow itable figures again. Then, of course, it’s exemplary character of, for example, pubcertain routes that make more sense for immediately over for these companies.” lic institutions like public canteens, etc., them logistically.” where people are demanding a ‘compulsoRISING GROWTH RATES IN THE ry proportion’ of organic goods. Although PROFITABILITY OF ONLINE SERVICE ORGANIC SECTOR this can in turn lead to opposition, at the PROVIDERS Behr assumes that the organic industry moment, I see good growth opportunities For example, companies like Getir, Goril- will also see further growth rates. “If we for organic, as this is seen as a crisis solulas and Picnic would have a lot of money have severe economic downturns, in oth- tion.” on hand, but not necessarily in the black. er words, if economic growth tends to go info@AMI-informiert.de “In the long run, that can’t work, especial- negative and there is a mood of crisis, then

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Greenhouse Vegetables

Peter Stafleu and Ruud den Boer at Fruit Logistica

Ruud den Boer, Oxin Growers:

“It’s a good thing this isn’t my first fruit and vegetable sector job” Ruud den Boer landed a dream job in October. He joined Oxin Growers as Greenhouse Vegetables Commercial Manager. Since times are turbulent in the greenhouse vegetable market, he was able to start immediately. Fortunately, Ruud is not unfamiliar with the sector.

H

e used to work in the packaging industry, and for the last decade, held various positions in the fruit and vegetable packaging sector. “I used to sell those products to growers; now I work for them,” he begins. Ruud joined the Dutch grower cooperative when the Van Nature and Best of Four merger, which started two years ago, was still in full swing. “After a short time at a temporary location, we’ve been in our new office since March, where the merger continues rapidly,” says Ruud.

These new premises have transformed Oxin Growers into a fully-fledged organization, adds Peter Stafleu. He is this Dutch growers’ cooperative’s Top and Soft fruit, Organic, and Openfield Vegetable Commercial Manager. Peter sat in on the discussion we had with Ruud at Fruit Logis60

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tica. Ruud: “I already knew many of the growers and trading companies and many people within Oxin Growers, like Peter.

Now, we’re in one building, on one floor, with one canteen. That shortens the lines even more, and there’s a positive vibe.”

smiling.

Nevertheless, the current market situation is extreme, even for the Oxin Growers team. “Yet we consider it like this: what’s not possible today might be tomorrow.”

Oxin Growers is also dealing with the many external factors as well as possible. And they try to remain well connected within the entire chain even though nobody can really change what is happening. “With what they now know, growers may press for a gas price of, say, EUR0.50. A year ago, they certainly wouldn’t,” says Ruud.

That positive vibe is by no means common to the whole sector at the moment. There are many concerns. At the trade show, the ADDED VALUE energy topic was foremost in everyone’s Oxin Growers is one of the few Dutch minds, as were the rising costs for many growers cooperatives that participated other things. In his new role, Ruud and his in Fruit Logistica. Why did they choose to team discuss these issues with growers do so? Ruud and Peter say they wanted to and traders every day. According to Ruud, talk about current issues face-to-face with Oxin Growers plays a ‘sparring partner’ people, especially now that the market is role. “Since I started, I’ve had some diffi- so tense. Also, Oxin Growers intended to cult conversations,” he admits. “It’s a good show what added value they have to offer. thing this isn’t my first fruit and vegetable “And we certainly have that: a bit of paysector job. I’m used to it by now,” he adds, ment security, guaranteed sales, trying

Fruit Logistica was where Oxin Growers could present itself as a growers’ cooperative for more than just greenhouse vegetables. It also offers organic produce, field vegetables, and top and soft fruit. Now, in the spring, asparagus and strawberries stand out. The white asparagus came to market at the grower cooperative the week before Fruit Logistica. Oxin Growers does not have a heated greenhouse crop and offers asparagus from the field. New this year, along with white and green, are purple asparagus. “There’s demand for this, so one of our members planted a patch of them,” says Peter.

“You can find them on supermarket shelves until June 21, when the asparagus season ends.”

According to him, when it comes to strawberries, little changes. “Strawberries have been running like clockwork for the last few years. Our growers have expanded their strawberry acreage,” Peter explains. Oxin Growers grows these in greenhouses and on racks. “We’re expecting good things this season and hope for plenty of sunshine. That will do the fruit good.” info@oxin-growers.nl

to find new customers if one unexpect- network for things like fertilizer, hooks, edly disappears. But we’re also a discus- and rope,” says Ruud. He explains that, sion partner in the larger ongoing debate,” in the Connect model, growers are linked explain the men. “The current situation is with group-specific agreements. “Oxin quite political,” says Commercial Director Growers manages both models. In ConTon van Dalen in passing. nect, we connect crops and growers, and Oxin Growers can provide welcome relief for growers who already have to contend with cultivation, energy, and administration. Ruud and Peter don’t dare say whether the current crisis will attract growers (back) to such associations.

But they do point out the advantages of joining.

First of all, in the area of sales, of course. This growers’ cooperative has two sales options: growers can be part of a collective using the Connect model or operate more independently using the Unique model. “Unique links growers to trading companies. Within this sales model, we make grower-specific price, quality, and volume deals with customers.”

season, those contracts have already been concluded. However, it remains uncertain, and costs are still being discussed. Do you lay down everything for the whole year, or do you build in flexibility for when costs change hugely?” By now, the focus has already shifted to the coming winter. “The first talks about that crop will start soon,” says Ruud.

“You want to provide clarity, especially with lit cultivation”

“Growers can do more themselves, and have access to an extensive purchasing

“We’ll be talking to growers and clients.

Everyone is hoping that matters around energy prices, among other things will soon become clearer. Nobody knows what they’ll do, which makes it tough. You want to provide clarity, especially with lit they share guarantees and risks. There’s cultivation, but that’s hard at present.” In also collective purchasing of packaging addition to growers and buyers, consummaterials, which I do. I buy things like cul- ers, too, have a role. “At the end of the day, tivation supplies and packaging.” Ruud’s everyone is in it together; it concerns the background in the packaging industry, whole chain,” he says. “Yes, even consumthus, comes in handy here. ers,″ adds Peter. “We all have to, somehow, bear the rising costs,” he concludes.

LOOKING AHEAD TO WINTER Fruit Logistica was postponed from February to April, and no more sales contracts were signed at the event. “In a standard

Ruud den Boer

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Greenhouseindustry

Whether it’s the energy costs, lack of available labor, fear of viruses and diseases, rising fertilizer costs, inflation rates, or general market pressure, there are currently tons of challenges for European greenhouse growers.

How will this affect the market and industry developments?

It was an odd visit for the British politician, the Rt Hon. Robert Halfom, when back in February he visited the greenhouses in Lea Valley. Usually, at this time of year, farms are growing fresh new crops.

Bumblebees and beneficial insects fly around, and workers tend to the plants. This year, alas, not so much. The greenhouse he visited was empty. And it was not the only one. “Approximately 60 to 70 percent of the growers in Lea Valley haven’t planted yet, whereas they would normally plant in January.” Lee Stiles, secretary with the Lea Valley Growers Association estimates. “It just doesn’t make financial sense to plant.”

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wo months later, the situation has greenhouse during winter, shifted to difnot improved. On the contrary, seve- ferent products to lower the demand for ral British growers decided not to even labor, or adapted their growing strategy plant a shorter cucumber crop at all, and to minimize energy use and labor demand. to keep their greenhouse empty for the Although South European growers made remainder of the year as they believed it good prices thanks to the lower supply was the smartest choice, financially spea- from Northern European companies, they king. Growers in the Netherlands and Ger- also had to deal with increasing costs for many too have done similarly; they either labor, utilities and transport. delayed planting to avoid heating their

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What do these developments mean for the European industry? Over the last couple of years, local production has been on the rise everywhere in Europe. Competing with imports from Spain and Netherlands, new greenhouses were built in many countries. High-tech facilities, able to produce vegetables earlier in the season or even completely off-season. How do these new challenges affect these developments?

“Upscaling has been an ongoing development in the European horticultural industry. What we’ve seen in the Netherlands some years ago is also taking place in other countries like Germany: 20 years ago, we would have dozens of customers.

Nowadays, we only do a couple of projects per year, but their size is much bigger. Instead of 5,000 meters, projects are 2 to 3 hectares, or even bigger.” says Olaf Mos with Netafim-Gakon. The company is active globally with turn-key greenhouses and has a strong position in Germany and

Eastern Europe. “What we’ve seen is that a few modern growers take the lead and expand to multi-hectare cultivations with modern facilities, whereas another large part of the industry grows in older greenhouses.

Investing in modern facilities would cost a substantial amount of money upfront, yet they also address challenges such as aging growers.”

This year, Olaf sees many growers put the developments on hold. “Given the current circumstances, growers do not focus on further expansion, but on their internal organization, also because they expanded quite a lot in the last couple of years.” There are several reasons behind such a decision. “If I were a grower nowadays, I would first ensure my energy concept was correct and then I would continue my business plan. That’s what we’ve seen in Germany: Scherzer’s new facility is next to a waste disposal facility, and Reichensburgers can possibly tap into geothermal heat, just like Steiner which also has solar options. These are not within reach for smaller growers, thus resulting in an even bigger gap.”

At the same time, horticulture demand has been great all over the world. Especially when COVID exposed the vulnerabilities in the food industry, and now that oil prices have surged, the necessity of producing food locally has become clear. In the US for example, there are many development plans, and in Mexico too, the acreage is seeing massive expansion. “By 2030, half of the lettuce consumed in America will be grown indoors,” Steve Platt, CEO of US greenhouse grower BrightFarms, said recently. The company partnered up with an investment firm to enable rapid growth: in the next couple of

But are they? Currently, McDonald’s in the US and in the UK are reformulating the burger menus, lowering the amount of tomato slices per burger from two to one. A McDonald’s spokesperson said: “We are currently experiencing a shortage in our supply of tomatoes,” and supplier APS Group - which supplies around 40% of UK tomatoes – last year said it was closing 10% of its greenhouses because it was too expensive to heat them.

And that – after all – will be the question to be answered in the near future.

What price are consumers willing to pay for their produce? With inflation hitting double digits and consumers dealing with higher energy and petrol prices themselves, they will have to decide on what value they attach to their veggies. That’s one thing another British grower at least is confident about. “I can certainly see luxury food struggling because of that,” Diplock with UK tomato greenhouse Green House Growers says. “But, I don’t believe that tomatoes are a luxury item. With all the health benefits that tomatoes have, they provide a very good value for money. Plus, if you take your average UK supermarket, you will see that they have 20 or even years, they will realize five new modular more lines of tomatoes, from premifarms and each of which can grow up to um to basic. This means that if a consum16,5 hectares. According to Steve, there er can’t get to a specific price point, they are many reasons why the greenhouse can go for the basic line and still get all the industry can be an answer to challenges flavor and health benefits. This aside, now such as a safer system for growing, a ver- we are seeing a high demand for premium tically integrated supply chain, a stable tomatoes. This might put a little pressure production, better working conditions for the next couple of years, but consumfor ag workers, and on top of that a highly ers will always be willing to pay for prerepeatable acquisition rate from consum- mium tomatoes.” ers – and it’s not just him seeing this, but retailers also agree, expressing the desire wanting to work more with CEA grown products.

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Greenhouse Vegetables

Maud Valstar, Bioworld’s Commercial Manager:

“Gas prices are high, so we’ve h Organic greenhouse vegetable cultivation represented a tiny part of Dutch greenhouse farming. These greenhouses use no lighting, and the crops have to be planted directly in the soil. Heating is, however, allowed. The high gas prices are, therefore, affecting this segment too. These high prices mean Quality Life Produce (QLP) has used less acreage. cultivation branch of the trading QLPcompany Bioworld. Bioworld, in turn,

we’ve since sold or leased them. By converting the conventional part of the greenis one of five companies under the Best house at Sexbierum to organic, we now Fresh Group. QLP specializes in greenhou- have more acreage available. We were se vegetable farming. It has been entirely still growing conventional greenhouse organic since week 35, 2021, and all far- vegetables there last year. So the number ming is done at a central location in the of hectares remains about the same, but Netherlands. Bioworld buys open field everything’s being done in one place. And vegetables from strategic Dutch and Spa- we want to keep expanding our organic nish suppliers. area in Sexbierum.”

greenhouses depend on gas for heating, the company decided to shut down part of the production due to the high prices.

The eight hectares, which were still used for conventional cultivation last year, will soon become available for organic farming. “Although we’ll wait a while before planting, the gas prices are still too high,” says Maud.

HIGHER PRODUCTION COSTS Organic products usually cost 30% more in stores than conventionally grown greenhouse vegetables. “But conventional cucumbers currently cost more. It’s shocking but very unusual and will reverse itself again. Organic is always more expensive than conventional. It costs more than 30% more to farm organically, and production per m2 is also somewhat lower than conventional cultivation.”

ONE SEGMENT, ONE LOCATION HALF THE AREA LIES FALLOW “Our state-of-the-art, future-proof com- The company has roughly 30 hectares pany must focus on one segment - organic of greenhouses, of which half contain Though, that could change thanks to the - from one location - Sexbierum, the Neth- cucumbers, tomatoes, and bell peppers. European Commission’s Green Deal and erlands,” says Maud Valstar, Bioworld’s The cucumbers have been available since the Dutch Ministry of Agriculture, Nature, Commerical Director. “Last year, we still early March, with the tomatoes and pep- and Food Quality’s strategy to boost had greenhouses at other locations, but pers following in mid/late April. Since the organic farming and consumption. “The 64

AGF Primeur • Gewächshausgemüse • 2022

halted part of our production” EU wants to increase the organic area to partner with growers, both in the Nether- if gas prices ever rise too quickly. But 25% of the total agricultural area by 2030, lands and Spain, to do this. We have con- if they fall sharply, buyers can also get and the Dutch government is paying atten- tracts to purchase their entire harvests. reduced prices. Bioworld has deals with tion to organic consumption. That indeed We also want to further broaden our range customers in the United Kingdom, Scanworks in our favour and is the right choice of outdoor vegetables for our regular cus- dinavia, Germany, and the Netherlands. in the long run. Still, with inflation, as it is, tomers through additional partnerships “Organic vegetables sell well in those counit’s becoming harder for people to buy the with suppliers,” Maud continues. tries, although the local-for-local trend pricier organic products. Those who are is gaining popularity and has become truly convinced will continue to choose SPAIN BIG IN ORGANIC FARMING more important than the demand for ‘just’ organic, while occasional buyers will only In the Netherlands, QLP is a sizeable organic,” admits Valstar. return to doing so when the economy set- organic greenhouse vegetable growing tles down again,” explains Maud. player; in Spain, it is one of many. “They INCREASING DEMAND FOR LOCAL do far more organic cultivation, and more PRODUCTS SLIGHT DECLINE IN DUTCH ACREAGE buyers are now trying to get most of It seems the importance of local producThe commercial director expects organ- their organic products from Spain. That’s tion has reached the political stage. This ic greenhouse acreage to remain roughly because the gas prices have pushed the debate about food security and self-rethe same this year. “It may have shrunk Dutch products’ prices up. We can respond liance was sparked after the invasion of slightly. We are growing a little less, and well to that with our partnerships and our Ukraine. “Nevertheless, we assume organwe’re an important player after all. Some cultivation in Spain. We supply many cus- ic will soon continue its growth. Perhaps smaller organic growers have stopped, but tomers with Spanish products in the win- not immediately with the strong growth on the other hand, several conventional ter and, in summer, Dutch vegetables.” rates of recent years, but steadily, also growers have switched to organic.” driven by the policies set by the European CLAUSES AGAINST RISING GAS PRICES Union,” concludes Maud.

OWN AND CONTRACTED CULTIVATION As protection against losses due to the m.valstar@bioworld.nl Bakker Barendrecht is an important QLP highly volatile gas prices, Bioworld adds client. Of Bioworld’s trade, 60% is from clauses to its long-term client contracts.

QLP; they buy in the remaining 40%. “We Those state that sales prices may increase AGF Primeur • Gewächshausgemüse • 2022

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The HTL1907547 variety’s slightly flatter shape and deepred colour gives it a culinary appearance.

More and more types of culinary tomatoes being cultivated In Europe, shoppers have had their choice of tomatoes for years.

‘Standard’ round red tomatoes are available in large numbers, but supermarket chains are increasingly carrying special premium lines too. They want to use these tomatoes - with that bit of extra appeal - to distinguish themselves. It is up to breeding companies like Axia Vegetable Seeds to develop these varieties. Varieties that do not so much broaden the existing range but deepen it. With its Flaxorax line, this Dutch breeding company focuses on the taste experience.

This season, this line has two new varieties, which were displayed in early April at Axia’s stand, brimming with all kinds of tomatoes, at Fruit Logistica. The line now carries a total of six varieties.

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ment,” he points out. Axia offers the variety for both lit and unlit cultivation. William sees opportunities with, among others, German supermarkets. “People there are willing to pay extra for good-tasting tomatoes in this segment.”

The HTL1907548, the larger 130g truss variety, is also unusual. It has a flattened, round shape, and once sliced open, its deep red coloured flesh and green-tinged gel are evident. The reference varieties in this market segment are often rounder, says William. “You find these packaged in stores. This variety’s unique fruit shape makes it distinctive - a tomato with just a little more identity and character.”

hese two new varieties are aimed at Initiator at Axia, picks up one of the HTL the larger size market - both are TOVs, 1907547, 110g tomatoes. with one weighing in at an average of 110g LARGER WITH MORE EXCLUSIVE (medium-large), the other at roughly 130g. “See, it’s slightly flatter and has a dark red APPEARANCE Like all the other Flaxorax tomatoes, both colour, which makes it appear culinary. It is crucial, however, that the culihave a deep red internal colour with dark This tomato thus looks and feels like a nary-appearing varieties are easy to grow. red flesh. But it is easy to see they are dif- typically premium line of retail tomatoes. “Besides having a good shape and flavour, ferent, even from the outside. At the tra- In supermarkets, you often find medium- productivity also has to be high. In terms de show, William van der Riet, Business to-large vine tomatoes in the flavour seg- of kilograms, a premium line’s produc-

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tion can be a little lower, though. That is because their price compensates somewhat for the sometimes slightly lower production, just like some specialties. But, productivity-wise, the variety can’t be too far out of line either,” William continues.

Last year the company therefore focused on stabilizing the Flavorax line regarding cultivation and presentation. This year, practical trials with the new varieties in the line will follow. “The market feedback this provides is invaluable.”

With all these current developments, it is a tense year for breeding companies. Not only because they have to light and heat their greenhouses, but especially because it is unclear how consumers will react to rising prices. “Will they choose ‘regular’ food or something more culinary?” wonders William. He doesn’t know, though he does hope for a particular outcome. “Maybe the market will opt for more value for money, with perhaps slightly larger tomato varieties than the mostly somewhat smaller varieties currently on the market.

But larger ones that look, feel, and, especially, taste, like premium tomatoes,” he concludes.

William van der Riet shows off the HTL1907547 variety at Fruit Logistica 2022

Regardless, Axia is committed to flavour Here, too, Axia has a broad assortment, and appearance with its Flavorax line. with varieties such as Xandor and Macxize, However, should the high costs force the the range’s much cultivated TOVs. market to keep following a more traditionwilliam@axiaseeds.com al cultivation pattern, bulk varieties will come into the picture, William expects.

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NUN09398 tomatoes are intermediately resistant to ToBRFV

Erwin de Kok, Sales Specialist Tomaat BASF

“We’re fast-tracking this tomato variety” “This variety is actually the result of a problem,” says Erwin de Kok, Tomato Sales Specialist at BASF’s breeding company, about the NUN09398 tomato. This new cherry tomato has intermediate resistance (IR) against the dreaded Tomato brown rugose fruit virus (ToBRFV). Erwin recently took the variety to Fruit Logistica, where, alongside the eye-catching tomato concept RedNoir, it attracted much attention from the experts. Resistant varieties, after all, are in demand after two years of ever-increasing virus issues

T

Erwin and Carlos with the RedNoir tomato concept at Fruit Logistica

his winter, a tomato grower from the October-November. “We have chosen to as the breeding company’s Adorion variBenelux planted no less than eight hec- fast-track this variety, supported by data. ety. “Market problems prompted us to tares of this yet-to- That means we are going for a quick mar- develop a unique solution that gives the be-named variety. ket introduction.” market the availability and reliability it It is to be christened demands,” Edwin explains. He says the in the summer. Plan- “ToBRFV is mainly a grower, not retailer, new variety is very uniform. “That, along ting at the grower problem,” says Edwin, who is familiar with with resistance, is an important breeding will follow in both sides of the market. “The growers point. A uniform variety saves on cultivawant certainty about being able to tion, processing, and packaging labour.” grow a variety that won’t fail BASF expects to present more resistant due to viruses. Supermar- varieties later this year. kets want tomatoes with stable, good quality LOW-TECH MARKET and flavour. We try Due to labour issues, smaller tomato varito offer both. When eties are more often grown in Southern adding resistanc- Europe and North Africa. Less so, TOVs. es, we don’t want “The vine stalk’s shelf life sometimes hinto compromise ders transport to Northern Europe. The on a variety’s green parts have to look fresh, so winter strengths.” crops are increasingly gaining ground over vine tomatoes from the South,” de This new toma- Kok continues. to is in the same segment Also, cultivation in Southern Europe and

68 68 AGF Primeur • Gewächshausgemüse • 2022 AGF Primeur 4 • Special Veredeling • 2022

The NUN09398 variety in the greenhouse

North Africa is often far from high-tech market. Carlos Bonilla, Crop Marketing pene, anthocyanins, and antioxidants like in greenhouses. That said, new varieties Manager: “BASF is already strong with vitamin C,” Carlos concludes. are continually being developed there too. ToBRFV-resistant plum tomatoes, like BASF’s RedNoir, for example, comes from Azovian, in the low-tech market. We are this low-tech market. This new cocktail now also introducing a round, high-qualtomato with its glossy black skin and red ity cocktail tomato.” flesh was introduced last year. “That gives the tomato a luxurious look.”

“This tomato is firmer, stores better (up to three weeks), and isn’t messy to slice.

Other European farmers, too, are current- We found that parents appreciate that,” ly testing this variety. In doing so, BASF is says Carlos. Tomatoes are healthy, too, he trying to make the step into the high-tech points out. “Tomatoes are a source of lyco-

AGF Primeur • Gewächshausgemüse • 2022

6

Special

Greenhouse Vegetables

The Dutch tomato market learns about (and how to live with) ToBRFV the virus. So much so that in that year, several specialists from the Netherlands felt compelled to share information with the market. René van der Vlugt was one of them. “Without clarity, there’s no real action, and that’s desperately needed,” he noted in July 2019. René underlined the importance of caution in reporting about viruses in greenhouse horticulture. Precisely because of trade and political interests. He, however, also stressed that since it is a persistent virus and true threat, ToBRFV should be taken seriously.

Present Transient

The EPPO uses this map to track the global spread of the ToBRF Virus across the globe

For anyone involved in tomatoes, the abbreviation in this article’s title needs no explanation. Anyone growing, breeding, packaging, or trading tomatoes has to deal with this, the tomato brown rugose fruit virus (ToBRFV). More than two years after the virus was first officially discovered in the Netherlands, that much is now clear. If not because of infections in Dutch greenhouses, then because the market has been set in motion. This summer, for example, ToBRFV infections caused tomato shortages which in turn resulted in ‘winter prices’. It is expected to affect the coming season’s market too. That is because plantings have been disrupted, and production will peak at unusual times.

T

he term ‘ToBRFV-effect’ was used for the first time this summer, at least in Dutch tomato circles. That is because this virus’ contamination rates have risen sharply, and the spread is considerable, not only in the Netherlands. The virus has been a hot topic and major cause of concern for growers and breeders for several years now. Since it was first officially found in the Netherlands in spring 2019, ToBRFV has spread rapidly worldwide. It is easily transferable, and virologists call it “highly persistent”. That is reiterated by the fact that this virus can survive for long periods without a host plant in the greenhouse, on clothing, or even crates.

oc on tomatoes, bell peppers, and chilies.

It hits tomatoes the hardest, by far. The virus’s harmlessness to humans and animals has been continually emphasized since the first reports of it began circulating.

In March 2019, the first rumours of ToBRFV findings began to do the rounds in the Netherlands. However, it was not until October of that year that a confirmed infection was officially reported. Not long after, on November 1, 2019, the virus received European quarantine (Q) status. This means you have to report a (suspected) outbreak to the authorities. Even before it gained Q-status, the Netherlands was not in favour of such a status. That was because of the “lack of clarity” about the virus at the time. Also, “(clearing out a greenhouse) has a considerably greater impact on a tomato company than the virus itself,” a Netherlands Food and Consumer Product Safety Authority (NVWA) spokesperson said in May 2019. [2]

How this virus spreads has now become clearer. That is evident in the European and Mediterranean Plant Protection Organisation’s (EPPO) frequently-consulted virus distribution map. [3] It is widely spread, which is why the Netherlands continues to point out the Q-status’ disadvantages. It greatly affects the Netherlands as a large, but at the same time, small player.

That is in terms of the workforce when it comes to, for example, virus testing and tracing research. The current Q-status expires in May 2022. The NVWA and the National Plant Protection Organisation (NPPO) hope to convince the rest of the European member states that, once that happens, (strict) seed and plant material standards can halt the virus’ further spread. [4]

And a good thing, too, because once ToBRFV started becoming a serious issue in the Netherlands, it caused a panic. A virus and the consequent negative publicity can cause major financial damage. Everyone in the tomato world who experienced the Wasserbombs crisis in the 1990s is well aware of that. Because what if consumers decide to stop buying (Dutch) tomatoes out of an unwarranted It surfaced in Germany in 2018. But sci- fear of the virus?

TOBRFV COUNTER entific articles list Israel as the first place In the Netherlands, the number of ToBRFV this virus was found in 2014. The plant Q STATUS contaminations has been steadily rising. virus, which is what it is, is not dangerous That has not happened so far. But, certain- The NVWA has been keeping a transparto humans and animals. But it wreaks hav- ly, in 2019, people kept very quiet about ent count since the first official outbreak.

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AGF Primeur • Gewächshausgemüse • 2022

At last count on September 13, 2021, there tinues to plague his business. were 29 infected farms in the country. Leo also does not think it The virus has been identified at a total of will be completely eradicat41 cultivation sites since mid-2019. Grow- ed. “We’ll have to learn to ers whose crops are infected come under live with it,” he told WOS in supervision and have to start working September. [7] Where there with a package of officially determined have been outbreaks, growhygiene measures. [5] ers have reported five to 3% harvest losses to the NVWA. You cannot get rid of this virus overnight. They do not have to clear out Growers have become used to many virus- their entire greenhouse. The es over the years, such as the tomato chlo- infected plants do, however, rosis virus (ToCV). But ToBRFV is proving produce less. And they must to possibly be an even more virulent ene- be removed from the greenmy. Before ToBRFV reared its head, there house to prevent further was a lot of ado around ToCV in 2018. spread and greater damage.

There still is. Last autumn, the Dutch virus Fruit that the virus has damcontrol association TuinbouwAlert point- aged is not attractive enough ed out that ToCV is still around; it is just to sell. latent. [6] Things outside the NetherToBRFV infected Dutch tomato.

Some growers have since succeeded in lands are officially relatively Photo credit: EPPO, Scientia Terrae laboratory getting rid of ToBRFV entirely. The NVWA quiet (too). Overseas, there figures of September 13 show that nine are no ToBRFV counters such locations have officially eliminated the as the one kept by the NVWA. The Belgian SOLUTION virus. There is also one place where it Federal Agency for the Safety of the Food Along with increased infection reports, cropped up again. That is despite the Chain (FAVV), for example, does not have more and more reports of (new) resistant growers clearing the infected plants and one, at least not publicly. Not a reproach, varieties have been circulating since the cleaning and disinfecting the greenhouse. merely an observation. The FAVV, like end of last year. Several (large) breeding By now, some growers have decided to the NVWA and plant health services else- companies are busy creating more resisswitch to other crops, like cucumber. That where, does share hygiene protocols. tance in their varieties in their laboratois because this virus is so relentless. Since And, if asked, also contamination figures. ries and demo greenhouses. That is, howdiscussing ToBRFV remains difficult, this At the end of June, Belgium had six offi- ever, not a simple, let alone a quick process. is not something growers are particular- cial outbreaks among production grow- Breeding always takes time. Breeding ly keen to advertise. However, talks are ers. [8] Meanwhile, the EPPO’s infection companies have now gained insight into gradually becoming more open. map, even with no ToBRFV counters, has a gene that adds, as it is called in breedbecome increasingly coloured. This year ing language, an ‘intermediate’ or ‘high’ For instance, tomato grower Leo van der in particular, one country after another is ToBRFV resistance to tomatoes. These Lans has been in the media several times reporting contaminations. Often these are kinds of genes have proved successful in this year (Algemeen Dagblad, WOS). He ‘first finds’, but countries like Spain also combatting other tomato viruses. discussed the ToBRFV infection that con- report (re)new(ed) outbreaks.

ToBRFV symptoms in a German greenhouse in 2018. Photo credit: EPPO, Heike Scholz-Döbelin (LWK NRW)

AGF Primeur • Gewächshausgemüse • 2022

7

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The higher the resistance, the fewer virus after ToBRFV is dealt with. For now, they The crates should be cleaned and deconsymptoms (discoloured leaves, spots on are forced to adopt almost ‘hospital-like taminated before they enter the company. a tomato) a plant will show. There are hygiene practices at their cultivation loca- [11] varieties now being tested in many plac- tions. Nowadays, when you enter a tomaes. Breeding companies are using these to greenhouse, you must be covered from Growers are buckling under all these to target countries such as Mexico and head to toe. You might even see a laundro- investments, hygiene costs, and the conregions like the Middle East and the Med- mat rather than tomato plants. [10] Grow- tinual threat of a ToBRFV re(contamiiterranean. A vaccine could be another ers have spent a lot of money on washing nation) with the subsequent production ‘solution’. But as long as the virus has a machines to wash their staff’s clothes. losses. Added to that, they were hit by Q-status, producing such a vaccine is not the energy crisis this autumn. Electricity only (virtually) impossible. It is illegal too. And crates are being cleaned with even and gas prices have skyrocketed, causing That was demonstrated in the Netherlands more advanced systems than ever before. growers to reconsider their strategies. Is last September. The NVWA raided a site This container disinfection is also a point it still worth switching on the lights fully where someone was allegedly attempting of attention for trading and packaging when production costs are higher than the to develop such a vaccine. [9] companies. They use (reusable) crates. returns? The energy crisis, along with the When it comes to plant viruses and, thus, ToBRFV situation, promises an extraordiGrowers are desperate for a solution. Yet, ToBRFV, it is recommended to separate nary (winter) season. That is, perhaps, the they are realistic and expect new threats the container flows as much as possible. only certainty at present.

Sources: [1] Groentennieuws.nl/article/9123236/zonder-duidelijkheid-geen-echte-actie-en-dat-is-wel-hard-nodig/ [2] Groentennieuws.nl/article/9099994/wereld-wapent-zich-tegen-tobrfv/ [3] Gd.eppo.int/taxon/TOBRFV/distribution [4] magazines.nvwa.nl/jaarverslag/2020/01/het-tomatenvirus-bevorderde-de-samenwerking [5] Tuinbouwalert.nl/content/docs/Dossiers/ToBRFV/210629_Hygieneprotocol_Tomaat_versie_3.0_juni_2021_Def.pdf Favv-afsca.be/professionelen/plantaardigeproductie/schadelijkeorganismen/_documents/20210611_MaatregelenToBRFVsubstraatteelttomaat_NL_000.pdf [6] Tuinbouwalert.nl/nieuws/eliminatie-tocv-dringend-advies-om-sectorplan-tegen-tocv-te-blijven-volgen/ [7] Wos.nl/nieuws/artikel/westlandse-kweker-getroffen-door-tomatenvirus-ik-kom-er-niet-meer-vanaf [8] Groentennieuws.nl/article/9335107/voor-het-eerst-tobrfv-in-hongarije-bulgarije-en-noorwegen/ [9] Nvwa.nl/onderwerpen/tomato-brown-rugose-fruit-virus-tobrfv/nieuws/2021/09/22/nvwa-iod-onderzoekt-gebruik-niet-toegelaten-middel-tegen-tomatenvirus [10] Eenvandaag.avrotros.nl/item/tomatenplantvirus-bezorgt-telers-wereldwijd-kopzorgen-maar-redding-vanuit-nederland-is-nabij/ [11] www.favv-afsca.be/professionelen/plantaardigeproductie/schadelijkeorganismen/_documents/20210924_BerichtnoodmtrToBRFV_v3_NL.pdf

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AGF Primeur • Gewächshausgemüse • 2022

7

Softfruit

Limited blackberries, raspberries, and redcurrant greenhouse cultivation possibilities

Covered cultivation extends soft fruit season GroentenFruit Huis recently announced that in the Netherlands, fruit and vegetable consumption rose by three percent in the global pandemic’s second year. It notes that healthy eating that includes fruit and vegetables continues to attract interest. This consumption rose in Belgium too. In 2020, Belgians bought an average of 40 kilos of fresh fruit and vegetables; in 2019, that was still 36 kilos. Fruits and vegetables are therefore in the spotlight. And one of the categories shoppers are looking at is soft fruit.

a year-round local supply, strawberries, in particular, are increasingly also grown under glass. In the Netherlands, that was on over 444 hectares in 2021, and in Belgium, in 2020, on 610 hectares. Meanwhile, greenhouse cultivation of other soft fruits like blackberries, redcurrants, and raspberries has also started. Does growing other soft fruit under glass offer as much potential as strawberries?

Source: Groentenfruit Huis, Hln.be

Open field blueberry, blackberry, raspberry, and strawberry acreage has been increasing for years. To be able to offer

BFV: Focus on flattening soft fruit market peaks Belgische Fruit Veiling’s (BFV) Diether Everaerts also sees the growing market demand for and consumption of soft fruit.

“Soft fruit consumption is still excellent,” he says. Nonetheless, he cannot help but feel there is a certain oversupply at times.

Diether points out that in 2021, berries earned little, which makes him wonder if the soft fruit market is too full during peak periods. He cites blackberries, which BFV sometimes struggles to sell, as an example.

“In the peak period - most soft fruit varieties have two harvest peaks and a quiet period in between - we find it hard to sell blackberries.”

ply. “We could do that. However, we should be honest about there being an oversupply of blackberries at certain times. Should you want to grow outside those peak periods, for better prices, you actually have no choice but to use greenhouse cultivation.”

