4 „Many farms in western South Africa can produce selfsufficiently these days“
Matthias Eggemann, Geschäftsführer der Fresh-Connection Fruchtimport GmbH
8 “The answer is not the lab-made burger, but a broader range of products based on natural vegetables”
Daniel Frey of Frey Gemüse AG on the Swiss convenience market
12 “This year, we will be offering the food retail industry Turkish blueberries for the first time”
Böhmer Group focuses on differentiation in the procurement of goods
18 New location near Düsseldorf, anniversary in Frankfurt and Berlin
German wholesale markets in a state of flux
22 Herrmann Kräuter focuses on capacity expansion and strategic alliances
24 “We are observing increasing demand, both from wholesale markets and food retailers”
OGA-OGV expands Moldovan imports
28 “Severe weather had no noticeable impact on the supply of goods”
German wholesalers on the citrus season
32 “It’s great to see how well Elstar retail promotions are going”
Kees van Ossenbruggen
36 RipeWise: further developing existing ripening technology for exotics
40 “These days, I equate selling a 5kg bag of potatoes to consumers to selling a bag of disappointment”
Léon van den Oord
46 Disrupted logistics is the new normal Maersk survey highlights the importance of resilience
51 “There’s always been consolidation”
Bert Graafsma, PwC
58 “To be robot-proof, we must start growing pears like grapes”
Martijn Vogelaar, Fruvo
62 “We approach the market from a client perspective”
Quik’s Quality Potatoes
66 “This new ripening technology distinguishes us regarding exotic products”
Fruit Service Collective wants its full service to unburden third parties
72 “We want it to be easy to do business with us” ZON to double its open field vegetable acreage in 2025
81 Coffee, tea, and cocoa: innovative greenhouse projects in the UAE
84 Top pomegranate exporter rues disappearance of small farms
Sapex
89 Fresh produce consumption increasing in Scandinavia due to improved dietary guidelines
92 “The Peruvian avocado sector will continue to grow in 2025, although at a more moderate pace”
99 “The 2024-2025 mango campaign is a testament to the resilience and adaptability of Peruvian exporters”
103 “Strong rise in herb exports”
Jolien Vanden Berghe and Jorne Leemans, Dilpack
105 The comeback of Italian strawberries
109 Kiwi: Despite a decline in yields in Italy, the presence of yellow and organic varieties has given producers new momentum.
115 “We try to make our customers aware of the importance of standing behind our producers and not look for alternatives in Egypt or Morocco”
Jussi Alitalo, CEO of Greenfood Ibérica
118 Trends and developments in China’s fruit market
123 Moroccan anger over European court ruling
126 “No surprise that the German market is a very attractive one for Polish apple production”
128 “Over the last year it has been very satisfying seeing the two teams in Holland and Germany working closer together sharing knowledge and experiences”
Mathijs Benard, Head of Operations Central Europe - Westfalia
132 Small tomatoes on the rise despite strong competition
Isabelle Georges, Solarenn
136 The ongoing closure of the Suez Canal is having a significant impact on Italian fruit exports
138 “Europe remains an important area to source high quality produce items from”
James Milne with Oppy
142 The Juliet apple continues its international conquest
Les Amis de Juliet, Cardell Export
144 “Drought-related problems have led us to abandon strawberry production and fully embrace blueberry cultivation”
Elisa Arazo, manager of Natural Berry (Huelva, Spain)
148 “The future of the Spanish citrus industry depends on its capacity for differentiation”
Xavi Nolla, CEO of Iberian Premium Fruits
150 “Rising cost prices and weather extremes force everyone to build in certainty”
Full soil season in full swing at Calsa
153 What could AI mean for greenhouse cultivation?
Matthias Eggemann, Geschäftsführer der Fresh-Connection Fruchtimport GmbH
„Many farms in western South Africa can produce self-sufficiently these days“
The supply situation in the grape sector was rather tight in the last phase of the past year. The first small shipments of Namibian grapes arrived in calendar week 48, followed by the first larger shipments two weeks later. Depending on the region, there were losses of 25 to 33 per cent in Namibia. The early African grapes encountered a receptive and high-priced market, according to Matthias Eggemann, managing director of Fresh-Connection Fruchtimport GmbH, based in Geesthacht, Germany. “Last year, the US has increasingly turned to Peruvian produce, which was partly due to the low grape yield in California. This contributed to an overall supply shortage in Europe. Due to the high prices, sales were also rather sluggish shortly before Christmas.” Namibian grapes are usually only available until midJanuary.
Shortly after the turn of last year, the first deliveries arrived from South Africa. According to the South Africa specialist, the volume forecasts are particularly encouraging. “There will definitely be enough goods. The weather has played along accordingly and there are sufficient water resources. We have the advantage that our farms — which are mainly located in the western part of the country
— can produce largely self-sufficiently, thanks in part to the use of photovoltaic systems and a good water supply. However, it remains to be seen how local consumers react to the price hike. Even if prices now slowly converge again, we expect a slow sales volume in the first weeks of the South African season.”
Matthias Eggemann provides advice and support to a wide range of customers, including in the retail, wholesale and industrial sectors. His company celebrated its 20th anniversary last year
A TWO-FOLD PICTURE CHARACTERISES THE SOUTH AFRICAN GRAPE INDUSTRY
In the west of the country, pleasing increases in acreage continue to be recorded, while climate change is having a negative impact on grape growing in the east. Eggemann: “Increased rainfall means that the quality of the early grapes from the east of the country tends to be weaker, which is why the grapes cannot be harvested and shipped in optimal condition.” The South African grape season
normally lasts until mid-to-late April. In the second half of the season, starting at the end of February, they are in direct competition with India, Argentina, and Chile.
According to Eggemann, appearance and taste are crucial for repeat purchases at the point of sale. “It is also important to offer only a limited number of varieties during a certain period when you are contracting programmes. This recognition ultimately contributes significantly to the likelihood of repeat purchases. The associated transparency along the supply chain is what our company stands for.
After all, we see ourselves as a link from farm to shelf.”
RED ON THE RISE, BLUE STAGNATING
Although Fresh-Connection Fruchtimport GmbH also supplies customers in other European countries, Germany is and remains the company‘s most significant market. According to Eggemann, there are some interesting trends emerging domestically. “We are seeing a trend towards red seedless grapes like Crimson Seedless. In contrast, the demand for blue grapes is somewhat lower in Germany, especially compared to Eastern Europe. White grapes are establish-
ing themselves as a stable segment, with Arra 15 and Sweetie in particular meeting with a positive response. Other variety innovations include ARRA 35 (red seedless grapes) and ARRA 33 (white seedless grapes).” Overall, the South African grape sector has stabilised in every respect, although other crops, such as mandarins, macadamia nuts and blueberries, are gaining in importance in local cultivation. “Some of our farms have recently been able to expand their cultivation capacities.”
DIFFICULT FRUIT LOGISTICS
In general, Eggemann is seeing a strong trend towards punnets and tray grapes on the shelves. “Otherwise, we have been increasingly dedicating ourselves to the import and distribution of large-calibre grapes, i.e. XXL/XXXL/Jumbo, for several years now, and have found a great niche with this. However, what concerns us most is the logistics and transport factor. Freight rates have normalised to some extent after Corona but are still at a high level. In addition, increased toll costs and the precarious shortage of drivers are putting a certain amount of pressure on the markets, which we will undoubtedly feel more and more in the future,” concludes Eggemann.
info@fresh-connection.com
White table grapes of the early variety Arra 15. Other popular early varieties include Early Sweet (blue), Flame Seedless, Arra 13 and Starlight (red), as well as Prime Seedless and Sugarone (white)
Daniel Frey of Frey Gemüse AG on the Swiss convenience market:
“The answer is not the lab-made burger, but a broader range of products based on natural vegetables”
30 years ago, Daniel Frey decided to expand his parents‘ vegetable business by adding a processing division to refine the salads and vegetables they produce on site. The variety of fresh-cut products has grown considerably in recent decades, but the basic principle remains the same. Even today, most of the vegetable processing is still done by hand at the family-run business in Aargau. In addition to stored vegetables such as cabbage and leeks from its own and regional cultivation, Frey Gemüse AG processes fruit vegetables and salads of Spanish origin at this time of year. However, the seasonal transition proved quite difficult last year, according to Frey. “The fruit vegetables from local cultivation were ready a little earlier, while Spanish products were not yet fully available. So at the end of October, it was sometimes challenging to get hold of the tomatoes, cucumbers and other products needed for processing.” By contrast, the vegetable sector was largely spared the devastating effects of Storm DANA. “Sometimes there may be delays of two to three days in logistics, but so far, this has not led to any significant bottlenecks.”
SHARP RISE IN RAW MATERIAL PRICES
Frey Gemüse AG covers a large part of its raw material needs with goods from its own cultivation, and the rest is purchased accordingly. Frey: “We have simply noticed that raw material prices have risen significantly in the past four years. At the same time, logistics costs, espe-
cially fuel prices and the increase in tolls, are also having a significant impact.” In general, there has been a fundamental change in the cost structure. “This is already leading to a tendency towards better planning of cultivation volumes. In concrete terms, this means growing 95 per cent instead of 110 per cent. Shortag-
es are no longer the exception, but rather the rule. The usual price reduction after a high-priced phase no longer occurs, or it occurs much later than usual. This sometimes presents us with major challenges at the procurement level.”
LACK OF IMPULSE BUYS
The predominantly wet and cold weather has had a negative impact on freshcut sales, Frey continues. “The only fair weather period was during the school holidays. As a result, consumers bought fewer typical summer items such as fruit and salad cups and barbecue side dishes. These spontaneous purchases constitute a significant amount and were unfortunately missing last year. What we are also noticing is the emptiness in the consumer‘s wallet. This reduction in purchasing power is particularly noticeable in the higher-priced segments, which also include the fresh-cut sector. In system gastronomy in particular, the quantities ordered per customer are lower than before. In the overall evaluation, we are still seeing some growth, but this is mainly due to an increase in the number of customers rather than in consumption.”
According to Frey, system gastronomy must be viewed in a differentiated way. “The well-known burger chains, some of which are also among our customers, have slowed down after a few strong years of growth, which is due to the increase in the number of suppliers, i.e. crowding out. In this area, as well as in high-frequency locations – such as petrol stations and the like – we are extremely dependent on traffic flows. I, therefore, see further growth potential in urban areas, whereas a downward trend is already emerging in rural areas. A good location is essential in this case. The market will continue to develop in line with these demographic trends.”