SPREADING THE RISK Why has soft fruit greenhouse cultivation, besides strawberries, which don’t experience sales peaks like this, not yet taken off then? Costs are one of the reasons. “Our cooperative currently has no growers who can or want to take that step. It’s, of course, a huge investment,” Diether explains.

Even in redcurrants, which, with annual “Every year, when there are large quan- sales of nearly 280 tons, is a major product tities of these, prices plummet to about for BFV, there is no cultivation under glass. €0.25 to €0.30 per container.” One possi- “Though, there is plenty of tunnel cultivable solution could be to divert some of the tion. Every year, we store 120 to 140 tons blackberries to the industry, keeping them of redcurrants in Ultra Low Oxygen (ULO) out of the trade, thereby reducing the sup- cells.”

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Diether Everaerts, BFV

BFV growers supply soft fruit from different cultivation systems

“We can, thus, extend the season well beyond the picking period.” The cooperative sees more opportunities in spreading the risk, by flattening the market peaks, than in greenhouse cultivation. “With the product spread well over several months, grower prices are guaranteed.” That is possible. You can sell some soft fruit at auction and some through a pool system.

“That works very well; because we have fixed price agreements that provide growers with a measure of certainty. Those agreements let us sharply lower the peak period, so there’s no pressure on auction prices.”

ENERGY COSTS Another reason for not growing soft fruit under glass, says Diether, is the rising

energy costs. “Heating costs skyrocketed last year, which will become even more problematic. During strawberries’ autumn greenhouse cultivation - from September to December 2021 - not everyone heated as much as they should.” He says other cooperatives noticed this, too, as it affected the strawberries’ quality and colour. “As a result, their storage and shelf life are also much reduced, which causes problems. If you do not heat greenhouses regularly, the fruits colour less well and lose quality.”

the 500 tons of greenhouse strawberries the cooperative sells, the focus is on the early season and later, from September to December. “You can build a greenhouse for that, unlike for other soft fruits with their sales peaks. You can market greenhouse strawberries until the start of the tunnel season, which makes that product an interesting one. And you rarely have an oversupply.” BFV’s number of greenhouses also contributes to a moderate supply, concludes Diether diether.everaerts@bfv.be

Incidentally, strawberries are the only small fruit BFV’s members grow under glass. Since these red fruits’ sales are more spread out, it is more feasible to invest in greenhouse cultivation. Diether says, with

BelOrta: “More and more soft fruit is being grown under shelter” “We want to be in the picture with consumers as quickly and long as possible,” says Miguel Demaeght, Fruit Sales Manager Fruit at BelOrta, referring to soft fruit greenhouse cultivation. He sees similarities with strawberries for raspberries, blackberries, redcurrants, and gooseberries. “Thanks to greenhouse cultivation, we can open the Belgian strawberry season on March 9, and the other cultivation systems seamlessly connect to that. This role is reserved for greenhouse cultivation for all other types of soft fruit too. And we’ll be closing the season with greenhouse-grown strawberries, raspberries, and blackberries.” Miguel notes that generally, covered - not specifically under glass - soft fruit cultivation is on the rise.

“Some kind of crop protection provides harvest certainty and guarantees an income.″ Soft fruit cultivation has been

professionalizing over the past 20 years; market simultaneously. That also partsometimes growing from a side business ly determines market opportunities and into a full time, professional one. “Our the feasibility of certain growing systems. growers are no longer willing to risk Overseas suppliers are doing their best to fully exposing their products to Mother extend their presence more and more.”

Nature’s fickleness.” Nowadays, almost all soft fruit marketed via BelOrta has a ‘roof’ “Fortunately, we successfully persuaded over its head. “That ‘roof’ can be glass, ful- quite a few Belgian customers to switch ly sealed plastic, or rain canopies. In addi- to local soft fruits as quickly as possible. tion to blueberries, we have a small area of open field redcurrant and gooseberry plants. We’re seeing more and more of that protection, especially with redcurrants, raspberries, and blackberries.”

MARKET CONDITIONS That ‘roof’ for those soft fruits often not being glass, is something Miguel attributes to the quite narrow market conditions. “There’s a certain demand for greenhouse-grown soft fruit. Overseas suppliers and Belgian greenhouse-grown soft fruit are very often present on the

75

Softfruit

Freshness, quality, flavour, and local, sustainable cultivation all play an important role in that. That will continue to be the case, but there won’t suddenly be so much demand for soft fruit from greenhouse cultivation that that acreage has to expand considerably.”

RISING DEMAND Still, Miguel does see opportunities in soft fruit in general. “There’s growth, but we all know that will reach a ceiling at some point.” He points out that the strawberry market has not grown for several years.

“For the last 15 years, Belgians have each eaten about 1.7 kilos of fresh strawberries a year.”

However, blueberry, raspberry, blackberry, gooseberry, and redcurrant demand is still on the rise. In that regard, Miguel mentions rising costs making for challenging conditions.

is to extend the Belgian season, where possible. And we select varieties based on flavour and improved shelf life. We’ve also taken huge steps in recent years regarding sustainable, recognizable packaging,” says Miguel. For this, BelOrta focuses strongly on its local market.

“If you can’t score at home, how will you excel in your export market?”

Besides that home market, exports still play a significant role; BelOrta exports around 50% of its strawberries, blackberries, and raspberries to surrounding European countries.

Thirty to forty percent of their redcurrants find their way out of Belgium. “Of course, it’s good to export, and you have 100 euros from last year. Everyone has to to deal with all sorts of other things then. make their own choices about that. So, this We have an excellent reputation in terms year, we should see a fairly unpredictable of flavour, quality, and sustainable proshift.” duction methods, but you lose the advan“It’s evolving so fast and is so tenuous; tage of local production. And because of nobody knows where it will end.” He says BALANCING ACT transport, there are additional costs too. production and packaging costs, too, have Nevertheless, BelOrta aims to maintain We have to keep a close eye on that; it’s a increased significantly in recent years, and increase the rising soft fruit con- balancing act,″ Miguel concludes. especially lately. “Our product is getting sumption. That includes looking at new Miguel.Demaeght@belorta.be costlier, but can we sell it for more? And varieties and running marketing camwill our clients be up to paying that higher paigns highlighting both local origin price? The 100 euros people have to spend awareness and the fruit’s culinary possithis year is worth less than that same bilities. “When choosing varieties, the goal

Berrybrothers: “Greenhouse cultivation is certainly worth it in the spring and fall” “As a company, you’re always trying to find space in the market,” says Nijs van Zuilen, responsible for commerce at Berrybrothers. This Dutch company cultivates, packages, and sells berries. Nijs sees that space in the growing soft fruit under glass, among other things. He explains that Berrybrothers’ goal is to start the greenhouse cultivation season as early as it can and continue for as long as possible. Originally intended to meet the challenge of adding to seasonal work, the market - which likes buying locally grown soft fruit year-round - has since embraced this type of farming.

“Short-term seasonal contracts used to be very common, but that’s changed due to legislation, housing issues, and recruitment and selection. And a company you want to be able to offer your staff more long-term work.”

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AGF Primeur 4 • 2022

Berrybrothers focuses on the cultivation, packaging and sale of berries

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Softfruit

Berrybrothers grows, among other things, raspberries and red currants under glass

REDCURRANTS YEAR-ROUND demand.” The berry grower is experi- side spring cultivation. This berry growRedcurrants are one of Berrybrothers’ menting with growing red currants in er is not concerned that high cultivation top products grown under glass. “Some of containers. Then, when the greenhouse costs will thwart these plans. “We supply our clients buy these year-round from us, crop, which lasts only five weeks, is done, higher-end greengrocers, the hospitality which is interesting for us, from a labour the redcurrant bushes can be relocated industry, and wholesale markets.” standpoint.” Nijs says the first of these outside and the greenhouse used for a fall greenhouse berries are picked in the first raspberry or blackberry crop. “Then one “There’s generally a little more wriggle week of May, with tunnel crop harvesting greenhouse can provide two harvests per room for prices. We have a good quality starting in roughly early June. The fruit year, which is much better, yield-wise.” product, and customers are often willgrown under rain canopies follows. “In ing to pay for that.” There is still a lot of August, we have a big harvest peak, some DUTCH PRODUCT FOR AS LONG AS interest in local, tasty, quality goods, says of which we store in ULO cells until ear- POSSIBLE Nijs. But he also points out that it may be ly April.” In April, they supplement these The focus on raspberries and blackber- cheaper to import rather than grow berredcurrant supplies with imports from ries is not random. The demand for Dutch ries locally. But such a degree of depenChile. greenhouse-grown raspberries and black- dence is not without disadvantages - less berries is climbing. “Our buyers want local control over the product, its quality, and Nijs says it’s interesting but costly to grow produce for as long as possible. Green- pricing. “Local cultivation provides these redcurrants under glass. “You force the house cultivation is certainly worth it in benefits. Growing wherever the market is, plant to grow, thus losing kilos. It’s an the spring and fall.” That is why Berry- obviously, most efficient.” expensive product with a small market. brothers is starting autumn raspberry But it’s vital to us to meet that year-round cultivation under glass this year, along-

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AGF Primeur 4 • 2022

COST PRICE Berrybrothers focuses on harvesting greenhouse soft fruit from May when the days begin to lengthen, temperatures start rising, and less energy is needed than earlier in the season. “That means we have to heat less, which takes up less of the cost price.” Nonetheless, the high costs have an impact. “It affects the cost price, that’s for sure, and we have to pass that on to our clients.” The high costs are why Berrybrothers doesn’t see the point of

doing greenhouse farming from December to April.

“With little natural light and low outside temperatures, that would cost too much, gas and energy-wise. The countries in southern Europe can do that more cheaply.” Nijs notes that even then, there is no need to grow all berries in greenhouses.

Blueberries, for instance, do not need to be cultivated under glass. “You can grow those anywhere, and they’re always avail-

able. Beautiful blueberries that all cost the same, or even less, come from all over the world. So, there’s no room in the market to bring the Dutch blueberry season forward by growing these berries in greenhouses,” Nijs concludes. n.vanzuilen@berrybrothers.nl

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79

Potatoes ###

Wim van de Ree, Nedato’s general manager:

“Will high grain prices mean lower potato production?”

Ukraine is considered Europe’s granary. At present, that country cannot export its stock, and Ukrainian farmers will sow hardly any grain. It is, thus, expected that growers in the rest of Europe, attracted by the high prices, will reserve part of their acreage for grain, at the expense of other crops, like potatoes. “Still, the potato acreage hasn’t shrunk too much,” begins Wim van de Ree, Dutch potato cooperative Nedato’s general manager.

“T

he war in Ukraine simply reinfor- European growers decided to plant fewer ces the factors that led to the Dutch potatoes. In 2021, that was six percent less potato area decreasing by six percent a of approximately 27 million tons. year ago. That decline began in the spring of 2021 when potato growers reacted IN NORTHERN FRANCE, GROWERS strongly to earning too little to cover OPTED FOR WINTER WHEAT increased production costs. They also face “Prices rose for a second time when, in higher risks, like dry, hot, or wet weather. August last year, the economy began Indeed, in December 2020 and January recovering, and demand in all sectors 2021, industrial potato contract prices soared. The whole world needed transhad fallen yet again - something growers port resources and energy, but scarcity were no longer prepared to accept. The in those markets caused prices to climb, chain’s profit margin distribution has which, in turn, pushed up the prices of become distorted.” all types of raw materials. In September/ October, growers could still choose to Since the global pandemic began, not only sow winter wheat instead of keeping the diesel prices but those of machinery, parts, lots for potato cultivation. Many growers, pesticides, and sprout inhibitors - espe- especially in northern France, saw more cially since 2020, after CIPC was banned benefit in wheat at that time,” Wim con- have been steadily climbing. Confronted tinues. with falling contract prices, Northwest

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AGF Primeur 4 • 2022

FRENCH FRY COMPANIES RAISING CONTRACT PRICES As a result, in addition to the previous year’s decline, 2022’s potato acreage is under pressure. “French fry company managers began worrying about raw material availability. That’s new to them because, for years, there had always been an oversupply. They decided to raise contract prices to encourage growers to plant potatoes. That €0.03 to €0.04 more translates to a 20-25% increase; something that can safely be called unprecedented.”

“The plan worked reasonably well. At those prices, many growers were willing, but certainly not very happy, to plant ware potatoes. But then Russia invaded Ukraine. The diesel price rose to €2.60/ liter, and fertilizer prices skyrocketed.

That initial increase in contract prices no longer suited the new situation. And growers still had time to choose summer grains or corn instead of potatoes, which several did,” Wim explains.

SHIFT TO FRY POTATOES Given Nedato’s seed potato figures and those it gleaned from other companies, Wim thinks the Dutch 2022 potato acreage will be, at best, the same as last year’s; it

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FAO food price index reaches record high Global food prices are the highest they have ever been, says the FAO - The United Nations’ Food and Agriculture Organization. The FAO Food Price Index averaged 159.3 points in March. That is up 12.6% from February when the index had already reached its highest level since its inception in 1990. The index includes vegetable oil, grains, dairy, sugar, and meat. Grain and vegetable oil prices, in particular, have shot up.

In March, the FAO price index for vegetable oil averaged 248.6 points, 46.9 points (23.2%) higher than in February, thus reaching a new record. Higher sunflower, palm, soybean, and rapeseed oil prices caused this sharp rise in the index. International sunflower oil listing rose significantly in March, fuelled by reduced export stocks due to the ongoing conflict in the Black Sea region.

Sunflower oil supplies led to a rise in global import demands, and, thanks to that, palm, soybean, and rapeseed oil prices also increased considerably. Global palm oil values received additional support from continued supply tightness in its major producing countries. However, concerns about reduced export opportunities in South America underpinned soybean oil prices. Interestingly, crude oil’s higher, volatile value supported international vegetable oil prices.

and coarse grain prices. Those increases are largely caused by conflict-related export disruptions from Ukraine and, to a lesser extent, the Russian Federation. Over the past three years, Russia and Ukraine were good for about 30% and 20% of global grain and corn exports. The expected loss of exports from the Black Sea region exacerbated already tight global wheat availability. Add in concerns about crop conditions in the United States of America (US), and world wheat prices rose sharply, by 19.7% in March. Corn prices increased by 19.1%.

After climbing 20.4% in March, the world’s coarse grain prices reached a record high, with corn, barley, and sorghum prices all reaching their highest levels since 1990. Significantly reduced corn export expectations from Ukraine, a major exporter, on top of high energy and input costs, laid the foundation for the 19.1% monthon-month world corn price increase. That market’s strength affected other coarse grains, with sorghum prices rising 17.3%. Supply uncertainties put further pressure on already tight barley markets, pushing those prices up 27.1% from February.

The FAO grain price index reached an average of 170.1 points in March, increasing 24.9 points (17.1%) from February, again, the highest since 1990. That increase reflects a worldwide rise in wheat

could even shrink a bit more. “That means None of the previous years’ 94%, or less, of 2021’s area. But things are overproduction is expected. changing. In the north of the country, for That forms a basis for a healthy instance, growers will cultivate more fry market and is a good starting potatoes at the expense of starch potatoes, position for growers. “That’s and in the southwest, you see the same good news. Hopefully, the trend, but at the expense of seed pota- chain’s margins can now be toes. Export potatoes, too, are losing out redistributed. But that means in favour of french fry production. These processing companies, as well aren’t staggering numbers, of course, but as the consumer market, will it seems growers are using more acreage have to follow that narrafor fry potatoes.” tive. I’m hopeful because this is slowly happening already.

CORN FARMING IS MORE PROFITABLE Store prices for pre-fried Wim, however, immediately comments on French fries are already rising. this finding: “In Belgium, several smaller It seems people have realized companies, who normally lease their land that growers have to enjoy to potato growers, now seem to be plant- some of the profits.” ing corn on those plots themselves. That’s partly due to a change in Belgian subsi- CONTRACT PRICES UPDATE dy regulations - the lessor, not the les- According to Wim, August and Septemsee, must apply for and therefore receive ber will be another crucial period for the grants - and partly because corn yields potato market. “Then, northwest Europecurrently outweigh the rental property an farmers must decide between sowing income. That affects what is happening in winter wheat or keeping the acreage for parts of the Netherlands, where less land potatoes. And that time is almost upon us, is available for potato growers. So, fam- just after the 2022 harvest. Potato buyers choosing to grow corn in those areas ers will feel pressured into sharing what negate the positive trend of more fry pota- 2023 contract prices might be, something to hectares in the North and Southwest of that usually only happens at Christmas. If the Netherlands.” wheat prices remain good, many growers will be tempted to sow winter wheat soon.

CHAIN MARGIN REDISTRIBUTION And the french fry industry could end up NEEDED in a real raw material shortage situation.

It, thus, seems that, for the coming season, We could expect a further contract price the potato market’s dynamic will be well update in September.” balanced between supply and demand.

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High food prices might spell bad news for Joe Public, but that shows it is time for food production to get back to the top of the agenda. The production and market disruption in Russia and Ukraine are massively affecting food production and supplies worldwide. People must refocus their attention on actively supporting the actors that meet their primary needs. And that inevitably means valuing the sector that feeds the world. “Food production’s importance is back in the picture. That, at least, is a bright spot in these dark times,” concludes Wim. wvanderee@nedato.nl

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Potatoes

Hendrik Schwan, the 24-year-old managing director and owner of Kartoffel Kuhn Großmarkt Ltd Mannheim::

“Young people like me are rare in the industry, especially in leading positions” Hendrik Schwan is the managing director and owner of Kartoffel Kuhn Großmarkt Ltd at the Mannheim wholesale market. After completing a dual study program at Kaufland, the 24-year-old entrepreneur dedicated himself to working at the company where he has now taken over management duties. “I have been working for Kartoffel Kuhn Großmarkt for about two and a half years and relatively quickly obtained a position as authorized signatory. Starting in July 2021, I have been responsible for the company as managing director and shareholder,” says Schwan. Schwan notes that Kartoffel Kuhn Großmarkt Mannheim and Kartoffel Kuhn GmbH Frankenthal are two different, owner-separated companies.

philosophy,” says Schwan.

PROBLEMS WITH YOUNG TALENT IN THE INDUSTRY In addition to the well-known current problems and adversities, Schwan also puts the advanced ages of those customers who operate weekly markets among the greatest challenges. It might be that there is simply a lack of growth in the industry.

For this reason, he says, sales channels outside the typical wholesale market clientele must be investigated.

“We get a large part of our sales through e says the wholesale market business tomers and suppliers, and on the other deliveries, for example to various Rewe/ has always appealed to him, but wor- hand, you have a direct relationship with Edeka and Mix stores in southern Germaking with fruits and vegetables had his the products. In addition, I’m convinced ny. Of course, this also includes the typical main attention. “When I was still working it’s an industry where digitization can still wholesale market business with weekly in retail, it was already clear to me that improve things a lot. Young people like me market and retail customers. Regardless I wanted to be in the fruit and vegetable are rare in the industry, especially in this of the war in Ukraine, many weekly marbusiness. You don’t have a direct connec- position.” At the beginning of his career, kets are losing the newly received boost tion to the produce in food retail; it is he said, he definitely had to prove him- again. The same goes for butchers and often just a matter of generally being able self due to his young age, although he now bakeries. Who wants to stand outside at a to obtain goods in the corresponding volu- maintains an extremely good relationship weekly market in all weathers at my age? mes,” Schwan says. with his team. “Bringing in experience and Not very many people, I think.” having a good grasp of the business are of FRESH BREATH OF AIR AT THE course important. At the same time, I’m DEALING WITH PRICE MARKUPS WHOLESALE MARKET sure that many people also see my young Weekly market traders with a high-priced “At the wholesale market, on the one hand, age in a positive light, as I bring in a breath assortment may still be able to sell their you have a lot of direct contact with cus- of fresh air and display a new management goods to premium customers, but sales to

H

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customers who cannot currently afford these goods are in sharp decline, he says.

“These customers tend to spend their money - if at all - on fresh produce at the supermarket,” Schwan states. But he says his business is also struggling with rising costs. “We get vegetables from the Palatinate ourselves and deliver some of them to the Swiss border. The prices we would have to pay for pickup and delivery are no longer feasible. After all, we are in competition with many other companies and so we cannot just raise our prices at a whim.”

to spend more, he says. In general, however, there are no products for which he can say demand has noticeably diminished, he says. “Potatoes could be a winning product again this year because it’s easier to feed your family on a budget with this product. But it’s still too early to judge.”

FROM KARTOFFEL KUHN TO SCHWAN REGIOFRUIT In the next few months, the company plans to change its name to “Schwan RegioFruit,” Schwan says. “The focus will be on selling regional products from the Palatinate, Within half a year, he has already had to although we will of course continue to offer raise freight charges by 5 euros twice. the goods we have always offered. We also Instead of 15 euros, a customer now pays want to strengthen our presence on Face25 euros, he said. “But these 5 euros are book and Instagram. Furthermore, there just equivalent to two liters of diesel. will be a new online store -including an That’s like a drop in the bucket when you app- that will support our customers with consider that a truck consumes about 20 the help of artificial intelligence during liters per 100 km on average. But it’s dif- the purchasing process.” The entire supply ficult to pass on these costs on to our cus- chain is to be digitalized and harmonized tomers, because they themselves have with the logistic side of things. “Similar to problems in covering their expenses. It’s DHL, we can indicate in which time frame an upward price spiral that is almost a delivery will arrive.” Schwan recognizunstoppable,” says Schwan. es the opportunity to “take advantage of his youth,” in other words: to draw on his DEMAND REMAINS GOOD experience in the social media sector to For exclusive products with high prices, create competitive advantages. such as asparagus at the start of the season, consumers are increasingly unwilling Given the current situation, Schwan

CEO Hendrik Schwan, Kartoffel Kuhn

senses some uncertainty in Mannheim’s wholesale market. “There are some businesses that were able to achieve very high sales during COVID. Others could not. At the moment, it’s the other way around again. However, the gastronomy sector in particular will probably be pleased about the relaxations of all measures. However, the fact that another crisis has already appeared is causing them concern. The costs affect all companies, of course, but I think the basic mood is okay. With more warm weather coming up and the start of the strawberry and asparagus season, spirits should lift again.” grossmarkt@kartoffel-kuhn.de

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Michiel Bontenbal, Chainn:

“By 2025, we want to be the Amazon of our industry” Chainn went live on November 1, 2018. Evert-Jan van Vliet, Pieter de Jong, and Kees and Leo van den Heuvel - veterans of the fruit and vegetable trade sector - launched this new business platform.

They wanted to meet buyers’ and producers’ need for transparency, traceability, and efficiency in the chain. Three years later and Chainn, which now employs 20 people, has introduced a new corporate identity, and moved into the top floor of a building on the A15 motorway near Barendrecht, the Netherlands. “We’re the first fruit and vegetable company with the know-how to openly connect all the links in the chain,” says Michiel Bontenbal, who took over as Managing Director on March 1, 2020.

tion, cooling or storage costs are also made clear.

As soon as a product is sold, that price becomes known. Suppliers can then see that, for example, we charged a retailer in Sweden €6 and that, at the end of the day, he gets €5. Chainn gets a previously agreed-upon cut. The perfect scenario which must ultimately be 80% of our total turnover - is sending the supplier’s invoice directly to the customer. We don’t have to be the go-between. If growers form a bond with buyers, we believe the ‘incentives’ will move in the right direction. Then You want to move toward a transparent they can choose how open they want to be. growers will understand what clients chain. How will you do that?

We use Oracle - an American ERP package want, and clients will have a far better Transparency has become a catch-all system - much of which we’ve had custom- understanding of the struggles growers phrase. But we’re the real deal. Produc- ized. This package was built, from scratch, face. ers and buyers can see what’s happening in the cloud. The specially developed app anywhere along the chain. They can use is the lens through which you look into our Why have you revamped your house our specially developed app to gain real- system. Users can see a product’s exact style after just three years? time insight into the entire food chain. We status. Is it already sold, in stock, or on its At the start, it seemed people thought want our model to be completely open, but way to the customer? Things like inspec- Chainn was very much about the platform.

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Even the table tennis table is Chainn style

That caused a kind of language confusion because people thought we’d become a software supplier or a marketplace. The style also looked more like an IT company than a fruit and vegetable connector. We had the right ideas but didn’t know how to express them. After several strategic sessions, we rolled out a new corporate identity that much better embodies our passion for our work.

How did producers react to this business model?

Very differently. When Chainn started - I wasn’t involved yet - a group of growers was immediately enthusiastic about the idea because they trusted the people here.

Most of them didn’t even know exactly what was going to change. In the meantime, many more suppliers have joined us.

This model is particularly useful for Spanish vegetable cooperatives. They usually struggle to market their goods elsewhere in Europe and have often felt used by brokers. We provide the answer - a company that works truly transparently. That doesn’t always lead to more profit, but they know the prices communicated are the prices actually paid.

Suppliers and customers indicate beforehand how open they want to be. Openness equals responsibility. All growers want to be transparent if selling prices are high.

However, the entire model is transparent, even if prices are dismal. You don’t just reap the rewards; you have to bear the burdens too. That’s quite something some growers can’t handle it if their prod-

uct is sold below cost price. Producers say, in advance, how open they want the chain to be. That’s why some growers opt for a minimum guaranteed price, which is also fine. That gives us the chance to possibly make a bit more profit.

But some growers, like the Spanish grower Berdea, known for its King zucchinis, entrust us with their entire product sales.

This medium-sized zucchini grower has a premium product and wants to remain a grower. They’ve asked us to take care of some of their sales in Europe. Some And how did your clients react?

80-90% of the production is packed and Also, very differently. There are always shipped directly to retail customers. But those customers who want to keep buying zucchinis have peak production times and at low prices. They can naturally approach sometimes produce non-standard sizes. us for a pallet of oranges or zucchini, but In that case, they send the zucchinis to these are the least attractive buyers for the Netherlands, and we serve other marus. Our retail clients like having direct kets. The situation is somewhat different contact at the source, and that’s where our for citrus, which often arrives here all at platform, certainly in its ultimate mod- once. Thanks to its longer shelf life, slightel, provides a solution. I don’t think many ly more of these are sold from stock. retailers will use our app, but we do create that opportunity for them. In practice, We bear the growers’ risk and responsibilhowever, it’s mainly the growers who have ity, but it’s still their product. Once retailthe greatest need for a transparent chain. ers offer a price, we ask the grower whether he agrees. Of course, we advise, but Will such a business model not make you the relevant grower ultimately decides redundant in the long run? if he wants to sell at that time. We moniI think, at some point, we’ll have to do less tor the margins closely because we think and less on behalf of our suppliers and the agreed percentages reflect the value customers. But that’s not a bad thing - the we represent well. And I genuinely don’t world is truly big enough. If a client’s vis- mean just on the upside. If we can get iting Spain or Morocco, we put them into higher prices, we try to get the grower to contact with our suppliers. So, we don’t benefit. We, thus, ensure we continuously have to beat around the bush about clients add value and bind suppliers to us. We can with suppliers. Our suppliers build rela- achieve this with a relatively sharp martionships with customers, and our spe- gin and a well-oiled system. cialism and market knowledge add value to that. Because this will cost increasingly It all sounds ideal, but you have to less with us, we can offer it for a lower and contend with supermarket tender prices, lower margin. The trade we do is more of a don’t you? service to growers.

Chainn doesn’t partake in and doesn’t want to take a position in that. It is, obviously,

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Pieter de Jong visiting suppliers

sometimes tricky if we are approached by busy with all kinds of day-to-day tasks an interested retailer. But, when it comes until 11:00. And yes, that was often better, to tenders and working on seasonal pric- profit-wise. But we had to start over every es, someone in the chain is always los- time and ask ourselves, over and over, ing, often at one end. We try to be highly what we were doing. Strategic sessions efficient, but we want growers to get fair helped with that. And day trading isn’t our prices for their products. If we give in to core business. That’s how we got to where tenders, we give up our business model. At we’re now, starting at 07:30. And we’re Chainn, you don’t have to go for the cheap- selective regarding the growers with est goods. Growers can, of course, partici- whom we work. We’ve had to learn that pate in tenders if they so wish. Within our growers can’t just shove all their trade on system, growers can take that risk if they us. We do everything to help our growers, want to, and we’ll do so on their behalf. But but we don’t want to be a dumping ground. that’s solely their choice.

How important is product specialization How did you end up at Chainn? for you?

Four shareholders, Evert-Jan van Vliet, Extremely. We have several specializaKees and Leo van den Heuvel, and Piet- tions - citrus, vegetables, and melons. We er de Jong started Chainn. They divided don’t do so much citrus during the Spanthe shares equally and realized nice rev- ish season, as we doubt we can add much enues after the first year. However, they value. Then we become traders again, prealso realized that while they were doing a cisely what we don’t want. However, we do lot of business, they weren’t building the considerable volumes from the Moroccan organization. They were quickly becom- to the overseas season. For vegetables, on ing immersed in daily operations, which the other hand, we work much more with they liked best. But they were missing the [Spanish] cooperatives from Murcia and bird’s eye view. So, they approached me to Almeria for greenhouse and open-field become a director. vegetables and herbs. Morocco, too, is a major supplier. There’s an increasing need The organization is super flat and real- for a good tomato grower, especially for ly works as a team. The big advantage is TOV, from there. that the founders can pay a lot of attention to, say, their Spanish or South Afri- We’re also very strong in melons during can supplier or German customer. The certain periods. We don’t have to be a company has a great deal of knowledge at year-round supplier of all products. Why its helm. In many companies, such people would we supply Dutch greenhouse vegare removed from the process, becom- etables? The cooperatives and sales orgaing responsible for an increasingly larger nizations take good care of those growers. package, or having to manage more. While We can’t add anything. Of course, we could everyone knows a good trader or account tie a bell pepper grower to us, and they’d manager isn’t always a good staff manager. certainly get a good price for their product, but that’s not why we’re here. After all, Was there an internal switch to this new ten other companies can do that too. So, business model too? product specialization is crucial to us.

For sure. We’ve truly evolved. When I started here, everyone was at work by In the early days, we grabbed every 06:45. Prices had to be adjusted from opportunity presented to us. Not any07:00 onwards. Everyone was extremely more. That’s not to say we’ll never expand

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our range, but before we do so, we must undoubtedly be adding value. If so, and we have the right growers and buyers, we can take that step. But we don’t want to become a company that wants to sell the entire assortment to everyone. I believe much more in occasionally saying no than yes to everything. People who want to sell everything should work in the market.

They are semi-specialists; they’re jacksof-all-trades but masters of none.

How are your sales divided, segment and market-wise?

We have clients throughout Europe. In the Netherlands, we serve some major retailers and the processing and hospitality industries. We cater to these three segments in many countries. With our vegetables, for instance, we’re well represented in Scandinavia and the Eastern European market. The most growth opportunities for these are in Germany. With citrus, we’re again a major player in the Dutch hospitality sector. And, outside the Spanish season, we’re also making inroads in France and Spain. We supply non-contracted produce to intermediaries too. We do that seriously and try to exceed their expectations, but that’s not the crux of our business.

How is the situation in Ukraine affecting your trade?

That’s a very tense situation. We believe trade will find its way there again, eventually. Because, at the end of the day, Russians and Ukrainians need to eat as well.

We did virtually nothing in Russia and not very much trade in Ukraine either. However, many Egyptian citrus growers who usually sell a lot to Russia have now come knocking. Typically, prices would drop, but the costs of raw materials, transport, and packaging are substantially higher.

This is an unholy dilemma. After all, you feel responsible for the producers with whom you work.

Spain is facing the same situation, partic- ic products in our range, but we don’t do ularly regarding the high energy and raw the real niche varieties. We do try to carry material prices. And supermarkets’ reac- top-of-the-range products. Our zucchinis tions to price increases lag behind when and oranges, for example, are genuinegrowers feel them. Quotes are sometimes ly above the market average. And we pay withdrawn because they’re simply unre- premium prices for them. alistic. We usually work almost exclusively on a contract basis, but this is why Is product availability an issue? we’re deliberately reducing some prod- For some products, yes. For instance, this ucts’ agreed volumes. We’ll definitely get season’s melon supply was super tight. these volumes at some point. But, if you lay The citrus supply is usually more volatile. down everything in contracts now, some- The lemon market has been reasonably one pays the price. Then you’re not serv- good in recent years, but prices are coming either your customer or supplier well. ing under more pressure now that a lot has been planted. Of course, we’re dealing Have there been suppliers who wanted with a natural product, but we seldom run to be part of Chainn? into real problems due to sudden shortagYes, of course, but we deliberately chose es. That’s also because we work so transnot to do so. It would provide more finan- parently. If it rains so much that crops cial reach, but with our business model, cannot be harvested, customers have a you need fewer financial resources than greater understanding for the growers’ with the traditional ones. We want to go circumstances. We also inform our clideeper into the chain, not look for the ents of crop cultivation developments via, biggest trading parties. We want to give among other things, a weekly report. They growers the chance to sell their products then know they need to be alert in case of, at fair prices. for instance, bad weather.

is also deliberately not located at the [nearby] trade centre. You’re affected by that which surrounds you. That may sound strange. But before you know it, all those fellow companies will compel you to operate more as a trader. We prefer to stand on our own strengths.

What do you look for in hiring new employees?

We don’t rely on experience. We work a lot with young, preferably well-educated talent. Also, I like working with lots of different types of people from various cultural and religious backgrounds. If I were to attract many old-school fruit and vegetable sales wizards, the company would regress into a bygone era. We want to avoid that. We apply the principle of ‘if you know the answer, speak up’. By that, we mean leave the specialist to do their job. If a junior staff member gets more proficient at something than an old-timer, that younger employee must get a chance to shine.

We want to make the job as pleasant as You worked at Looye Kwekers, one of the Would it not be better to be ‘on top possible. That’s why the new office is as few Dutch branded fruit and vegetable of’ your trade, for example, in a trade welcoming as it can be. For example, it’s companies, for more than 16 years. Can centre? someone else’s turn to organize a tasty you use that experience here?

If that were the case, we’d have to travel. lunch every day. We hold that team spirThat’s one of the things I do miss a little. More than 80% of our trade goes directly it dear. Our passion ensures we keep As a grower, you’re your product’s boss, to our buyers; we don’t see it again. That challenging ourselves and keep trying and you can do what you want with it. In means no intermediate links, direct trans- to improve our services every day. We’d my previous job, we were in with almost port to the customer, and, therefore, much like to add a retail account manager to all the retailers. We don’t have that here. fresher products. We like operating a little the team, someone who understands the We do want to build a quality hallmark out of the wind, below ground level. We game. Some experience is certainly desirfor citrus, so consumers are always guar- have no ambition to set up a warehouse. able, but they may have gained that in othanteed tasty oranges. I think that’s a gap Our logistics partners are close by, and er fresh produce sectors. in that market. Currently, the quality of a they’re well-engaged in that different line net of oranges is too erratic. When people of business. Few people can do that really How did the pandemic affect the believe they’re not tasty, they don’t buy well. company? them for a while.

I started in March 2020, so my sole expeThe same applies here: if you can do this rience of the company is pandemic related.

Do you try to find niche products well, feel free to do so, and we’ll not offer It’s been mostly good for us. Naturally, I say like special varieties or, say, organic you those services. But, doing everything that with all due respect to people who’ve products? yourself often means you’re only doing so been negatively affected by COVID-19. We We do offer a reasonable number of organ- at 80% of a true specialist’s level. Chainn missed out a little on hospitality sales, but

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emerge tomorrow; that will strengthen us too. Our system works great, but it’s just a system that helps us achieve our goals.

Our way of working and passion make the difference. A cyclist needs a good bike, but that alone won’t win him the Tour de France.

Part of Chainn’s team in the new office

You are very tech-savvy. Are expensive implementations not too costly? And do you have enough in-house IT know-how?

Our platform certainly costs money, maybe a bit too much at times. But, if you want to stay ahead, that’s all part of the game.

You’re aware of what you’re spending. I do believe in doing things collectively to keep the costs down. We certainly have IT knowledge. I have some experience with implementing a new package. We also have a true IT specialist in-house. But I don’t really need to have a complete IT team; there are specialists for that.

our retail buyers more than made up for Do you expect other companies to copy You have been working quite that. It was also ideal to have the whole your business model? unobtrusively for the past few years. Is team together for two years. You can real- Most certainly, but it won’t be easy for this interview a prelude to more news? ly build a team, especially now that we’re everyone. Companies with large teams or We, indeed, don’t think it’s a good idea introducing a new model. That would nev- warehouses carry considerable costs. So, to seek out publicity, even though we’ve er have been possible otherwise because they have to move large volumes. Then, as made a true mark on the market with there are always people traveling. That’s soon as a country like Russia imposes a some of our business lines. And we want allowed us to build a strong, close-knit boycott, you have a real problem. We’re, of to promote those more. We want to make team. course, responsible for our 20 employees the same impact on our industry, by 2025, and their families, but that’s a completely as [the Dutch] Bol.com and Amazon have Our company philosophy is anchored in different cost pattern. We don’t have to in their field. They’ve taken those markets our organization from the bottom to the become the biggest or richest. Before you into a truly new era. We want to be our top. So, I don’t have to change much about know it, you outgrow yourself. It’s vital to industry’s most attractive, well-known its content. But, of course, we’re pleased expand calmly and deliberately. And we connector. But then we must take to the that the pandemic is nearing its end. We want to have fun. stage more. Otherwise, we may become a offered the possibility of working from formidable yet unfamiliar company. home, but, in the end, most people came It’s fantastic to hear a grower in South michiel@chainn.nl into the office. We did, however, very much Africa explain why they want to sell their encourage people to take the precautions produce through our model. Ultimateseriously at work and home. Our team ly, we hope companies will emulate our was, luckily, infection-free for the first 18 business model because more parties months. are needed to make this way of working the new normal. Please, let the next app

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Packaging

Opportunities and challenges for paper suppliers, machine builders, and potato processors

Packaging potatoes in paper: rational environmental or emotional consumer choice?

Some supermarkets back it 100%, others are just getting into it, and others still are staying far away: potatoes in paper bags. The retail sector, packaging world, and governments are wrestling with the choice: paper or plastic? Paper seems to have momentum, but will it genuinely dominate the shelves in ten years? Paper suppliers, packaging machine manufacturers, and potato packers discuss this.

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utting right to the chase: seen over its companies see several general downsides entire life cycle, it is not so clear if paper to paper bags. They cost twice as much (or packaging is environmentally friendlier more); there is insufficient raw material than plastic versions. And that environ- available to switch entirely to paper; it is mental aspect should be the driving force not as strong as plastic, and does not run in choosing paper. But who decides? A as smoothly through packaging machines. survey done among packaging companies On the other hand, there are major advanshows that the retail and trade sectors are tages: potatoes have less green discolorpushing for paper. Not because the autho- ation and paper has a substantially higher rities (besides France) are forcing them to, marketing value. or thanks to independent research. Those sectors consider consumer opinion.

The Dutch potato and vegetable wholesalPaper is seen to be better for the environ- er, Molenaar Aardapment than plastic. In this article, we will pelen en Groenten not comment on the substance of that Groothandel, has been matter, which is the subject of scientific supplying potatoes in research. However, we will touch on a few paper packaging since points of interest and hear what sector 2016. “We wanted to partners have to say about why (or why innovate, and, at that not) they choose paper and what their time, the world’s call to workplace experiences are. banish plastic was getting louder and louder.

Environmental issues aside, packaging There was also con-

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AGF Primeur 4 • 2022

crete demand for it,″ says Felix Molenaar.

“So, we decided to switch to all-paper packaging. It was quite something, but demand gradually grew, and we’re quite proud of that. It’s mostly greengrocers that carry our packaged potatoes. They want to distinguish themselves from supermarkets.”

“That’s not only due to the packaging but the content too. We fill our bags with tasty, traditional varieties, such as Frieslanders, Bildtstar, Doré, and Nicola. You can find the range on our website. More retailers are also offering our packaging. We began packaging [the regional specialty] Beemster Valéry in October 2021. [Company director], Astrid Francis, created a design for our existing packaging. These paper-bagged potatoes are available at

Small packages from 1 to 2.5 kg from Molenaar

with an eco-friendly water-based coating, a layer of varnish needed to seal the bags on the VFFS machine.”

Paper packaging from Greydanus

[the Dutch retailer] Dekamarkt and greengrocers.″

er, most of our supply consists of the larger weights in plastic packaging. There’s no immediate demand for paper bags either.″ Molenaars has bags in five colours, Greydanus’ paper potato bags have a plasdepending on how the potatoes are to be tic window. If you want punched holes, prepared. The coloured paper is delivered they must have a particular shape, and on rolls, and the two and 2.5kg bags are specific paper strength is required; othershaped on a vertical form, fill, and seal wise, the bag will tear. “Plastic is cheaper (VFFS) machine. The wholesaler prints and runs better over the machines. We’ve the name, characteristics, and barcode on been working with recyclable plastic for those bags, in black. “It’s not a quick pro- about 15 years. And have you ever seen cess; we can do about 14/minute. But it a potato bag flapping around on the side doesn’t need to be faster either. We’re not of the road? They’re always nicely sorted,″ that big, and it’s not important whether he says.

400 or 500 bags roll off the machine per hour. Our bag’s mesh ventilation window Belgian retailers had turned their gaze is on the back. Then, when stores display on paper fruit and vegetable packaging the bags, the potatoes are protected from before those in the Netherlands. Even now, much of the light, which prevents green- that country has a significantly larger suping. They also display well and, once emp- ply. The Belgian company Semoulin Packty, can go in the paper recycling bin,” Felix aging supplies pre-made bags and rolls of explains. paper to various sectors, including several potato packing businesses. “We manufacAnother Dutch company, Greydanus ture block bottom bags and cut and print Aardappelgroothandel en Transport, has rolls of paper to size. We can print up to had 800g paper bags in its range for sever- ten colours,″ says Robert Schram. “We use al years now. “We use this specifically for mainly multilayer and Kraft paper for our the smaller potatoes within the exclusive (semi-)-finished products. The rolls can segment,″ says Klaas Greydanus. “Howev- be 100% paper but we also use material

The big picture does not forgive small mistakes

“Bags with mesh windows are in high demand, not only for potatoes but also for products like onions and carrots. That window provides ventilation, and shoppers can see what they’re buying. You can get this with punched holes too, but we don’t presently do much of that. Our current machines work best and fastest for producing paper rolls with net windows.

We can reach speeds of up to 500m/minute. It’s also quite hard to suck out all the paper waste produced in the perforating process. But when the demand comes, we’ll take it on.″ In Belgium, paper packaging may contain 15% non-paper material and still be deemed recyclable. In the Netherlands, that can only be five percent. “We produce one and two-kilo paper potato paper bags for a Dutch packer that supplies a major supermarket chain. Initially, we thought of making a bag with a net window. But, with that made of cellulose fibres, the ink, and the coating to seal the bag, you quickly exceed that five percent. So, in the end, we ended up with perforated bags,″ adds Robert, who points out that you can pack up to 2.5 kilos well using rolls of paper.

“More than that, and it becomes tricky.

After all, the potatoes fall from quite a height, and then the packaging has to hold.

It’s not the net or the holes that are a problem, as the paper is of a certain thickness; it’s the seams; they can tear. That’s not an issue with pre-made bags, as the bag is simply placed on a belt. It can hold up to 20kg. In Ireland, for example, and sometimes the United States, you can find potatoes in up to 10kg paper bags.″ Robert says it is primarily organic pota-

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effect on the environment. But, it seems we’re getting more demand for paper from all over Europe every day. Even though PE or OPP film is cheaper and has better delivery times,″ says Jan Lode Van Den Heuvel. “The Netherlands still largely opts for plastic, but Belgium focuses more on presentation and experience.”

Paper packaging from Semoulin Packaging for Jumbo

toes that are packaged in paper. “You have the harder the machine has to work.” a better margin with those, so can better compensate for paper’s higher price. One Rovema offers solutions for paper with of my clients, who has switched to paper, a sliver of sealant - a food-grade PE laydoes two million bags a year.″ Besides the er that is also a moisture barrier - on cost price, which has risen sharply since the bag’s end or over its entire surface. the pandemic broke out, delivery times are Besides this, this company has the techthe sector’s biggest challenge. “To respond nology to hot melt bags’ ends together, so to this, we let our customers place orders only 100% paper is used. a year in advance. We then order the paper and reserve a spot in our production plan- “Many think paper is better for the envining. We plan deliveries at a later stage.” ronment. However, considering the impact throughout the chain, I’m convinced perSemoulin supplies various paper quali- forated PE bags perform better. After all, ties in matt and gloss. That quality deter- you also have to produce paper, and filling mines how smoothly the material runs them usually uses way more energy than on a packaging machine. “You can apply filling plastic bags. But it’s about percepa water-based varnish coating to the out- tion: plastic has become Public Enemy side, making the paper glide better on the No. 1. That’s why we developed a flexible machines. And, of course, you need a good machine that can run both paper and PE. machine. The right material and methods Clients can then switch from one to the will bring you a long way,” Roberts says. other according to the market requirements,″ says Jan. Jan Strijbos, sales manager at Rovema Benelux, a packaging machine manufacturer, VDH Concept, a Belgian company, prints agrees that packaging issues are due in and die-cuts rolls of paper. “We don’t want equal part to the technology and materi- to comment on paper versus plastic’s als. He says that since smooth paper slides easily through machines, builders prefer finding solutions for perforated rolls.

Retailers and shoppers prefer a bag with a net window because of its sturdiness and good product visibility. “We displayed a machine at Interpom that uses VDH Concept-perforated Mondi paper.”

“It can shape and fill 120 bags per minute on one tube. Few weighers can handle those speeds. This machine uses 1kg pillow bags for potatoes. The end product is just as attractive and sleek as using foil,” says Jan, who points out that paper is, undoubtedly, less robust than plastic.

“And the thicker and stronger the paper,

European standards are moving toward paper packaging raw material consisting of 95% paper, explains Jan Lode. “We work with perforations because we assume mono-material will be the norm within a few years. That means you’ll no longer be able to include a net window, only the coating that renders the packaging more food safe and seals it. We use certified Mondi paper and have our own brand on the market: SQ paper. We can also do tailor-made perforation and always ensure the product is highly visible.″

VDH Concept uses 84 and 136g paper.

“Though I find the second option a little too heavy. It serves for the larger packaging and isn’t that much in demand. We can punch up to 2.5 kg pillow bags with 84-gram paper. The thinner, the better for the environment,” Jan Lode explains.

From Belgium, back to the Netherlands, where potato specialist, Landjuweel’s Michiel Meijering is still undecided. “Paper seems a good, perhaps sustainable, shortterm option, but our investment readiness’ primary focus is on future-proof packaging techniques.″

Michiel’s long-term belief lies with plastic.

“Paper can be recycled at most, seven times.

So you often need new virgin raw material.

You’d have to plant millions of trees if the entire packaging industry were to focus on paper. But trees need time to grow, and the current supply is already limited. That will also likely become a bigger problem in the long run. On the other hand, if we further refine the plastic process and its sup-

Semoulin paper packaging

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Packaging

supplies potato packers with coated paper from German paper manufacturer, Cartomat. “We already have seven years of experience with coating and can deliver relatively quickly,″ says Ronald Borst. “The rolls are compatible with most VFFS machines and achieve high stroke/minute rates. Our wet strength paper, certainly a must for potatoes and onions, is mechanically, not chemically reinforced. For food safety reasons, we only use virgin paper. Recycled paper could, after all, come from anywhere.

Initially, the paper rolls weren’t very popular because of what they cost.”

porting regulations, we can continue recycling it indefinitely. Oil supplies are finite, so, as a byproduct of petroleum refining, virgin plastic is too. But, the world has so much plastic already that its recycled, raw material supply is guaranteed.″

“Even now, plastic is winning the argument, especially in the Netherlands. It’s estimated that less than one percent of Dutch supermarkets’ potato packaging is paper. It’s mostly local, specialty, and organic products that are packaged in paper. Plastic is cheaper, offers added value in terms of shelf life, and allows a higher production rate for packaging. Though, it’s probably only a matter of time before technology catches up with that. Price difference-wise, people are gradually becoming more willing to pay more for sustainable products. Paper should grow slightly, which is why we’re looking into how we can adjust our existing machinery. We want a flexible solution.″

“That market is now picking up, but it’s usually not at the packers’ request.

It’s retailers who explicitly ask for this Landjuweel packaging shed and packaged potatoes product, because of consumer experience. Plastic has a negative image due can become a success story.” to the oceans’ plastic soup, but some fruit and vegetable products must be packaged “And it’s not always clear whether, ulti- in plastic to prevent food waste. We just all mately, it will be an environmentally have to use it in a good end-of-life manner. friendlier solution than the thin plastic Also, paper production emits a lot of CO2, mono-material you already find in sev- and because its fibres keep shortening, it’s eral supermarkets. Both have their pros not endlessly recyclable. Eighty percent of and cons. We do get positive reactions the packaging material we supply is still from our clients, who are happy they can plastic-related.″ offer paper packaging to their customers.”

Besides sealing the bags with a coating, “Our main paper product is 100g paper Spriet Potatoes uses pre-sewn bags to seal for 2.5kg packages. The paper can’t be too its organic paper packaging. “Humidity thick because it acts as a thermal barrier can be a problem; the bags tend to collapse for the sealing bar, whereas with plastic, in the cold stores. But, once in supermar- you need only minimal heat to seal the bag. kets’ dry environment, the paper restiff- The paper rolls can be position-printed ens nicely,” Stefaan says. with the water-based varnish only where the bag is sealed, or its entire surface can Dutch packaging specialist Paardekooper be coated. That’s useful for rolls of paper

Are there alternatives? “Not right now.

Jute is durable but incredibly expensive.

And, with loose products, you have the problem of shelf life - for potatoes, especially greening - and that it’s harder to stand out using a brand or specific variety.

Packaging-free is a great idea, but that target group is small,″ says Michiel.

And back to Belgium - where Stefaan Spriet of Spriet Aardappelen recently purchased a new Rovema machine. “It’s performing well. We’ve had paper bags with net windows and handles on offer since last year.

It was an own initiative, not based on a retail or trade request. The sustainability theme keeps us busy. For example, we have 2,400 solar panels, and we do heat recovery. Yet, there’s still work to be done in several areas before paper packaging

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AGF Primeur 4 • 2022

Paper packaging from VDH

Paper packaging Warnez

used for multiple formats because no mat- that kraft paper wasn’t sturdy enough for ter where you seal, it’s coated. The hole what we wanted; we needed white paper.” pattern is unique to us. Then you don’t need a net window. Though, you could use “In April 2021, we were the first compaa degradable, entirely recyclable cellulose ny in Belgium to come out with a 2.5-kilo net. Still, we believe the purer the paper, bag from a roll. It’s only coated where it’s the better it is for recycling,” says Ronald. sealed, thus achieving the 95% standard.

Paper is weaker than plastic, and the hanPaardekooper supplies Warnez. This Bel- dle might well break, but the bag is gengian company was looking for a paper roll erally reasonably sturdy. We use 100g for for 2.5kg bags on behalf of a local super- the 2.5 kg bag and 80g for the 1kg one. We market. “Preformed paper bags have have die-cut packaging and bags with celbeen around for a long time, and many lulose nets, which can both be recycled. packers work with them,″ says Peter Van Our line is automated for the 1kg bags. But, Steenkiste. “We, too, have these bags from since there’s always a risk of tearing, we Semoulin. We’ve been sourcing paper on don’t use the robot arm to pick up the 2.5 Paper packaging from Paardekooper rolls for packaging without folding from kg packages and place them in the crate. that supplier since March 2019 at the That doesn’t happen often, but even one in because of the higher production costs, behest of another customer. Tests showed 500 is already too much.″ which we cannot fully pass on. Not only is the raw material twice as expensive, but In the paper segment, Warnez would like the production speed is also 30% lower to switch entirely to paper rolls. “We can and requires more manual labour.” only achieve a 12 per minute stroke rate with preformed bags; ‘on the roll’; it’s “Also, paper takes longer to deliver than easily twice that. But our existing paper plastic. So, you have to keep a larger roll machine cannot yet handle large cali- stock. But you can’t stretch that indefibres. We’re currently busy modifying that nitely because clients may want to change machine’s tube and shoulder to be able to something about the packaging design. pack using only rolls. The cost price also And is paper really more environmentalplays a role here,″ continues Peter, who ly friendly? We did specific research to never advises paper-on-a-roll packag- compare 2.5kg paper, PE, and bio-based ing himself. “We offer it when customers PE bags. Based on that Circopack project ask for it. And perhaps, in the future, the done with UGent, we indisputably congovernment will issue guidelines in this cluded that paper packaging for 2.5kg respect. Income-wise, it’s a step backward potatoes affects the environment more Oergewas paper packaging from SARCO

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than PE and bio-based PE. We used the current LCA methodology and the initial results to determine that. Please note: this is specific to 2.5kg potatoes and should not be generalized to other products or weight classes.”

greening. But there’s a limited raw materials flow, and our sector isn’t quite ready for it yet. Previously, the amount of bark, offcuts, and sawdust from the wood industry was sufficient to produce paper; now, you need whole trees to meet demand. There aren’t enough of these, which is driving prices up. Just like the energy sector, the paper industry already works with daily prices. And the market is restless.”

For Warnez, Peter considers bio-based PE to be more beneficial. “It consists of more than 85% sugar cane and can be recycled like regular PE. It costs twice as much as PE but is still cheaper than paper, it runs “A 2.5kg plastic bag for potatoes costs well on the machines, is thin, and it’s a around €0.05; the paper ones cost at least great story for clients and the general pub- 2.5 to three times as much. Every fruit and Paper packaging machine Rovema lic to get behind,” Peter says. vegetable processor or packer who supplies paper runs up against that cost price.

Existing VFFS machines often have to Customers will never fully reimburse that, most of the sector sticking to PE.″ Semoube tweaked to be able to process paper. along with the increased staff hours and lin’s Robert has been of this opinion for a That is something to which Mark van der lower production speed. And how sustain- few years now: “The trend in Europe is Kamp of Sarco Packaging can attest. This able is paper really? How many gallons of less and less plastic. Carrier bags have to Dutch company distributes, among others, water do you need to make it? And what go by 2025, and that trend will continue. I ILAPAK VFFS Packaging machines and chemicals to get it white? It all sounds nice, think several countries will follow France supplies the accompanying plastic and but the boom is coming from a consumer in their ban on plastic for fruit and vegetapaper packaging materials from Gameren. perspective. Since we’ve been doing so bles weighing less than 1.5kg.”

“It’s not just plug-and-play and not all for much longer, people are also quicker existing VFFS machines can be used for to recycle paper than plastic,” Mark con- “But I also think governments should use paper. Often a new pipe has to be fitted, cludes. grants to encourage the switch so that and an overpressure system mounted on paper bags, for products that can be packthe chisels. Those buying new machines, WHERE WILL THE SECTOR BE IN TEN aged in paper, no longer have to cost more however, can purchase a line they can use YEARS? than plastic ones. Because consumers for PE, hard plastics (OPP/PP), and paper.” “Paper will undoubtedly remain much often still choose the cheapest solution. pricier than plastic, and I doubt the sec- And just as the plastic industry continues “There’s certainly market interest for that tor will become much more enthusiastic. to develop, I also see the paper industry from a sustainability perspective. In that Paper is also simply a difficult material making an environmental leap because sense, there’s an even greater demand to package. In France, paper packaging is that technology isn’t stagnant; it must for thinner plastic solutions that can be again exceeding the minimum 100g plas- advance.” run on existing machines. For example, tic content threshold. I expect the Dutch we now supply a 70-gram paper solution supermarket landscape, where price is with a water-based heat-sealable varnish king, to remain at 80% PE film,” says Mark. info@molenaardappelen.nl as the sealing medium. That means we “In Belgium, it should become a 60/40 or info@greydanus.nl; stay above the 95% paper level, and you even 50/50 ratio for PE versus paper, in robert.schram@semoulinpackaging.com can recycle it. Besides paper from rolls favour of PE, with smaller packages and jan.strijbos@rovema.nl and preformed paper bags, we also sup- organic in paper,″ is Jan Lode’s (VDH Conjan@vdhconcept.com ply standard films and films made from cept) prediction. “Paper won’t dominate, m.meijering@landjuweel.nl renewable materials (Green PE). So, we though much depends on European legstefaan@sprietaardappelen.be; have a broad, good view of the market,″ islation regarding packaging,″ believes Ronaldborst@paardekooper.com peter@warnezpotatoes.be explains Mark.

Paardekooper’s Ronald. m.vanderkamp@sarcopacking.com

“Paper is a fantastic material: you can print “I wonder that too,” says Michiel (Landjuon it, it has a very natural appearance, has weel). “If I knew the answer, I’d invest in a nice texture, and looks great. For pota- that direction right away. But, to answer toes, it also blocks UV rays, which causes the question: I expect more paper, with

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Sorting

The latest generation of sorting systems can detect hard-to-find defects with high accuracy “We want to reach 100% detection so sorting can eventually be done with zero personnel,” says Roland Scheffer of Ellips, which focuses on optimizing sorting processes. He and his colleagues, Jody Bakker, Mitchel Bakker, and Adriaan Vet, say Ellips has recently taken the next step in that process. It introduced a new deep learning module, TrueAI, which is part of its new TrueSort 2 software platform..

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ith TrueAI, Ellips ensures you can or has been there for a while. Also, the find those ‘last-mile’ defects. “Exis- stalks always get in the way, casting shadTransparency was one of the starting points of Ellips when developing the software platform ting technology struggles to determine ows. You have to pinpoint the stalk area specific last-mile defects. Those can take with the camera for a few moments to see so many forms, making it extremely diffi- if there are any defects. That’s very hard cult to model and calculate all those com- to do. But our technology can do it. Opera- NEW GENERATION OF SORTING binations. Our new software can detect tors used to have to set all kinds of param- SYSTEMS those last-mile defects because we used eters. But because the defect can look so “This is the future. This technology will vast amounts of data, combined with ope- different, it was very tough for a human to become the new norm,” says Mitchel. This rators and quality inspectors’ expertise, accurately set those parameters,” Mitchel deep learning software is currently being to train it.” explains. used on apples and dates, and developments are underway for expansion to This development was no mean feat, SOFTWARE AND OPERATORS other products such as onions, cherries, admits Mitchel. “It was challenging to WORKING TOGETHER and blueberries. Ellips has also spent the optimize the system using large amounts Using Artificial Intelligence (AI) in the last few years preparing to use the TrueAI of data; the more the system has access sorting process improves reliability and module to expand its existing systems. to, the better it can detect specific defects. requires less staff. That, nonetheless, does We could do that because we have a vast not negate the operator’s role. “This per- OVERVIEW global customer base and have collected son controls the quality being sorted. The Along with the quality sorting improvedata across different seasons and condi- only difference is that now the system, ments, the software platform got a maketions. That allows us to take the accuracy not the operator, sets the parameters,” he over under the name, TrueSort 2. This new of detecting those hard-to-find defects to says. “You want the best of both worlds: platform lets users do things like add the the next level.” an operator who has knowledge of the sorting process’ data to their ERP system. product and the way in which parameters There are also new functionalities such as HARD TO FIND must be set, combined with our powerful dashboards that give operators, managers, An example of such a hard-to-find defect new toolkit,” adds Jody. For instance, she and customers quality information about is tiny cracks that products like apples points out, there may be times when the the products. “You can, for instance, see can develop around their stalks. “Those software has ‘doubts’ about a defect; the how many defective fruits there are per cracks can be all sorts of sizes and colours, operator would then make the final quali- batch,” says Jody. depending on whether it has just appeared ty assessment.

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Pepper Decore System

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Sorting

Ellips’ TrueAI software focuses on hard-to-detect defects

“Or how much is lost, or the difference in by grouping their classes. They can then the various grades.” Clients increasing- also sort directly according to (super) ly want different readings, adds Roland, market requirements. “Pack2Spec allows which, in turn, means the screen includes supermarket demand to be met upon exit. more measurements. That does not do As we manage to sort more and more accuthe overview and ease of use any good. rately, we can also properly control what “TrueSort 2 lets you minimize the data by the market accepts,” says Roland. “That grouping it in a more logical form. That means optimizing customer yields and helps keep things simple,” he says. helping prevent food waste.”

CONTROL If they want to, users can select something from the data and define products

60 product exits, making sorting out in different grades important. “Our system gives them the flexibility to work with all those packaging and quality requirements in a single software platform, in an organized fashion,” he concludes. mitchel.bakker@ellips.com

US-based apple grower, Starr Ranch Growers, uses this system. Mitchel says they have a 12-lane apple sorting line with

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Topfruit

An overview of the Italian import-export of apples and pears Unlike other years, Italy has exported lower volumes of apples and pears in the 2021/22 season. Here is a detailed analysis of the situation.

APPLES In 2021 the supply of Italian apples was Italian apple exports for the 2020/21 trade slightly lower (-4%) compared to that of season have confirmed the rebound trend 2020, but also to the average of the 2015already underway in the last commercial 2019 period, despite the frosts, which campaigns. The shipments of apples head- seem to have had no influence on Italy’s ed to foreign markets between July 2020 export capacity. and June 2021 amounted to more than 966,000 tons, recording an increase of Analysing the trade flows of the period +11% compared to the previous sales cam- July-December 2021 (latest data availpaign, and +8% compared to the average able), the volumes of these first months of of the 2015/16-2018/19 period. sales shipped to foreign markets recorded a decrease of 12% in comparison to In this campaign, exports accounted for the same period of 2020; the decrease is 45% of the available supply, confirming milder if the comparison is made with the the same weight as in previous years. same period of 2019 (-4%). In terms of valIn the last two sales seasons, 63% of exported apples were sold to EU27 countries. However, among the main markets reached, there are also non-EU countries.

The first eight destination countries absorb almost 70% of total shipments in terms of volume. Germany leads the way, with a share of almost 25% of the total, equivalent to around 250,000 tons, followed in second place by Egypt with around 100,000 tons (10% of the total exported) and Spain with around 80,000 tons (9% of the total).

Further away we find Saudi Arabia, United Kingdom, and India, who each represent about 5% of the total, with shipments varying between 40,000 and 50,000 tons; while France and Sweden receive about 4% each, with 30-35,000 tons of Italian apples exported.

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ue, the drop compared to last year is -7%, while the positioning compared to 2019 is better (+15%). Data source: Eurostat

The contraction of volumes affected the main destinations. The first part of the 2021/22 campaign saw smaller quantities directed to the German market, which absorbed a share in line with previous years, equivalent to 27% of the total. The volumes saw a reduction of 16% compared to 2020. However, they were exchanged at a better average price that allowed to mitigate, albeit partially, the decrease in value (-10%). The positioning is more favourable if compared to the same period in 2019, with +2% in terms of volumes and +20% in terms of value.

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Egypt represents the second most important destination. In the period July-December 2021, this market absorbed 12% of total volumes, with a slight decrease of -3% in 2020 and -1% in 2019. The average price, however, failed to match the good levels of 2020, dropping the value by 6%, which, however, remains at 20% higher levels when compared to 2019.

As for Spain, quantities decreased by 7% compared to 2020 and by 1% compared to 2019, while exports remained good in terms of value, respectively +1% and +30% thanks to the good positioning of average prices.

Descending in the list of destinations, we find next Saudi Arabia that regained a +18% in 2020, after the contained volumes of 2020, although remaining 10% lower compared to the good quantities of 2019.

In the UK market, after recording successful exports in 2020, the 2021 flows returned to more similar levels as 2019, with volumes showing a 13% drop in 2020 and 1% drop in 2019. On the other hand, the total value of trade is 10% lower than the excellent levels of 2020, but up by 21% when compared to the same period in 2019, thanks to the good positioning of the average price.

After the pandemic year, shipments to India also returned to good levels, accounting for 3%; exports for the July-December 2021 period were up 65% compared to

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AGF Primeur 4 • 2022

2020, and up by 23% compared to 2019, while the value recorded increases of +73% and +25%, respectively.

thanks to the recovery in production compared to the 2019 deficit (+68%), with volumes, however, remaining below the average of the 2015-2018 period (-16%).

Five percent of the volumes were destined Overseas business rebounded over to the French market (+1% over 2020 and 112,000 tons in the June 2020-May 2021 +30% compared to 2019); a positive posi- period, registering a 55% increase over tioning of value was also achieved, with the previous commercial year, although +45% and +37%, respectively, thanks to remaining at 24% lower than the average average prices rising after a modest 2020. of the 2015/16-2018/19 period.

PEARS In 2021, the production gap that is charItalian exported pears of the 2020/21 cam- acterizing the current season (-67% over paign recorded quantities on the upswing, 2020 and -72% compared to the average of

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the 2015-18 period), has obviously affect- milder drop in terms of value, respectively ed exports as well, which are proceeding -52% and -35%, despite the higher average at a modest pace, while still remaining in quotations of the previous years. line with the production deficit.

France absorbed 22% of exports, with volHISTORICALLY, PEAR EXPORTS umes, however, down 30% in 2020, mitiREPRESENT A SHARE OF ABOUT 20% gated by rising quotations that allowed the OF SUPPLY. overall value to register a 10% increase.

According to the latest available data from The Austrian market accounted for 10% of Eurostat regarding direct cross-border the total, with volumes down 65% in 2020 exports for the period June-December and a 38% drop in value.

2021 are around 25,000 tons. Compared to the same period of the previous campaign Shipments to the UK market also remained these quantities recorded a decrease of at contained levels (-58% in 2020), fol62%, and -46% if the comparison is made lowed, in order of importance, by volumes with 2019; in terms of value the decline to Romania (-82%), very modest exports is respectively 42% and 30%, thanks to a to Hungary (-77%), Greece (-71%), and better positioning of quotations.

Spain (-81%), while smaller drops were recorded towards Slovenia (-18%) and The 2021/22 campaign will be remem- Switzerland (-11%). Shipments to Libya bered as the season of minimum produc- also remained modest, down 57% in 2020. tion, and therefore, the commercial transactions also reflect this marked reduction. “Looking to the future, both short-term and medium-term, it is best not to make During the first part of the 2021/22 cam- any predictions. Some politicians are paign (June-December), exports saw vol- already mentioning a hypothetical war umes fall by 62% compared to the same economy. I’m not worried, but I am a realperiod of the previous year, with -42% in ist. We must adapt to changes and work terms of value. hard, as always, to overcome this crisis,” said Ettore Ceccarelli, of the company CecThe downturn was common to all des- carelli Giulio in Longiano (Italy), specialtinations, with more or less important ized in the production of pears. decreases depending on the reference market. The main destinations remain “The situation is quite complicated, with within Europe, accounting for almost 90% a war being added to the pandemic. Let’s of total volumes without considering the not forget that, due to the adverse seasonUnited Kingdom. al trends of last spring, we harvested very little pears. Producers need these stocks About 35% of the national export in the to be sold at high prices. We should also period considered was directed to Ger- mention the increase in sea freight, the many, against 44% in 2020 and 40% in alleged shortage of containers, the (inex2019; a drop of -70% in 2020 and -52% in plicable) delays in deliveries of products 2019 was recorded in terms of quantity, a that have affected, and continue to impact,

the global market and sales (of kiwi fruits for example) as well as imports of pears”.

The period of ship arrivals from the southern hemisphere is expected in March and April. “Theoretically, yes, it would be the moment of arrivals, but in reality, it is not.

For instance, shipments from Argentina will arrive one month late and this represents a damage for the whole supply chain. The fruit will arrive late and all at once, so we will not be able to keep up with our agreements with the supermarkets and we run the risk of not selling it all,” continued Ceccarelli.

“Chilean and South African producers also asked us to help them out with the merchandise that was supposed to go to Russia. There is conflicting and inaccurate news. Unfortunately, the various packages of sanctions change every 4 days, and insurance coverage for ships bound for Russian ports no longer exists or, if it does, it is offered at war prices, making it no longer economically worth the cost”.

As for Italian pears, in March there were already no more stocks. “In March, the sales of Italian pears suffered a strong slowdown, as the producers of Belgium and the Netherlands, unable to sell in Belarus and Ukraine, massively switched to the Mediterranean basin, slowing down the movement of the Italian product.”

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Garlic

Garlic: China still the leader, Spain has stable production, Egypt on the rise Garlic is a very popular seasoning in Asian and Mediterranean cooking. Unsurprisingly, most of it is grown in those regions. But in recent years, more and more Western European restaurants and consumers are adding a touch of garlic to their dishes. And this bulbous plant is now even being cultivated in those countries.