TO-GO FRUIT AND SIMPLER RECIPES ON THE RISE
At the product level, to-go fruit continued to grow. “We continue to produce high-quality, sulphur-free and hand-cut
products with a short shelf life and are in direct competition with predominantly machine-produced and longer-lasting low-cost lines. Due to the manual processing, we can process comparatively much riper fruit. However, I dare say that both segments continue to have a right to exist on the market. Within the fruit category, people still hold very much to the tried and tested ingredients. For example, in contrast to other countries, cantaloupe, galia and watermelons are used almost exclusively for melons. However, I am optimistic that other types of melon will also catch on in the future, possibly in combination with other types of fruit.”
In general, the Swiss convenience market is moving towards simpler recipes. “This means only four instead of seven components in a mixture and, if possible, no additives. In practice, this also means that compromises must be made in terms
of shelf life or colour, and people are willing to do that.” Frey believes in the further growth potential of the Swiss convenience market. “Market researchers are unanimous in pointing to the further decline in meat consumption, and we are in pole position to benefit from this trend. In my opinion, the answer will not be the lab-grown burger, but a broader variety of products based on natural vegetables. So here it is important to create a wider range of options on the plate.”
info@frey.ch
Böhmer Group focuses on differentiation in the procurement of goods
“This year, we will be offering the food retail industry Turkish blueberries for the first time”
In the wake of increasing weather extremes and the increased demands of the German food retail industry, suppliers to the European food retail industry are being forced to offer a broad portfolio of goods from different countries of origin. The Böhmer Group, based in Mönchengladbach, has been a reliable partner of the German food retail industry for many years. In recent years, it has also set up several cultivation projects and strategic alliances, both in the conventional (Böhmer Frische GmbH) and in the organic segment (Bivano GmbH), to be able to always offer the food retail industry a suitable alternative.
Carsten Gogoll is the operational manager of both Bivano GmbH and Böhmer Frische GmbH. Both subsidiaries of the Böhmer Group are based in the high-performance logistics centre on the outskirts of Mönchengladbach.
ORGANIC BLUEBERRIES: SEA FREIGHT IS BECOMING MORE IMPORTANT
Due to increased sensitivity of food retailers, Bivano GmbH, the group‘s organic division founded in 2014, is trying to avoid air freight as much as possible when it comes to organic blueberries. “Since calendar week 36, we have
been offering Peruvian goods by ship for the third year now, which has been well received by food retailers. Our partner at the source has now completely converted his farm to organic. Up to now, we were mainly offered convincing qualities, although now, due to larger quantities in the conventional sector, there is also a little more price pressure in the organic sector,” says managing director Carsten Gogoll.
To meet demand, Bivano GmbH purchased additional Argentinean flight goods on the spot market in the last
quarter, which, despite being air freighted, were weaker than the Peruvian ship goods. They also generally found that the qualities of Argentinean organic goods were somewhat more volatile in comparison. The supply of Argentinean organic air freight was coming to an end in mid-December, while the first Chilean air freight was arriving on the market, followed by sea freight. Gogoll expects the Chilean sea freight to be cheaper than that from Peru.
“Due to the weather, the Western/Eastern European organic blueberry campaign ended relatively early in the 2024 season, but thanks to our overseas network, we were able to serve our customers as needed, so the transition was fairly seamless,” the manager explains contentedly. When, from the end of January, Moroccan and Spanish organic blueberries traditionally hit the market in greater numbers, things will get a bit quieter for the Mönchengladbach-based company, as it will only be ‚helping out‘ with Portuguese goods during this period to cover peak demand. Under ‚normal‘ weather conditions, the most important marketing period for the fruit and
vegetable specialists begins around the beginning of June with the first goods from the Balkan countries and Romania, followed by German, Dutch and Polish goods. From July onwards, Bivano GmbH can fall back on Polish organic blueberries from its own contract farming. Since 2023, organic raspberries and blackberries have also been obtained from this project. Gogoll: “We have now also been able to gain a second producer of organic blueberries in the Netherlands.”
GROWING INVOLVEMENT IN TURKEY
The supplier base is constantly being adapted to circumstances, not only in the organic sector but also in the conventional sector. Turkey is establishing itself as a future procurement country for the subsidiary Böhmer Frische GmbH, confirms Gogoll, who recently visited the country to see for himself the possibilities in
several of its growing regions. “We have been sourcing pomegranates and leeks as well as smaller quantities of vegetables, including iceberg lettuce and cauliflower, from Turkey for many years and are constantly expanding the portfolio, for example, to include vine tomatoes and citrus fruits. We also recently started to have our own staff on site to support local producers, for example for quality management. The sometimes rapidly changing requirements of European legislation and the specifications of the German and European food retail industry are a major challenge for many producers, and our support is gratefully received. We can see that a lot has already happened.”
The Böhmer Frische team has now also recognised the potential of Turkish blueberry production. Gogoll: “We see Turkey as an interesting alternative to south-
ern European cultivation, especially Spain. When it comes to blueberries, we find that Turkey offers the best conditions for bringing forward our main season. Specifically, we will be offering the first Turkish blueberries in the coming season, starting in mid-April. This will enable us to supplement the southern European supply late in the season with modern, high-quality varieties for about 6-8 weeks until the German or Western/ Eastern European season begins. We are initially talking about a potential of 50-80 tonnes per week.”
ALTERNATIVE TO SPAIN
The main objective is to ensure security of supply at all times during a traditionally critical phase of the season, Gogoll continues. “The purpose of this commitment is not to replace other origins, but rather to meaningfully supplement our range and offer our customers an alternative to Spain. In the case of blueberries, we naturally have the advantage that we do not have any contract farming in Spain ourselves, so there is no internal competition in this product segment. Assuming that the main causes of the recent immense delays at the Turkish-Bulgarian border will be relativised, there is also the possibility of sea transport in addition to the land route. We plan to load the blueberries in bulk and then have them packed fresh daily by our long-standing specialised partner company in our region. Even if it is possible to have the berries packed directly by the producer in Turkey for various types of packaging, our premise of ‚quality before price‘ always applies,” he concludes.
vertrieb@boehmer-frische.de info@bivano.de
Carsten Gogoll is operational manager at both Bivano GmbH and Frische GmbH
Dingeman and Daniël, GlobalFair owners
‘‘OUR EXTENSIVE EXPERIENCE ALLOWS US TO RIGHTLY SAY WE ARE A SPECIALIST IN EXOTICS”
‘‘GlobalFair has been in business for six years already, and we’re pleased to say we grow well every year,” says Daniël, this Dutch company’s co-owner. ‘We’re getting new clients, and we have expanded our team. We work closely with suppliers from across the globe to offer products year-round to our clients, including in the processing industry.’’
All GlobalFair’s clients have their own wishes, but they all have one thing in common: they want to work with fruits and vegetables that meet their requirements. “That’s why we custom deliver to all our customers, whether they’re in the processing or hospitality sector. And whether they order one pallet per week or large volumes. We do all that transparently and reliably,” Daniël explains.
RANGE FOCUS
GlobalFair’s other owner, Dingeman, adds that the company brings focus to the assortment. “We aim to be a specialist in certain product groups. This means we have a high turnover rate, the products stay fresh, and we’re competitive. That’s a win-win for clients and suppliers.’’
‘‘Also, our products are always in stock, and we can serve any client, big or small, within our target groups. We believe that a narrower range provides these advantages over companies with wide assortments,” he says.
Do
GlobalFair can help customers with:
• Sweet potatoes
• Pumpkins (butternut squash, hokkaido, muscat)
• Ginger and garlic
• Limes
• Nashi pears and other exotics
CHALLENGES
‘‘Even if a customer wants butternut squash for fresh packs with complicated specifications, we can arrange that,” continues Daniël. “We don’t see problems, we see challenges. We want to be more than just a supplier, we want to be a client’s partner.’’
GlobalFair is strong in supplying:
• Processors
• Wholesaler
• Retail
• Foodservice
VISION
“We want to be a reliable partner for clients in Europe’s fresh produce market. In the coming years, we’ll focus on digitalization, deepening our product lines, and expanding our service. We also want to continue supporting our development project in Egypt. Want to join us? Scan the QR code,” Daniël concludes.
German wholesale markets in a state of flux
New location near Düsseldorf, anniversary in Frankfurt and Berlin
The German wholesale markets can look back on another eventful year. The Frischezentrum in Frankfurt, an absolute model market with a modern infrastructure since its opening in 2004, celebrated its 20th anniversary last year. The same applied to the Berliner Fruchthof, which has been existing for 75 years. Düsseldorf Wholesale Market, on the other hand, closed for good at the end of the year. However, some market companies moved into a new hall in Hilden, a small city next to Düsseldorf, where lively trade is already taking place. Meanwhile, the future of the Cologne Wholesale Market remains uncertain: operations at the current location will cease at the end of 2025. However, according to the city council, the traders are to receive support in their search for a new location.
Bremen Wholesale Market: Combining profitability and sustainability
The departure of the company Fruchthaus Hulsberg and the expansion of NHD Fruchtimport over the past two years have set the course for the future of the local wholesale market in Bremen. To continue to meet the increasing demands of the fresh produce trade in the future, ongoing investments at the trading centre are absolutely necessary, according to Lars Jansen, divisional manager of the wholesale market. “The electrification of vehicle fleets will come at some point, especially for local transport. Our task is to take measures at an early stage to save energy and thus contribute to an envi-
Düsseldorf Wholesale Market: New location, new era
Nach der Schließung des traditionsreichen Düsseldorfer Großmarktes konnte zum Jahresende eine neue Halle im Stadtteil Hilden bezogen werden. Der moderne Standort im dortigen Gewerbepark bietet flexible Verkaufsflächen ab 750 Quadratmetern und Büroflächen ab 220 Quadratmetern. Im Zentrum des Städtedreiecks Düsseldorf, Köln und Wuppertal wächst das Einzugsgebiet des neuen Großmarktes nun erheblich. “Alle Händler*innen freuen sich bereits auf die Schlüsselübergabe und blicken voller Tatendrang in die Zukunft des neuen Düsseldorfer Großmarktes.”
ronmentally friendly value chain.” This also includes new marketing concepts, emphasises Jansen. “We are seeing that business continues to develop in the direction of delivery instead of collection, with online retailing also becoming increasingly important. Accordingly, as a service provider, we are also endeavouring to invest in this direction, i.e. in software and merchandise management systems. However, many tenants are currently still not very interested in such concepts.”
www.grossmarkt-bremen.de
Nicht jeder glaubt ans Zukunftspotenzial des neuen Großmarktes, betonte Wilhelm Andree, Senior-Chef des gleichnamigen Familienunternehmens, der sich gegen den Umzug entschied. In Hilden müsse man Zehnjahresverträge unterschreiben, “bei 22.000 Euro Monatsmiete, dazu eine einmalige Kaution von 67.000 Euro. Das wird da nichts”, sagte Andree gegenüber der lokalen Presse.
grossmarkthallen-duesseldorf.de
Fruchthof Berlin:
Existing property to be developed further
On 15 September, the Fruchthof Berlin celebrated its 75th anniversary with a successful world record attempt and numerous invited guests. The Fruchthof cooperative and the other market companies have since put aside the idea of building a new modern wholesale market in Berlin on the site of the former Tegel airport, as board member Nils Doerwald explains. “We have agreed with the senate that this property will be further developed. It won‘t be the most modern wholesale market in Europe, as was once planned, but at least we will have a location that will work for the next 30–40 years.”