“G

arlic consumption is climbing rapidly ed an average of 275,000 tons of garlic in Western Europe,” says Hamdy Yas- between 2010 to 2017. However, in 2018, sin of MasrFruit International. “Ten years that jumped to 350,000 tons. That level ago, we were importing between 300 and has been maintained in recent years. Most 400 tons per year; now it’s more than of the production is for domestic con2,000 tons.″ Hamdy explains that Masr, sumption. Only a tenth is sold abroad, but based in the Netherlands, has been the lar- exports show remarkable growth: from gest importer of Egyptian garlic in Europe an average of 6,500 tons between 2010 for many years. “We began importing and and 2014 and 15,500 tons in 2015 to 2018 exporting back in 1992 and can, therefore, to, in 2019, suddenly 36,000 tons. The latrely on long-term relationships with sup- est available figures (2020) clocked in at pliers. And, since those early days, we’ve 40,000 tons. been working with the largest grower, who currently has more than 3,000 hec- “Acreage is still expanding in Egypt. tares.″ There’s great interest from markets like Brazil, Chile, and Taiwan, but also AfriFRESH GARLIC MARKET IN GERMANY can countries such as Senegal and Kenya.

BUT NOT THE NETHERLANDS However, domestic demand and governThe Egyptian season runs from February ment agricultural and horticultural supuntil September. First, the super-fresh port programs are the main drivers of the garlic - small white bulbs with a green area expansion. Egypt even imports garlic stem, similar to spring onions - comes onto from China to meet some of that country’s the market. “That garlic’s still very young local needs,″ says Hamdy. and not fully grown, with barely-formed cloves,” Hmady explains. “But you hardly CHINA DOMINATES PRODUCTION FOR find this product in the Netherlands. We THE EXPORT MARKET export it mainly to Germany. You can find In 2020, China produced roughly young garlic in Southern European stores three-quarters (20,71 million tons) of the too, but they have their own production.″ world’s 28,17 million tons of garlic. India From March, the bulbs are already slightly (2.92 million tons) is in second place, and larger, with distinctive bulbs. MasrFruit a range of countries follow at a distance. begins supplying dried garlic from Egypt Bangladesh, South Korea, Egypt, Spain, in late April.

Uzbekistan, Ukraine, and Myanmar grew between 200,000 and 500,000 tons. In EGYPT ON THE RISE Europe, Spain takes the lead with 269,000 According to the United Nations’ Food and tons.

Agriculture Organization, Egypt harvest-

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AGF Primeur 4 • 2022

Spanish yields increased sharply in 2017 from 210,000 tons to 275,000 tons, with production staying pretty stable since then. Compared to Spain, other European countries do not have significant production: Italy and Romania harvested around 28,000 tons each in 2020, and France marketed around 22,000 tons. The Netherlands grew only 2,500 tons.

Besides China, and to a lesser degree, Spain and Egypt, not all major garlic producers are big exporters. In 2020, China held 80% of the garlic export trade (2.25 million tons out of 2.81 million tons). Spain exported just over 190,000 tons, Argentina more than 98,000 tons, and Egypt 40,000 tons. “Chinese garlic is the lowest quality sold in Western Europe, but, with its huge volumes and relatively low prices, that country has conquered that market.

And they deliver year-round,” says Peter Hobert of Bud Holland, an exotic fruit and vegetable and specialties importer, also in the Netherlands.

“We’ve just completed our Argentinian season. The quality of their fresh garlic was fantastic. Now we have the fresh Egyptian product in our range. We don’t do dried garlic from Argentina or Egypt, and we don’t get anything from Italy either. That’s a true niche market. Argentina starts in December, and the season really doesn’t last long. Last year, we sold out in the same month. This year, due to logistical problems, we’ve received containers up to 30 days late.″ SPAIN AND FRANCE MOST EXPENSIVE “We import quite a lot of Spanish and French garlic. Those countries are pricier than China but usually offer the best quality. We supply the hotel and cater-

smoked garlic

ing trade, regular wholesalers, and small AND MOROCCO? increasing,″ says Peter. retail packers. We have specialties like “Morocco doesn’t export its garlic. It even pink l’Autrec, smoked garlic from France, imports from China and Spain. Spain can Where cultivation and export have started and black fermented Spanish garlic,″ Peter supply them cheaply because of its prox- a steep climb, though, is Egypt, says Hamcontinues. imity and because they send the small dy. “The acreage continues to expand, and 30-50mm white bulbs there. The bigger I think Egypt could become the world’s EGYPT IS THE CHEAPEST the bulb, the more expensive it is. That’s second or third largest garlic exporter in a The increased transport costs have pushed why purple garlic, with its eight to 12 few years. People used to buy our product up Chinese garlic prices considerably. cloves, is so popular. They’re also easy to because it was cheap. Now it’s because of Egyptian garlic is sometimes offered on peel. A white bulb can contain up to 20-25 its good reputation. And consumers love it. the market for half that of the Spanish or cloves,″ Hamdy says.

In Egypt, people see that and, thus, invest Chinese product, Hamdy knows. “There’s in cultivation, machinery, and packaging,″ absolutely no price competition between GARLIC GROWN IN THE NETHERLANDS he concludes.

China and Egypt in the European market. Is garlic cultivation succeeding in the h.ahmed@masrfruit.com China only supplies dry garlic; we supply Netherlands? “It began years ago, with a p.hobert@bud.nl fresh and dry. The season is different, and grower in the Flevopolder. Now cultivawe don’t pay import duties in Europe. Chi- tion is concentrated mainly in North Holnese garlic costs €1.25/kg.” land and Flevoland. I think the area’s still

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Vision

Rients van der Wal (Organto Foods) about organic fruit and vegetables market position:

“We try to think differently because we’re missing something - that link to consumers”

Expansion sometimes happens rapidly, including in the organic sector.

Organto Foods is proof of that - its turnover doubled last year. The company also announced its intention to become the global market leader in organic fruit and vegetable sales, concepts, and brand awareness. It has a total fresh products package including potatoes, onions, vegetables, herbs, and tropical, soft, and other fruit.

and processed organic fruits and vegetables market, is the same. And in 15 years, SunOpta grew from having around €30 million in revenues to €1.5 billion. That was partly due to its own growth, but also through acquisitions. We want to mirror that,” says Rients.

TAKE-OVERS rience onboard: Joost Verrest, a value cre- A take-over, as with, say, Fresh Organation and marketing specialist, and Gert ic Choice’s Beeorganic, is not just about Jan van Noortwijk, a commodity trading increasing sales but also about expanding expert. We’re a relatively small player in the product range and bringing in knowthe sector for now. But our human capital how. “For a company that wants to expand has vast know-how which is very useful into offering the entire organic fruit and in achieving rapid growth in a constant- vegetable range, acquiring a wonderful, ly-changing market.” specialized company like Beeorganic is a godsend. It takes a tremendous amount UNWAVERING BELIEF IN THE PROJECT of work to develop and market certain Members of the board do not earn a sala- products yourself. You have to understand ry but have options in the company. “That all the product characteristics and get to means all those people truly believe in the know your growers well. That can take opportunities Organto sees in the market. years. But with a take-over, you immedi“We’re fortunate to have input from people We want to follow a similar trajectory to ately have a very solid base from which like Joseph Riz and Jeremy Kendall, who SunOpta, a company with roughly the you can continue to work.” founded and ran SunOpta. Steve Brom- same starting conditions as us. We want to ley and I run Organto. Steve also spent 15 use their growth strategy. SunOpta start- “Beeorganic has been a fantastic business years at SunOpta’s helm. Besides me, there ed in the organic ingredients industry in with highly competent management since are two more Dutchmen with tons of expe- a very fragmented market. Ours, the fresh 2003. They also have two growers in the

O

rganto is quite a new company. It was founded in 2016 and is a bit of an oddity. “We’re a publicly-traded Canadian company that currently operates and has activities in Europe,” explains co-CEO Rients van der Wal. “That listing means we have an extremely robust corporate structure. And we have a great board of directors with plenty of knowledge and expertise. Many of our people have years of experience at SunOpta, a listed company in organic ingredients which used to own Tradin Organic.”

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AGF Primeur 4 • 2022

Dominican Republic, the correct ser- it doesn’t matter which company sells the vice provision, ripening-wise, a perfectly most bananas because ultimately we’re all working strategy, and a consolidated cus- working toward the same profit and loss.” tomer base. Still, the single biggest mistake you can make in an acquisition is to AVOCADOS think you have everything sorted as soon Organto began by importing snow peas as you buy a company. SunOpta, for exam- from Latin America. Now, it offers mainple, has successfully integrated some ly year-round organic avocados, ginger, 45 companies, but not every acquisition bananas, and herbs on the European marstarted as a clear success. They’ve learned ket. “We’re also developing in the mango a lot over the years, and we want to take and lime areas. And we’re very engaged advantage of that,” Rients continues. in value-added concepts, such as freshcut fruit and to-go variants. But our range RETAINING INDIVIDUALITY includes Dutch apples and pears, too. So, “We buy businesses because they’re suc- we actually have a fairly wide rage,” says cessful and profitable, which is exactly Van der Wal. why we leave them be, once we’ve taken them over. We don’t make any major Avocados make up 30% of the company’s changes. We leave the company to keep revenue. Organto’s Hass avocados come using its strength and business name as from North and southern Africa and Latmuch as possible. It gains a broader base in America. “We don’t work with Kenya or regarding finance, accounting, market- Tanzania much because a product’s footing, and market access. We don’t acquire a print is vital to us. And East African avocamajority 51% stake; we immediately take dos face some genuine logistical challeng100%. We opt for total synergy between es in that area. I am not at all in favor of the acquired and parent company and the flying in avocados, for example. And added other subsidiaries. The acquired party to that, small-scale cultivation is quite difgets shares in the parent company, which ficult, quality-wise. In Peru and Colombia, means everyone is on the same page. Then on the other hand, we can partner with

quite large cultivation companies.”

ORGANIC MUST HAVE A GOOD BACKSTORY The average Dutch retailer’s fruit and vegetable assortment is four to six percent organic. “Most sales are in carrots and ginger, a fast-growing product. Many chain partners want to become more organic but have no idea how to do that exactly. The sector generally thinks in product terms, often out of habit and tradition. We’re trying to think differently because we believe we’re truly missing a link - towards consumers. The supermarket segment is strongly private label driven, so the message about organic products doesn’t get across. Even though that, along with product availability, is one of the main drivers behind the organic category’s growth,” Rients says.

He adds that growth in the organic segment needs brand-driven management and backstory around the product, cultivation, and logistics. “The question is: how visible will that be on shelves? In Europe, I have yet to see an organic potato, fruit, or vegetables brand that retailers truly high-

113

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That’s where we want to go with our I AM Organic brand.”

method of storytelling - 100% transparent and inspiring – that we attach to it is. It differs from product and origin. We want to highlight the brand at retailers and increase the QR code’s added value even more. That’s why we aren’t yet jumping on, say, the laser branding bandwagon. That’s great technology, but it cannot be used on every product. And I have yet to see the first company to laser a QR code. That QR code is vital to be able to tell our story.”

“And when it comes to story building, we’re in fantastic communication in our sector, both for conventional and organic; only, it’s often B2B communication. Still, we’ll eventually have to get shoppers on board to give products a certain value. The only distinction in stores between organic and “Most traditional retailers still consider conventional avocados is often the price our products and approach a niche. We’re, and compostable packaging. But nothing therefore, to put it jokingly, looking for a is communicated about the benefits of supermarket chain with the guts to do organic,” Rients explains. something different,” the co-CEO says.

So, Organto uses QR codes on stickers PACKAGING DISCUSSION that’s colour and size catch your attention.

But how do you tell that story in a time Aside from those, the company also uses

“

demand game with their private labels, so prices often drop. And lower prices mean less income for growers, and it becomes even tougher to transition from conventional to organic cultivation. That’s why the European Union must make statements like this. You can only realize such targets if the entire chain and politicians support the idea. Setting such a target will certainly get things moving,” says Rients.

FAIRTRADE AND BROAD ASSORTMENT Organic is an absolute prerequisite of the Organto brand. But Fairtrade certification is something else toward which the company wants to move. “We’ve already implemented that in some supply chains; in others, we still have to develop this social aspect. And we’re not just talking about the cultivation, but all the stages

We’re, therefore, to put it jokingly, looking for a supermarket chain with the guts to do something different

”

where as little as packaging as possible is geo-targeting (online media campaigns in the chain. And for all products in our the trend? Packaging has usually been the for potential customers who live near a ever-widening product range. We supmeans of communication with consum- certain point of sale) and old-fashioned ply fresh fruit and vegetables, but also ers. “We think packaging can definitely be in-store advertising for its marketing and ready-to-eat products such as stews and used if it genuinely prevents loss. Because communication.” fruit salads. Our company structure, our a loose, unused product’s carbon footprint preference for expansion through acquisiis much larger than that of a packaged EUROPEAN GREEN DEAL tions, and our demand-oriented business product that is consumed. These are some The EU wants 25% of its agricultural land philosophy allows us to take a comprehenof the things we need to start explaining to be organic by 2030. Organto is delighted sive view toward a total organic fruit and to people. Our herbs cannot do without with this target, even though the company vegetable concept. And convenience has a packaging, and a plastic film is very useful is primarily strong in importing organic lot to offer in the organic sector.” for cucumbers too.” fruit and vegetables. “We still have some misconceptions to dispel about that. For CHALLENGES “But if no packaging is needed, we like example, an apple freshly picked in the The organic segment offers plenty of working with compostable stickers with southern hemisphere may have a lower opportunities and challenges. “The biga QR code. These give shoppers digital carbon footprint than a European-grown gest challenge - and this doesn’t only apply access to the product and source-specif- one that’s been stored for months. It is to our company - is that the fruit and vegic information about that specific fruit or crucial to find out such things and to tell etable market has become inflexible. Sevvegetable. And so, a whole world opens up: consumers. We’re currently strongly enty percent of all fruit and vegetables are we tell the story of the cultivation, pro- import-oriented, yet we, naturally, wel- normally sold at retailers. For the remaincessing, and journey the product makes. come the European Commission’s vision. ing 30%, there are the wholesale markets And we talk about the product charac- But to make 25% of your acreage organic, and food service, and those sales channels teristics and all the ways you can eat it. 25% of your shelves must also become so.” are a true gauge. They balance supply and Aspects such as carbon footprint, safety, demand. During the global pandemic, that and health are central to this,” continues “And that’s where things can sometimes segment is too often on and off. Retail is a Rients. go awry. Many growers often have to fantastic channel, but it’s very inflexible,” sell their organic fruit as conventional continues Rients.

QR CODE because, at certain times, demand stag“A QR code in itself isn’t innovative, but the nates. And retailers play a hard supply and “Not only because you first have to find

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Vision

a way in, but the involved planning also doesn’t allow you to react quickly. If a supermarket wants substantially more product at any given time, you may not have it readily available. Or, if a grower has a good crop, retailers don’t want the volumes because they’re not in their programs. Supermarkets are an essential chain partner, but there should be more intensive cooperation between retailers and our sector. That would improve flexibility and benefit growers, traders, super-

wassen

market chains, and consumers. That’s where we need to go.”

THE FUTURE Organto’s sales, with strong year-onyear growth, are in the European market, while its listing is in North America. “I expect, thanks to a take-over, we’ll soon be active in the North American market.

That’s very interesting because very few organic specialists are active on both continents. Growers can certainly benefit

from the different preferences of these two key markets regarding size, packaging formats, and sales windows. And the markets can learn from each other’s retail concepts,” Rients concludes, optimistically.

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France bans plastic packaging

Reducing the use of plastic is a hot topic. European countries are joining forces in this fight. An EU ban on disposable plastic has been in place since last summer. France has decided to speed up the process. It has adopted a law that includes a ban on plastic packaging for goods like fruits and vegetables. “That law came as a surprise. It complicates things even more,” says Luc Vanoirbeek of the Belgian NGO, Verbond van Belgische Tuinbouwcoöperaties..

F

rance seems to think the European approach to plastic reduction is moving too slowly. The EU single-use plastic (SUP) directive asks member states to significantly reduce the use of plastic by 2026. For example, free checkout bags have already disappeared. And producing various types of disposable plastic has been banned since July 2021. Produce bags for fruit and vegetables in EU supermarkets are also being discussed. Efforts are being made to find an alternative, such as reusable nylon or cotton bags.

SURPRISING NEW LAW France surpassed the SUP directive. It passed a ‘contre le gaspillage’ (anti-waste) law that supports a circular economy.

From January 1, 2022, stores can no longer sell fruits and vegetables in plastic

packaging. This does not apply to 1,5kg+ packs. Other exceptions apply; French stores may still sell fragile, processed, and soft fruit and vegetables in plastic packaging. A transition period until 2023 or 2026 applies to these. And a four-to-six-month transition period applies for fruit and vegetables produced or imported before January 1, 2022. That depends on the type of product. France hopes this measure will reduce the annual use of more than one billion unnecessary plastic packages.

ever, a great pity that they’re ignoring the joint EU measures. But, it’s not unusual for France to be coming up with its own regulations. Spain will probably follow. And Flanders, for example, has already banned stickers on fruit and vegetables. That isn’t making things any easier for fruit and vegetable packers and traders,” he says.

FLEXIBILITY AT RISK Luc says Belgium produces more than a billion kilos of fruit and vegetables annually. Much of this is exported. “France is an important export destination. It would be nice if all EU countries continued to combat plastic usage together, with unambiguous agreements. Now, traders have to consider each country’s rules and adjust their packaging accordingly. It’s becoming increasingly difficult to keep track of this. Most fruit and vegetables are specifically purchased, but soon, there won’t be much flexibility. Of course, we’re concerned about reducing plastic use too. Still, this should be done in consultation. Also, this French legislation was only recently announced.”

France’s announcement caught many by surprise. Luc Vanoirbeek is from the Belgian Horticultural Cooperatives Alliance (VBT). He, too, did not see this ban coming. “France is one of our most important markets. We now have to, naturally, com- The new ban affects a long list of fresh proply with this adapted legislation. It’s, how- duce. For vegetables, it is leeks, courgette,

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Packaging

Late last year, traders at the European Center in Brussels did not seem to be too fazed about the new ban yet. They already use minimal plastic. They have replaced the plastic bags given to customers with paper ones. However, Class II products are still sometimes packaged in plastic bags. The traders think the products for the French market will be packaged mainly in biodegradable plastic. That is, of course, more expensive. The question is, who will pay for this?

Is cardboard the answer? One packer says paper and cardboard often contain a fair amount of plastic. “People are being fooled.

Recyclable plastic is a better alternative. You can reuse it hundreds of times. Some products simply can’t do without packaging. For now, retailers determine how products are packaged.”

aubergine, bell peppers, cucumber, pota- new and baby carrots, too, are exempt. and even 2026 are closer than you think. toes, carrots, round tomatoes, onions, tur- As well as lettuce, corn salad, young sal- It’ll be quite challenging, I fear. We’re fully nips, cabbage, cauliflower, pumpkin, pars- ad leaves, fresh aromatic herbs, spinach, committed to reusable plastic in the form nip, radishes, Jerusalem artichokes, and sorrel, edible flowers, and bean sprouts. of, for example, crates. For products that other root vegetables. For fruit - apples, And small fruits like cherries, cranberries, require packaging, recyclable plastic, and pears, oranges, clementines, kiwis, man- blueberries, and physalis. fully biodegradable plastic are the best darins, lemons, grapefruit, plums, melons, alternatives. We, and European partners pineapples, mangoes, passion fruit, and People may keep selling these products like Copa Cogeka and Freshfel, continue persimmons. in plastic containers until December 31, to work towards a common goal. However, 2024. Finally, until June 30, 2026, ripe del- you can’t just change individual rules. The POSTPONED FOR VARIOUS PRODUCT icate produce may also be sold in plastic. important thing now is to keep our people GROUPS These are things such as sprouts, raspber- as up-to-date as possible. We must inform Small and fragile products can still be sold ries, strawberries, blueberries, blackber- them and support them where necessary. in plastic until mid-2023. These include ries, redcurrants, elderberries, hibiscus, That’s all we can do; we have to follow the cherry tomatoes, Brussels sprouts, green blackcurrants, and mini kiwis. law,” Luc concludes. beans, spring onions, grapes, peaches, luc.vanoirbeek@vbt.eu nectarines, and apricots. Endive, aspara- These exceptions give the sector a little gus, broccoli, mushrooms, new potatoes, more time to find alternatives. “But 2023

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Packaging

Project Service & Produktion Ltd focuses on sustainable banding 2.0:

“Machine output could be increased to up to 30 cycles per minute” Sustainable banding of food products has been rapidly gaining ground for several years. Accordingly, the PROBAND V banding machine from the German machine builder Project Service & Produktion Ltd in Kranenburg is not just a household name in the fruit and vegetable sector. Its banding solution with eco-option has established itself on the market in just a few years. Thus, the company is a supplier for renowned fruit and vegetable companies in Germany and internationally, more and more of which rely on the 100% recyclable paper banding PROGREEN.

predecessor model to band tons of vegetables every year. “The PROBAND V helps us to cost-effectively enter a new product group,” says Managing Director Carsten Abenhardt, summarizing the profitability of the process.

For decades, Abenhardt has been known primarily as an internationally-oriented family business, specializing in the cultivation as well as preparation, washing and packaging of carrots. In 2021, the company, which has so far focused exclusively on n April this year, Project Service & Pro- language skills, have been developed fur- organic products, ventured into the new duktion presented the latest model at ther as well. A “core feature”, according to product group of courgettes. “However, Fruit Logistica in Berlin. “For us, it’s all Vois, is the modular design and flexibili- the 2000 tons of these vegetables need about offering farms a technological- ty in use: “A wide variety of PROGREEN to be professionally banded,” says Abenly advanced product, that is extremely paper bands as well as plastic bands can hardt. He adds: “The well-developed techpowerful, but at the same time flexible, be used. In addition, our PROBAND V2000 nology, good service and the PROGREEN modular and user-friendly,” André Vois of can be easily modified and maintained. option were the three main reasons why Project Service & Produktion emphasizes. The frame can be changed in just a few I not only chose Project Service & Pro“These keywords apply even more to our seconds - and without any tools at all. And duktion as my partner last year, but also latest model, the PROBAND V2000!” even after purchase, the PROBAND V can brought in additional models of the new be equipped with different frames, parts generation this season.”

MODULAR DESIGN ENABLES EFFICIENT or even TTP printers for new or additional FRAME CHANGEOVER tasks.”

The optimized process offers the compaVois alludes to the fact that the single ny many concrete advantages in daily use, machine’s cycle rate could be increased ‘COST-EFFICIENT ENTRY INTO NEW Abenhardt continues. “I particularly like to up to 30 bandings per minute - always PRODUCT GROUP’ the very simple threading of the band, the with ultrasonic welding. In addition, the Agricultural businesses such as Aben- intelligent modular design of the machine, fast threading and the pictogram-guided hardt & Co., based in Datteln (NRW), have the control system and the practical menu colour display, which makes operation been swayed by the concept. The compa- navigation via pictograms.” easy for any user regardless of specific ny uses both the PROBAND V 2000 and its

I

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INCREASED DEMAND FOR AUTOMATION There is also increasing demand for automation with the PROBAND V banding system. “We know all this perfectly well.

After all, this has been our business for over 30 years. The PROBAND V can be very easily integrated into existing production lines, but of course individual, specific situations often come up. Be it a standardized automation solution or completely individually designed machines; we deliver both,” says Jan Hanenkamp, Managing Director of Project Service & Production.

Just recently, Hanenkamp’s team again

delivered a customized automation sys- pean legislation will sooner or later follow tem to a European customer. The machine France’s lead. In this country, as of January was developed with three banding units. 1, 2022, unprocessed fresh fruit and vegeThe vegetables enter the PROBAND V unit tables – some sensitive varieties excluded via a conveyor belt and are banded there, - can no longer be sold in plastic packaging. using PROGREEN, the ecological banding A.Vois@project-sp.de material from Project Service & Produktion. “The company, which focuses on the organic cultivation of vegetables, wanted to appear ecologically credible all around.

That’s why it uses only our PROGREEN banding material, which is 100% recyclable,” André Vois explains.

For him, this is the packaging of the future, especially as it is to be expected that Euro-

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Bananen

Peter Stedman, Chiquita on reducing CO2 through fertilizer and energy:

“If we can crack those two, we are there” “Simply put, we are facing global climate changes that affect us all and we feel the need to join our voice with those calling for greater action.” This is how Sustainability Director Peter Stedman explains Chiquita’s focus on creating sustainable change.

One of the ways this takes shape is through the implementation of science-based targets.

“E

arlier this year we announced our gies to inhibit the ‘30by30’ Carbon Reduction program- release of nitrous me, a major initiative that aims to reduce oxide from fercarbon emissions across our operations tilizer. Tests will by 30 percent by the end of 2030. Chiquita run between 2023 has become the first global fruit compa- and 2026. “These ny to put in place an emissions reduction will be random strategy that is validated by the Science controlled trials in Based Targets initiative (SBTi).” Peter all four the of our explains that this extends throughout the operating counentire supply chain that will have set their tries. We are going own reduction strategies by 2025. The to do this proper‘30by30’ target will result in a removal of ly. If we are going around solar power and anaerobic digest30.000 tons of carbon dioxide. “The really to make such a big change, we want to be ers as a source of energy. “We are develbig source of our emissions is nitrous oxi- fairly sure of what the implications of that oping a capital plan to support the reducde from fertilizer. So, we are left we the change will be.” Peter expects technol- tion, always thinking where we need to very interesting challenge on how to redu- ogy to play a key role in that process. “It get to. Sometimes opportunities surpass ce carbon emissions without compromi- will be guiding our actions, because every that because there is a basic business case sing on yield and quality of bananas.” grain of fertilizer is not just expensive, but for doing so. If we can crack those two, precious in a carbon sense.” Chiquita aims we are there. 2030 gives us time to do it PRECIOUS to be rolling out the techniques of choice properly.” Peter mentions the advantage Chiquita aims to define by the end of 2022 across the farms by 2027 so that by 2029 of a family company where it comes to what will be trialled in terms of alterna- measurements can start. a long-term view. “We are taking a very tives for the use of fertilizer. The banana long-term view, it’s not about quarterly producer is looking into a combination of RENEWABLE ENERGY results.” Despite the fact that it will be a different nutrition regimes which have Another focus is renewable energy, spe- lengthy process, Peter remains positive. elements of sustainable agricultural cifically in Honduras and Guatemala. The “It is not a doomed view; we can do somepractices as well as the use of technolo- banana producer sees good opportunities thing, and we will do something.” In that

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process he sees a role for the whole sec- monitoring the impact of it, and coming up tor. “The more the industry is moving for- with mitigating strategies. That will give ward with this and the more collaboration us clues to where we should be going and there is, the better. Because it is affecting how agriculture is developing in that place everybody.” And because it is affecting over the next 30 years.” Peter can see beneverybody, Chiquita wants the consumer efits coming from climate change as well. on board too. The sustainability director “It is going to be dryer and generally a thinks that offering value is the key to that. dryer climate inhibits some of the pests “The challenge for us is to make sure that and diseases.” However, the temperature we take the customer with us by giving change is not the only concern, extreme them every reason to continue to support weather events are impacting the sector the brand. Ultimately we have no control increasingly, observes the sustainability over the price that the consumer pays in director. He mentions that following the the retail environment. We can only make hurricanes Eta and Iota in 2020 in Hondusure that customers value what is in front ras and Guatemala it might still take more of them.” than a year to replant all that was lost. “A significant proportion of our production CHANGE was very badly affected.”

The need for change is becoming increasingly clear. Peter concludes that while dif- MINIMIZING IMPACT ferent regions and countries have slight- For Chiquita it is clear that the world ly varying weather systems, Chiquita is requires sustainably grown high yielding now seeing a change is these traditional production that ensures no more clearing patterns. “Generally speaking, we have out rainforests or drying out wetlands. seen a hotter and dryer climate in the Although Peter thinks there is much to be banana regions where we are growing. learned from organic production systems, The important thing is recognizing that, he is not convinced a strictly organic pro-

duction method is the only way forward. “I don’t know that conventional agricultural has necessarily harnessed the full power of nature yet. Unfortunately, we cannot produce the world’s supply of food organically, but we can be more cognisant of the natural system and work ways of making sure that it is working in our favour and that we are minimising our impact on the broader environment.” From Chiquita carbon footprint calculations, it appears that a Chiquita banana – which has already realised a CO2 reduction of 29 percent since 2012 – actually has a lower footprint than an organic banana. “We will be 10 billion in 2050 and if we are to preserve the high value ecosystems and our health, we are going to have to produce more from the land that is already under agriculture.

We need to make sure that when we do require something that produces carbon – for instance inorganic fertilizer – that we are minimising that requirement whilst maximizing yields,” Peter concludes.

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Herbs

Marcel Janssen, De Gerdeneer

“Herbs are used sparingly in culinary delights” The gourmet segment loves herbs but in small volumes. In dishes put together using at least 25 steps, herbs are used sparingly, says Marcel Janssen of De Gerdeneer. He specialized in short-chain sales to the high-end catering industry but is slowly phasing that out. This is the third time Marcel is radically changing this Dutch company’s business model.

ly switching gears. What still seems manageable at 08:00 can look very different an hour later. “Sometimes, it changes by the minute. Don’t ask me how, but we always manage it in the end.”

De Gerdeneer’s herbs and edible flowers find their way to the most upmarket restaurants in Austria, Switzerland, Luxetween 1998 and 2013, Marcel grew the market. “At the peak, I had 80 species embourg, and parts of the Netherlands. lamb’s lettuce and produced vegetable of herbs and edible flowers. Almost all of These establishments make very high seeds on more than three hectares. When which I sold too.” demands on the product. Flavour is most the vegetable seed production market important, but there can also not be a degenerated into a price war, he switched Also important: being able to deliver fresh, single insect or blemish on the product. to herb cultivation, targeting the higher- every day. De Gerdeneer harvests its herbs Those requirements are not the only thing end restaurant segment. They want the to order and supplies restaurants directly that makes it a challenging market. Marbest quality and flavour. “I grow almost via short lines. The company is located cel: “The very high-level chefs are easy all my herbs from seed in the open ground. at Greenport Venlo, so it is a convenient customers; they just don’t take much. The It takes longer but produces the best fla- base of operations. “What I harvest is con- more well-known they are, the more they vour,” he begins. It took a lot of trial and sumed within 24 hours,” says Marcel. For appreciate your products, but the less they error to decide which varieties to grow. him and the team, that means shuffling use per dish. It’s truly delicate work, a leaf Marcel would invite chefs to his greenhou- through the greenhouse on their knees, here, a flower there…” se and, thus, kept improving his feel for harvesting herbs every day, and constant-

B

Polyculture Greenhouse polyculture involves a farming system that combines cultivating different fruits and vegetables with high-protein products like mushrooms, eggs, chicken, and fish. The waste from one product is the raw material for the other. This closed-loop sys-

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tem and limited input needs make this type of farm sustainable and efficient. The extensive diversity in the product range allows growers to offer consumers a complete vegetable, fruit, and protein-rich product assortment. By closing cycles, maximizing yields, and redu-

cing inputs, you could potentially achieve high returns. The focal point is to let nature do the work in efficiently-designed systems.

Source: Stichting Innovatieve Glastuinbouw

Tasty herbs and edible flowers from the field

Yet even in this market, as with lamb’s let- distinguish itself in quality and flavour in ing on the soil type.” tuce at the time, Marcel feels an increase the cider market too. “Over the past seven in competitive pressure. De Gerdeneer years, we’ve tested, learned about, tasted, During the pandemic, De Gerdeneer decidwas one of the first to market edible flow- and retested different apple varieties.” ed that its future lies locally. They want ers; now, many parties offer them. You to capitalize on sustainability trends and can sometimes even find them in super- “We’ve tried different ways of bottling, consumers’ increased interest in their markets. “Herbs are becoming a bulk item different yeasts, etc., and have gathered foods’ origin. De Gerderneer is near a with overseas companies also aggressive- knowledge and information from all over cycling and walking route in a tourist ly closing in on the market.” the world. We can now make some deli- area; thus, they can reach plenty of people. cious ciders. Initially, we used Class II “Over the last two years, we came up with The pandemic brought the herb market to apples for this. However, we discovered many new ideas and made plans. We’re an almost complete standstill. Fortunate- that the old, smaller varieties from the going to convert the greenhouse complex ly, De Gerdeneer had a lifeline: cider. “We traditional, standard orchards like Grons- into a polyculture, a kind of food forest love cider, so we began brewing it in 2015. velder Klumpe and the Ananas Reinette under glass. We’re also planting an apple We focused on this during the pandemic, apples produce totally different flavours orchard with different old apple varieties and it’s grown substantially. Cider isn’t a of ciders,” Marcel explains. “The icing for our cider. And we’re building a store to well-known product in the Netherlands, on the cake was that we found that even sell our products. We want to have combut that’s starting to change. We deliver the type of soil can change the flavour. pleted the switch within about five years,” directly to the public, liquor stores, and Just like grapes, you can taste the land in Marcel concludes. (ML) the hospitality industry via our webshop. ciders. The same apples from trees that info@degerdeneer.nl It’s starting to become something big,” are equally old but grow in different soils admits Janssen. De Gerdeneer wants to each produce their own flavour, depend-

Marcel Janssen with his lifeline in corona time

131

Topfruit ###

Ilse Hayen, EFC’s CEO:

“We certainly don’t want any Class II Nicoters lying next to Kanzi in stores” After bananas and citrus, top fruit is the third-most eaten type of fruit in the world.

That is what the World Apple and Pear Association (WAPA) proudly reports on its website. And in recent years, club varieties have been on the rise. With their attractive appearance and guaranteed quality, these are winning over more and more people. A club markets these patented varieties and licensed growers cultivate and sell them.

This prevents the market from becoming oversupplied. Not even the entire harvest may be sold under the brand name; only the very best fruit is deemed suitable for that..

K

anzi is a good example. The apple cooperative went belly up a few years variety is actually called Nicoter. ago. “BelOrta was a logical choice. Many of Kanzi is managed by the European Fru- Veiling Haspengouw’s growers, especially it Cooperation (EFC), a Belgian variety those who had planted Kanzi and Greenmanagement company. It was founded star, joined BelOrta. Greenstar is EFC’s in 2002 when three grower organizati- second apple club variety. As a company, ons joined forces to market new varieties BelOrta’s vision has always matched ours, together. They were Fruitmasters (the and still does,” Ilse begins.

Netherlands), Veiling Haspengouw (Belgium), and the German Württembergische “The shareholder’s transnational strucObstgenossenschaft (WOG). ture is unsurprising given their history.

When it was formed, European subsidy EFC, A THREE-MEMBER CLUB policy favoured such collaboration over Ilse Hayen, EFC’s CEO, says the partnership national partnerships. Growers had to is holding up nicely. The almost 20 year evenly match every half euro of support old shareholders’ structure has remained from Europe with national collaborations. unchanged, although BelOrta took Veiling If you looked across borders to join forcHaspengouw’s place. That was when that es, Europe provided 60 cents and growers

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AGF Primeur 4 • 2022

only had to cough up 40.”

Kanzi is a bicolored, tart apple with a juicy, crisp bite. And it has become a fixture on store shelves. It is the second-largest apple club variety, second only to Pink Lady, a much older concept. “Retailers love Kanzi, like Pink Lady. That’s no mean feat because supermarkets can be quite reluctant when it comes to club varieties,” says Ilse, who worked at a retailer for ten years before joining EFC. “But shoppers request them, and that’s something supermarkets can’t ignore. Yet, nowadays, this product of many years of breeding, patience, trials, and tweaks is taken for granted. In the early years, there were a few issues, especially at the cultivation level. Kanzi,

or more correctly Nicoter, is cancer-sensitive.“

Back then, no adequate solution had yet been found for this. So the rapid upscaling of cultivation with young trees was a little problematic. That was because these had been grown with certified material that wasn’t yet virus-free. Also, growers were used to Elstar and Jonagold, which are barely cancer-sensitive, if at all. However, we soon found a solution - the Golden intermediate strain. This method proved effective. And today, Nicoter trees are still delivered with this intermediate stem.

This connecting piece between the rootstock and the Nicoter wood makes each piece of plant material half a euro prici-

er. Nonetheless, the long-term benefits fighting off fruit tree cancer - far outweigh paying that initial extra cost.”

ed value for all parties in the fruit supply chain,” explains Ilse.

“We achieve this by continuously searchBETTER3FRUIT ing for and developing exceptional, unique EFC does not breed varieties itself; it varieties. And by building highly successleaves that to a large breeding program ful global brands. Growers can acquire a network. This includes universities across license to grow these. EFC used to focus on the globe. Nicoter, for example, is a Bet- the first part of the chain. We optimized ter3fruit product. This is a University of tree management and perfected cultivaLeuven spinoff. It began a continuation tion. GKE managed the brands. In practice, of this Belgian university’s breeding pro- EFC and GKE have always operated as a gram. Tree breeder Johan Nicolaï was also single team. This merger allows us to join involved. GKE is an EFC subsidiary that forces in the areas of cultivation and marused to be a joint EFC/Johan Nicolaï ven- keting. We can now access and develop ture. EFC recently remerged with GKE, for viable, successful varieties.” good reason. “As a variety management company, our mission is to create add-

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Topfruit

GLOBAL BREEDING PROGRAMS The top-selling Kanzi may be the fruit of Better3fruit’s research. However, when developing new varieties, EFC is not bound to this specific breeder. “Over the years, we’ve built a global network of breeding programs. We visit those annually, except, of course, during the pandemic. We’re not tied to Better3fruit, even though we’re one of their shareholders. When choosing a particular variety, EFC has to wait in line at Better3fruit just like any other party.

We don’t have a right of first refusal,” says Hayen.

EFC also has good links with other breeding programs, such as Wageningen University in the Netherlands. But also in the US, including research institutes in Minnesota and Washington, as well as in New Zealand. Thanks to long-term relationships with EFC, those breeders have a clear picture of the variety management company’s criteria. If a potentially suitable variety emerges, EFC jumps on board, and the effective testing phase begins.

And that work takes a considerable time.

“We’re currently testing some 17 redskinned pear varieties. It takes four to five years before a young tree becomes productive. And before you can plant your chosen variety’s trees, you have to do trial runs. In the case of pears, this takes another two to three years. So the whole process takes between six and eight years.

There’s a problem with the red-skinned pears currently on the market. They don’t remain nicely blushed and often tend to turn brown. Also, most have no blush at all.

We cannot market those as a club concept.

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AGF Primeur 4 • 2022

Or, technically put, the variety has a rather stay that way. Globally, pear cultivation is low packout value. Those are factors you more limited than that of apples, anyway.” certainly need to consider when deciding if you want to convert test licenses into “And though pear consumption is genercommercial ones.” ally declining, Migo is holding up nicely.

Also, there are fewer good pear cultivation GROWERS KEEP AN EYE ON PACKOUT regions. I see room for red-skinned pears Packout is a fairly important aspect of as a club variety; that’s what the trade concept varieties. As much when choos- wants. And should the common variety in ing a new one as with growers. Obviously, our region, Conference, come under more a potential new club variety with a high pressure, that will certainly be an incenpackout has an edge. Though, of course, tive to develop even more pear club conthe required percentage also depends on cepts. In any case, apples will always stay the price at which the premium product ahead of pears in that area, in my opinion.” can be marketed. “Say that price is very high, and the packout is a little lower. Then BREEDING FOR THE ORGANIC SECTOR that product can still be profitable. Natu- For instance, when it comes to organic rally, the higher the packout, the better farming, Migo already has several advanfor the grower. But that’s where growers tages over Conference. Migo pears are less differ considerably. That’s something our prone to roughening. Organic is becoming license partners provide in graphs at a increasingly important in the modern congrowers’ meetings. Then the past sales text. And EFC, too, when looking for new season is evaluated. This is done anony- varieties, is setting its sights on crops that mously, of course. But it gives growers a can be grown sustainably. “When we find good picture of how they and others are varieties in the breeding programs that performing. The less good growers then are resistant to certain diseases, it’s a know that they’ll have to work a little huge plus. That’s because we have to farm harder. But also that it pays off. Because more and more sustainably. And if the quality brings in money,” Ilse continues. variety is naturally resistant to some disease, you don’t have to resort to plant proTHE BABY BROTHER tection products. Then the road to organic EFC has Kanzi and Greenstar apples and a is open,” says Ilse. pear club race - Migo - in its assortment.

The ratio at the variety management WILD GROWN company also reflects the broader real- For retailers, too, it is important to offer ity. There are many more club varieties sustainably cultivated fruit. Then they can in apples than pears. And Ilse expects meet all their shoppers’ wishes. Besides this to remain so. “There are, of course, organic, this could mean low or zero resfortunately, some pear club concepts like idue products and certainly locally grown Migo, Xenia, and Sweet Sensation. But it is fruit. But the demands of retail go furindeed much more limited. I think it will ther, of course. Aside from flavour char-

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acteristics - sweet, tart, and sweet-sour, syrupy-sweet - colour, too, plays a vital role. Kanzi is a bicolored apple, Greenstar - you guessed it - is green, or rather, bright green. Its flesh is white. Migo, too, is green.

Retailers like to have an apple or a pear of each colour - red, yellow, and green - on their shelves.

“It’s then challenging, particularly with pears, to convince retailers to add a second green item to their assortment. There is, after all, limited shelf space. Retailers calculate their return per square meter. If that suddenly drops, fruits like bananas, citrus, or berries take the extra top fruit’s place.” It sometimes seems stores do not display a variety but a product characteristic as a distinguishing feature. That happened with potatoes. With these, it is the cooking type; with top fruit, it could be the colour or flavour. This is especially possible if there were to be a proliferation in the supply of free and club varieties.

“But we aren’t there yet. For now, Kanzi is holding its own excellently in the supermarkets. I’m also considering the upcoming oversupply of club varieties with interest. But the ultimate question is which ones are going to remain? And which ones are going to fall by the wayside?” the CEO asks. Red-fleshed apples are an example of a new trend. “We certainly follow developments closely. And if new varieties come along, we keep an eye on them. But currently there are no red-fleshed apples that seem interesting enough to us to get into.

That’s not to say our shareholders can’t get involved individually if they want to. Still, I think red-fleshed apples will more than likely remain a niche.”

EAST EUROPE IS KNOCKING Many Class II fruits often appear in the

retail sector and not at dumping prices YEAR-ROUND SUPPLY OF LOCAL AND right away. Consumers seem to be embrac- OVERSEAS PRODUCTS ing non-perfect fruit again. Yet this is not EFC offers its products year-round. In the an option for EFC because top quality is fall, winter, and spring, the fruit comes and remains a sine qua non. “We’re cer- from European orchards. In the summer, tainly not going to have Class II Nicoters the apples and pears are sourced from next to Kanzi in the store,” says Ilse firmly. partners overseas. They could, theoretiStill, that may be where danger lurks for cally, work year-round with the Europethe club varieties. Especially now that the an harvest. The fruit’s quality is so good Eastern European countries and Turkey that storage could be stretched even lonare expanding the top fruit acreage. ger. “Last season, there were about 50,000 tons of Kanzi apples in Europe,” says Ilse.

They are also getting a better grasp of cul- “We used that to supply the market until tivation methods and are thus starting to the end of May. After that, we imported bring valuable fruit to market. Also, those between 10,000 and 15,000 tons from the countries have the advantage of cheaper southern hemisphere. So, the main focus production. Not as many club varieties are is local, European production. We’d very currently grown in those countries. But much like to grow the Kanzi volume. Last the other varieties are entering the West- season we definitely had too little product ern European market in increasing num- to serve the market properly. There are bers. “Those countries are making huge undoubtedly still many opportunities for leaps in their fruit’s quality. They also us in the market.” have better storage facilities. But I think the main competition from those coun- Kanzi, Greenstar and Migo. Will they have tries is still for the commodities and less company in the next decade? “In my world, for the club concepts.” ten years is tomorrow. Consider pears, for example. If you want to start something TASTINGS new, it takes between five and seven years To keep on top of trends, EFC keeps in before you see the first fruit. Looking at direct contact with retailers. They also our club varieties in the next decade, I want to know exactly what consumers think five is a nice number. But EFC might and, thus, retailers want. And, of course, expand the playing field and not limit ourthey want to agree on programs. “We selves to apples and pears. We follow the work with brand promoters. They intro- developments in soft fruit, too,” Ilse conduce our products to retailers. They make cludes. That has certainly piqued our curithe annual program deals and define cam- osity. paigns. For example, we arrange tastings ilse.hayen@efcfruit.com in Germany with REWE or EDEKA. We, for instance, have a Migo food truck that we park at various retailers. That produces good results. Once the full program has been discussed with stores, our license partners, like Fruitmasters or BelOrta, contact the supermarket. They organize the actual sales.”

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CBI supported businesses find the right connections at Fruit Logistica This year, CBI presented carefully selected quality suppliers from Guatemala, Panama, Honduras, Costa Rica and Jordan. The location: Fruit Logistica in Berlin, Germany, from 5-7 April 2022.

Fruit Logistica is the world’s largest fresh produce trade fair. CBIcoached companies from the recently finished Agrofood Moldova project were also at the trade fair. All the companies successfully showcased their products. Estuardo Cobo, Manager at Amadeo Export from Guatemala, commented, “The fair was a great way to meet new clients and reconnect with others that I had not seen due to the pandemic.”

When it comes to finding the right clients, Estuardo was very grateful for CBI’s help. “It can be very difficult sometimes to figure out which companies are the right ones to do business with; the CBI experts really help with that. That type of knowledge about the market is something money cannot buy.”

Business export coaching expert Piet Schotel also sees the value for importers in choosing CBI-supported companies, “CBI prepares companies for the EU market. Importers who choose to work with these companies know beforehand that they are reliable and professional.”

Central American success This year, CBI presented 4 companies from the CBI Connecting Central America project. These were Panafruit offering papaya from Panama, Amadeo Export with mangoes from Guatemala, Agrícola Antar with okra from Honduras, and Tropifoods, offering cassava, sweet potato and more, from Costa Rica. All 4 companies had a great time at Fruit Logistica and got lots of quality leads. Hormoz Safi And Maryan Safi, the father and daughter behind Panafruit, even made plans to go into business with a company they met in Berlin just a week after the trade fair.

The King of Dates Jordan has a competitive advantage as a supplier of fresh fruit and vegetables. This is due to the extended production season in the Jordan Valley, and because of how close it is to Europe. The country is known for its high-quality strawberries and capsicum.

But Jordan has another gem to offer, the premium Medjool date, also called the King of Dates. The Jordan Exporters and Producers Association (JEPA) stand stood out yet again during this edition of Fruit Logistica. This year, it showcased 7 CBI-supported companies offering delicious Medjool dates. Many potential clients and buyers stopped by to sample the exceptional quality and meet with the companies.

Tamer Abu Jodom from Five Dates commented, “being back at a trade fair has been amazing. I have met many people who want to import to the European market, and I have gained good leads.”

Estuardo Cobo, Manager at Amadeo Export, was very happy with what he had achieved during the 3-day trade fair. He met all the goals he had set. “The best thing about this year’s Fruit Logistica has been meeting new companies and reconnecting with clients that I have not seen due to the pandemic. I also found clients that want to start doing business and 2 possible partners that I want to invest in.” Estuardo also said that during this edition of Fruit Logistica, he explored possible new markets to export to.

He adds, “Fruit Logistica is not just about selling your product or finding new leads. It is about networking with similar companies and competitors to see whether there are opportunities to work together.”

Knowing what makes your company different is very important when attending a trade fair. Tamer says that through the CBI Fresh Fruits and Vegetables Jordan project, he learned how to differentiate his company and compete in the market.

Ready to take business to the next level Moldova is a fertile country with a long tradition of fruit production.

Using modern technologies, fruits grown and exported from this country include apples, grapes, cherries, apricots, plums and other stone fruits. During the past 5 years, CBI has been working in Moldova with local Fruit Producers and Exporters Association Moldova Fruct. In the 2018-2021 CBI Agrofood Moldova project, 18 fresh fruit producers, fruit processors and honey producers were coached to meet EU market requirements, improve production practices and enter the EU market. At this year’s Fruit Logistica, some of the companies CBI coached attended with Moldova Fruct.

Valeria Caduc, Manager at SMARTA, took part in the CBI project. Her company offers a variety of apples. She expresses how helpful the

project was for her business, “CBI helped us take our business to the next level with market research and an export plan.” Valerie went to fairs with her business before she joined the CBI project and got a few customers. But she really saw a difference when she went to fairs after taking CBI’s advice. “We did market research and understood where our product fits in the market. This really helped us get more prospects and customers.” This year, she attended the fair without CBI, “but I had the knowledge I gained from the project. I met some potential buyers and spoke to contacts I already had. CBI gave us the confidence to take our business to the next level.”

Iurie Fala, Executive Director of Moldova Fruct, looks back at a successful collaboration with CBI. “CBI helped the companies in the project professionalise their businesses, enter new markets and be prepared for challenges. This year, there are companies at Fruit Logistica that CBI supported. You can see they are very professional.”

Import opportunities Connecting Central America Would you like to know more about these companies and possible import opportunities? Contact the Connecting Central America project companies by sending an email to cca@cbi.eu.

Fresh Fruit and Vegetables Jordan To contact the Fresh Fruit and Vegetables Jordan project companies, send an email to agriculture@cbi.eu.

Agrofood Moldova To find out more about the Agrofood Moldova companies, visit www.moldovafruct.md/en or send an email to agriculture@cbi. eu.

Citrus

What are the expectations for this season?

Argentina’s lemon harvest has kicked off Argentina is ranked as the world’s largest lemon producer with the state of Tucumán in the north growing almost 90 percent of the country’s production. Lemon harvest started the first week of April and is expected to run until August. Favourable weather conditions throughout the growing season allowed the harvest season to start on time. “The groves show healthy trees and based on the fruit set, we are expecting a high-quality crop,” says Mariano Sangronis, Commercial Manager and Head of Citromax’s Fresh Division. “We are anxious to see the first lemons make their way through the packing house in the coming weeks.” Last year, the company produced more than 18,000 pallets of fresh lemons.

I

n an effort to continue increasing quali- Valley and Coastal Region are still going. ty standards and stay on the path of effi- “I expect their season will run until late ciency and cost savings, Citromax instal- June,” said Sangronis. “Argentinian proled new and advanced sorting technology duction complements the United States in its Tucumán packing house two years summer gap and provides consumers with ago. The optical Sunsort® lemon-grading a fresh product during California’s off-seatechnology equipment from Sunkist ana- son.” According to Ailimpo, a branch orgalyses for quality attributes like defects, nization for lemon production in Spain, colour, size, and shape. “We continue to production in the Southern European invest in technology as it is a key factor in country is down 20 to 25 percent from last offering premium product.” season. The Verna lemon is most heavily impacted by the loss in production, which OTHER GROWING REGIONS is expected to result in an earlier finish of At the moment, the northern hemisphere Spain’s season. “We are hopeful the tranis still harvesting lemons with stable sition between the northern hemisphere production volumes. In the United States, and the southern hemisphere will take districts D1 and D2 in California’s Central place in mid-May for Europe.”

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EXPORT GROWTH Citromax has been able to expand its lemon exports worldwide in recent years.

Some of the main regions of destination include North America, Europe, the Middle East, and Asia. The company’s presence in China and Southeast Asia has significantly expanded since the Chinese market opened up for lemons from Argentina in 2020. “Last year, we were one of the most important suppliers of lemons from Argentina to China,” mentioned Sangronis.

“We’ve been able to strengthen our presence in retail as well as food service in the country,” he added. In Europe, the company keeps consolidating partnerships with its customers. “We’ve been very flexible in trying to meet our customers’ needs to support the supply chain, resulting in an increase in demand from Europe.” However, this year, exports will be impacted by the current situation in Russia and the Ukraine. The United States is another significant market for lemons from Argentina. In May 2017, the country was granted access to the United States for the first time in almost two decades. “Since then, we have been able to consistently grow the retail, foodservice, and wholesale markets.” This year, Citromax hopes to further increase its exports to North America by expanding its product portfolio with organic fresh lemons. “We are the

largest organic lemon grower in the world become very expensive to truck produce 310 acres of organic blueberries only, that and feel that our experience and branding from one coast to another. “As a result, at are shipped to the United States, Europe, in the organic segment makes us a perfect the end of their domestic harvest season, and China,” shared Sangronis. Because of choice for US customers,” commented San- for quality and cost purposes, customers its geographical location, counter-seasongronis. In the Middle East, Citromax was may switch to overseas freight to the US al production allows the country to supply present for the last three editions of Dubai East Coast instead of trucking from the product at a time when northern hemiGulfood, despite the Covid challenges. West Coast to the East Coast.” sphere production is low. The country’s “The disruption of the pandemic created commercial window is generally between an opportunity for us by connecting with HEALTH BENEFITS August and October. In recent years, the potential customers in this region. We are Ever since the start of the pandemic, lem- blueberry market has experienced a boom strongly convinced that the Middle East on demand has been on a continuous in demand worldwide. Demand for blueregion offers great potential for long-term growth path. The health benefits stand berries was further strengthened during partnerships.” out and people increasingly realize what the pandemic as the fruit has become an the advantages are of drinking fresh lem- exceptionally healthy at-home snack for Despite aggressive export growth plans, onades or using lemons for other food families. there is a big cloud hanging over logistics applications. “Fresh lemons from Argenin the supply chain. “They continue to be tina not only are unique in juice content However, the boom in demand also brings a big concern for this year,” Sangronis and flavour, but also comply with high a challenge. Blueberry bushes are very said. The disrupted supply chain has been standards of food safety. As a result, we’ve adaptable and as a result, grow well in a a great challenge for the industry. Longer seen demand continue to grow from all range of production climates and regions. transit times are impacting the quality of over the world.”

“Almost every food-growing country has fruit upon arrival and ocean freight prices the capability to grow blueberries,” comhave increased progressively. “It is a major BLUEBERRIES mented Sangronis. “Although this is a concern for the industry.” Even within the Although best known for lemons, Citromax great advantage for consumers, it presUnited States, domestic transportation is also a grower and exporter of blueber- ents big challenges for growers as acreage costs are playing a significant role. It has ries under the name Berrymax. “We grow has grown exponentially in recent years.

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Blueberries went from being an exclusive, tive, reduce costs, and invest in technolexpensive fruit to a popular commodity.” ogies as well adequate infrastructure for As a result, prices have come down and shipping conditions. “Growing blueberries growers are pushed to be more competi- has become more challenging in recent tive, grow varieties that are more produc- years and the industry will need to figure

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out how to continue to continue to satisfy the consumer with that magical taste feeling in a profitable way.” msangronis@citromax.com.ar

Steve Barnard, CEO & Founder of Mission Produce, in front of the lug palletization and packing lines in North America’s most advanced avocado packing facility, located in Oxnard, Calif

The nearly 40-year evolution of Mission Produce

From the ripe revolution of avocados to expansion into mangoes Mission Produce was founded in 1983, at a time when avocado consumption rates were low. Annual U.S. consumption was fewer than two pounds per person, and little to no data existed for European consumption. Back then, there were still green skins on the market, but there was also a rising awareness of the Hass variety because of its versatile flavour profile. “In the past four decades, much has evolved in the global produce industry, in the avocado category, and in our company,” says Steve Barnard, CEO & Founder of Mission Produce.

“W

hen I think back to Mission’s early days, we could not have predicted all the regions around the world we would be in today,” he shared. Nonetheless, Mission has been international from the very beginning. In the first year, Barnard met with a large distributor in Japan and asked, “How do we get all your business?” They said, “Don’t ever let us run out. Give us a year-round supply.”

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Mission’s avocado-specific ripe rooms in the company’s state-of-the-art forward distribution center in Breda, Netherlands

EXPANSION OUTSIDE THE U.S. than two pounds per capita to over 8.5 “For this reason, we established opera- pounds in the U.S. in 2021. In addition, the tions in Mexico in 1985 to provide fruit globalization of avocado supply has grown during California’s off-season.” Soon after, in Mexico, Peru, the Dominican Republic, the company began distributing to oth- and Colombia. “Our ripe program was so er customers in Asia, Europe, and Cana- successful that we eventually opened elevda. “We have remained at the forefront of en more state-of-the-art ripening centres emerging markets ever since.” With global – one of which is strategically located in avocado demand continuing to outpace Breda, the Netherlands,” Barnard shared. global supply, Mission continues to look for sourcing opportunities to procure addi- EUROPE AS A SUBSTANTIAL MARKET tional volume for the market. “In securing Although many people associate the globsupplies, we work with a global network of al avocado boom with Mexico, South and growing partners to source from multiple Central America, and the U.S., the industry origins year-round,” Barnard commented. recognizes Europe as a substantial market This sourcing strategy has taken Mission due to its growing consumption rates and into premium growing regions around the potential to absorb increasing volumes. world including California, Mexico, Guate- In 2013, when Mission built its facility in mala, the Dominican Republic, Colombia, Breda, annual avocado consumption in Peru, Ecuador, Brazil, Chile, Israel, Kenya, Europe was under 100,000 tons. In 2020, and South Africa. Outside the U.S., Mission consumption rose to 670,000 tons, and owns farms in Peru, Colombia, and South according to preliminary figures, avoAfrica. “Vertical integration gives us cado consumption in the EU and the UK greater control over our own production increased by about 8 percent in 2021. and the ability to benefit from additional availability of fruit to help mitigate supply As the ripe revolution took off, Mission gaps and ensure reliability of supply for realized the need for more fruit during customers around the world.” the May-September window. “So, in 2012, we started developing 5,000 hectares in RIPE PROGRAM Peru to fill the need.” The growth potenEarly on in the global expansion journey, tial for avocados in Europe is fuelled by Mission saw an opportunity to address the market’s access to more fruit. “As the untapped demand for ripe avocados. “We largest global distributor of avocados, we developed avocado-specific ripening are uniquely positioned to help supply the technology and built a ripening centre in market’s increasing demand.”

Oxnard, California. We piloted the first ripe program with Ralphs Grocery in 2000 EXPANSION INTO MANGOS and saw a 300 percent increase in their “Our success in managing record volumes sales in the first year – it was game on!” of avocados led us to leverage our globThe ‘ripe revolution’ was born, launching al network, state-of-the-art infrastructhe global avocado boom. Ever since, per ture, and ripening capabilities to add an capita consumption has grown from less additional commodity to our portfolio–

mangoes,” said Barnard. One year in, the company’s mango program continues to expand. In early 2022, the U.S. presence was expanded with additional distribution in the Netherlands, Germany, France, Italy, Spain, and the UK. From 2010 to 2020, global mango production has nearly doubled, indicating a strong opportunity in the category. “We look forward to being at the forefront of the fruit’s rising popularity.”

A second European sales office was established to enhance Mission’s position in the market. “The UK location complements our existing presence in the Netherlands and is designed to support new direct retail relationships and expand our customer service capabilities. We are currently the go-to source for avocados year-round in the European market, and we aim to do the same with mangoes. By leveraging our advanced network and infrastructure, we develop custom ripening programs for retailers and provide innovative merchandising to satisfy the unique needs of consumers.”

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Dutch asparagus season off to a good start In the Netherlands, spring is synonymous with asparagus. This spring vegetable, par excellence, is becoming increasingly popular, with both green and peeled asparagus on the rise. The asparagus sector is not immune to challenges, like labour shortages and rising costs, but asparagus growers are confident about the future. There are plenty of opportunities for this seasonal vegetable.

Will Teeuwen, Teboza:

“You can make the range accessible to everyone” “The market is particularly enthusiastic, it’s still a matter of supply and demand. and the hospitality industry is partici- If there’s less supply than the demand, pating again this year,” is how Will Teeu- sales are easy. But vice versa, and it wen, managing director of Teboza - a becomes more challenging.” IncidenDutch company that supplies asparagus tally, Teboza’s asparagus plant sales in and asparagus plants worldwide - sum- Germany indicate that the area shrinkmarized the asparagus market at the end age in that country is not yet at its end. of March. “Even though asparagus are a Will attributes that to personnel costs, in luxury product, people indulge in it, even particular, which are rising even more in tougher times.” sharply in Germany than in the Netherlands.

Will is optimistic about how the season will progress. He points out that the LABOUR asparagus acreage across Europe has At Teboza, the asparagus season got shrunk considerably in recent years, so underway with greenhouse asparagus supply is not expected to exceed demand. in early January. In early March, asparThe decline in the German acreage in agus from heated beds were added, and particular - Will reckons by about 25% since mid-March, outdoor asparagus - is making itself felt on the Europe- from mini tunnels, too, have been on an market. That is also why, up to now, the market. Based on the weather foreprices have been able to compensate for cast, these were all a good week earlier, higher costs, he says. “We have no choice; but Teboza expected that. Still, the cold we have to pass on those costs.” nights in March caused a slight setback.

“There were large day/night tempera“Energy, packaging, labour, transpor- ture changes, which inhibited growth, tation; those costs are all rising - but which we’d expected to begin sooner.

Teboza sees that the consumption of green and peeled asparagus increases

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Together with customers, Teboza is looking for a broader use of asparagus

That lower production means the plots “This is something we fully support, but have less volume. But you still have to which doesn’t make things any easier.” work the length of them, which, in turn, That is why Teboza wants to scale up its increases labour costs.” organic white asparagus cultivation - currently about ten percent of its acreage Labour indeed presents a challenge in - even if that brings challenges. But this the industry, Will notes. Though the large company does not consider challenges companies still manage to arrange their a negative because problems often offer workforce, it is no longer a given that the their own solutions. “Farming is always smaller farms can hire enough staff when challenging. Things like the weather are needed most. That tight labour market factors you can’t control. Not a bad thing; is why Teboza will start testing a sec- if it were too easy, everyone would grow ond harvest robot this year. Will expects asparagus, and nobody would make any to be able to use these robots on a larger money,” explains Will. scale within five years. While he has confidence in this technology, Will does not see it totally replacing workers. “We think it will always be a combination of hands and machines because you don’t want to depend entirely on technology.” Labour costs are high, but Teboza is not using harvesting robots primarily to reduce those. “Our sums don’t necessarily show decreased cost prices,” he says.

MORE ERRATIC Labour is not the asparagus sector’s only headache. The weather, says Will, is becoming increasingly erratic and difficult to predict, complicating cultivation.

And the world has been in an unstable state in recent years due to COVID-19 and geopolitical tensions. That, too, puts demands on doing business. “Your company must be competitive enough to deal with and respond to these things.” Also, quality and certification requirements are getting higher and higher. “The EU is slowly forcing us to cultivate increasingly sustainably.”

CONFIDENT IN THE FUTURE More specifically: Will thinks these challenges offer opportunities. “You mustn’t avoid them. People will always need to eat, so opportunities are plentiful. We have great confidence in the future of asparagus. It’s a valued seasonal product and will remain so.” There is, for instance, structural growth in green and peeled asparagus consumption, and Will expects that increase to continue. He adds that producers, buyers, and consumers still view asparagus fairly traditionally, while the vegetable offers many more possibilities.

Teboza’s commitment is to make the asparagus range accessible to every consumer

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Asparagus

He and his clients - particularly those in retail and foodservice - are, thus, looking to expand the use of asparagus.

Will’s buyers are noticeably increasingly interested. “We’re sure this addition to the range is going to grow.” Although overall, asparagus acreage is shrinking, Teboza is “You can use white, green, peeled, soup, expanding, and, for Will, sustainability is stir fry, or barbecue asparagus, to make an important aspect of this. “We’ve grown the range accessible to everyone. That’s sustainably, which also ensures a sustainsomething that needs a bit more work.” able, not too big and not too small, supply Therefore, along with white asparagus, for our customers,” he concludes.

Teboza also grows green and purple varieties. The latter is a niche product in which

Royal ZON assumes that the Dutch asparagus acreage will decrease further, which offers opportunities to young growers

Rick Mengers, Royal ZON:

A long season generally bodes well “It’s going well,” is how Royal Zon’s Prod- equal last year’s exceptionally good seauct Manager Rick Mengers described the son, but, at the moment, it doesn’t look asparagus market at the end of March. bad.”

Royal Zon is a Dutch cooperative focused on (inter)national fruit and vegetable SEASONAL PRODUCT sales. Rick says the sunny days in March ZON also sees promising long-term marare making for excellent quality aspara- ket developments for these stem vegetagus. The nights, which were still quite cold, bles. “As long as it remains a nice seasonal caused a somewhat lower production, vegetable, shoppers are inclined to pay a which Rick expected. That, and the tra- little more for asparagus than for a yearditionally higher demand around Easter, round product.” That is why Rick advowill make prices climb considerably. Rick, cates keeping the asparagus season cleartoo, is optimistic about the remainder of ly defined. That seasonal market offers the season’s outlook. “We started early definite chances for this vegetable and its this year, and, generally, a long season is growers. For example, Dutch asparagus a good one. I’m not saying we’re going to growers are, on average, quite old, he says.

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So, with a lack of succession, asparagus acreage is expected to shrink soon, which offers more expansion opportunities for the younger growers. An increasing interest in asparagus characterizes the consumer market. ZON, Teboza, and the Greenery are committed to this with the Dutch Asparagus Center. “Together, we’re paving the way with asparagus; especially in some areas in the Netherlands, where people aren’t as familiar with asparagus, this vegetable is being increasingly embraced.”

ZON sees consumer interest in green asparagus increasing

GREEN ASPARAGUS GAINING sector. “The somewhat larger growers MECHANIZATION IS THE FUTURE POPULARITY generally have their contacts in the sea- Rick considers the high labour costs and Social media is another way these stem sonal workers’ home countries and can fill the difficulties sometimes encountered vegetables are being introduced to con- that demand quite well.” He does, howev- in filling positions as the driving force sumers, as is suggesting new and oth- er, see that costs are rising. “Everything’s behind mechanizing the harvesting proer uses, including creating new recipes. getting pricier.” The product manager also cess. “Mechanization will remain a focal Green asparagus is becoming more pop- notes the difficulty of passing on these point in the years ahead. There’s still ular with Dutch people. Convenience is rising costs. “You’re dealing with a supply considerable progress to be made, but also playing a bigger role again after con- and demand market, so quite a few grow- that will eventually lead to using harvestsumers had more time to peel the aspar- ers are hurting at the moment.” ing robots.” The breeding process has to agus themselves during the pandemic. evolve, too, if these robots are going to Rick says ten to 15 percent of the aspar- “It’s harder to discount these rising costs be used, Rick points out. For example, it’s agus is supplied peeled, and he expects in daily prices - which are purely a matter important to consider how the asparagus that percentage to increase further this of supply and demand - than in contracts, is removed from the soil. “There should year. When it comes to green asparagus, where these costs have been compensat- be as much space as possible between the he says the acreage in the Netherlands is ed reasonably successfully.” Rick adds stalks, so, when one asparagus is stabbed, not expanding in line with demand. That that if high, rising costs persist, acreage the next one is not damaged,” he concludes. is because, since it has far lower produc- could shrink. Those increased costs are Rick sees a new generation of asparagus tion per hectare, it is not very profitable to why growers are using as little heating varieties emerging. These focus on early cultivate green asparagus in that country. as possible. “I’m not saying growers won’t production, better quality with good head use a little extra heating soon, but they’re closure, and good volumes.

SUPPLY AND DEMAND generally using it sparingly. Where it’s not rick.mengers@royalzon.com According to Rick, current labour needed, it’s not used.” demands are being met in the asparagus

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21/04/2022 11:11

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ADVERTORIAL

The specialists of the law firm Wille Donker Advocaten know what is happening in the world of fresh produce.

In this article, they answer four legal questions on everyone’s mind in the market these days.

Can price increases be passed on to the customer?

There is no statutory basis for index-linking prices. A change to the agreement or suspending the obligation to deliver can be invoked in special circumstances only. It is therefore relevant whether the agreement contains express or tacit arrangements on price increases. The date on which the agreement is concluded is also important. A supplier who signs an agreement now must consider uncertainties in container transport and rising prices. The mere fact that price increases make it less favourable for the supplier to perform the agreement is not sufficient reason for passing on the price increases or terminating the agreement. The price arrangements might have to be adjusted only if the price increase makes it unreasonable to hold the supplier to its obligations. But that is the exception rather than the rule. It is therefore prudent to agree how to deal with price increases.

When can force majeure be invoked?

The law stipulates that force majeure exists if a party cannot fulfil an obligation because of a circumstance for which they are not to blame or for which they do not bear the risk. Specific examples of this are the blockade of the Suez Canal and the COVID-19 pandemic. Because of these exceptional circumstances, a party can no longer honour their agreements but can do nothing about it. In these special situations, the commitments that have been made are cancelled. Foreseeable hindrances such as strikes and financial difficulties seldom justify invoking force majeure.