The plan is now to extensively restructure the entire wholesale market site (330,000 sqm) on Beusselstraße, of which the Fruchthof covers almost a third (90,000 sqm). Construction is scheduled to begin in 2028 and will take around ten years in total. “An intelligent arrangement of the buildings and traffic routes is crucial to further exploit the potential that, I believe, is available,” continues Doerwald. www.fruchthof-berlin.de
Frischezentrum Frankfurt:
Modern flagship market with potential for the future
Since it opened in June 2004, Frischezentrum Frankfurt has been considered the most modern wholesale centre in Germany. “Wholesale markets like the Frischezentrum have been classified as critical infrastructure, which emphasises their strategic importance for the region‘s security of supply. To meet this responsibility, the Frischezentrum is continuously investing in the sustainable improvement of its infrastructure. This includes measures to increase energy efficiency, such as the renewal of the main and emergency lighting, the modernisation of the refrigeration system and its conversion for heating purposes,” Silke Pfeffer, Managing Director of Frischezentrum Frankfurt am Main - Großmarkt GmbH, said on the occasion of the 20th anniversary.
The sustainable expansion of the infrastructure remains a priority and should thus serve to further develop and secure the location. The implementation of such technologies and strategies also demonstrates the Frischezentrum‘s commitment to a sustainable future. Pfeffer: “In 2024, the Frischezentrum celebrated not only 20 years since its opening at its current location, but also two decades of continuous innovation and improvement. Through close cooperation with retailers, strategic planning and a focus on sustainability, the wholesale centre has established itself as an indispensable business location in the Rhine-Main region.”
None of the designs for the new building and financing of the wholesale market hall by the Büschl Group have yet been accepted. The group of investors can submit their improved plans by summer 2025. At the same time, the city is reserving the right to present its own alternatives. No one is happy about the renewed delay. “We traders don‘t need a luxury wholesale market, we need a functional one – we never asked
Cologne Wholesale Market: Uncertainty impacts business
Cologne Wholesale Market in Raderberg is to be demolished by the end of 2025. A last-ditch attempt by the city‘s politicians to keep the wholesale market until 2030 failed to win a majority in the council. The decision is a slap in the face for the traders, said Michael Rieke, spokesperson for the wholesale market traders, in a statement. “Everything that the traders have brought here with their personal and financial commitment, including tasks that were actually the responsibility of the city administration, have been
for anything else,” said one trader, summing up the discontent of the market companies based there. “We have been put off for decades, millions have been thrown out for planning offices. From today‘s perspective, it would have been better to just do a thorough renovation.”
stadt.muenchen.de/infos/grossmarkt.html
ruthlessly wiped out by the very same. This is about much more than just maintaining Cologne Wholesale Market as one of the last free markets for fresh food in the region and as a unique and important link in a value chain independent of food companies.” The traders want to stay as close as possible to Cologne and some have already expressed interest in a new wholesale market on a smaller scale.
Herrmann Kräuter focuses on capacity expansion and strategic alliances
With an increase in land of around 300 hectares to a total of 1,300 hectares, the management of the herb specialist Herrmann Kräuter can look back on a successful 2024. With the significant increase in production capacity and a weekly output of up to 400 tonnes of herbs, the Neuss-based company is seeking to respond to the growing demand at home and abroad. Meanwhile, pleasing increases have also been achieved in the baby leaf salad and cress sector, they report. The family business is run by the Herrmann family – Willi and Marion Herrmann represent the third generation, with Guido and Thomas Herrmann the fourth.
The first sowing of parsley and spinach took place as planned at the end of January. However, heavy rain and persistent precipitation later in the season led to increased risks of disease. “Thanks to increased hygiene measures, we were able to react quickly and professionally, even though we had to accept isolated crop losses. By strategically spreading our cultivation areas around the Neusser Rheinbogen, we can minimise the risk of crop failure,” explains managing director Thomas Herrmann when asked. During the winter season, the company relies on winter greening of the fields to prevent erosion, reduce nutrient leaching and promote humus formation – an impor-
tant measure for the long-term fertility of the soil, they continue.
LARGE BUNCHES AND CRESSES ARE TRENDY
The sales channels of the growing family business, now in its fourth generation, include food retailers and wholesalers, as well as restaurants, canteen kitchens and processors. However, a strong upward trend is observed across all sales areas. “The demand for herbs has increased significantly, which is due to both the general growth trend in the herb market and the result of our dynamic and solution-oriented approach,” says Herrmann, who points to the trend towards
large bunches. “Depending on the product, these are units of 100 to 200 grams, which corresponds to the increasing demand for ingredients for ethnic cuisines. Dishes such as tabbouleh, Greek farmer‘s salad, Thai curries and many more, in which herbs are a main ingredient, are growing in popularity.”
Meanwhile, cresses continue to grow, especially in gastronomy. “With our selection of ten different varieties, we are well-prepared for this demand for a wide variety of varieties. Microgreens offer a practical alternative to uncut cress and stay fresh for ten days.” In autumn 2024, the Düsseldorf-based start-up vollgepackt was taken over. The approximately 28 varieties of microgreens are a great addition to the existing portfolio. Herrmann: “Founder Jörn Christiaens moved in with his indoor growing area at the beginning of September. Indoor farming enables year-round availability of products of consistently high quality, and we are already looking forward to further expanding this area in 2025.”
EXPANSION OF LAND AND STRATEGIC ALLIANCES
In the surrounding Neusser Rheinbogen, the open-air areas were expanded from
Herrmann family
1,000 hectares to 1,300 hectares last year. Further growth abroad should ensure a year-round supply, Herrmann confirms. “Last year, we were able to gain both outdoor and greenhouse space by leasing our own land in the south of France and around Murcia in Spain. In addition, we maintain a broad network of exclusive suppliers, e.g. in Spain and Kenya, who contribute to the seamless availability of goods. Another highlight at the beginning of 2024 was the founding of the company Vadensjö Örter in close cooperation with our Swedish partner. This strategic alliance enables us to jointly develop the fresh herbs sector and create the conditions to become the leading player in Scandinavia.”
AUTOMATION AND PROCESSING OF THE HARVEST
The herb specialist is also committed when it comes to automation. “We are constantly improving production and the packing station, relying on automated sorting processes and machine innovations. We regularly invest in efficient technology to keep pace with the cost
time, more sustainable. We are currently testing five different robots, one of which is the Farming GT from farming revolution – a fully automated weeding robot that removes almost 100 per cent of the weeds by hoeing very precisely along the crop plants. This is already helping us to reduce herbicide consumption and improve the water balance.”
Herrmann regularly conducts tests and field trials to optimise cultivation and increase yields. “By analysing soil and leaves, we can apply fertiliser more precisely and thus ensure optimal plant nutrition. Ultimately, our goal is to produce a healthy, robust plant that requires as little spraying as possible,” he concludes.
info@herrmann-kraeuter.de
pressure in the market. Nevertheless, herbs still require a lot of manual work,” says Herrmann. “We also regularly test the latest robot technology in the field with the aim of making our work in cultivation more efficient and, at the same
“We are observing increasing demand, both from wholesale markets and food retailers”
For seven years now, OGA-OGV has been importing and distributing Moldovan fruit, primarily plums and table grapes. Kurt Halder, Eastern Europe specialist at the Bruchsal-based cooperative, reports that the import volume has increased continuously in recent years. The company is now endeavouring to further expand the quantities and product diversity of Moldovan imports in the coming years.
OGA-OGV established initial contacts in the Eastern European republic during a seminar in 2018. For five years now, the company has primarily been dedicated to importing and distributing Moldovan plums following the domes-
tic German season. In addition, however, blue seeded table grapes of the Moldova variety are also imported. “So far, Moldova is the only variety that is exported on a large scale. It has an excellent taste and is similar to Alphonse Lavallée, a premium
grape of French origin that is established in Germany. However, variety trials are also being conducted with seedless grapes. It cannot be ruled out that the Republic of Moldova will be exporting seedless grapes in a few years. However, it must be said that seedless grapes are more sensitive to grow, which is why the risks are higher from the producer‘s perspective.” This year will see the first evaluation of the variety trials, Halder continues.
20 PERCENT DROP IN VOLUME
In calendar week 47, the last Moldova grapes of last year‘s season were loaded. According to Halder, the past grape season was rather mixed. “At the start of the season in early September, there was heavy rainfall in the major growing areas in the south of the country. This increased the risk of the grapes bursting and ultimately led to losses of up to 20 percent.” Subsequently, some goods were offered from CA storage, but only in very modest quantities. Prices have risen moderately last year and are around 5 percent higher than the year before.
MOLDOVAN GRAPES ARE ATTRACTING MORE AND MORE ATTENTION
The OGA-OGV started out in 2019 with a modest trial quantity of five tonnes, but last year the total import volume was around 120 tonnes, divided into six shipments. Halder: “We are seeing increasing demand from both wholesalers and food retailers. Some medium-sized food retail
Kurt Halder (right) and his colleague Umut Tekbas at last year‘s expoSE in Karlsruhe
chains already have our products in their range, and we are also aiming to be listed by the leading chains in the future. What particularly helps us is that Moldovan producers learn quickly, professionalise and adapt to the requirements of our markets. For example, they have recently switched from wooden crates to cardboard boxes.”