If the Vienna Sales Convention applies (which is often the case if not explicitly excluded and the supplier or importer is based abroad), invoking force majeure is subject to a different criterion, namely whether the circumstance is beyond a party’s control. The parties may make further arrangements in the contract about which situations are considered force majeure. And the consequences of force majeure can be

agreed contractually. For example, it can be agreed that price increases exceeding a certain percentage constitute a force majeure situation. It is thus advisable to make these arrangements.

Does a minimum guaranteed price (MGP) also apply if the quality is inadequate?

If it is established that the quality is inadequate, the importer can generally argue that the MGP no longer applies. This relates to the conditional nature of the MGP. The importer can also fully or partially terminate the agreement in such a case. But which price then applies is not as simple to answer. It is always advisable to explicitly arrange for such a situation. Not only to prevent any debate, but also to determine the payment that the supplier is entitled to receive.

What factors need to be considered when the other party you are dealing with is foreign?

It is prudent to check whether the other party can fulfil its obligations. The risk of non-performance can be limited by agreeing that the other party must first perform before you make payment or provide security (e.g. a bank guarantee). It is also prudent to agree which law will apply to the agreement and which court has jurisdiction to deal with a dispute.

If no arrangements are made, the law of the country where the supplier has its registered office will generally apply. This gives rise to many complications, which can be avoided by agreeing that only Dutch courts have jurisdiction to rule on disputes.

Questions? We’re happy to assist you further These answers are general and based on Dutch law. The specialists of the law firm Wille Donker Advocaten will gladly give advice tailored to your situation. For this purpose, please contact Henk-Jan Ligtenberg on +31 (0) 172 44 24 17 or at ligtenberg@willedonker.nl.

Leidse Schouw 2 | Alphen aan den Rijn | info@willedonker.nl | www.willedonker.nl

Despite growth in 2021, China’s fruit imports face growing uncertainties under COVID Despite headwinds facing international fruit trade, China’s fresh fruit import market remains strong. A recently released annual report by China’s Chamber of Commerce for Import and Export of Foodstuffs, Native Produce and Animal By-Products shows that in 2021 China’s fresh fruit imports have increased by 12% in volume and over 30% in value.

T

op performing categories include fresh durian, cherries, banana, mangosteen, longan, kiwifruit, table grapes and dragon fruit. Top export countries include Thailand, Chile, Vietnam, the Philippines, New Zealand, Peru, Australia and South Africa.

However, market disruptions continue to exist due to local and regional flare ups of COVID-19, China’s adherence to its ‘Zero Covid policy’ and delays and high prices for international freight. Recently, major wholesale markets closed under outbreaks of the virus in Shenzhen, Guangzhou and Shanghai.

SOUTHEAST ASIA Southeast Asian countries see potential in China’s tropical fruit market, and production and exports to China have grown steadily in the last few years. Some of China’s largest fruit imports in terms of volume and value come from neighbouring countries in Southeast Asia, including

tion, frustrated traders and wasted produce on its long land borders with Laos, Vietnam and Myanmar. There have been on and off border closings with Vietnam and Myanmar, causing trucks to become stranded and fresh freight go to waste.

Myanmar transportation companies have witnessed rotten fruit at roadsides, with border clearances decreased from 500 Thailand, Philippines, Myanmar and Viet- trucks a day to 10 trucks a day. A fruit nam. trader commented: “China is becoming more and more strict in quality control, Recent investments under China’s Belt traceability, packaging. Their ‘Zero COVID’ and Road system in infrastructure proj- policy makes it difficult for many fruit and ects across Southeast Asia are provid- vegetable exporters.” ing new transportation routes from the region into China. The China-Laos railway Thai officials recently proposed their Chiwas employed earlier this year to trans- nese counterparts to hold a joint meeting port fresh fruit from Thailand directly with Thailand, China, Laos, and Vietnam into China by rail. Thailand is expected to to reach an agreement on a common proexport 2.2 million tons of fresh produce to tocol to speed up the import and export China in 2022. Thai durian production is of fruits, with direct exports from COVIDexpected to reach 740,000 tons this year, free certified exporters, but with little to an increase of 240,000 tons. China’s is no success so far. also Vietnam’s largest fruit and vegetable export market, accounting for 65-80% of As a result, as fruit and vegetable exports the total turnover of the industry. to China from the region face difficulties.

Vietnamese enterprises started to invest Yet recent, and persistent, COVID devel- heavily in systems and processing plants opments have hampered trade between to sell their products in Europe and the US. the region and China. China’s strict border controls under its controversial “zero- SOUTHERN HEMISPHERE TRADE COVID” policy have brought mass conges- Import from Southern Hemisphere mar-

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As topseal packaging extends the product’s shelf life, it increases sales and prevents waste. Research shows that some 30 percent of all food produced is not consumed, getting lost somewhere between farmer and consumer. The right choice of packaging can help to reduce some of this food waste.

Proseal Traysealers The Proseal tray sealers offer the solution to professionally topseal packages and are able to 30 to 240 (semi-automatic vs fully automatic) packs per minute seal.

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The integrated “eSEAL system” is environmentally friendly, uses little air and is cost effective. ‘Hotrod”, the efficient heating system in the molds, ensures a higher output through reduced sealing time. The increasingly stringent environmental requirements are forcing us to also look at alternatives to plastic and as a result, we are now also able to produce packaging made from alternative materials.

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Satisfied customers In the course of an ever greater demand for topseal packaging, we have already supplied machinery to the following customers, to their full satisfaction: Fruitmasters, ASF Holland, Beekers Berries, RedStar, ABB Trading and the Greenery are some examples of satisfied customers who now own several modern tray sealers from Proseal. We intend to maintain and further develop our relationships with all of our customers. This compels us to be flexible and innovative and, when necessary, to collaborate intensively with our customers in trying to optimize their processes.

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kets also continued to grow in recent fruit brands, some Chinese fruit business- Peru is increasing its windows of supply years. The years before the onset of es are entering the same premium pro- for different products, including blueberCOVID-19 were some of the best export duce space. ries. Having planted new blueberry variyears for producing countries such as eties in different regions in the country, Chile and Peru. Yet, uncertainties creat- Different supply markets have been Peru is making progress in early season ed by the pandemic, cost hikes and sup- affected by a different set of issues. Aus- supply, entering the market as early as ply chain disruptions have also affected tralian exports to China have been ham- August and September with some of it this import market, according to a recent pered by geo-political issues between the shipments. Recently, the South African report by the Southern Hemisphere Asso- two countries, leading to an estimated Table Grape Industry (SATI) body said ciation of Fresh Fruit Exporters.

20% decrease in grape exports. Exports that this year may be the industry’s largfrom Chile remained strong in the last est export season to date. Planned proRecent COVID outbreaks and accompany- two years. However, due to heavy delays motional activities have been postponed ing lockdowns in different places includ- at ports in Hong Kong, Guangzhou and by COVID-19 and it remains to be seen if ing Shenzhen and Shanghai have led to Shanghai, some cherry shipments missed the Chinese market can absorb more of its market closures and severe congestions at the profitable window before and during crop. In short, market demand continues Shanghai’s international port.

Chinese New Year. Work has been done in to grow year on year, but market condiChile to improve selection and packaging tions remain challenging.

Demand for premium fruits remains processes to meet specific demands from strong in China. Imported products are the Chinese consumers, who look for high considered premium and sought after by quality goods. The industry is also investdomestic consumers. With the develop- ing in the marketing of late variety cherment of Chinese domestic fruit production ries tailored for sales in the weeks and and the emergence of Chinese domestic months after Chinese Spring Festival.

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Thijs and Lennart van den Heuvel

Thijs van den Heuvel hands over companies to son, Lennart:

„You used to have to gain a position in trade; now it‘s all about transparent chains“ At the beginning of this new year - a double-interview with the old and new owners of the Olympic Food Group. This Dutch group includes Olympic Fruit and Fresh Pack Logistics. On January 1st, 2022, Thijs van den Heuvel passed the torch to his son Lennart. Lennart has been director/owner of Hoofdman-Roodzant and FreshPride for the last three years. We discussed changing trade flows, the Russian market, and life after a career in the fruit and vegetable sector with them.

Thijs, could you walk us through Beije, and me. The business grew pretty Olympic Fruit’s start? quickly. I had made some good deals with In 2000, after 27 years, I left Hagé [an The Greenery. I could trade anywhere outimport/export company]. I was the com- side the Benelux. Sander van der Laan was mercial director. Olympic Fruit was Unit Manager at [the Dutch supermarket founded on January 1, 2001. We had a chain] Albert Heijn (AH) at that time. He roughly 80m2 second-floor office at one said he wanted to keep working with me. of Hagé’s sites. We started with four peo- So, I made a new deal with The Greenery. ple: Andries Verloop, Eddy Kreukniet, Lex

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I was to be allowed to supply AH in the Benelux as well. I’d signed a three-year contract with The Greenery, but I bought out of it after just 18 months. I was a free man then, and business went smoothly. I had a retail network in the Netherlands and abroad. I introduced 500g seedless grapes to many Dutch and other European retailers. After buying out the non-compete clause, the C1000 [then a supermarket chain in the Netherlands] contract boosted the company considerably. Within two years, we’d relocated, and stayed at that site until 2005. We grew from 80m2 to over 10,000m2 within five years. On December 12, 2005, we moved into the new Olympic Fruit premises.

And so, in time, the Olympic Food Group was born…

The Innofruit farm in South Africa, called Cederberg Farming

Things really took off then. At one point, the group included as many as 12 companies, from Chile to the Czech Republic.

Hoofdman-Roodzant was the first company I bought in 2008. My most significant participation was in Terra Natura International (TNI). I held a 50% stake there from 2009 to 2014. At that time, the group included a fruit processing company, a bakery, and a software company. In 2013, we decided to sell some of those businesses. That was for strategic reasons. We opted for backward chain integration by investing in our own production. Then we founded Innofruit, of which I’m still director/shareholder. I’m not a grower and am well aware of the perils of own cultivation.

But with skilled people managing your cultivation locations, growing your own produce is a unique selling point.

Innofruit has growing locations in South Africa and North Macedonia. In South Africa, we manage over 100 hectares. There, we’re currently growing around 50 hectares of table grapes. Thirty hectares more still has to be planted. In North Macedonia, we have 260 hectares, on which we now grow 25 hectares each of apples and apricots. We also have 18 hectares of cherries and four of plums. That still leaves about

200 hectares. We have a Dutch manager there, with local managers in South Africa.

We’re very happy with both. The strategic and financial management is done from the Netherlands, where Innofruit has a very experienced team.

the language and enjoyed life. Then I was at Frutania in Germany for almost two years. It’s a global business now, but back then, I was Markus Schneider’s second employee.

We worked out of an attic. I learned a You used to be known as the top Greek lot there, too. I was planning on going to specialist. Is Greek fruit still important Southern Europe. But then Olympic Fruit’s for your company? Does the market still Eddy Kreukniet returned to Jaguar. He did even have room for non-specialists? the purchasing from Greece and sales to We were, indeed, Greek specialists right Germany. That fitted in perfectly with the from the start. However, that share has experience I’d gained. I started at Olympic decreased significantly over the years. Fruit in October 2003. I began buying from That volume is now, at most, ten percent of Egypt, Turkey, and Greece and picked up a our total. We’ve always believed in prod- few sales. I did that until I transferred to uct specialization. We’ve always focused Hoofdman-Roodzant in 2008. on citrus, grapes, and stone fruit. In recent years, we’ve added soft fruit, a fast-grow- Where does the Russian adventure fit ing category within our company. into the picture?

We bought Hoofdman-Roodzant in 2008.

Lennart, was your joining the company Huub Hoofdman was 58 and had no suca given? cessor. It was a great opportunity for us.

When my father began the business in Hoofdman was one of the larger exporters 2001, I’d just finished school. I was inter- to Russia. I felt right at home. Huub retired ested in going into trading, but the com- in 2010, and I became managing director. pany was still tiny at that time. Besides, It wasn’t the easiest of starts. Two of the we weren’t allowed to trade at all in the company’s most experienced buyers left Benelux. I was bored to death. So, I went to shortly after that. I was only 29, so it was Greece. There I spent four months with our a major blow. But in retrospect, I think it shipping company, Balakanakis. I learned was a good thing.

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Dojrana Fresh Produce, the farm in North Macedonia

It allowed me to form a young team. In Rus- greenhouse vegetables was over. Still, we sia, supermarkets were springing up all send about a thousand containers of goods over, and we jumped on that train. In 2008, from all over the world directly to Russia. after the acquisition, Hoofdman-Roodzant Those range from top fruit, citrus, and had a turnover of EUR70 million. By 2013, grapes, to mangoes and avocados. We are we’d built that up to EUR120 million. Putin market specialists, so we can play a role closed the [trading] borders on August 8, in a complex, risky market that producers 2014. That, naturally, hit us hard. We, nev- often avoid. With our help, they can enter ertheless, did not make a loss. that market successfully.

How did you pick up the Russian thread again?

We were an all-round exporter. But Dutch greenhouse vegetable exports to supermarkets had become a spearhead in the years preceding the boycott. We worked closely with various grower associations in the Netherlands. We acted as their Russia export partner. Those volumes were cut right back. However, we also saw opportunities to sell overseas fruit to the Russian market. We decided to use all our market know-how to help those who still wanted to export to Russia. But we found it a difficult market.

We’ve successfully fulfilled this role for several producers from South America, South Africa, India, Egypt, and Peru. The time of the mixed truckloads of Dutch

treat you like a local. That didn’t appeal to me. Besides, I’m not a grower, and all the political red tape is off-putting. I’d rather supplement Russian supermarket programs with goods from all over the world.

But from here. Growers everywhere prefer doing business with a well-paying Dutchman. And I think I’m allowed to say that because I’m married to a Russian.

That’s how we’ve transformed Hoofdman, Thijs, when did you start thinking about and we still see plenty of prospects. We handing over the company? achieved sales of EUR35 million in 2020. For me, 2014 was literally a disaster.

Last year should be similar, and this year, Lennart has mentioned the Russian ban. we’re aiming for further growth. We have However, a few weeks before that, our further diversified our sales markets too. son Walter passed away. That, naturally, And have increased trade with the Far affected us greatly. And, later in the year, East, Middle East, and Asia. Initially, we our house was burglarized. I wasn’t very did this from Hoofdman-Roodzant. But, in happy at the time. I wouldn’t call it a black 2016, we established FreshPride. We real- hole of despair, but life had certainly lost ized a EUR20 million turnover in 2021, so some of its luster. That’s when you start to it’s starting to take off nicely. put your work’s value into perspective. In 2015, I decided to take a step back in JanDid you ever consider setting up uary 2016. Initially, I transferred the daily cultivation in Russia? management to an external management Of course, that did cross our minds. A cou- team. But that didn’t turn out to be what ple of people from Harvest House and I we’d thought. Lennart finally raised his went to Russia to orient ourselves on Rus- hand in 2020. sian cultivation. In the end, we decided against it. When you’re in Russia, people

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ROTTERDAMSE HAVEN

ROTTERDAM

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3

1

4 NS STATION BARENDRECHT

branches of Fresh Pack Logistics

We used to be a true brand company, which was our strength back then. You sold Italian grapes and cauliflower under those top names. Nowadays, retailers prefer everything under private label. Though, there does seem to be more room for distinctive brands now than ten years ago.

For example, we carry the Bloom brand.

This is for our Innofruit’s highest quality products. We also supply our Fruit&joy label to retailers.

Fruit and vegetable salespeople often go elsewhere to work for good shippers.

How do you deal with that? Is it healthy competition?

That is, of course, never ideal. Though, I’ll never hinder someone who’s upfront about wanting to start a business. Buyers used to represent significant value. But, nowadays, the person who maintains contact with retailers increasingly represents an important position in the market. Above all, you have to ensure that people want to work for you.

Our sector’s problem is that, over the years, people have been getting royal salaries. Even those who weren’t highly educated, left school at 15, were mouthy but had a bit of business sense. I say that with all due respect because I was trading from a young age. Those salaries were all good and well, as long as things were going well.

But once there’s increasing pressure on earnings models, and client partnerships change, things begin to unravel.

Why then, Lennart?

How has the job of a fruit importer By 2018, I’d already taken over the Fresh- changed?

Lennart: That’s why, in recent years, we’ve Pride and Hoofdman-Roodzant shares. In In the past, traders were far more focused been hiring many younger people, whom those years, I didn’t have much to do with on positioning themselves. Nowadays, we train ourselves. That costs money. But Olympic Fruit. There was an independent we’re increasingly moving toward a trans- if you give these people the opportunity, management team, and I visited once a parent chain. You have open partnerships it’s wonderful to see how they flourish. month to discuss figures. Then Dennis and give your clients and suppliers insight In the past, it sometimes seemed like a de Wit announced his departure at the into your costs. That immediately makes competition to see who could stay at the beginning of 2020. And that got me think- the cooperation a lot more intimate. None- office the longest. That’s changing. With ing. Olympic Fruit is a fantastic company. theless, I’m convinced there will always smartphones, you don’t always have to But the retail world changes at break-neck be importers. Supermarkets can direct- be physically present to maintain contact speed. So, a few things had to happen to ly import many things. But they’ll never with customers and suppliers. As long as get back on track. I didn’t want the other be able to match imports and required people meet their targets, I don’t have to companies to have to foot the bill either. demand seamlessly. decide how many hours they need to be at the office. However, I did like that everyBut I have a stable management team. Pat- That’s where we come in. That’s also why I one was keen to come back to work once rick Slobbe and Christiaan Schouten are at want a significant portion of the company the mandatory working-at-home COVID Hoofdman and Dick Donker and Ilze Brand to be involved in trading. Supermarkets measure was lifted. at FreshPride. They look after the day-to- provide a stable base. Our close relationday operations. That’s why I told Dad I ship with stores like Aldi and Superunie Lennart, where do you differ from your was ready. Last year, we were hit by a fire. have made that abundantly clear in recent father?

However, that means all the companies years. Yet only supplying retail isn’t good My father comes from a different time, now have their offices at the same site. either. Trading with wholesalers and where you managed everything yourself.

That gives the entire group renewed impe- re-exporters ensures a good mix.

I noticed this, for example, when Russian tus. We’re financially healthy and grew buyers would file yet another claim. My more than 20% last year. The group is well Thijs, Hagé used to have top brands like father didn’t always understand why. I energized and is, for instance, sharing a lot Enzafruit, Cape, Outspan, Zespri, and knew I wasn’t going to get through to him of suppliers and market information.

Carmel. Do these still have a place in the by arguing. You just have to keep at it, and market? sometimes that means taking two steps

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forward and one step back. I think I give colleagues more responsibility too. I do not have to be a carbon-copy of my father, as much as I respect him. The Van den Heuvel surname is sometimes loaded for some people, but that doesn’t bother me at all. I simply want to do things in a way that will benefit the company most.

And then you gained a logistics company too…

My Dad said, “If you want Olympic Fruit, you have to take Fresh Pack Logistics too.”

So, FLP was added to my plate. Fresh Pack Logistics specializes in fruit and vegetable refrigeration, storage and handling, cross-docking, small pack, and transport.

It has four DCs and more than 30,000 m2 of storage capacity. In 2021, we recruited a new, experienced logistics management team to run FPL. They must expand its activities. I’m happy with where we are.

nately, adjacent to each other in a single row. Once we’re in a single building, we’ll be able to set things up much more efficiently.

erties, so I still have plenty to keep me busy. A new district called Stationstuinen is being developed in Barendrecht, [the Netherlands]. There will be space for 3,500 houses. My son-in-law, Lodewijk And Thijs, are you happy you could hand van Meeuwen, is Emborion’s director, and over your company in this manner? responsible for that development. Those Absolutely. I’m proud that the business has plans are currently in the final phase. The stayed in the family. And that I was able old trading centre will gain a suburb, most to transfer this vegetable trading compa- of it on our land. ny to Lennart. Lennart can also do it his way; I’ll certainly not interfere. I’ve been But, I will be making more time for relaximporting grapes and citrus for years; I ation. After the terrible year we had in no longer need to know how much a box of 2014, my wife and I had to really reevalgrapes costs. I’d like to advise all fruit and uate our lives. We started cycling, and vegetable growers to start thinking about I’ve climbed Mont Ventoux [in France] their business succession in good time. twice now. We also regularly babysit our grandchildren, which gives us a lot of joy.

I’m proud of all my children. They’re The oldest is 11, and our 14th grandchild all doing their own thing. My daughter is on the way. After 48 years in business, Dineke is involved in a [local] placemaking it’s time for a new phase. I’m a blessed project and “Verse Grond” (Fresh Ground). man. I can say the same as I did when the My son Thijs is a true entrepreneur and Olympic Fruit building officially opened in owns Bergwerff BMW. He’s found his pas- 2006: Soli Deo Gloria. sion in selling cars. And our youngest son www.olympicfoodgroup.com David works for LogisticDocuments.com, an innovative start-up.

The Dutch Fresh Port is a strategic location, and we don’t want to move. With pioneers like Van Gelder and Bakker Barendrecht, Nieuw-Reijerwaard is being developed at lightning speed. And we, too, have reserved a well-accessed, high-vis- What now? Time to pursue your ibility 4.8-hectare spot on that new site. hobbies?

The current four FPL premises are, fortu- I still own Innofruit and Emborion Prop-

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Esra Soyleyen, Aksun

“Turkey is back in the fresh produce game and stronger than ever” Turkish produce has come a long way and is ever expanding in the German market. Speaking with Esra Soyleyen, managing partner at Aksun, she states that there were issues with quality in the past, but the Turkish produce and the method of cultivation has significantly improved. To ensure Aksun keeps growing, the company has made some investments in their machinery.

GETTING TURKISH PRODUCE BACK IN sure. This is more then 70 per cent of our GOOD GRACES WITHIN THE GERMAN total export volume, but there are some MARKET other products that are growing signifiTurkish products had a bad reputation with cantly. These products are pomegranates, German retailers for a while, because of black figs, and kiwis.” the pesticide issues many years ago. After that period, most of the Turkish products INVESTMENTS TO IMPROVE QUALITY were distributed on the wholesale market. EVEN FURTHER “As Aksun, we’d like to change the impres- Aksun has been growing in a steady pace sion that exists, as a lot of action has been for years, and Soyleyen says that as of taken on the Turkish side and Turkey has five years ago, they are one of the largbecome one of the strongest fruit and veg- est pomegranate exporters: “We export etable suppliers in the world, with full over 7,000 tons of pomegranates, includtraceability and food safety conditions. To ing conventional and industrial lines. We “We’ve also just finished the new pomesum up; Germany is one of the biggest tar- bought our first machine three years ago granate cold room; 14 cold rooms with a get markets for Aksun and we would like and are now ordering the second auto- capacity of 4,800 tons of storage. To add to expand our volumes in the region.” mated pomegranate line, with an optic to our investments, we’re close to making scanner, and are nearly finished setting it a deal for a new apple and kiwi packing “Our offering to the German market up. So, we are planning to start the 2023 line as well. And for the near future we’ve includes citrus (lemon, grapefruit, orange, pomegranate season by adding this new already started to work on a new product and mandarin), pomegranates, kiwi, packing line for poms into our packhouse. and new citrus packing lines that work watermelon, figs, sugar apricot, sultana Hopefully this will also help us to expand autonomously, because labour and havgrapes, cherry, quinces, and some vegeta- our volume as well as improve the quali- ing a single standard on quality will be bles depending on shortage. For instance, ty, because this new line will have a more the key in the coming years. On the oththis season there was a tomato shortage in modern scanner system to catch possible er hand, our Research and Development Europe. Our strongest product is citrus for internal issues like Alternaria.”

Department is continuously doing trials

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to increase the shelf life of our products.

We believe that increasing the shelf life of the goods will have a significant impact on food waste and through this, protection of environment.”

years ago, but many things have changed been a long time since we met with our since then, and Turkey is back in the game partners. So during Fruit Logistica, before and stronger than ever. Turkey has taken we got to business, we enjoyed a lovely the lessons onboard and is now offering coffee with them. A big hug makes a big better quality and all in accordance with difference after this many years without European norms. Over time, our quality seeing each other. It was nearly the end of STEADILY GROWING IN THE GERMAN level increased with experience. We are our citrus season, so for us it was a good MARKET able to offer specific packaging types. time to discuss the past citrus season and Although Aksun already has a solid pres- Especially after COVID-19, we can offer make plans for the upcoming stone fruits ence in the German market, Soyleyen feels smaller packages, which we call take and and exotic fruits for 2022.” there’s always room to grow. In fact, the go, to prevent touching the produce as company expects no less than 2 to 3 per much as possible. Since our main custom- “Post-COVID, eating habits have changed cent of annual growth: “Germany is the ers are retailers, we are always trying to and people tend to eat healthier. Consumbiggest importer among European coun- answer our customers’ specific demands. ers are more likely to increase their contries. Even if there is a certain potential The usage of plastic is getting lower and sumption of fruit and vegetable if they of export, we expect a 2-3 per cent growth lower as a trend, but this isn’t unique to perceive that it is convenient and easily in the German market each year. Turkey just Germany but also with many other accessible in supermarkets and convehas a rich soil and has an ability to grow retailers in Europe. So we are trying to use nience stores. Some organizations as most of the fruits and vegetables. Our duty less punnets and enforce the change from well as supermarkets provide knowledge is to understand customers demand and plastics to paper liners.” and information to increase awareness search for new products as well as the latof healthy diets. They are running camest improvements to share with our pro- LIFE AFTER COVID paigns for children to change their eating ducers and inform our customers about Now that the effects of the pandemic are habits from a young age. As Aksun, we the latest expectations of our experienced becoming less prominent, the life of vis- always support those activities and try producers.” iting trade shows will finally get back to to be a part of them as much as possible,” normal. Soyleyen is very pleased they’ll Soyleyen concludes.

“Now is the right time to explain to the be able to meet their clients: “Ever since esra.soyleyen@aksun.com.tr largest retailer chains in Germany that COVID-19 hit the world, we’ve not been some mistakes happened maybe 10 to 15 able to attend trade exhibitions. It has

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Advertorial

The Limelon has become an indispensable part of our product range!

Three seasons after the launch of the Limelon, the product still has not reached its full potential. The demand for the unique specialty melon continues to grow.

The Limelon, a unique melon with a surprisingly fresh bite Let us introduce you the Limelon. The Limelon can not be compared with any other melon on the current market. The melon can best be described as sweet and juicy with a fresh bite. This fresh bite can be compared with the taste of lime, hence the name Limelon. Besides that, the Limelon has a Brix of 13-14 with a long shelflife of more than 3 weeks, which makes it a valuable addition to the melon market. The unique flavour experience makes it a special and surprising product for consumers. ‘’When people try the Limelon for the first time they are always very surprised by the unique combination of sweet and sour in a melon,’’ According to Geerten van Luttikhuizen, account manager of the Limelon at HillFresh International.

season, we have managed to guarantee our quality well.

Because the consumer can only be convinced with consistent quality to purchase the Limelon. Every day we strive with our partners to do it just that little bit better than yesterday in order to provide our customers with the best quality products.

Cultivation and availability ‘’The biggest challenges for the Limelon at the moment are in the area of availability and cultivation.

We want to deliver our customers the best quality year-round and that is why our goal is to cultivate the Limelon year-round on multiple continents. Last year, HillFresh was involved in trials in Morocco, Brazil, Honduras, and Costa Rica.’’ ‘’We are constantly working to improve the chain of the Limelon. We have experienced that every county and continent presents different challenges for the cultivation of the Limelon. Therefore it is important to innovate constantly and not to stand still in the process,’’ says Geerten.

With years of experience in delivering quality melons, HillFresh works together with its best cultivation partners. This is to ensure that the volumes of the Limelon are of excellent quality. ‘’For the cultivation of a new melon, you need partners who have a love for the trade. The development of a good product with a consistent quality goes further than planting a seed. This requires passionate cultivation partners who keep a close eye on the growing process,’’ says Geerten.

Quality is the key to success “It is beautiful to see that all the time invested in the Limelon is starting to pay off. For the third consecutive

Start of Spanish melon season ‘’The Spanish melon season is just around the corner and so far it looks like we are going to have a great summer with the Limelon,’’ says Geerten van Luttikhuizen. ‘’The majority of the volumes will go to our regular Limelon customers. For those interested in possible Limelon samples feel free to contact us through the contact information below or by scanning the QR code on the back of the magazine.’’

More information Geerten van Luttikhuizen HillFresh International B.V. Tel: +31(0)180-898060 geerten@hillfresh.eu www.hillfresh.eu

weiche Früchte

Austria overtakes Germany as top destination in strawberry exports from Italy Italian strawberry exports have begun to rise again during the 2021 sales season after a more restrained 2020. Nevertheless, they have not yet returned to the average levels of the last five years.

Compared to the quantities shipped during the previous campaign, the increase is 10%, with around 11,800 tons shipped. The increase in value was greater, with around 40 million euros, up 31 percentage points compared to the previous year, thanks to an average price that reached 3.41 €/kg, the highest in the last five years and 19% higher than the 2020 quotation.

D

uring the last 5 years, an average of about 88% of exports have been destined for the countries of the European Union (27). In the last campaign, exports grew by 10% compared to 2020, at just over 10,000 tons. Austria outperformed Italy’s historic main commercial outlet, Germany, ranking first; the Austrian market absorbed about 4,000 tons, accounting for 34% of the total (+53% on the previous year).

The entries of foreign strawberries in our country during the last campaign amounted to more than 38,000 tons, 25% more than the entries in 2020. With more than 92 million euros, the value increased by 37 percentage points compared to the previous year, with an average price of 2.40 €/ kg, which is 10% higher than last year’s price and the highest in the recent past.

Almost all imported strawberries come from EU27 countries. In 2021, about

This was followed by exports to Germany with almost 3,600 tons, representing a drop of five percentage points compared to the previous year and accounting for 30% of the total. Exports to Slovenia followed closely behind, with a clear increase over the recent past, reaching 8% of the total. There was also a marked increase in exports to Luxembourg, which went from 3% to 5% of total Italian exports. Croatia and Lithuania made up 3% of the total.

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which is stable compared to 2021, while the north of Italy covers 24% of the total and the total areas are up by 9% compared to last year.

Basilicata and Campania remain the main production areas, and together they contribute to 50% of the Italian production.

In Basilicata, the estimated increase is 30 hectares, which means that the production area in the region will reach about 1,030 hectares; in Campania, estimates seem to show a +2%, equivalent to about 20 hectares more than last season, thereby exceeding 1,000 hectares.

37,800 tons arrived, representing 98% of the total, a +24% increase compared to 2020. Spain traditionally holds the record with about 73% of the total during the last campaign, up by 13% compared to the previous year with more than 28,000 tons. Spain is followed by Germany and France at 8% of the total, up by 51 percentage points compared to last season, with almost 3,300 tons and up by 47% compared to last year, with 2,900 tons.

Imports from the Netherlands and Belgium were far behind at 2% and 1% of the total, showing an increase over the previous season.

The revenues from non-EU European countries (28) accounted for 2% of the total in 2021, an increase of 56% compared to the previous year; the product originated mainly from Albania. The number of entries from African countries, including only Egypt, is still small but growing.

Another slight increase is expected in Sicily (+2% compared to 2021), while in Calabria a decrease of seven percentage points has been recorded. In addition to the increase registered in southern areas in recent years, this year the main strawberry-growing regions in the north will also see a rise. In the northern region the previous season and accounting for of Veneto, after several years of down12% of the total. Italy ranked fourth with turn, strawberry cultivation areas have 10% of the total exported by Spain, while increased by 19%, while in Emilia-Romagthe Netherlands ranked second with 5% of na the estimated difference is +11% comthe total. pared to the previous season, but even in this case the increase comes after a fairThe other country competing with Italy, ly long period of progressive decrease but with similar export volumes, is Ger- in plantings. Among the other regions, a many. German shipments in 2021 were steady +3% was recorded in Piedmont and down 24% compared to those in 2020, fol- an overall +1% in Trentino-Alto Adige. lowing a downward trend that had already been underway for a few years; the vol- The 2022 commercial campaign has now umes exported during the last campaign, started, with production volumes from with only 7,000 tons, represent the lowest the southern Italian regions (Basilicaquantity in the last five years. Austria is ta and Campania) competing for market the main destination market, with 54% of share with Spanish production. Currently, the total during the last campaign, down harvests in Spain have reached 22% of the by two percentage points compared to the total, with a slight slowdown during the previous campaign. last few weeks due to a drop in temperature.

Exports to the Czech Republic accounted for 11% of the total, with shipments The period during planting and soil prepadown eleven percentage points com- ration was marked by high temperatures pared to last season. Exports to Denmark and a lack of rainfall and, until mid-Decemand France accounted for 8% of the total, ber, there was no heavy rain in the prowith volumes to Denmark increasing over duction area. Temperatures were always time, while shipments to France dropped pleasant, and it was not until the first two considerably in 2021. Shipments to the weeks of the new year that they dropped, Netherlands accounted for 6% of the total, accompanied by a few light frosts, but showing a marked increase after a more without damaging the crops. In the provrestrained 2020. Exports to Italy account- ince of Huelva, Spain’s largest production ed for 3% of the total, together with area, investments remained more or less exports to Poland. constant compared to the previous year.

Spain has always been Italy’s main competitor, both in terms of volumes produced and propensity to export. In 2021, Spanish exports closed with a volume of over 300,000 tons, up 9% on the volumes sent the previous year. 36% of shipments went to the German market, with over 100,000 tons, representing an increase of ten percentage points compared to the previous season, which further confirms the current trend.

At an Italian scale, the areas allocated to the cultivation of strawberry in dedicatExports to France accounted for 15% of ed cultivation are up by four percentage the total, with volumes up compared to points compared to last year with about 2020 (+18%) reaching almost 48,000 tons. 4,100 hectares, according to the analysis Almost 40,000 tons were shipped to the conducted by CSO Italy. In 2022, areas in United Kingdom, representing a decrease the south of Italy represent about 64% of three percentage points compared to of the national strawberry cultivation,

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In the Metaponto area, the first part of autumn was marked by temperatures above seasonal averages and only later, at the beginning of December, temperatures dropped. Compared to last season, the quantities for bare root strawberries of the early variety were lower due to the reduced presence of light and low tem-

peratures. The period from Christmas total in this production area. land, Germany, and Austria. to the beginning of January saw a warm upturn in temperatures accompanied by “The Italian strawberry is gaining a foot- In the last 10 years, Germany has grown sunshine and good weather, which bene- hold in northern European markets. In in terms of areas devoted to strawberries, fited the crop by improving the quality of recent years, the Italian strawberry cul- to the extent that it is the leading Europethe fruit. tivation has made progress both in terms an producer in terms of cultivated areas. of varietal research and cultivation tech- German strawberry production starts in A colder season at the end of January with niques, but also because the production May in greenhouses, and then in June the no significant frosts, and the prevalence has increased,” said Pietro Paolo Ciardi- strawberries are harvested in the fields. of clear or slightly cloudy skies allowed ello, director of the Cooperativa Sole di In Germany there is an important contemperature levels high enough to meet Parete, in the province of Caserta. sumption of strawberries and Italy covers crop requirements and not halt the ripenthe production gaps, supplying the Gering process, leading to an earlier harvest “Today Italy has a wide range of varieties, man markets until the end of April,” said for the bare root varieties and higher pro- with excellent production in terms of qual- Ciardiello. duction than in the same period last year. ity and quantity. This puts us in a strateSo far, harvests have reached 25% of the gic position compared to other European “The consumption of strawberries both total, while those in fruit set are of good countries, giving us a greater possibility in Italy and abroad has increased on the quality. to reach northern European markets and whole, also because this reference repallowing us to meet consumers’ demands. resents a strategic product for both generIn the Agro Aversano production area, in The Italian strawberry has a good chance al markets and supermarket chains, since Campania, the first four months (Octo- of entering the markets of Northern it is the first product of the season heraldber-January) of the strawberry pro- Europe also because there is a good pro- ing spring. It has to be said that customduction cycle were marked by a cloudy pensity on the part of foreign consumers ers are becoming increasingly demandweather pattern, with consequent rainfall to eat Italian food. The only limiting fac- ing in terms of the goodness, healthiness, and a minimum temperature above the tor is the lack of manpower. If there were and ethicality of the product. However, historical average; for these reasons, the more manpower, the production of Italian to obtain high-quality, you have to bear plants received lower light in November strawberries could increase. additional costs. We should also not forget and December resulting in a slowdown in that human capital is fundamental, and production. In January and February, the Coop Sole is a company specialized in for this reference, there is a need for qualplants regained stability and are now well the production of strawberries and small ified manpower. Looking to the future, we developed with a fair number of fruits and fruits. Its main market is Italy, but 30% have to combine environmental, economic, flowers. As of today (beginning of March of its products are exported to northern and social sustainability in order to make 2022), the harvest has reached 8% of the European markets, in particular Switzer- strawberries an increasingly interesting

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product.

Strawberry farming is also advancing in terms of research and genetic improvement. We talked about this with Carmela Suriano, managing director EMEA of Nova Siri Genetics.

The strawberry sector, together with the berries sector, has achieved a significant growth in recent years, at a national and international scale. Consumers are increasingly attracted to these fruits, to the extent that the requests go on almost all year round. It is important, therefore, that production and research are able to meet this seasonal demand, providing a product with organoleptic characteristics that maintain high standards throughout the sales period. “Research must pay attention to the needs of both the pro-

duction industry and the market. Nova “The possibilities for growth in the mediSiri Genetics’ main objective is to provide um to long term are very high. Obviously, innovative solutions to the changing needs we need to constantly assess those factors of producers and consumers. The pillars of that can have a major impact on the sector, our research are the hardiness of new cul- such as the lack of skilled personnel, the tivars, the organoleptic characteristics of increase in raw material prices and the the fruit and the earliness. The rusticity of purchasing capacity of the market. In a the plant is becoming increasingly import- globalized context, the critical aspects of ant as production becomes more sustain- one country or area of the world can have able through the use of low environmental important repercussions on others, as we impact cultivation techniques and a very have unfortunately witnessed in recent limited use of plant protection products. months.”

Fruit quality is another important aspect of genetic improvement; aroma, flavour, “It is for this reason that at Nova Siri Genetshelf life and aesthetic appeal of the fruit ics we try every day to work and collabare key characteristics for the success of a orate with our partners throughout the strawberry variety. Earliness is one of the supply chain, to be as close as possible to main objectives of our research, in order the needs of consumers and producers.” to meet the market demand already by autumn and winter.”

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Advertorial

Ribbstyle is a company from the south west of the Netherlands that has been helping companies and projects with their coating systems for several years.

By having the focus solely on coatings, the company is specialized in the application and technical details of each project. It is not a byproduct, but a very important component in saving time and effort for a lot of companies and business processes.

How is Ribbstyle active in the fresh produce sector?

The gastight finishing of storage rooms has been part of Ribbstyle for years.

These are CA/ULO cold rooms, but also ripening rooms for bananas or avocado’s. By making the space airtight with our coating systems there is a complete control over the climate in the room.

We also apply the gastight coatings in spaces where commodities such as rice or cocoa are stored or treated against the infestation of bugs. These can be areas where commodities are fumigated or where the Controlled Atmosphere technique is applied.

On top of that, the coating provides a hygienic finish. Due to this hygienic addition, our coatings are increasingly being used in food processing companies. Sometimes we treat aerated autoclaved concrete walls that are otherwise porous and therefore hard to clean, and sometimes we seal wall/floor connections to eliminate cracks and seams. We treat the walls or ceilings according to the customer’s needs and we offer a customized solution. The benefit of a coating compared to a standard paint system is the endurance life. The system does not dry out or shrink because of its elasticity and resistance.

Why is Ribbstyle chosen?

The longevity of the system. It really lasts for years. The annual updating of panel seams or wall surfaces is a thing of the past. That is where the benefit lies for the customer and that is also the fundamental idea behind the coating systems, to provide customers with a long-term solution so that they do not have to worry about the condition of their work spaces every year.

Which solution would you like to highlight in the fresh produce sector?

We would like to draw attention to our floor coatings. We are certified applicator of Solidlux Instant Coating.

By means of a UV lamp we can apply floor lines and floor coatings at lightning speed. As a result, the customer has less inconvenience and work can continue as much as possible. In times of maintenance, work activities often have to be interrupted. The advantage of this floor coating system is that nuisance can be limited.

We would like to point out that it pays off to take out time for maintenance once in a while and to choose a good system, because it simply allows better results to be achieved. For a fruit grower, for example, it is the cold store that stays on regime. For a food processing company, it is the simplicity with which

the space can be cleaned or stays clean. For a cooling company, it is the energy that he saves, because he has applied our sun-reflecting roof coating.

We often hear from customers “if only we had done this much sooner”.

What do you still want to achieve?

Helping as many customers as possible with our products and thus offering them a high-quality and long-lasting solution. And good references, such as this one!

“Top preparation by professionals who stand behind their products 100%, and don’t stop until the end product is of perfect quality!”

Are you interested as well in a coating system or do you wish to be informed about the possibilities?

Please contact Ribbstyle: Ribbstyle B.V. Columbusweg 16 4462 HB Goes Tel: 0113-622533 E-mail: info@ribbstyle.com Linkedin: https://nl.linkedin.com/company/ribbstyle

Spain

Forecasts for the stone fruit and watermelon/ melon campaigns in Spain In just a few weeks, European consumers will once again be able to enjoy the first Spanish stone fruits; highly-seasonal products that even lack a significant off-season fresh supply. However, the sector has good reason to be cautious with its forecasts.

L

In fact, since the veto imposed by Russia on EU agri-food products almost 8 years ago (through which it made it clear that it did not intend to backtrack for a restoration of relations with one of its greatest food suppliers), the acreage devoted to stone fruit in Spain, both new and older plantations, has been falling across the board. Such is the case of the Guadalquivir Valley, one of the country’s most precocious producing areas.

ast year’s campaign was marked by caused by Russia in Ukraine, whose harsh the effects of the unusual cold snap effects have been felt at all levels: from the that swept the continent in the spring and most serious, the humanitarian, to those drastically reduced the European harvest, of global security or the economy. causing the production on the continent to drop by 19% compared to the previous In the midst of a crossfire of sanctions, year, and by 35% compared to the average warnings and intimidations, and other “In this area, many stone fruit plantations of the five previous campaigns. Fortunate- extreme threats (atomic bombs, biolog- are being uprooted,” says Roberto Cruz, ly, this year, at least until the end of March, ical and chemical weapons, world wars, manager of the cooperative San Sebasfrosts haven’t been a cause for concern; etc.), the cost of fuels, materials and fer- tian, based in the Seville municipality and not only because there have been no tilizers has risen to levels described as of Lora del Rio. “In general, growers are episodes of damaging cold, but also becau- “unsustainable”, and will leave their mark feeling discouraged. Prices are not good se the whole sector is currently mostly on a sector, the stone fruit sector, already and stone fruit is a labour-intensive prodconcerned with the unprecedented esca- affected since 2014, when Russia annexed uct with very high production costs, so lation of costs, which is seriously threate- the Ukrainian region of Crimea and began there are growers who are opting for othning the profitability of farms. to distance itself from the European Union, er alternatives. In fact, while the acreage as well as from legality. devoted to peaches, nectarines or flat Stone fruit trees have awakened from winpeaches is being reduced, super-intensive ter at a time when the pandemic, which “In the area of the Vega del Guadalquivir olive groves and citrus continue to gain we must not forget is still going strong, many stone fruit plantations are being ground.” has actually lost some prominence in the uprooted.” public eye due to the magnitude of the war According to the most recent data avail-

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Spain

Photo credit: San Sebastian

able, extracted from the Analysis of the The data corresponding to 2020 reveals “If we overlap with other producing areas, Production Reality of Stone Fruit 2020, that Seville is the province of Andalusia while production costs are high and conpublished by the Ministry of Agriculture, with the highest number of hectares, not sumption is relatively low, the fruit does Fisheries and Food (MAPA) last spring, only of peaches, but also of nectarines, flat not reach the right price, so the situathe acreage devoted to stone fruit in Spain peaches and plums. In 2020, the acreage tion becomes very difficult. And more fell by 4% compared to 2019. In the case of devoted to these fruits was reduced by so because these extra-early varieties peaches, the drop amounted to 11%, and 14%, 29%, and 4%, respectively. are generally royalty-bearing varieties in that of nectarines it reached 9%. that require large investments from the “Eight to 10 years ago, this was the earli- growers,” says Roberto. “A lot of work has In Andalusia, the situation is especially est stone fruit production area, but with been done to produce tasty varieties that critical for flat peaches. Even though this the expansion of greenhouse cultivation can ripen and reach the right Brix levels, is only a moderately cultivated crop, the in Huelva and the increase in the number size and colour in a very short period of acreage fell by 35% compared to 2019. of plantations in the Murcia area, the vol- time, but the costs are very high and there The data shared by the Ministry reveal ume available at the beginning of the cam- comes a time when a minimum critical an increase in the Andalusian peach tree paign has grown. And we have to take into mass is needed to make it profitable.” area, although this is not the case in the account that at the end of April/beginning largest producing province, Seville, where of May the temperatures in Europe are not “THE PRICES AT WHICH OUR FRUIT IS the 720 hectares recorded in 2019 fell to that high yet, so the consumption in that SOLD SHOULD GO UP” 590 in just one year. extra-early period is lower.”

In the region of Aragon, peach, nectarine, flat peach, and platerina trees are cover-

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ing the fields with white and pink flowers.

This region was precisely the most affected by the unfavourable weather conditions in March and April last season.

“Last year we lost 9 million kilos of fruit to frost. We went from the more than 26 million kilos of fruit we produced in 2020 to fewer than 18 million kilos,” says Adrià Serrano, sales manager of the company Frutas La Espesa, based in the Huesca municipality of Zaidín. “However, for now everything is going well. Overall, the flowering has started as it does every year, within the usual schedule, and, unlike other areas of Spain, we believe Huesca will have enough water to face the campaign, despite the lack of rainfall this winter and the lack of snowfall in the Pyrenees.”

Consumption is another aspect to take into account, says Adrià. Data on fruit consumption in Spanish households reveal a trend in the stone fruit segment that requires further analysis. We should bear in mind that the 2020 demand figures were strongly influenced by the lockdown periods; therefore, the 6% year-onyear fall in 2021 recorded by the MAPA Food Consumption Panel, with data up

to November, should be interpreted with caution; but it highlights the fact that the sharpest falls in fruit consumption correspond to stone fruit.

“We don’t quite know why this is happening. Perhaps supermarkets have tried to increase their profit margins with this fruit and consumers find it expensive.

What we do know is that this season will be greatly influenced by the war in Ukraine, which in addition to removing a huge market, will be a blow to the economy at a time when the unstoppable rise in the prices of raw materials is making our business very difficult,” says Adrià Serrano.

“The increase in the price of the wood pallets on which the fruit rests when we transport it has singled-handedly made the price 0.7 cents per kilo more expensive.

The price of the pallets has gone from 5.80 to 11.80 Euro and we are already being told that they are going to increase even more. The increase per kilo of fruit seems small, but it becomes significant consider- “The cost of boxes and plastics has also ing we produce more than 40 million kilos been increasing over the past year. Before of stone fruit, citrus and kakis. In fact, the we started with the kaki campaign we total increase exceeds 200,000 Euro.” bought 14 truckloads of plastic baskets to pack the fruit. We have already used 8

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Photo credit: Frutas La Espesa

trucks of plastic baskets and we still have 6 left. Well, the increase is such that those 6 trucks of baskets are now allowing us to save the price for which we bought them 6 months ago: about 40,000 Euro.”

“The cost of electricity has also skyrocketed. In our facilities we have solar panels and, in the summer, energy became so expensive that we have paid the same as if we didn’t have them,” says Adrià.

“What is clear is that, given this situation, the prices at which we sell fruit will have to go up. At Frutas La Espesa we are still confident in our project and in stone fruit production, but the reality is that in Aragon there are many producers who have already stopped planting stone fruit and have switched to other crops, mainly almond trees.”

VALUE-ADDED FRUIT IN CASTILE-LA MANCHA Although the reduction in the stone fruit acreage is widespread, there are also exceptions. The PDO’s and PGI’s, which

are a recognition to a differentiated qual- “In the industry, stone fruit prices remain ity, provide added value to fruits such very stable, with variations of only a few as the Calanda Peach or the Cieza Peach; cents from one year to the next. In the although these are not the only way to add specific case of apricots, we have already value to a production. had a few years with good prices ranging between 70 and 80 cents per kilo, with a One of the Spanish regions where there has demand greater than the available supply.” been an increase in stone fruit cultivation is Castile-La Mancha, where according to “As for canned peaches, consumption is figures from the Ministry, the production dropping quite a bit, so it all depends grew by 31% in 2020. Production in this on the harvest in Europe, mainly that of autonomous region is carried out mostly Greece and Italy. That is why in the peach in the southeast of Albacete, on the border segment there is a widespread transfer to with the Region of Murcia, says José Carlos fresh consumption varieties.”

Blazquez, manager of Prodalbar.

MELON AND WATERMELON “This area has traditionally grown apri- “Almeria’s melon and watermelon produccots and peaches, mostly yellow ones, tion expected to drop by up to 30%” intended for the processing industry. At Prodalbar we also have some varieties Melons and watermelons, like stone fruit, for the fresh market, as well as some flat are also purely summer fruits, and their peaches, but we focus on the production campaign will start this spring with the of apricots with zero residue intended for harvest of the first fruits in April in the baby food, which gives greater added val- greenhouses of Almeria. However, Asaja ue to our production. In fact, we work with Almeria’s initial prospects point to prothe main baby food processing companies duction figures dropping this campaign. in Spain.”

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“Last season’s disaster is still in the mem- LESS CANTALOUPE, GALIA AND ory of producers. This year, due to the YELLOW MELON THIS SEASON weather conditions we are having, prices Despite the impact caused by the weather have been quite acceptable and producers on melons and watermelons last season have extended their cucumber, courgette (let us remember that the summer was and bell pepper campaigns to take advan- unusually cold and rainy on the continent), tage of those prices. The high production the final balance of the Spanish campaign costs must also be taken into account. The was good for watermelon exports, which costs of seeds, water, fertilisers or ener- grew by 10% compared to 2020 and by gy have all increased, and the high prices 11% compared to the average of the previof energy and gas are actually causing a ous five years; however, the results were delay in the arrival of Central European not as good at origin. crops, which is good for Spanish vegetables,” says the president of Asaja Almeria, Data from the balance of the 2021 melon Antonio Navarro. “In this sense, we must and watermelon campaign published last recall that the greenhouses of Almeria are October by the Ministry of Agriculture, solar greenhouses capable of producing Fisheries and Food revealed a significant vegetables for the whole of Europe in the drop in the price received by growers for middle of winter using only the energy their fruit. from the sun,” says Antonio.

According to the report, the national “That is why, at Asaja Almeria, and accord- average price at origin for seedless black ing to the data we have, we estimate that watermelon was 28% lower than in 2020 Almeria’s melon and watermelon produc- and 16% lower than the average of the tion could drop by around 30% compared previous five years. And this coincided to last year.” with 19% higher government regulated withdrawals of watermelon to balance the “This situation will certainly result in the market in 2021 compared to the previous harvests being more staggered,” says year.

Antonio. “As for the fruit in the province planted in the open ground, in the area of In the province of Almeria specifically, eastern Almeria where watermelons are data from the Prices and Markets Obsermost common, we believe that the reduc- vatory estimated the fall compared to the tion will also amount to around 25-30%, previous year at 36.7%. mostly because of problems with the transfer and supply of water.”

Regarding melons, exports fell by 5% compared to the previous year and by Water is, in fact, one of the factors gener- 6% compared to the average of the last 5 ating the most concerns in the Andalusian years, while the average national prices fields, following a winter that, according at origin suffered a drop that, for Piel de to available records, has been the second Sapo melons, was estimated at 27% comdriest and the fourth warmest since 1961 pared to 2020 and at 23% compared to the (three of them in the 21st century). The average of the previous 5 years. In AlmeState Meteorological Agency predicts that ria, the Observatory claims that prices at the spring will be equally warm, half a origin have fallen more than the national degree above average, and also drier, at average, with a 28.6% drop. least on the Atlantic side.

“For many years, Asaja has been denouncing that the fruit at the beginning of the Spanish campaign coincides on the shelves with the fruit from overseas.

Almeria, which supplies the first European melons and watermelons each season, harvests the crops when they are in their prime in terms of ripeness, and these are delivered freshly harvested to consumers, as opposed to the fruit that has to travel for days and even weeks in containers.”

“One of the consequences of the overlap between these products and the fruit from the Spanish season is that they bring prices down. Another is that the production itself is affected,” says Antonio Navarro.

“In fact, Cantaloupe melon has been losing ground in the province for several seasons now, and this applies also to Galia and yellow melons, which are affected by competition, especially from Morocco.

That is why growers are increasingly opting for Piel de Sapo melons; a variety that, for now, faces less foreign competition, and of which there are increasingly more varieties with sizes better adapted to the demands of the European market.”

After starting in Almeria, the campaign will continue in other Spanish production areas such as Murcia, the Region of Valencia and Castile-La Mancha, which will closely follow the situation in the province, as it will give many clues as to how this season could develop. The season appears to be as unpredictable as all the previous ones, but current events such as the pandemic that started already two years ago and the war in Ukraine are making this word, “unpredictability”, acquire even more strength..

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South Africa

As the South African citrus season gets underway growers in some areas have enjoyed heavy rainfall after years of drought The increased volumes as a result of the rains may or may not be a blessing given the closing of the Russian market which would normally take 10% of the South African citrus crop. Along with growers around the world, the South Africans are facing increased input costs and unreliable shipping schedules. On top of this exporters to Europe are facing the threat of a change in the regulations for shipping citrus there with the potential introduction of cold sterilisation or blanket temperature requirements.

and we are sad for all those people affected.”

SRCC would normally export to both Russia and Ukraine, these two markets would take 10% of the company’s fruit.

“We have been opening markets up all over the world over the last ten years with great customers so we are obviously working on alternatives. But unless consumption can undays River Citrus Company (SRCC) SRCC exports to all continents excluding match the supply for all of us this will be which grows citrus in the Sundays Oceania and the USA. The European mar- challenging. We only supply on demand River Valley close to Port Elizabeth in the ket and the Middle East are the biggest and orders, and one has to be extra careEastern Cape started the lemon harvest in markets but Hannes said that all markets ful. Freight rates are extraordinarily high mid-March and will be in full harvest with are important in a world where fruit sup- and input costs probably escalated by lemons the week following Easter and ply is growing.

30% annually. Like everyone in the world Navels and Clemenvilla soon thereafter. of fruit, we cannot afford to place product “Until the invasion of Ukraine the markets without sales.”

“We had much improved rainfall and it had looked positive. It is a short European still looks positive so I expect improved lemon season and lemons are important It is as always a case of demand and supply, volumes with good size and quality,” to our valley. It is arguably the best place if markets are under supplied, prices will explains Hannes de Waal CEO at SRCC. to cultivate lemons in the world. I expect- increase but that also works the other way “This higher-than-average rainfall has ed a good season for late oranges as well, round too. According to Hannes fruit is in been crucial to us as it washes the soils now, it is uncertain. However, we prepare urgent need of inflationary increases and and thunder storms represent as a nitro- to serve our customers and trust that this that will not come about if major markets gen source.” will be resolved soon. This is just tragic are out of play.

S

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South Africa

“At the moment the exact cost of shipping It is not just the cost of freight that has is not known, it’s a calculation we will do increased, fertilizers prices have also in a while as not all rates are in but it will increased, Hannes said that some combe between 30% and 100% increase per ponents have doubled and then doubled destination. If I’d guess for the industry, again. it has doubled. It is not only the shipping costs, it is the schedules which are not reli- “The electricity situation in South Africa is able anymore, vessels that are delayed and crazy and diesel may double in time with easily cancelled and global ports that are an oil price of more than US100. Chemicals not operating on standard. This is a dan- are up about 30%, so we think about 30% gerous place for fresh produce as freight as the weighted average for the industry. is not at all about ‘what the product can We are obviously researching it. Make no afford’ anymore, but rather on a ‘better mistake, no one is sitting easy.” pay more than the competing product’ basis. If it does not flatten out and reduce Meanwhile in the Western Cape, Okkie it can create a different dispensation as it Burger from Quattro Citrus is still waiting will hit food inflation.” for colour development in the Nules, but

will most likely start harvesting in week 14 with the first Octubrinas.

Unlike some other citrus producing regions the Western Cape did not see the heavy downpours of rain.

“Last year saw a heavy Mandarin crop with younger trees having bigger yields, which made up for older ones with lighter yields,” explains Okkie. Quattro Citrus exports to Europe, the UK and the USA. “The market seems susceptible for early clementine types. I am not sure about navel and mandarin types. We might have to cut back on the smaller counts such as

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Complete packaging lines Bin cleaning

Count 5’s. Some of our Class 2 fruit would normally go to Russia, but this season we will be packing more selected counts of class 2 fruit to new markets. There are options in Africa and some of the Islands, but those markets will fill up quickly.

Prices will definitely be affected with an oversupply of class 2 fruit going into new markets.”

Okkie adds that the South African ports are still under pressure with little infrastructure being fixed and upgraded, and echoes Hannes when he talks about the increase in freight rates, fertilizer and chemicals.

perature protocols might have been insuf- elsewhere in the country his sentiment “In the pack shed costs have risen sharp- ficiently managed. The civil unrest of last is shared. “When the Valencia season ly. Electricity, plastics, chemicals, wood- year also severely disrupted the cold chain starts, it’s already a logistical nightmare, en pallets and cartons, just to name a few during that period. the shipping lines can’t supply boxes and products, have all risen sharply in the last trucks are standing down the road.”

2-3 years.”

Less than 70% of citrus commodities can handle full cold sterile temperatures and The KwaZulu-Natal cold store manager As if higher costs and major market dis- within those that would be able to with- continues: “If the proposed cold treatment ruption was not enough, South African cit- stand such a temperature regime, only goes ahead, I can give you one word for the rus exports have another threat hanging a specific portion of varieties have the orange season: disastrous.” over their heads. internal quality to withstand.

“It is really foolish to obstruct trade in Last year there were 15 interceptions The industry has already noted that such fresh food against a backdrop of food of false codling moth on South Africa’s a regime would spell the end of organic security with the current situation in 800,000 tonnes of citrus exported to the and chemical free orange exports to the Ukraine. This proposal would undermine EU (of which 6 are disputed by South Afri- EU. “It’s a shame,” says Deon Joubert, CGA the food security of Europe,” Deon Joubert ca). South Africa strongly opposes the EU envoy, “as these orange types have nev- maintains. potential introduction of cold sterilisa- er recorded a FCM interception and are a tion or blanket temperature requirements popular and growing volume of environ- Joubert emphasises that the citrus indus(mandatory cold treatment at 0°C to -1°C mentally friendly and sustainable citrus.” try in South Africa employs around for at least 16 or as much as 22 days) for 120,000 people and given the very high oranges headed to the EU because it is con- There is deep concern in the industry rate of unemployment in rural South Afrivinced that its current systems approach about the availability of forced cooling ca, those employed by the citrus indusis sufficient to kill any larva and life cycle space, the scheduling to keep fruit for the try are responsible for the livelihood of completion that could have slipped the net. required period at the right temperature, around 1.5 million South Africans. as well as the amount of inspectors needHannes de Waal - HdeWaal@srcc.co.za The Citrus Growers’ Association has stat- ed to comply with the new system.

Okkie Burger - okkie@quattrocitrus.co.za ed that their system, when fully impleDeon Joubert - deonj@cga.co.za mented from orchard, in the packhouse “Capacity-wise, South Africa would defiand during shipping, works very well. nitely not be able to accommodate the volCases linked to noncompliance during the umes under cold treatment,” says a cold last season indicated some shipping tem- store manager in Durban; at cold stores

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Daan van der Giessen, SanLucar:

“There’s much still to gain with price, flavour, and continuity” SanLucar has been around since 1993, and the brand is wellestablished in Germany and Austria. Yet, it was only five years ago that SanLucar citrus, exotics, and soft fruit were first introduced in the Netherlands. Daan van der Giessen and Joel Versteeg are responsible for SanLucar Benelux. Daan says that entering a new market was not easy.

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fruit and vegetable brand isn’t common and usually remains limited to a single product or a variety’s commercial name. Think of Pink Lady, Jazz, Zespri, and Chiquita. The SanLucar brand, however, includes a wide fruit and vegetable range,” says Daan. Getting retailers to give the brand a chance turned out to be the biggest challenge. “Experience has taught us that, given sufficient visibility at the point of sale, consumers quickly adopt the brand.”

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AGF Primeur 3 • 2022

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SPECIALIST a challenge when entering the Benelux Retailers are very much focused on pri- market. vate labels, says Daan. This is a great way for them to manage their price image and “At first, it was difficult because our brand for their shoppers to get value for money. concept is at odds with many retailers’ “Private labels are general, with the right philosophy. Where the main focus is on price-quality ratio. But, there’s also room private label and price, we try to find our for specialists with premium products. added value elsewhere. By adding a premiThey can appeal to those willing to pay a um product as a premium brand, we draw little more for products with more to offer. attention to the product, quality, taste, That’s what we want to do with the SanLu- and emotion instead of price. So, we can car brand.” That starting point also posed pay growers a fair price and allow retail-

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Company

SanLucar positions itself as a specialist with a brand concept

ers to appeal to a wider public and retain utes to the goal of continuing to offer pre- “We’re committed to ensuring stable qualcustomers, which positively affects the mium quality to customers. ity and flavour year-round. That’s at our fair share. And we realize a higher margin farms in Western and Southern Europe, for retailers. We’ve seen this work in prac- Daan says to do this, it is important to South America, North and South Afritice, and prices reflect this. There’s still control the entire chain. “From selecting ca, and within all 35 countries where we much to gain regarding price, flavour, and varieties and growing them to developing actively sell our product. Also, it’s quite a continuity,” says Daan. packaging and supporting store sales. We job to manage the various retailers’ many want to continually be ahead of the curve. different requirements, conditions, specKEEPING CONSUMERS HAPPY So, we’re constantly testing new varieties ifications, packaging, and labels,” adds A strong brand helps new and existing and have our own test fields and laborato- Daan. buyers recognize and acknowledge prod- ries in North America, Africa, and Europe. ucts. “For most people, quality and taste Naturally, we always remain true to our He admits things like logistical delays are the main reasons to choose SanLucar. philosophy: flavour in harmony with peo- and the COVID-19 regulations affected The more shoppers remember your brand ple and nature. Most importantly, we must SanLucar, too, just like many other busiand associate it with positive experiences, continue to be careful with the climate nesses. Although it takes more effort than the more likely they are to buy it again. It’s, because certainly in our sector, nature is before, the company still manages to suptherefore, vital to ‘acknowledge’ shoppers. and will remain our most important part- ply the chain. “Gradually improving, with This is further supported by store staff ner.” the right focus, ensures we’re ready for and our brand’s presence at the point of the future. It, of course, doesn’t always sale.”

CHALLENGING MARKET go to plan. We work with a natural prodThere are challenges too, but those need uct. But we do our utmost. And rememTo ensure consistent quality, SanLucar not cause problems, says Daan. “Quali- ber, Max Verstappen didn’t win every race focuses on things like cultivated varieties. ty, freshness, and flavour are always the to become world champion,” says Daan, “Selecting and ‛having’ the right varieties key to success.” The current challenges laughing. “Good products, the right variand sticking to them ensures that con- are mainly due to rising production, ener- eties, our brand, and the right retail partsumers know what they’re buying and gy, and logistics costs. “As a result, we’ve ners mean the fruit is being well marketed are therefore not disappointed. Stability done fewer, less penetrating promotions. at present,” he concludes. and consistency are key,” Daan continues. The smaller increase in campaign volumes Daan.vandergiessen@sanlucar.com SanLucar also limits the number of variet- reflects that. However, the rise in reguies. “We try to offer our varieties, in recog- lar sales volumes makes up for that. And nizable packaging, for as long as possible that’s what it’s all about; that’s where the throughout the year.” SanLucar strives to retail margin lies. We mostly use promomake its chosen varieties’ harvests last as tions to introduce our fruit to more people long as possible by working with differ- and bind them to us in regular sales. And ent growing regions, among other things. that works.”

Selecting suitable varieties also contrib-

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Financial

Cindy van Rijswick, Rabobank’s fruit and vegetable specialist

Horticulture’s (near) future: questions and some (cautious) answers Even before the global pandemic, known and lesser-known forces were steering production models in a different direction. But COVID-19 seems to have accelerated that. Every so often, we all, as human beings, citizens, and economic players, have to face new, ever-changing challenges imposed on us by a rampaging climate and changing society. The fruit and vegetable sector is no exception.

W

ill the changing climate, local focus, es. Growers there will likely cultivate, and cultivation technology advances in particular, less grain, instead emphadrive a geographical shift in cultivation? sizing other crops. You sometimes hear Will the high gas prices lead to growers that Europe will eventually become more accelerating their use of greener energy? dependent on Northwest Europe for its Will the cooperative model slowly die out food supply. However, we shouldn’t lend due to ever-expanding farms and invest- too much weight to that for our region,” ment firms’ interest in the fruit and vege- Cindy begins. table sector? We put these and other questions to Cindy van Rijswick, a fruit and “Perhaps we’ll have slightly higher average vegetable specialist at Rabobank. This yields than in the south, but due to often Dutch bank not only lends mortgages to recurring extreme weather conditions, consumers but also likes presenting itself like dry weather or floods, we too are at as an agricultural sector partner and pio- the climate’s mercy. The Andalusian counneer in the energy transition field. cil’s Environmental Information Network calculates that in the 2021/2022 hydro“Jumping right in to answer the first ques- meteorological year, southern Spain’s tion: there’s indeed a shift in the crops average rainfall was more than 30% below grown in different countries. In Spain, normal values. In November, 80% of the especially in the south, there are increas- Guadalquivir basin was officially declared ingly alarming reports of water shortag- an ‘area in a state of unusual drought’.”

In California, growers choose crops that yield a lot, but also use a lot of water

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AGF Primeur 4 • 2022

ALMOND TREES IN CALIFORNIA Cindy says California’s climate is similar to some Mediterranean regions. There, too, drought is often already setting crop farms’ agendas. “Californian growers are often choosing other crops, particularly those that will sell for more in stores, thus promising better returns. But, bizarrely, many of these crops also require plenty of water. For example, people have switched from rice to almonds, and are using drip irrigation, But almond trees still consume a lot of water. They do bring in a lot of money, though,” she says.

In the Salinas Valley, lettuce cultivation used to be strong; now, strawberry plots rule the roost. After all, strawberry cultivation’s attractive income ensures farmers can keep paying the higher land prices. “And even higher-value crops may, perhaps, eventually push out strawberries, too. Much of that is still grown in open fields and is quite draining on water resources.” Not to mention the labor issue, which also plays a role in crop selection.

Nuts can mostly be harvested by machine, strawberries can not yet.

In Europe, Peru has emerged as an important avocado supplier for that market in recent years. And, according to calculations by the consulting firm, Inform@ cción, its exports grew by 28.2% last year. These could keep growing similarly in the coming years. Yet, the changing climate may well cause that country to lose between 55 and 70% of areas suitable for avocado cultivation by 2050. So finds a study published in January in the scientific journal PLoS ONE. For now, Peru’s advantage is that it can channel a considerable amount of water from the Andes to the growing areas.

TECHNOLOGICAL ADVANCES el fields. According to figures To avoid switching crops, from the Spanish government, growers in some areas may in 2019, that country’s solar first try adjusting their plant- power generation capacity ing and harvesting dates. For increased by 93.2% compared instance, growers in Mediter- to 2018. The National Energy ranean regions could better and Climate Plan would like harness winter precipitation. to see an installed capacity of But ultimately, technologi- 39,000 MW for Spain by 2030. cal advances will have to be “And dry, fallow soil may well considered in response to the recover over time. Many scechallenges brought on by cli- narios are possible, and it’s mate change. “When we find hard to predict what path ourselves in deep water - iron- horticulture will follow in hot, ically, since we’re talking pri- arid areas, but technology will marily about drought - there likely play a big role.” The diswill still be ways to avoid hav- advantage, then, is the cost ing to change crops immedi- involved. ately. Much can still be done but will require investment. EXPANSION IN ALL There’s still plenty of ground COUNTRIES’ CULTIVATION to be won by, say, increasingly AREAS using sensors and software to What developments can a monitor and optimize water country like the Netherlands consumption according to the expect? Since more and more plants’ needs. Because even countries are managing to drip irrigation is still often have their own production, it used when plants don’t really is increasingly struggling to need the water. Precision agri- export commodities such as culture can make a difference,” apples in current quantities. explains Van Rijswick.