On the other hand, transport from the country through Romania and Ukraine is a limiting factor. “In theory, it takes only five days to get here. However, it often happens that the trucks have to wait at the Moldovan-Romanian border for several days, which causes delays. The alternative route through Ukraine was never an option, even before the war. We have found that our food retailing customers have now got used to this, and in most cases the delays do not result in increased spoilage or waste. After all, as a service provider, it is our job to factor in a certain amount of lead time, which we are managing to do well. In general, it should be mentioned that Moldovan goods have a very good reputation in Germany today.”
Due to the Russian boycott, Moldovan agriculture, under the leadership of the Moldovafruct umbrella organisation,
has had to look for new export markets in recent years. In addition to Germany, the country‘s most important sales markets are France, the Netherlands, and Austria. Thanks to its early entry into the Moldovan business, OGA-OGV is currently one of Germany‘s leading importers. “We count food retail and wholesale customers throughout Germany among our clientele. Nevertheless, we were also able to acquire our first export customer in Luxembourg for our Moldovan goods. Regardless of the respective sales channel, we have found that the grapes must have stems that are as green as possible. This is also a very important purchasing criterion at the point of sale, i.e. from the end consumer‘s point of view,” Halder explains.
EXPANSION OF PRODUCT DIVERSITY
Nevertheless, according to Halder, there is no question that Moldovan fruit exports have great potential for growth, especially in the stone fruit category. “The apricot cultivation there has been greatly modernised and expanded in recent years. It is also a fruit that is rarely grown here. After all, we don‘t want to get in the way of our domestic producers. The situation is different for sweet cherries, which could also be sourced from Moldova, but are also produced on a large
scale in Germany. Here it is a matter of making strategic decisions so that we as OGA-OGV can supplement and enrich our basic range. With this in mind, we have already been able to expand our portfolio in recent years to include several great items, including Turkish organic pomegranates,” he concludes.
Moldovan table grapes are now mainly delivered in cardboard boxes instead of wood. However, they are still slightly cheaper to buy than the Alphonse Lavallée from France, which is comparable in taste
German wholesalers on the citrus season:
“Severe weather had no noticeable impact on the supply of goods”
The start of the Spanish citrus season last year was characterised by great uncertainty. Storm DANA at the beginning of November left a trail of devastation in large parts of the country, including Andalusia. Nevertheless, the weather damage for the Spanish citrus industry seems to be limited so far, according to a survey among German wholesalers and importers.
MODERATE START TO THE CITRUS SEASON
“The first clementines from Spain arrived in mid-October, about 1-2 weeks later than usual,” reports fruit wholesaler Peter Schenk from the Munich wholesale market. He mainly offers his customers Clemenules in the early period, followed by Clemenvilla from the beginning of December. Overall, the Munich fruit wholesaler can look back on a relatively normal start to the season. “The quantities available were sufficient in the first three months of the season. The adverse weather events had no noticeable impact on the supply of goods. Meanwhile, in the entire citrus category, prices are roughly at the same level as 2023,” he says.
The Spanish orange season, on the other hand, got off to a relatively slow start, Schenk continues. The first Navelina oranges of Spanish origin arrived in the first week of December. South African Midknight oranges were available well into December, while the Brix values of the Spanish Navelinas were not particularly convincing until the end of November. The prices of South African goods were high and stable for a long time and only started to decline at the beginning of November, Schenk continues.
In contrast to the persimmons, where there have already been noticeable bottlenecks, the effects of the flood disaster in the citrus sector have been quite
manageable, says Enrique Pedros-Frank, Spain specialist at the Nuremberg wholesale market. “There is sufficient supply across all products and prices are roughly the same as 2023. Apart from minor delays in delivery of 1-2 days, we see no problems in the citrus category that we cannot solve.”
SUPPLEMENTING THE BASIC RANGE
Demand for Spanish oranges was rather moderate until the beginning of December. According to Pedros, there has been a fairly seamless seasonal transition from the southern to the Northern Hemisphere in the clementine sector last year, with no gaps in supply. Until mid-October, the Nuremberg-based trader was selling South African Nadorcott clementines, followed by a brief period in which Nadorcott clementines from Peru were offered only briefly to bridge the gap. Since the beginning of November, he has offered his customers both Spanish Clemenules and Italian products. Meanwhile, the supply situation for Italian citrus fruits has been satisfactory, says Angelo
Enrique Pedros Frank
Azzarelli, who is also based at the Nuremberg wholesale market. Among other things, he offers Sicilian Navel oranges and Calabrian leaf clementines. “We are pleased with the good quantities on offer and the excellent quality. Although the prices are somewhat lower than previously thought, we are currently finding a price level that we can absolutely live with.”
Mustafa Aksoy from the wholesale market in Dortmund also relies on goods from several countries of origin when it comes to citrus fruits. Spain, Italy, and Turkey form the basis of his range. According to the owner of Marlene Meya GmbH, the start of the Spanish citrus season was rather bumpy. “In mid-November, we lacked the goods, which was clearly due to the flood disaster in large parts of southern Spain. Fortunately, the supply of goods normalised again somewhat in the following weeks, which contributed to a normal supply situation.” Italian leaf clementines, which are offered as a supplement, are of exceptional quality, but are cheaper to buy than well-sorted Spanish Clemenules, at 0.30-0.40 euros/ kg, according to the Dortmund-based company.
ing Sanguinelli) of Spanish origin are also becoming more important, Pedros-Frank observes. “On the one hand, demand for such items is increasing in the local mar-
kets, and on the other hand, the producer prices for these fruits are also somewhat higher, which is why it is also attractive for the producer to cultivate them. Meanwhile, grapefruit sales have been on a steady downward trend for years.”
rus fruits and to revolutionise the market for lycopene oranges. In collaboration with leading scientists and partners, we are conducting clinical studies to further research and scientifically substantiate the health benefits of Rosé oranges.” The varieties currently available are available from December to February and are distributed by LLombart to food retail and wholesale customers. “With our brand portfolio and continuous research and development, we are convinced that the Rosé orange will become even more important in the coming years,” says the Black Forest-based company.
In addition to the proven blond oranges Navelina and Navel, other varieties such as Cara Cara and blood oranges (includ-
The company LLombart, a family business with Spanish roots, is also convinced of the growth potential of the red-fleshed oranges. New cultivation methods and varieties are continuously being researched in the company‘s own experimental fields to further expand the availability of the Rosé orange, including Cara Cara and Kirkwood, as well as the new Red Lina variety. “This is part of our long-term strategy to create a 12-month supply of high-quality cit-
Kees van Ossenbruggen
“It’s great to see how well Elstar retail promotions are going”
Pear acreage in Europe, especially Italy, with the largest area, has gradually declined lately by around 14.000 hectares between 2018 and 2022. Van Ossenbruggen Fruit, though, like some other growers in the Netherlands, went against the trend by investing in new orchards. “We added a bit of Doyenné du Comice, an old variety, also called the queen of pears,” begins Kees van Ossenbruggen.
ITALY IS STRUGGLING
Kees notices that trade figures show Italy’s pear cultivation is weakening. “That country recently imported some pears. Things have been slow in Italy lately. I was there recently, and alongside beautiful plots with hail nets, some orchards look like burnt-out villages with subpar productivity.”
The cultivation and trade company now has almost 95 hectares of fertile river clay in Batavia. Besides the main variety, Conference, Van Ossenbruggen Fruit also grows Beurré Alexander Lucas, Triomphe de Vienne, and summer and stewing pears. Conference remains by far the most important pear variety in the Netherlands. An earlier NFO and GroetenFruit Huis harvest estimate shows that 258,000 tons of these were picked last season, compared to 69,000 tons for all other pears. That is almost four times as much.
Evolution of area (in hectare) (source: FAOSTAT; Belgian data only available from 2000)
Area and productivity in major European pear-growing
At a pear conference in early June in Ferrara, Italy, Paolo Bruni, president of Italian fruit companies service center, CSO Italy, put it this way: “Stink bugs, spots on the pears, drought, frost, floods, and a lack of plant protection products: pear growers have to fight daily battles, but they feel defenseless.” His words came shortly after the disastrous floods in May and were not yet cold when cyclone Boris hit the Emilia-Romagna region last September, leaving a trail of destruction. At the conference, the need for more efficient organization of the sector and research into improved cultivation techniques,
rhizomes, and plant protection products were emphasized, too.
FAOSTAT figures also prove that Italy’s pear acreage and per-hectare yields have taken a nosedive recently. From 2018 to 2022, close to 7,000 hectares have been lost.
Also, the average productivity in 20132017 shows an 18% decline. It, however, does not show only a downward trend in Italy because, as mentioned, the 2022 overall pear area in the 16 leading European growing countries was about
14,000 hectares smaller than five years earlier.
HIGH YIELDS IN BELGIUM AND THE NETHERLANDS
Overall productivity, too, has been gradually falling since 2103. That is quite unusual given that technological progress which significant drives productivity increases has not stood still. Undoubtedly, many factors counterbalance that. Increasingly frequent extreme weather conditions, disease and pest pressure, and a smaller arsenal of authorized crop protection products play a prominent
role. The continued high average yield in the Netherlands and Belgium - 34.4 and 37.1 tons per hectare, respectivelymore than double that of many other crop countries, is, thus, noteworthy.
Neither should these two countries expect fierce competition in pear cultivation and trade from other countries any time soon. “There may even be some cultivation relocation, and you cannot deny that Belgium and the Netherlands have benefited somewhat from the developments in Italy and other coun-
tries. Dutch growers also have excellent varieties. And Conference has the advantage that it can be stored year-round. The threat comes more from chain-wide cost increases in things like plant protection products, fertilizers, labor, and energy. So, if selling prices rise slightly, it doesn’t immediately mean better returns for growers or traders,” says Kees.
KEP CALM
He also urges people to remain level-headed in sensibly disposing of available stocks during the selling season.
“That’s the only way to keep imports out a bit. Last year, Dutch and Belgian growers, who still had the high pear prices at the end of the previous season fresh in their minds, were less willing to sell. That eventually had consequences.”
DELIBERATELY CHOOSING CONFERENCE AND ELSTAR
As a trading company that prefers keeping control, Van Ossenbruggen Fruit only markets free varieties of both pears and apples. “We can, thus, determine our market position. Plus, you can gain add-
View of the packing station of the Van Ossenbruggen company, seen from the orchard
Elstar in der Blüte
ed value, even with the non-niche varieties. In the end, it’s about what quality you bring. Old-fashioned thoroughness brings you far,” Kees explains.
Van Ossenbruggen Fruit controls the entire chain, from cultivation, cooling, and storage to sorting, packaging, and marketing. “And with the results we had over the years, we’ve gradually expanded our acreage by establishing new apple and pear orchards. Growing our own fruit makes us a stronger, more solid trading partner.”
What Conference is for Dutch pears, Elstar, also a free variety, is for apples. “Both have been the top varieties in the Dutch top fruit segment for several years. All the other varieties prefer moving in niche markets. Jonagold is important, too, but it has a weaker position Europe-wide. We have them purely for the local market. And as an export country, the Netherlands is the last place traders approach. I remember well that when Poland joined the EU, they immediately took over the Scandinavian market,” adds Kees.
INCREASING FEWER APPLES IN THE LOWLANDS
According to NFO and GroentenFruit Huis harvest estimates, Elstar is, with 84,000 tons, good for 43% of this year’s Dutch apple offer. Jonagold is second with 45,000 tons and a 23% share. Kanzi (8%), Rode Boskoop (5%), Wellant, Golden Delicious, Junami (2% each) and other apple varieties follow. But, unlike pears, apple production has lost value over the past 40 years in both the Netherlands and Belgium. In 1990, FAOSTAT data shows that Dutch acreage was still 16,300 hectares; only 5,900 hectares remained in 2022. A 36% rise in productivity (based on a 1990-1994 and 2018-2022 comparison) offsets that, although it is insufficient to compensate for the 64% drop in acreage.
10% MORE ELSTAR
Apple cultivation may have declined through the years, but according to Van Ossenbruggen, consumption remains excellent. “It’s great to see how well the Elstar retail promotions are going. The same is true for Conference pears; people always benefit from that.”
Kees adds that this season’s harvests were well estimated. “Fewer pears and lower volumes were picked, so that was correct. The Elstar harvest increased, as correctly predicted. It’s going to be a long Elstar selling season because we started earlier and can continue longer than last year. Even if 10% more comes in, we’ll certainly have that much more selling time. So that evens out. For Conference pears, off-tree starting prices were good, and the selling prices in the trade should also satisfy us, “he concludes optimistically.
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RipeWise: further developing existing ripening technology for exotics
Ripening exotics is, at the very least, a profession unto itself. You have to be a highly skilled ripener to succeed in delivering batches of fruit with satisfactory quality to supermarket customers day in and day out. RipeWise wants to give those ripeners a tool that will let them do their job even better. That has numerous advantages, as explained in this article.
Dutch company Experience Fruit Quality (EFQ) can predict how a batch of fruit’s quality evolves. It uses its EYE on Fruit platform and AVOS mini device to do so, based on historical data and current measurement results. When the folks at De Laat Koudetechniek, a Dutch refrigeration and ripening systems supplier, saw that, they thought the time was
‘ripe’ to pick up the phone and propose a partnership.
The thought was: ‘Why not create synergy to meet market demand for a future, more data-driven ripening system? But, what can be further developed regarding De Laat hardware and EFQ software to get a final product that is as consistent
as possible, at the lowest possible production cost, and with as little waste as possible?’
The Asica Group was the first to be on board with the RipeWise concept. It now has a container with six mini-ripening rooms where plenty of tests are being done. For example, different parameters are set for the same batch of avocados in each ripening chamber. Ripeness is measured and evaluated. This trial has been underway for almost two months and will continue until the end of the year.
THE HARDWARE: DE LAAT KOUDETECHNIEK
In ripening cells, temperature, ethylene, and CO2 levels are usually used to affect
The maturation cells of the Asica Group were installed by De Laat Koudetechniek
the rate of ripening. “We’re now looking at it a little more broadly,” begins Adriaan van Beek of De Laat Koudetechniek. “We measure and monitor humidity and oxygen content, too, and are even considering other gases. We haven’t quite figured that out yet, though.”
“At present, avocado is a fruit that disappoints consumers the most. They’re either too ripe or too hard, and shoppers squeezing them at the supermarket often leave them bruised. It will be a big step forward if we can deliver a predictable product, not just labeled “readyto-eat,” but with the exact date of when that will be. Also, the avocado market is bound to experience some price pressure as global acreage keeps expanding. Then it becomes convenient if you, a company, can deliver a top-notch product. RipeWise won’t only be used with avocados; mangos and bananas are also on our wish list,” says Adriaan.
THE SOFTWARE: EXPERIENCE FRUIT QUALITY
By gathering huge amounts of data from different chain points and linking all that, EFQ has acquired a wealth of information. The (historical) data concern parameters include variety, growing areas, growers, and harvest dates. Knowledge about storage condition progress (taken via sensors) and a specific batch’s fruit quality (via automatic non-destructive measurements) is added. Based on that, RipeWise software can predict a particular batch of avocados in the following days. The ripener is then offered recipes to ripen that batch optimally.
The ripening expert can, thus, use demand or expected demand to set lead times. “If a company expects to have to deliver a large order of avocados only in
five instead of three days, the ripener can tweak some variables and adjust the ripening program,” says Marco de Jong, EFQ’s founder. The rest of the company can, at any time, also access information about the fruit’s state in the ripening cells. “Salespeople will no longer have to call ripeners first if they want to supply customers with a batch of avocado with certain specifications the following day.”
Plus, experience is currently stored only in a ripener‘s mind. That know-how can only be transferred incompletely and with great difficulty to a successor. In the future, RipeWise will record that ripening knowledge. “It will be easier to train ripeners, there will be less business risk, and the ripening process will be more consistent,” explains Marco.
According to him, no single software model is available that collates data
about fruit development and ripening cell conditions. “There are separate packages that, for instance, check cell conditions and set ripening programs. But the measurements a ripening master takes are often still recorded on paper or in Excel. They use that to decide what further steps to take in the ripening process. RipeWise incorporates all that info, processes it, and advises the ripener on their decision.”
What about autonomous decision-making software? “That already exists, but it only functions properly when you have avocados of the same size that come from the same grower that must be ripened. Ripeners usually don’t have that luxury. If, in a single week, you have eight different sizes coming in from five origins, and to top it all off, your planning is inconsistent, you can’t say ‘I’ll put everything in a cell, close the door and check in five
The Asica Group’s RipeWise pilot plant comprises six ripening cells
days.’ Then, with heterogeneous inputs, you still need an expert ripener’s skill and know-how. However, RipeWise gives them a fuller, better toolbox to make more precise adjustments where necessary,” Marco adds.
EFQ now has a sizeable database. It is built per client and not shared with other parties. “But, we can help new customers get started by providing general info on which program is usually used for a certain product type. We then use their own data construction for fine-tuning.”
THE PROOF: ASICA GROUP
The RipeWise container with its six separate cells is at the Asica Group. This, also Dutch, company is a service provider for exotics regarding ripening, sorting, packaging, and logistics. “We started trials in early September, and those will continue until the end of this year,” Rick Post says. “We’re testing the hard and software. What happens if we change one parame-
ter? What if we set two slightly differently? By playing with variables like carbon dioxide, oxygen, ethylene, and heat, we hope to gain more control over the product. As a ripening company, we’re particularly interested in shelf life extension, waste reduction, more uniform ripening, and getting some fruit to color better.”
Rick explains that, when it comes to uniformity, incoming avocados differ not only in origin but also in whether they were picked in the early, mid, or late season. “In the last weeks of a season, the dry matter content is higher. You must always consider that. Thanks to historical data, the software can be helpful in that regard. Regardless, I think ripening will always be a complex task. For example, even the amount of sun or shade a tree gets makes a difference,” he concludes.
LAUNCH
RipeWise’s developers aim to launch the system early next year in the run-up to
N E W : R A D I S H M A C H I N E
Fully automated picking and cutting
Vision technique for good positioning
Amazing speed and precision
Deep learning in size, shape and colour
Less safety requirements, easy to clean
Fruit Logistica. And at the fair itself, they want to clearly share this predictive concept’s advantages: ripener support, time savings, decreased food waste, a more uniform end product, decreased inputs and energy use, accessibility of the ripening information for everyone within the company, and, ultimately, better supply to (expected) demand matching.
Mangos are taken to a ripening chamber at the Asica Group
Hertesprong 41
4874 JA Etten-Leur
T. +31 (0)76 50 35 292 M. +31 (0)65 11 88 669
fwpopma@ziggo.nl www.popmafruitexpertise.nl
Léon van den Oord
“These days, I equate selling a 5kg bag of potatoes to consumers to selling a bag of disappointment”
A potato is no longer just a potato. Gone are the days when families bought 25-kg bags straight from the growers and fed their families potatoes every day. Even on weekends, when they served them fried. These days, you find potatoes in all colors and sizes and, above all, smaller portions. Dutch company Jac van den Oord has picked up on that trend and is trying to expand on it. Joined by his father, Jac, and brother, Jeroen, Léon van den Oord gives an update on how that shift started.
Good morning, Léon. What were the major changes when you reflect on 25 years in the potato trade? You can easily add a decade to that; I‘ve been active in the sector for 35 years. There are two notable shifts: per capi-
ta consumption has declined, and eating behavior has changed. Today, that manifests in a wide range of preparation methods. Fewer and fewer potatoes have been eaten since the 1950s. There‘s been increased competition from other car-
bohydrate-rich foods, first from rice and pasta, then also from products like quinoa and wraps.
We‘re, thus, always looking to make more from less. It‘s now truly at a point where the industry has to start thinking differently. The focus must shift from a weight-driven approach to creating as many potato-eating moments as possible. Whether that‘s with a hundred grams or three kilograms, it doesn‘t really matter. In 2008, my father, brother, and I sat right here. We‘d just finished a year with the biggest sales ever, yet still concluded that a volume-driven policy wasn’t the way to go. That was kind of a weird sit-
uation, but we began fine-tuning things, all in the direction of specialization.
I assume that specialization involves changing eating habits.
Indeed. That change is happening at, as well as out of, home. There used to be two or three kinds of potatoes packed in five, ten, and 25 kg bags. That was very organized. Everyone grew up eating potatoes you could boil or roast. And on a weekend night, French fries. That was it. Now, you can prepare potatoes in numerous ways.
What does that mean, in real terms, for production?
That has become more complex. We have a much broader variety and packaging range now. In the early days, we had net and plastic bags; today, we have nine different types of packaging. That broadening process originated in this same place in 2008. But it wasn‘t until 2018, when we turned 100, and during the pandemic, when our sales fell by 50%we were quite export and hospitality-focused at the time - and we had plenty of time on our hands, that things gained momentum. We became a specialty supplier and changed our corporate identity.