“That isn’t a disadvantage just for the Netherlands. Chile, According to her, govern- for example, sends apples [to ments and growers must also Europe] in the summer. Its pay attention to better drain- exports are already declining age. Water that is not in the because the northern hemiform of rain often just flows sphere is growing more itself. away. “Plus, drought or salini- Consumers preferring locally ty-resistant varieties can also grown food drives that trend. help keep crops in current But should the Netherlands locations. Israel has already also put more effort into local made some progress in this food? Surely that feels very regard. After all, many coun- at odds with the country’s tries will always have plenty traditional role as an export of saltwater. The problem is country of many horticultural that these crops cannot yet products such as potatoes and match the traditional varieties onions, among others.” commercially. Canopy use will increase too. But before truly “In that sense, it’s a great thing viable, widely applicable solu- that we enjoy free trade withtions are available, there will in the EU. But it will be diffibe crop shifts, in some areas, cult for apples. Dutch acreage partly driven by higher insur- decreases every year, while ance premiums.” Still, a shift cultivation in Eastern Europe does not always have to be and Turkey is constantly dramatic, Cindy points out. It expanding, also with innovahas happened more often than tion in the area of varieties. not over the centuries, and Perhaps, in time, a new balherman_2011.indd 1 50 years ago, Dutch growers ance will be achieved in which were cultivating very different Dutch apples are primarily crops in the Westland area. intended for local consumption, filling random shortage Lastly, says the fruit and veg- gaps. The pear situation is etable specialist, non-arable different. That’s still a fairly land can simply be used for unique export product. Also, something else like solar pan- the days of Dutch bell peppers

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AGF Primeur 4 • 2022

Governments and growers should pay attention to better drainage and collection

being flown to the U.S. are largely over.

The high gas prices currently make that impossible, and greenhouse farming is on the rise in the U.S. too. I think, [for the Netherlands], the future lies in continuing to export to its surrounding markets like Germany and England,” Cindy continues.

is greatest to help people make it through.” mind for years. At present, some still have permanent contracts running, but things Many Dutch greenhouse growers have will get rough once those expire,” admits had to scale back their operations; they Cindy. were simply not profitable in this time of high gas prices. They had to sit by and HIGHER SELLING PRICES TOO? watch Spanish products fill the European Prices for all kinds of things skyrocketed market. Even though Spanish greenhouse in the last year: fuel, packaging, fertilizer, SKY-HIGH GAS PRICES vegetable transportation costs increased, labor. Spain’s winter greenhouse vegetaHigh winter demand, low European stocks, production costs in the colder North rose bles seemed to have triumphed over those and geopolitical tensions are pushing gas more. “I hope, of course, that the situation from the Netherlands. But, for years, Spain prices to alarming heights. Households will improve this winter; Dutch growers has had to watch in dismay as Morocco that use gas for heating and economic sec- can’t sustain this in the short term, never gains an ever greater European market tors that depend on this energy source for their activities are struggling. Meanwhile, the whole world wants to move away from gas toward cleaner energy. Policy choices make this increasingly evident. For instance, in early February, the Belgian government decided to reduce VAT on electricity, but not gas, for homes. Could such measures boost the energy transition, not only for households but also for the industry?

“The high gas price isn’t likely to fall quickly or hard. That and gas being an intermediate step towards further greening of energy, will encourage innovation in that field. But for now, businesses that rely heavily on gas are in true survival mode, and have no money for innovative solutions such as geothermal energy. The high gas price seems like an opportunity to stimulate investment in cleaner energy. But if there’s no money, the government will have to step in where the need

Spain under the spell of takeovers by private equity funds. The largest European citrus group Citri & Co founded by Miura Private Equity with the acquisition of citrus companies Martinavarro and Frutas Esther

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Our acreage decreases every year, while cultivation in Eastern Europe and Turkey continues to expand

share. Perhaps the current higher transport costs and the driver shortage can slow that down somewhat. Though, says Cindy, these latest issues seem to be more temporary. “Then again, no one can predict the future. Perhaps the high gas and energy prices aren’t that structural either.”

What is clear is that, at some point, selling prices will have to reflect the current high production costs. That applies not only to Dutch growers’ products but also to, say, Spanish and overseas supplies. For example, container costs from South America have tripled.

That, and higher raw materials and packaging prices will inevitably have to lead to a premium price for exotic fruit and fresh out-of-season produce. Bananas selling for one euro in stores no longer seems sustainable. Fairtrade has long been sounding that alarm, and in mid-January, seven Latin American banana-growing countries’ governments decided to unite. They are pressuring European buyers to nego-

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tiate better prices for their growers. “It looks like we’ll have to get used to higher food prices,” Cindy says.

ORGANIC ACREAGE: 25% SHARE Meanwhile, the European Commission continues striving for the ideal of having 25% of Europe’s agricultural and horticultural acreage be organic by 2030. “The market will, however, lead the way. If there’s a market for organic, then it will be an interesting business model. No market and the conversion won’t happen so soon, with or without subsidies. I’m doubtful, especially about the figure; 25% seems a bit much.” The organic share in the total Dutch agricultural area is currently a paltry four percent. “It’ll be tough for these growers. Though, it could offer a good alternative in other countries with lower average yields.”

COOPERATIVES AND INVESTMENT FIRMS Companies have vastly different financial buffers, adapt-

ability to the current tough in the last two, those transacsituation, bargaining power, tions have snowballed. Invesetc. It generally seems easi- tors used to consider hortier for those that work closely culture too risky. But they’ve with their customers in rea- already spent money in all sonably short chains to pass the less risky sectors, so now on cost increases than those it’s fruit and vegetables turn. who do not have such close Still, in the current climate, client relations. The larger they’re going to have to reckplayers often, but not always, on on slightly lower than usual have such partnerships. Many returns.” smaller businesses depend on cooperatives, which also differ OPPORTUNITIES FOR enormously, for price negotia- DUTCH CULTIVATION tions. Some cooperatives are COMPANIES genuinely struggling.

“Dutch cultivation companies, too, are getting bigger. They’re It is obviously not easy to get a large group of diverse growers to move in the same direction.

In the last several years, companies that control several chain activities - cultivation, packaging, and sales - have been emerging. Takeovers and investment firm interference, not organic growth, are driving this. The Spanish fruit and vegetable sector, in particular, is under the spell of buy-outs by private equity funds. A good example is the creation of the largest European citrus group, Citri & Co, by Miura Private Equity and the subsequent acquisition of citrus companies Martinavarro and Frutas Esther.

changing their business struc- “The advantage of these is a tures, partly because of a year-round supply of fresh lack of succession; something products. I’m primarily referwhich becomes a real issue ring to partnerships with at some point. Then, exter- companies from southern nal shareholders enter the countries like Spain. I don’t company. Of course, it cannot see Dutch growers opening be ruled out that cultivation branches there right off the bat companies currently affiliated because, bar a few exceptions, with cooperatives could serve our methods and techniques buyers independently in the aren’t the most profitable future if they’re large enough. there. Perhaps the cultivation Merged family businesses will should be left to local experts, also lead to large companies, which is why partnerships and there are opportunities offer such a good solution. I for cross-border partnerships,” can see Dutch growers setting Cindy adds. up greenhouses in northern

ADDED VALUE IN CULTIVATION AND PACKAGING “Investors aren’t interested in trade companies, per se, but in cultivation companies and, even more so, those that do inhouse packaging and trading. That adds value to the cultivation, which pushes up profit margins. In Spain, the focus is on larger fruit companies, especially vertically integrated ones. In the Netherlands, it’s on the sector’s technology suppliers. And it could continue for some time because investors still have plenty of money,” says this Rabobank fruit and vegetable specialist.

“Fruit and vegetables, with their sustainable image and long-term prospects, are an attractive investment too. In the last five years, interest in the sector has been growing;

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WHERE WILL DUTCH GREENHOUSE HORTICULTURE BE IN 2050?

Bearing all these issues in mind, is a preVERTICAL FARMING However, in the United States, with its diction for Dutch greenhouse cultivation Climate change, rising demand for local, often vast distances, large cultivation possible? “Were it not for the current high transport costs, eco-friendlier farm- companies see the value in vertical farms gas price debacle, I’d say the acreage will ing - the list goes on and on. Isn’t vertical or modern greenhouses supplementing remain about the same, but with far fewfarming the solution in Europe and else- their open field cultivation activities. It er, therefore, larger companies. Those will where in the world? “This type of farming relieves some of the transportation cost also be structured differently and may is still in the development phase and, so, pressures. Instead of growing all their let- grow some other crops. I don’t think acrefor now, it’s a niche. Few companies are tuce in California and then transporting it age will expand. But since the market’s profitable so far, maybe in Japan. But not to Chicago or New York, growers produce saturated and growers have to sell their in Europe or America. There will definite- some in vertical farms in or close to the products abroad, it won’t stagnate either,” ly be some growers who’ll quit, but some cities. “But, there’s plenty of land in some concludes Van Rijswick. will succeed. The operation itself may be places in the U.S., so you could just plop a profitable, but it’ll be tough to ever recoup well-automated greenhouse down somethe astronomical sums some businesses where.” are currently investing.”

“And some American companies grow let“Billions have already been invested in tuce outdoors for retailers and have small them in America, with, at present, mini- cells for specialties, with systems that mal returns. Also, though there’s plenty of don’t even have to be that expensive. Plus, money available now, that will eventually smart companies simply wait for the right dry up. Investors want something back moment and then strike,” Cindy explains. from their money at some stage. Some “They pay rock-bottom prices for bankrupt funds enter the fruit and vegetable sector vertical farms and make them profitable to list companies on the stock exchange again, which is, after all, bound to happen and re-sell them at a high profit without sooner or later. In any case, in the U.S. as in having earned much from those business- the rest of the world, cultivation systems es. That’s an attractive option, but even will become much more varied.” countries such as England, Germany, and perhaps Eastern Europe and the U.S.”

that’s becoming more difficult,” Cindy claims.

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Topfruit

Randolf Aaldijk, Origin Fruit Direct:

“After two good months, the South African pear market has done a 180” This year’s European pear harvest was the lowest in 20 years. Stocks were also much lower on March 1st than at the same time last year.

That boded well for Southern Hemisphere pear trading. At least on paper. In practice, however, the opposite seems true: few imported pears are coming in, and prices are low.

“T

he first two months of the year went huge delays in arrivals - “sometimes no well,” says Randolf Aaldijk, director ships dock, and then two arrive at once” of Origin Fruit Direct. This Dutch compa- and supermarkets’ preferring local pears. ny has been importing fruit for the Euro- “We focus on blushed pears for the wholepean market from a large South African sale market but certainly aren’t one of the grower since 2006. It now carries a wide largest pear importers. The supermarkets range - with an emphasis on citrus, gra- prefer local green pears, primarily Conferpes, and exotic fruits - with arrivals from ence,” he says.

South America as well. “Sales of the first two containers we got from South Africa “But, there are hardly any locally-grown went great. Those sales are now, however, blushed pears.” Randolf also knows that very disappointing.” in southern Europe, Williams is preferred, and Packham’s Triumph – which, with a According to Randolf, this decline is due share of more than 30% is the most grown to several factors: the loss of Belarus as a variety in the southern hemisphere - will market, difficult market access to Russia, only get a chance in Europe when Confer-

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ence pears reach their end. But, “Conference pears are here to stay; they’re not going anywhere,” he says.

The World Apple and Pear Association (WAPA) figures show that the European Union’s pear harvest was 26% lower than in 2020. That was due to late spring frost.

About 1.67 billion kilograms were picked.

In Italy, the EU’s leading pear-growing country, 500 million kgs less were harvested than the ten-year average. WAPA expects there will also be six percent fewer pears this year in the Southern Hemisphere. Argentina and South Africa are the main growing countries, with about 500 million kilos each. South Africa’s slightly rising yields marginally offset Argentina’s smaller crop. Chile and Australia are major players too.

Europe has become a difficult market for South African pears due to a myriad of reasons: logistical problems, sustainabil-

ity requirements, product specifications, shipped, and everything is becoming pric- into the market and put a damper on the cost increases, preference for local pro- ier, yet prices are still under pressure. success of the first two months,” the duction, and low sales prices. That coun- Large pears are still good, pricewise, at importer continues. “We thought it was try is, therefore, looking for alternative the moment, fetching between EUR13 and going to be an easy season. But, the oppodestinations. Other African countries EUR14. But the small sizes are selling for site is true. I think some South African and are a possibility, the Middle East is in its around EUR11. And pear varieties that Chilean growers are going to suffer. Prosights, and in the past few weeks, China don’t store well have recently been selling duction costs are rising, and selling prices has also opened up its market. “China will for around EUR8. There’s simply insuffi- are falling.” reduce the pressure on exports to Europe. cient demand; even lowering the price by That’s good for South African growers and one euro still doesn’t guarantee sales.”

“And with increasing freight rates, it exporters because I can’t give them any becomes risky to import certain fruit; you guarantees about the volumes they send The pear market is under pressure, and lose too much. Not to mention the long, our way,” says Randolf. since the war in Ukraine broke out, that is unpredictable transit times that hinder especially true for small and Class II fruit. batches arriving in good quality. Those It easily costs between EUR6,000 and In March, many of these were bound for products, which are no longer suitable for EUR7,000 for a container from South Russia at European ports, and some were retailers, end up in a dump market of sorts.

Africa. A container holds 1,800 12.5kg rebooked, ending up on the European Exporters then get only one or two euros boxes, so the sea freight costs EUR0.25 to market. Although there were fewer Euro- per box, and the sums are easy to make, EUR0.30/kg. “Add the increased cultiva- pean pears on March 1st than last year, knowing a container from Chile currently tion and processing costs in the regions of own production combined with imported costs about $12,000,” the trader concludes. origin and the increased destination logis- produce created an unexpected oversuprandolf@originfruitdirect.nl tics costs to that. Then it becomes clear ply. Many small Conference pears were that importing products is difficult, from also left unsold. a price point of view.”

“The containers that got stuck when the “All importers are struggling,” agrees war began have now been cleared away, another Dutch importer. “Less is being but it did affect us. That cargo was pushed

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Stone fruit

Being the first Mediterranean country to reach the markets and standing out in terms of quality: the assets of Spanish cherries The acreage devoted to Spanish cherries has remained more or less stable, exceeding 28,000 hectares which yield an annual production of over 100,000 tons. Processes of varietal conversion in recent years, as well as investments in technology and greater know-how, have added more value to a product considered top of the fruit range. One of the motivations for this has been the greater competition, given the development of the production in many other countries, which is one of the sector’s many challenges. Mónica Tierno, General Manager of Agrupación de Cooperativas del Valle del Jerte, and Héctor Ripoll, partner of the producing and marketing company Cerima Cherries, both members of the National Cherry Board, make an analysis of the current situation of the Spanish cherry sector.

weather in recent seasons,” says Héctor Ripoll, producer partner of Cerima Cherries.

Cherries are a highly seasonal product, and as such, the production is limited to a few months in each producing area. The varietal renewal carried out in recent years has been making it possible to start earlier and finish later with products that are better adapted to consumer needs. “In the earliest areas, such as the Ebro Valley, Lleida or the Jerte Valley, the aim is to promote earliness, while in the later areas the aim is to extend the campaign as much as possible, avoiding the month of June, in which more fruit of different origins is e have observed that the most other producing areas, such as the Ebro available, both in Spain and in other counimportant cherry producing areas Valley, in Lleida or Aragon, there has been tries, such as Turkey, Greece, Italy and in Spain account for most of the area devo- a slight growing trend in recent years. In other Central European countries, such ted to cherry cultivation in the country. other areas, such as Albacete, growth is as Switzerland, Germany, Belgium, the In the Jerte Valley, in Extremadura, the much slower. The same applies to Alican- United Kingdom, France, etc.,” says Héctor acreage remains rather stable, while in te, which has been hard hit by inclement Ripoll.

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According to the producer, earliness in the past entailed arriving as soon as possible with the motivation of obtaining good prices. Now, based on their purchases, the consumers themselves have driven the development of taste quality.

have production areas located at between 400 and 1200 meters allows us to extend the campaign quite a bit, starting in mid to late April and finishing at the end of July.

The early part of the season is particularly interesting for us in order to position ourselves. It is a time when consumers “In the past, there was often extra-ear- are already looking for something new ly fruit available with little flavour and after many months with winter products, poor colour, as well as an excessively and cherries are one of the most eagerly soft texture that caused problems in the anticipated fruits. Furthermore, we see post-harvest process. This caused sales that there is still room for our cherries to drop and therefore, the starting prices in July, because despite there being local of extra-early varieties suffered in pre- production in Central Europe, many convious seasons. Now there are hardly any sumers, except for the French, continue to early varieties planted that do not offer appreciate the quality of Spanish cherries, good flavour and quality, so the situation which still have a place on the shelves,” is gradually reversing. Fortunately, we says Monica. have many more breeding programs today than we did 20 years ago. We are finding Being the first Mediterranean country interesting breeders in the United States, to reach the markets and standing out in France, Chile, Germany, etc.” terms of quality: the keys to competition

products is inferior, but since it has such cheap labour it can offer very competitive prices, which is attractive for many markets,” says Héctor Ripoll. “There is considerable pressure from Turkey and Greece in June. While Spain is a Mediterranean country, as Mediterranean as Turkey, Greece or Italy, the particularities of our microclimates allow us to be the first to reach the markets in the northern hemisphere, and that is one of our strengths.

Together with quality, this is our trump card to position ourselves. Distance and logistics also play in our favour in the European markets compared to our Mediterranean competitors.”

“Looking ahead to the 2022 season, there is concern about the influence that the Turkish production could have on the international markets as a result of the conflict between Russia and Ukraine,” says Mónica Tierno. “We have not exported to Russia “The more traditional varieties are being Spanish cherries have become much more since 2014 because of the veto; however, replaced by more modern ones with bet- valuable in terms of quality thanks to vari- in the face of the devaluation of the router planting arrangements that offer etal renewal and production and sorting ble and other difficulties that the war may higher productivity, larger sizes, flavour, processes, although they have also gained bring, Turkey, which had no restrictions to and hardness, which is what the market competitors in other countries where the export to Russia, may choose to divert its demands,” says Mónica Tierno, General production has grown and where lower fruit to other markets, and Europe is cerManager of Agrupación de Cooperativas costs allow them to offer aggressive pric- tainly an option.” del Valle del Jerte. es, as is the case of Turkey.

“We seek fruit that can withstand travel as soon as possible, although the fact that we

“It is true that Turkey does not have the same technology and the quality of its

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“WE MUST NOT FORGET TO FOCUS ON PLACES WHERE THE ECONOMY AND THE BIRTH RATE ARE GROWING.” Both entities are shipping most of their exports to European markets, as well as to more distant countries in Asia, the Middle East, or South Africa. Both Monica and Hector agree that there are still many protocols to be opened for Spanish cherries, especially for the coveted Chinese market.

when our volumes peak, in late May, there could be more stability.”

“The supply has grown, and this has forced us producers to ‘get our act together’.”

The general manager of Agrupación de This year, both producing areas, the Jerte Cooperativas del Valle del Jerte also warns Valley and the Ebro Valley, are starting that Europe is an area in economic reces- their productions in mid-April, as the sion with a relatively aging population. trees have had enough hours of cold in “We must not forget to focus on places winter and a good flowering. where the economy and the birth rate are growing. That’s why we are also consider- Input costs have skyrocketed. Fertilizers, ing shipping over long distances. If Chile fuel, energy, and packaging materials have “We know that cherries are a very popular can do it, so can we.” all become more expensive. “For the time product in China, but the negotiations for being, producers and marketers are coverthe export protocol have been stuck for In addition to Europe and overseas, Cerima ing the extra cost, and we hope that large more than 5 years, and since the Chinese also wants to focus more on the domestic retailers will also take their share, and market was opened for table grapes, it market. “There is a tendency to think that that this can be reflected on sales prices. has not been reopened for any other prod- all the good products are sent for export, The pockets of consumers are already feeluct,” says Monica Tierno. “The COVID-19 but Spanish retailers are as demanding ing it,” says Monica Tierno. “If the fruit has pandemic has not made things easier in as any German or English supermarket. the right quality, we will be able to pass the last two years, as we have seen with If the end consumer finds good products, the higher costs on to the prices. If not, it Chile. We remain interested in this mar- they quickly get used to them and we will be very difficult to do so,” says Héctor ket, but we are also looking to expand in quickly move up to the next level. If we Ripoll. other areas, such as the Persian Gulf coun- also present them in attractive packaging tries, although the risks are too high at the and in bags that help extend the shelf life Cherries are a product with added value in moment, given the increase in the cost of of the product, as we do for long distances, itself which has become much more comair freight. We have potential customers it would also be appreciated and remuner- petitive in recent years, especially as the overseas, but we are waiting to see how ated. Any improvement in the value of the acreage has expanded in areas where it the global situation evolves. In the period product is appreciated by the consumer.” wasn’t grown before, or was hardly grown

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at all. “The supply has increased, and this has forced us to become more demanding and to make greater economic efforts in the form of investments. All of us growers have been forced to get our act together. At the moment, despite the fact that there is already a great productive potential in the Mediterranean area, a series of adverse weather events recorded in the last few years in different countries has somehow helped regulate the supply. At the moment, the product continues to be profitable for the entire value chain,” says Mónica Tierno.

“We are very happy with the results that this fruit is yielding, despite the challenges it presents, starting with the availability of laborers, which is motivating investments in automation for the sort- is a fruit that is highly sensitive to the ing, calibration and packaging process- weather, and the weather patterns have es,” says Héctor Ripoll. “For now, cherry been changing, with rain, frost or hail harvesting cannot be mechanized due to recorded at unusual times and in areas the fruit’s fragility and ‘many hands’ are which didn’t use to have them. If the year needed in a short period of time, due to the is a good one, without any impact from bad large volumes that arrive at once.” weather, the final customer’s appreciation of the fruit improves exponentially. We “At the same time, there is also the more are talking about a top variety, a desired worrying issue of climate change, as this snack within the stone fruit segment, and

we believe that consumption will continue to increase, as long as quality standards are maintained, with varieties with a turgid texture and sufficient dry matter in their pulp for a long post-harvest life, good brix, good size, etc.”

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Wholesale Market

Günther Warchola (Bavarian Fruit Trade Association) on crises, new construction plans and the future of the fruit sector

“No company is alone in the market and being part of the community is only advantageous” The daily conversations at the Munich and Nuremberg wholesale markets are all about the uncertainties surrounding the current crises, says Günther Warchola. He has been managing director of the Munich wholesale market company Magdalena Mündlein for more than 40 years and has also been the President of the Bavarian Fruit Trade Association since 2009.

Bavarian fruit wholesalers are concerned about the significant cost increases for wages, energy, transport, etc., Warchola summarizes. “In the short to medium term, we assume price increases for fruit and vegetables to be unavoidable. So far, only the increased transportation costs have affected the trade, but now producer costs are also increasing as a result, due to the impact of higher energy costs as well as increased wages.”

As a result of the price increases, Warchola says the consumer will have less purchasing power and may cut back on food purchases. “This drop in purchasing power may also potentially lead to lower-priced produce being more in demand in the fruit

and vegetable sector in the future. The with the new construction plans for the next few months will show where the most Munich Grossmarkthalle is the timeline. savings will be made. However, I think our Anyone who sees the current old halls and member companies are well-positioned their surroundings immediately senses and they will overcome any future chal- the severe restrictions and logistical challenges in the best possible way.” lenges with which we have now been running our businesses for years. As long as LACK OF PERSPECTIVE AT THE clear improvements of these conditions in MUNICH WHOLESALE MARKET SITE the foreseeable future are not yet explicit, On top of the crises and the day-to-day we view this situation extremely criticalcost increases, there are the sluggish ly.” negotiations between the city, investors, and wholesale market traders, as they are MARKET CONCENTRATION PROCESS shaping the future of the wholesale mar- Meanwhile, in the fruit sector - like many ket area. As things stand, a new wholesale other branches of food wholesaling - a market hall, combined with offices, apart- steady process of market concentration is ments, and hotel use, is to be completed taking place. This, according to Warchola, by 2030. Warchola: “Our biggest problem will continue to shape the industry in the

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coming years and will also determine the tion of member companies’ interests. No near future of many companies. “Wheth- company is alone in the market and being er a lack of succession planning or simply part of the community is only advantathe use of synergies in business take- geous.” overs, tasks or sales is the cause, must be assessed on a case-by-case basis. The ear- SUCCESSION FOR THE TRADITIONAL ly morning working hours that are com- COMPANY IS ASSURED mon in the industry certainly do not con- As the managing director of Magdaletribute to a sustained enthusiasm within na Mündlein, a company founded by his the up-and-coming workforce,” Warchola grandmother in 1942, Warchola is now emphasises. one of the old hands at the local wholesale market. He has been able to pass on Nevertheless, he sees the situation of medi- his enthusiasm for the job to his daughters um-sized trading companies at wholesale Alexandra and Natascha. Since 2017, both markets as rather positive for the future. daughters have been active in the manage“Traditionally, we are all fighters, who ment of the traditional company, together grow stronger with the challenges. We with Mr. Alessandro Langella. “That is why believe that, especially in crisis situations, I am optimally positioned for the future, small and medium-sized enterprises will with my company. The succession is regbe more than able to compete thanks to ulated and organized. My two daughters, their extreme flexibility and very high together with my outstanding employees, reaction speed to market requirements. will continue to run our traditional family They will remain an essential pillar of the business.” food supply, especially in difficult times.

In the meantime, there will probably be a IMPORTANCE OF THE BAVARIAN FRUIT further slight decline in our membership TRADE ASSOCIATION numbers, as a result of smaller companies Mr. Warchola’s public function as President going out of business. As an association, of the Bavarian Fruit Trade Association is however, we benefit from the concentra- particularly close to his heart as well. He

tirelessly appears in the media time and again. Both activities still give him great pleasure, and as long as his health permits, he will hold both offices, he says, looking back on a good twelve eventful years at the helm of the association. “The low point of my work as President was the halt of the new construction of the Grossmarkthalle in Vaterstetten planned by the association, and with it, the lack of perspective in the new construction of the Grossmarkthalle.

I consider the unity with which the association has presented itself to the public, the authorities, and the city of Munich for all these years to be a great and lasting success. I owe this success above all to my Executive Board members, who have always put the interests of the industry above their personal interests, demonstrating our unity to the outside world.

Before I think of how those around me should remember me, I will keep contributing to the successful construction of the Grossmarkthalle with all my strength.”

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Vision

Falk Schlusnus, CEO TFC Holland:

“In the coming years our exotic sales’ focus will move far further than Europe” Falk Schlusnus took over as TFC Holland CEO at the beginning of this year. This 39-year-old German gained his experience at Lidl. And for the last two-and-a-half years, he has been with TFC Holland. This Dutch exotics specialist is part of Global Produce GmbH, which bundles the BayWa Group’s fruit and vegetable activities. We asked Falk about new exotics, the effects of climate change, and the company’s commitment to a vertical chain strategy.

How has it been to work at TFC in the Netherlands for the past 30 months?

Peter Kooi is staying on. He led TFC for all Wonderful! I’m looking forward to leading those years as CEO and co-founder. Now and further developing such a great com- he’s doing strategic purchasing. pany as CEO. TFC has been a strong player in the exotic segment for more than 30 What is going to change under your years. It has a diverse range of more than leadership? What stamp do you want to 200 fruits and vegetables from more than put on TFC’s course?

50 countries. Our biggest products are My main goal is to continue the last 30 avocados, mangoes, sweet potatoes, and years’ excellent work. And not only withginger. But customers can also come to us in Europe, but beyond that too. BayWa for side products like lemongrass. acquired most of TFC Holland´s shares in 2016. So, TFC is now part of that group. It At TFC, we focus on long-term relation- recently bundled its fresh produce activships with suppliers in the countries of ities into the wholly owned subsidiary, origin. That’s on both the sales and pro- BayWa Global Produce GmbH. curement sides. TFC has gained a lot of experience and knowhow in its decades- It includes the New Zealand company T&G long history. That’s why it’s great that Global, BayWa Obst in Germany, and Al

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Dahra BayWa in the United Arab Emirates.

Together, we can offer a much wider range of products to our global customers. A continent like Asia presents great opportunities. And through our Dubai partner TFC Middle East, we have years of experience in the Middle Eastern fresh market, for avocados and other products. We want to keep expanding those activities.

Can you give an example of where this synergy within the BayWa Group is already visible?

The Softripe technology that we began using at our Dutch site this year immediately comes to mind.

Our sister company in the United Kingdom, Worldwide Fruit, has already implemented this technology very successfully. That was after an extensive series of successful tests with various kinds of fruit. That lets us share and build on experiences.

This Softripe technology uses artificial intelligence (AI). That results in better quality, longer shelf life, and less product loss. We can now give our clients perfectly ripened mangoes and avocados with sig-

nificantly longer shelf lives. That’s just one example. The BayWa Global Produce network offers many more advantages. Like when we have to make investments or can exchange know-how, thanks to years of cultivation experience. Or tap into the sourcing and marketing TFC has been doing for 30 years.

ily in a larger variety of tropical avocados. Thanks to that, we’re now one of the market’s most important players. And, of course, we’re looking for the next exotic item to turn into as big a success as avocados.

ucts like pomelos and ginger. And it’s not easy to pass the higher costs on further down the chain.

Many importers are adding some exotics. Does that still leave space for true exotics specialists?

How did the global pandemic affect TFC? Luckily, yes, because we’ve been pursuing As with everyone else, COVID-19 definitely a vertical chain strategy for years. That Do you think the avocado market will impacted us. As a food industry company, means we source the products we focus on keep growing, or has it reached its we could, fortunately, continue working via partnerships or from our own producsaturation point? under far-reaching hygiene measures. But tion. We have growers that do long-term That’s an often-asked question. I think it was massively challenging for our sup- cultivation for us. That’s what our retail there’s still plenty of growth potential. pliers to organize not only production and clients want too. They prefer the shortAvocados have developed tremendously packing stations but logistics too. There est possible supply chain, i.e., closest to in stores in recent years. Ten years ago, it was also a major sales shift. Most of the production. That confirms our strategy of was still in a corner of the fruit shelf. Now, sales to the hospitality industry fell away, offering fruit directly to our customers. there are several avocado varieties, both and retail took over that share completely. loose and packed, on the main display.

We’ve been involved in mango, avocado, Each supermarket offers two or three The lockdowns have been lifted in almost sweet potato, and grape production for varieties. Demand has been booming. The all of Europe and sales have, therefore, many years. We invest in our own producaverage per capita consumption in Europe returned to pre-pandemic levels. The pan- tion facilities and various joint ventures in is, however, still low. demic has, however, had a huge, long-last- places like South and Central America. We ing effect on both ocean and air freight offer all related services, such as ripening It’s significantly lower than, say, in the logistics. Trade container rates with and packaging, too. We believe this is the United States. In Eastern Europe, the China have increased tenfold. And little key to success. You could say there’s genready-to-eat market is still in its infan- improvement is expected for this calen- erally little to no room for companies that cy. In Western Europe, too, this category dar year. No one knows what next year’s don’t add value to the chain. And there will has much further to develop. For example, situation will be like either. That currently always be competition; that’s healthy; it in recent years, TFC has invested heav- complicates importing, particularly prod- encourages entrepreneurship.

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Vision

How is your organic assortment that. All BayWa Global Produce locations exotic fruit and vegetable market is growdeveloping? in the EU have been climate neutral since ing strongly. Consumers know our prodThose sales are important to us and are 2019. Thus, we’re making an active contri- ucts come from afar, and they accept that. showing a clear upward trend. Last year, bution to the climate in those areas. And we sold more organic products to retail- all BayWa global sites have been using Lastly, TFC interviews have been rare in ers, but that was true for most product green electricity since 2020. recent years. Are you going to go public categories there. We take the lead from more in future? customer demand for organic exotics. If Speaking of climate, how is it changing Now that we’re part of BayWa, that has, that should increase, we’ll supply those affecting production? Are your sources indeed, become more part of our strategy. products to them. That growing market moving closer to Europe?

We want to keep our stakeholders in the demand isn’t limited to what is defined Climate change is greatly affecting every- loop. We want them to know why and how as organic. For example, social conditions one on earth. But it also offers opportu- we do things. We do that on places like have also become much more important. nities in Europe for, say, apple varieties. social media. People are certainly going to As many as 50% of German consumers say These could not be grown in the northern hear more from us. they want to buy goods produced under part of Europe. Viticulture, too, is becominfo@tfc-holland.nl fair conditions. ing a reality in new places. Many people are trying to cultivate the so-called exotHow important is sustainability to you ics in Europe. For example, we buy small in the broadest sense of the word? And quantities of avocados and mangoes from are those requirements easily realized?

Spain. But is isn’t easy to grow many of the We’re a global player, so take environ- exotics in Europe. Cultivating exotic fruits mental and social responsibility. That’s is not only about heat; wind and water through ethical, socially fair production also play a major role. Climate change conditions in the countries of origin. We is increasingly manifesting as extreme want to be a responsible supply chain. So, weather conditions. To find solutions, the we’re continuously developing our sus- entire industry must respond to this crisis. tainability strategy. For us, treating people, products, and the planet with respect Is the increasing demand for locally and care is a vital investment in the future. grown food being felt in exotics sales?

Long-term business success hinges on We notice little of that. The European

colophon AGF-PRIMEUR bv Stevinweg 2, 4671 SM Tholen Niederlande Tel: +31 (0)166-698232 Fax: +31 (0)166-698219 info@agfprimeur.nl www.agfprimeur.nl Publisher: Pieter Boekhout

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AGF Primeur 4 • 2022

Editorial staff: Marjet Lubbers-Bruijnse, Martine van der Wekken, Izak Heijboer, Thijmen Tiersma, Jobke den Hertog, Liesbeth Stikkelman, Colinda van Hemert, Hugo Huijbers, , Marieke Hemmes, Jonny Diep, Katharina Gusinovs Sales: Andries Gunter, T. +31 (0)166 698232 - andries@agfprimeur.nl Design: Viola van den Hoven, Martijn van Nijnatten Copying all or part of the content without the written consent of the publisher is prohibited.

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