Why that urge to change?
Given the rising number of preparation methods, the crucial question is how consumers, and sometimes professionals, pick potatoes. People used to know what to do with a potato; many younger people don‘t really anymore. If I were to ask ten under 35‘s which potatoes to use for French fries, eight would say, “French fries,” not “You need waxy potatoes.” We must, thus, start helping shoppers. We had eight different brands on the market at one point. That was too many, so we cut back to just two: Natubalans and Jac van den Oord, our main brand.
During the pandemic, we used all our available staff to accelerate the development of a new
concept. In the first week of January, we released a short film entitled “Meet the Family.” It portrays our company‘s family character and the many types of potatoes and packaging in our range as if they were brothers, cousins, or aunts. The following week, we sent all our customers a box containing some of our products.
Is that classification based on preparation methods?
We‘ve mainly made choosing potatoes easier. Ultimately, there are five ways to do so. One, you can select by cooking type, where we divide potatoes into waxy or floury. That‘s actually somewhat conventional, so we call those “Basic Potatoes.” They come in jute bags, open boxes, crates, and bales for bulk consumption, as well as block-bottom bags and stand-up pouches for consumers. The second line is “Special Purpose Potatoes”. These include potatoes you can grill, mash, use as French fries, and asparagus potatoes. The classification is purely by use, to make it easy for shoppers. The packaging also has a QR code that links to our LovingPotatoes website - which we entirely revamped - where you can find numerous recipes.
What about the other three lines?
“Taste & Colour Potatoes” is the third line, for those who want something special regarding flavor or color, like a purple Vitelotte of a premiere potato from Malta. Next are “Special Size Potatoes,” which are classified by size, with large, but also, especially baby and early potatoes. The last is the convenience products line, which has two items. The first is microwave baby potatoes called “Steamers,” which cook in seven minutes.
Then, there’s “Roasters,” which come in an aluminum dish you pop in the oven. Again, these convenience products are unprocessed potatoes. We simply create the conditions to conveniently prepare pure potatoes. Even though the
“Convenience will play an increasingly important role”
microwave product isn‘t getting off the ground as well in the Netherlands as in other European countries, sales are picking up. We have an international focus. Our website is in three languages, and our numerous promotional videos starring Britt and Lynn in four.
Is it safe to say your company has largely switched to specialties?
Yes. We‘re increasingly specializing. It‘s also become an expansive story. By merging all those brands, we‘ve simplified our operations. Our client assortment is less fragmented, but we always have everything in stock - except true seasonal products, such as La Ratte or Malta potatoes - and there’s no minimum purchase quantity. We often work with mixed pallets that go all over Europe.
We don‘t sell anything you can‘t buy elsewhere. So, we must create the right conditions under which people want to buy from us. And that means added value. That encompasses our range, from the type of packaging we offer to the customization we provide. Much of the packaging is freely printable. If someone wants, say, an Arabic name, we can do that, no problem. The whole operation is set up for flexibility and speed of execution. This type of offering and way of working ensure our place on the market, and we fill part of that.
Given your wide assortment, how many varieties are stock standard?
I think, 15 to 20, permanently, but that reaches 100 throughout the season, which we divide all up by size. As small as baby potatoes are, they‘re becoming a genuinely big thing for us. Buyers know
they can come to us for different products.
Where do you source all these rather unusual products?
We have an extensive sourcing area. The whole of Europe is our garden, and, in the early season, so is North Africa. Because we are in the upper end of the market, we often manage to source all those unique products. Our customers want specialties, so we can pay a better grower price, which immediately provides supply security.
Do the special varieties come from Peru, or are they newly bred?
Almost all come from Dutch breeders. But, there is a big misunderstanding between what are specialties and what are novelties. However intriguing, no one eagerly awaits an orange potato with yellow-speckled flesh. In 2008, when we started thinking about specializing, the market wasn‘t ready for certain products either.
Around our 90th anniversary, we bought 50 kilos of truffle potatoes in France. It was only 50 kilos, but we had to throw away 25. And look, today it‘s an important item. Things also went wrong during the first lockdown for well-known reasons. By Easter, we couldn‘t get rid of our stock. So, we put together kilogram bags of purple potatoes, added a recipe, and hung those on everyone‘s doors in two nearby villages. People still talk about that.
Do you do in-store promotions?
We directly supply only two retailers in the Netherlands, and it‘s tricky to do
in-store promotions with potatoes. Still, besides B2B communication, we want to help our clients reach consumers. So we make sure they have material to communicate with the end customer, including a series of fun videos.
Does your packing facility still churn out 25kg bags?
Until about 15 years ago, we supplied primarily local wholesalers and from there, retailers, as well as considerable exports to countries like Russia. Our current sales are entirely different. We still do 25-kilo bags, the Agrias, for example, but only for certain countries. The place isn‘t full of trucks driving to the port of Flushing anymore. We‘ve also put a lot of effort into branding for those large packs. It‘s no longer the usual net bag with just a ribbon attached. Branding has many advantages, but it‘s a great responsibility: you must continually offer quality.
Are the 1 kg bags your top seller now?
Yes, much of our turnover comes from everything under two kilograms. There‘s also more and more customization in our packing plant, like 320g packages for, for instance, a meal box supplier. It‘s a very different revenue model than in the past. It requires a larger stock of packaging formats and plenty of flexibility. But, we‘ve set up our whole line so we can switch quickly, including by making packaging self-printable. That‘s possible for small runs, too. Take asparagus potatoes. We order Dutch labels per roll but print those ourselves for several German buyers.
Do you want to develop further in convenience?
We‘re certainly considering how to increase convenience without doing anything to the potatoes. We won‘t be doing any processing. It‘s a matter of building up, though, because, initially, it‘s often difficult and doesn‘t always run smoothly. Over time, people catch on, and things
get going. When we had only one scale, it occasionally went unused for an hour. Now, we can‘t keep up.
Plastic or paper?
Paper isn‘t the most suitable material for potatoes, which are 80% water. It‘s also questionable whether it‘s more sustainable than plastic over its entire life
cycle. The studies aren‘t unequivocal. We export very little to France, where plastic has been banned. That‘s a tough market, and they have plenty of their own potatoes and potato products. Plus, 95% of our packaging is mono-material, i.e., recyclable, which, by the way, isn‘t the case for a lot of paper options that appear eco-friendly but are coated.
Does Jac van den Oord have an organic line?
Not a specific one, even though the sustainability theme has always been important to us. The Milieukeur label used to be a unique selling point for us. But when everyone jumped on that bandwagon, we abandoned its visibility; it no longer gave us any added value in the market. Almost all the Dutch potatoes we buy are On the Way to PlanetProof. We just don‘t communicate that as loudly. It‘s become a market standard. It isn‘t very easy to return to organic. And because we were very far along with the Milieukeur label, we never attracted many organic customers. It just happened naturally.
Have you recently added any varieties that have proved successful?
The last one that enjoyed significant success was the Jazzy. But many varieties come and go again just as quickly. You hardly see Nicola or Santé anymore. There‘s quite some shifting for a multitude of reasons, including the seed potato sector‘s interests or some wear and tear after a few years, making the potatoes less attractive. Then you start switching anew.
How do you handle storage now that anti-germination agents are banned?
From when we built our cold store in 2008, we‘ve used only agent-free refrigeration for storage, aside from a bit of experimentation with ethylene. That‘s critical and tricky. You must find the right temperature and process the potatoes as soon as they come out of the cell, and they must reach consumers quickly. It works, though.
Does that work with overseas potatoes, too?
Most certainly. We import only high-quality potatoes. And it‘s somewhat unpleasant to say, but the Netherlands grows a lot for bulk and the industry. Of the nearly four million tons of potatoes harvested in the Netherlands, maybe 300,000 kilos are consumed locally. That‘s less than 10%. That says it all.
How will the sector look in ten years? I see us as a trendsetter. When I look at the sector, I think we‘ll do well, including retail sales. These days, I equate selling a 5kg bag of potatoes to consumers with selling a bag of disappointment. Hardly any families eat five kilograms of pota-
toes in a few days. But leave them longer, and the potatoes will turn green or start sprouting. We must adapt. Convenience will undoubtedly have an increasingly important place.
Still, the concept of convenience is changing. Years ago, it was synonymous with a ready-made meal you just shoved in the microwave. Now, people want to feel like they cooked that meal themselves. So you get a recipe and the necessary ingredients in the right quantities. And off you go.
Another evolution in the next decade is that Dutch potato companies will work together more. We‘ll have to jointly compete with other carbohydrate components. The true competitors are outside our sector. The transition where people eat potatoes more as a vegetable will rapidly continue. Things will be different but done correctly, no less well.
sales@jacvandenoord.nl
Maersk survey highlights the importance of resilience
Disrupted logistics is the new normal
Low water levels in the Suez Canal, the Red Sea situation, and the ongoing conflict in Ukraine. These geopolitical tensions and increasingly extreme weather are increasingly disrupting the logistics chain. Logistics service provider Maersk researched this. Of the 2,000+ European logistics professionals surveyed, 80% said they consider geopolitical instability or state-on-state conflict the biggest potential supply chain disruptors.
“If there’s one thing we’ve learned, it’s that disruption is imminent, and we also know from our customers that they see it that way. But very importantly, we
see that European businesses are conscious that the best way to tackle disruption is increasing resilience in supply chains. For us, the survey brings a wealth
of findings, allowing us to work on solutions that truly help our customers. Such understanding of what really matters to them and how they see the future is truly invaluable,” says Aymeric Chandavoine, President Europe at A.P. Moller - Maersk.
Costs
One of the survey’s findings was that, in the past 12 months, 76% of participating companies experienced delays due to logistics disruptions, with one in five experiencing more than 20. Naturally, that comes with a cost. “These addi-
tional costs arose from several sources over the past year. Transportation costs due to forced longer routes were a primary cause. Higher inventory costs also play a role. The seasonal peak in Europe in 2024 started earlier than in previous years, as companies want to get their inventory to market as soon as possible so as not to miss crucial seasonal events. That meant inventory had to be stored for longer, which, too, pushed costs up.”
In short, delays create tremendous pressure on the supply chain. While companies were already taking ample measures after the pandemic to cope with challenges, the Maersk survey shows that events, in particular, are more unpredictable, making preparation increasingly important.
Resilience
That demands resilience. Survey respondents indicated that better communication and data sharing, technology for monitoring and tracking shipments, and quick, flexible planning can contribute to greater resilience. That, however, does not appear to be so simple. A lack of standards, for instance, hampers data sharing. “The biggest barrier for more than one in more companies was that partner data isn’t standardized, while data incompatibility was a challenge for just less than one in four,” Aymeric explains.
Inventory management is vital to building resilience. “At the beginning of [2024], many importers went back to the inventory levels they had been keeping prior to the pandemic. This indicated that they felt confident that they could manage the risk of a stockout, or potentially that they couldn’t afford to keep excess stock. With the Red Sea incident and its many knock-on effects, as well as the unpredictability around the political landscape impacting tariffs, a lot of importers are once again trying to bring demand
forward and increase their stock holding as a form of ‚planned resilience‘,” Johanna Hainz, Maersk Global Head of Customer Solutions, says.
Diversification
Supply diversification is another solution. Here, Europe comes into the picture, too. Maersk concludes that the recent retail market disruptions have demonstrated the importance of supply chain diversification. “Add to this Europe’s growing infrastructure and well-developed logistics networks, and it’s evident that there’s a solid foundation on which companies can build. As European companies navigate the challenges of the modern global economy, strategically leveraging these key markets could be essential to achieving sustainable growth and resilience.”
Statista has seen intra-European exports of goods rise from €2,9 trillion in 2020 to €4,1 trillion in 2023. Yet, it is also clear that Europe alone will not be enough, and Maersk notes sourcing strategies have, thus, been adjusted. When diversifying suppliers, along with emerging markets in Europe, countries across the continent are being considered.
Companies want to lessen their dependence on supplies from Asian countries. Turkey, in particular, looks promising. “Not only does its proximity to Europe reduce transit times and costs, but the country also offers skilled, affordable labor, a modern infrastructure, trade agreements with the EU and beyond, and a diverse industrial offering,” Johanna concludes. Other countries respondents considered include Egypt, Poland, Morocco, and Romania.
ABZ Seeds: Pioneer in Strawberries from Seed since 1993
The strawberry sector is on the eve of a major transformation. F1 Hybrid strawberry varieties, developed from seed, promise a more sustainable future and greater effi ciency. ABZ Seeds has been a leading player since 1993 with a range of more than 20 globally valued varieties.
Benefi ts of strawberries from seed
1. Clean and uniform plant material
Seed offers growers a clean start without seed-borne diseases, reducing the use of crop protection products. When developing varieties from seed, resistance to diseases such as powdery mildew is improved. Uniform plants make cultivation easier and more sustainable.
2. Flexibility for growers
Seed offers unparalleled fl exibility. Where cuttings take a year, seedlings produce strawberries four months after sowing. This shortens production time and allows planting all year round. ABZ Seeds’ everbearing varieties respond perfectly to fl uctuations in market demand.
3. Sustainability and future-proofi ng
F1 hybrid varieties reduce dependence on chemicals and minimise transport through local sowing and cultivation. Vertical farming benefi ts from compact growth and hygienic properties, crucial in environments where diseases pose a high risk.
Economic benefi ts
The switch to seed is also attracting more and more vegetable and tomato growers. With lower energy costs and a stable market value, this crop offers a profi table choice. In addition, seeds offer important advantages over cuttings. Seedlings are available quicker, avoiding the long waiting period for cuttings. Furthermore, seeds are easier to transport and have a longer shelf life, which makes logistical processes more effi cient. This results in fewer risks and more fl exibility for growers worldwide.
Innovation and international growth
ABZ Seeds continues to invest in research and development to stay ahead. Using advanced techniques, the company is researching new resistances and genetic improvements. The compact and versatile varieties suit a variety of cultivation methods, from greenhouses to vertical farming.
Conclusion
ABZ Seeds has set the standard in hybrid strawberries from seed since 1993. With a focus on sustainability, innovation and fl exibility, the company offers solutions that help the entire sector move forward. The future of strawberry growing lies in seeds, and ABZ Seeds is leading the way to a greener, more effi cient world.
www.abz-strawberry.com
w w w .e x pgroup.us
Bert Graafsma, PwC:
“There’s
always been consolidation”
Chain integration and consolidation may be important topics in the fresh produce sector, with scaling up being the order of the day. But, these are nothing new, says Bert Graafsma, chairman of the international accountancy and (tax) consulting firm PwC’s agrifood sector group. “There’s always chain integration and consolidation,” he begins. And PwC certainly does not foresee that changing in the future.
“Ithink
consolidation and collaboration will only increase. In greenhouse horticulture, for example, staff shortages are leading to investments in robotization. If you can market higher volumes, you can invest more easily in robots. If you consider investments needed from a labor shortage, sustainability, and technology perspective, this cooperation should become increasingly intensive.”
Fresh produce industry magazine
Primeur spoke to Bert about, among other things, obstacles to partnerships, brokers’ roles, the growing good relations between growers and supermarkets, and opportunities for the fruit and vegetable sector.
Does chain integration and consolidation differ in the fresh produce sector from other sectors?
“There’s consolidation and chain integration throughout the food sector. It’s happening all the time, too. There’s cooperation throughout the chain: at grower level, for instance, but also at trade level: The Greenery has begun an exploration with BelOrta. Market dynamics also adapt all the time, it’s a continuous movement. On the one hand, the scale always increases.”
“On the other, new initiatives and products arise at the bottom of the chain. There, a few years down the road, there’s then a new wave of consolidation,” says Bert. That said, he does see that where in the 1960s, something like a small nursery could make an income. Now, rising costs require scaling up to larger farms. “I think, in some cases, that’s genuinely needed.”
“That could be at the grower level by investing in new packaging machines or farm equipment. But it can also be at the auction level, by investing in digitalization. Those are investments in websites, portals, databases, or AI. While farm machinery is more tangible than digitization, that you only see on a screen, both are significant. And to keep investing, you must scale up,” Bert explains.
The Greenery and BelOrta recently announced they were looking into beginning a partnership, while Fruitmasters and the Hoogstraten Cooperative concluded that would not work for them. Those kinds of explorations into collaborations are often complex. What are the pitfalls? “Finding a good reason to get everyone on the same page is vital. A cooperative consists of many growers, all with their own niche and specialization. They’re superb at what they do but also need each other to make it mutually successful. Finding and presenting a common goal is paramount. Find that, and the new organization’s value far outweighs the individual companies.”
Graafsma sees that investments needed in, say, digitalization can be such a common goal. “For the cooperatives, I draw
the parallel to the flower sector: there’s already a digitization process, and you now see digital and remote auctions. Last year, the rose auction was centralized. Those used to be at different locations; now that’s in one place,” he says.
“It’s critical for cooperatives to have a central price point in an auction environment. Royal FloraHolland is now so established that no one even mentions the Aalsmeer and Naaldwijk flower auctions anymore. There, some 15 years after a merger member benefits are being generated. But that’s a future goal everyone must pursue together.”
“Since growers have their own niche and cooperatives their own culture, that’s quite tricky. In The Greenery and BelOrta case, there are also national borders. So you must deal with different laws, regulations, taxation, and probably governance. But it’s all about the common goal. If you keep that in mind, you can create value for each other,” Bert explains.
Could digitization mean a new role for auctions?
“It could add value to auctions, and since two cooperatives’ ranges are merging, widen the product offered there. That could make it more attractive for buyers to sign up there as well. However, you can also benefit logistics-wise: centralizing that can provide more services. So where there used to be an offering of 100, there’s now 200, and you can better channel that logistically to buyers, too. Growers can, therefore, appeal to a much larger audience.”
Cultivation-wise, companies are getting increasingly larger too, and regularly do their own marketing, often directly with supermarkets. What do you think of that development?
“In other products, working directly with supermarkets is nothing new. Supermarkets have already been moving closer to working with only a few parties in the bread and meat departments for a while. In recent years, that’s also happened with, for example, bell peppers and tomatoes. [Dutch supermarket chain] Albert Heijn works with a selected number of growers, who, thus, have different business models. They’re still entrepreneurs, but in a different way,” Bert points out.
“In the good years, they and the supermarkets share the profits; in the bad ones, they share the pain. Growers working directly with supermarkets innovate and invest differently but can still deliver wonderful products.” Bert sees that the sustainability aspect also plays a role here. “Supermarkets find it hugely challenging to implement CSRD (Corporate Sustainability Reporting Directive) guidelines. That‘s European legislation on sustainability for companies that meet two of these three criteria,” he explains.
“They must have more than 250 employees, more than €50 million in turnover, and a balance sheet total of more than €25 million. Those guidelines are mainly about sustainability, but also about how products are grown. Once supermarkets enter a one-to-one relationship with a grower, the supermarket can input data faster and more transparently than with several in-between channels. Given the data transparency required, you can expect retailers to move closer to growers.”
What does that mean for the trade?
“The CSRD guidelines include ESG (Environmental, Social, and Governance) reporting. Exchange funds, and soon, larger companies will have to report how they get their products and how sustainable and socially responsible they are. To report on that properly requires a lot of data, and for many companies, that’s a test. Of course, companies always knew what they bought in and what they paid for it. But how many crop protection products are used, how employees are treated, or what the product’s carbon footprint is, is information that’s not yet routinely available,” the group chairman says.
“A big demand is being placed there. Some retailers go directly to growers for this information, but that demand is also placed with the distribution traders. They have the advantage of being product specialists who know an awful lot about the products they sell and can add a lot by transferring that knowledge and enriching the data for supermarkets. You can use that to demonstrate that products meet certain standards. But that’s challenging for brokers, too, as some have more traditional business models and don’t yet collect that data.”
Bert Graafsma
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“They, thus, have a nice, socially important role, but which is also significantly challenging to implement. Mediators aren’t organized as ‘data houses’, either. Many companies are ready and know what they must do, like GroentenFruit Huis., who’ve started good initiatives in the sector. But plenty of development is still needed to embed that in the system and the processes and to guide the information from the field through the whole chain,” Bert remarks.
“Friesland Campina - this used to be two separate companies; something no one thinks of anymore - for example, developed a system that goes back to the farm level, requesting data from there, already. It’s time consuming for farmers to enter and register all that information, but it gives a degree of competitive advantage. You can show end customers that you are genuinely sure of, say, the kinds of inputs used. There’s a clear development - in the supermarket landscape, it’s already happening to some extent - of consumers demanding far more transparency. Government is asking that from retailers, too.”
“There’s also pressure from the retail sector for healthy food. And that requires a chain contribution as well. Every time I talk to a trading company, I’m impressed by the amount of knowledge they have about the products regarding, for instance, origin, harvest, or quality. And if you can keep leveraging that know-how with additional data on sustainability, health, or a qualification around socially responsible production, brokering could continue playing a very relevant role. I would even say that traders could perhaps be even more relevant by being one of the parties with that knowledge,” Bert reckons.
Due to differing market power, could these closer
grower/supermarket relationships lead to a weaker, more dependent position for growers?
“That dependence is two-sided. Supermarkets enter into longterm relationships with growers, traders, or service providers in whatever form. What usually happens is that these are long-term agreements about things like what the product range looks like, what innovation is used, and delivery times. It truly goes both ways; the volumes delivered by growers and the requirements set by supermarkets create a mutual dependency.”
But what if, say, bell pepper grower X cultivates exclusively for supermarket Y?
“Some growers prefer that because they then know what they have left at year’s end. Those growers have long-term relationships with supermarkets and want to guard that partnership, ensuring it works for both parties. Growers can keep running their businesses sustainably, and supermarkets can get the products they want. That’s part of doing business, too. If supermarkets, for example, get queries from people about pesticide-free fresh produce, that requires investments on the grower’s part. So, growers and supermarkets are linked. The same goes for investments in the field of robotization as a solution to the labor issue,” Bert adds.
GROWING SOLUTIONS
Does sustainability play a role in chain integration?
“Sustainability can be a reason to scale up, to be able to invest more in that area. Because of ESG legislation, what supermarkets and the hospitality industry buy becomes much more transparent. There have never truly been discussions around cocoa or coffee, but since conditions are becoming more transparent, that’s happening. There’s a lot of talk around meat because its carbon footprint is far higher than that of the fruit and
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vegetable sector. The fresh produce sector should have a competitive advantage, sustainability-wise.”
“Its footprint is much lower than other categories, which offers a genuine opportunity. Still, the ESG data for fruits and vegetables will probably also reveal unusual findings, perhaps around safety, employee satisfaction, or fair remuneration. There too, as a sector, you want to ensure the chain isn’t at risk. You could say that risk lies with growers, but, of course, that’s not the case. If a product gets a certain edge or reputation at grower level, it permeates the whole chain, all the way to store shelves,” Bert notes.
“So it’s up to the entire chain to make sure to meet ESG criteria well, in a way everyone understands. It may well be that the chain - as is the case with many agrifood subsectors - knows, based on the ESG report, that it’s not yet where it wants to be. But it can use that report to formulate a goal. Pursuing that common goal again offers the chance to get everyone on the same page.”
Does fulfilling that shared responsibility for a good ESG result also extend to pricing to cover the investments required to do so?
“That’s challenging for the chain. It’s obviously very easy to change the specifications and keep the price the same. But the whole chain will have to bear even that investment. That’s also the only way it can be done because, clearly, by investing in a specific part of the chain, cost prices across the board will change. We’ve seen the same thing with wages. Those have skyrocketed, which reverberates throughout the chain, causing rising prices in all links. You see that here, too: moving toward a different, more sustainable cultivation method costs more. It’s a cost-benefit analysis. And the public, too - who are becoming increasingly awaremust be ready for that.”
Where does PwC see potential for the fresh produce sector?
“Collaborating health organizations, including the KWF Cancer Society and Diabetic Fund, have begun a joint initiative to engage in ‘The Healthy Genera-
tion’. I think the fruit and vegetable sector could play a meaningful role in that; all those products contribute to a healthy diet and lifestyle. Several years ago, we released The Prize of Healthy Food study, which showed that healthy eating has a net benefit. It may cost a little more initially, but you eventually save plenty in health costs. The question, though, is how to get there.
Business - the fresh produce sector and retail - has to step up, but the government - think of, say, the VAT discussion - and also consumers and the education system, who’re paying more attention to what healthy eating is, also have a function. I hope the fruit and vegetable sector gets more of a platform to fulfill this wonderful role. In the areas of, for instance, healthy snacks or nutritious evening meals. But also think of meat substitutes, using protein from vegetable products. That offers endless opportunities for the sector.”
Bert.Graafsma@pwc.com
Martijn Vogelaar, Fruvo
“To
be robot-proof, we must start growing pears like grapes”
In the Netherlands, pears are, once again, in storage. That makes it an apt time to look ahead to the new top fruit season with Fruvo. This company cools, sorts, packs, and sells top fruit from its grower, Vogelaar Fruitcultures, as well as other growers, both local and from overseas. It has an air-conditioned storage capacity of more than seven million kilos. We talked to Fruvo about harvest robots, organic fruit, and sales opportunities for pears.
“Vogelaar Fruitcultures’ harvest is 25-30% lower, and there was tremendous hail damage across the board in the Netherlands,” begins Martijn Vogelaar. Most Conference pears outgrew that damage, but other pear varieties
suffered more. What complicates things is that those varieties have a limited Class II market compared to Conference pears. Fortunately, this year, customers generally seem to accept light hail damage reasonably well. They have no
choice; there are fewer pears, and there’s demand. And good luck finding a spotless product this year.”
BROAD
DEMAND FOR PEARS
Market conditions also look good for pears, says sales manager Michel van Iwaarden. “Sales were still fairly quiet in September, but the market picked up well in late October. Just about all destinations are doing well. We export quite a lot to southern countries like Spain and Italy, but the Scandinavian countries are participating well, too. Class II Conference is already reaching places such as Poland and the Baltic States. Unlike past
years, Italy has a large Abate crop, which is well priced. Also, there’s already good demand for our Conference pears, especially in southern Italy.”
Could Abate Fetel be cultivated in the Netherlands? “We already have Conference pears. That’s probably why Abate has never been planted on a large scale in the Netherlands,” says Michel. “Research always shows that that variety doesn’t do as well as Conference in the Dutch climate. But, given climate change, it could possibly do so now and in the future. We’re investing in Abate in the coming years. Production is declining in Europe, but the market wants those pears.”
“We’re, thus, going to take the risk. I don’t believe in the club concept for this pear because the Abate is a free variety, which anyone can plant. Joint selling, possibly under a brand with proper monitoring of the product and cultivation, offers more opportunities. Plus, shelf space is limited. Most Dutch supermarkets carry Conference, Doyenne du Comice, a stewing pear, and, increasingly often, Xenia. In apples, too, new introductions often happen at the expense of another variety,” explains Michel.
DECLINING CULTIVATION IN ITALY, SPAIN, PORTUGAL
“Also, annual WAPA figures show that pear consumption isn’t currently developing that well in Europe. Fortunately, compared to other fruits, we can offer
pears quite affordably. Luckily, consumption is higher in Eastern and Southern Europe, and we see chances for export opportunities outside Europe to, say, North Africa. Much, however, depends on productions elsewhere.”
“Harvests in countries like Spain, Italy, and Portugal have tended to be disappointing and are declining rapidly, recently due to weather extremes. In southern European countries, less is coming in than going out. Pear production in Poland is increasing, though. If every country has a peak harvest, there are too many pears, but that hardly happens anymore,” Michel points out.
Fruvo also exports to far-off destinations like Asia. “The nice prices in Europe mean there’s less need for that this year. A market like China sometimes seems lucrative, but there are huge risks. Pears are in transit for 50, sometimes 60, days. Then it’s sometimes better to sell pears in Europe.” The sales manager says competition from overseas pears remains fairly limited. “When prices are high in Europe, overseas growers often try to get a piece of the pie, but last year, that market quickly collapsed after a good start. So, it’s less risky for them to sell their fruit closer to home,” Michel reckons.
ORGANIC PEARS, NOT THE EUREKA Martijn began converting a plot to organic six years ago, and he now supplies 100% organic pears from that. “But ask
me if organic is the ‚eureka,‘ and I’d say no,” he admits. “I don‘t think there’s an overly high demand for organic pears. It remains a true niche market. Many countries have their own production at the start of the season. Only from late November/early December is there some demand for Dutch organic pears.”
“I’m also less convinced that organic is genuinely sustainable. Labor-intensive organic cultivation halves your harvest, and there’s massive damage risk. With such a high crop failure risk, I doubt cultivation is responsible. I think it‘s better to use targeted chemicals than to muddle through without being able to properly protect, feed, and regulate the trees. I reckon it’s time for an intermediate form, with the good of both sides. We‘re all short of hands, and with organic farming, you‘re basically creating work,” Martijn explains.
GROW PEARS LIKE GRAPES?
Labor is, after all, one of the fruit-growing sector’s biggest challenges. Despite worldwide efforts, pear harvesting robots are not yet a thing. “It will come one day,” says Martijn, who is involved in several projects. “But there are some snags. For example, using a picking robot is linked to your planting system, which must be robot-proof. Our pear trees usually last 30-40 years.”
“So there are already many orchards where you can’t use robots. I believe
José de Dreu, Michel van Iwaarden, Martijn and Thijs Vogelaar from Fruvo
a robot-proof crop should take a more hedge-like form. That, though, negatively impacts production volume. You can solve that by going up, but that takes more labor. Maybe we should start growing pears like grapes. What’s certain is that we must move toward more systematic cultivation to grow the most uniform product possible,” Martijn reckons.
Unlike many fellow growers, he rarely uses temporary employment agencies, preferring to recruit and pay workers himself. The grower has, thus, built a sizeable migrant labor complex to house staff next to his premises. “We have a regular group of mainly Polish and Bulgarian people working for us. It´s, however, increasingly difficult to find motivated people. In the picking season, we have 180 to 200 workers.”
“In Poland, too, the younger generation is less willing to roll up their sleeves. Despite all the mechanization, we still need hands to do the work. In addition to all the managerial and technical person-
nel, we’ll always need peak workers. The new law for freelancers might, if people want to have fixed employment, offer us the chance to get permanent managerial staff,” Martijn hopes.
FINAL BLOW
The resource package is another headache for the pear company. “The question is whether we have enough to protect our fruit. There’s more pear scab and pear leaf blight on our farm. An old, experienced, now retired fruit grower always says, “You squash a flea for being a nuisance; you don’t pet it. That, in my view, is where the problem lies today. We can no longer deliver that final blow, so we may have to spray an agent that’s half as effective seven times. Not very sustainable, right?”
Regardless of all the challenges, Fruvo has invested heavily in readying itself for the future over the past few years. Besides the migrant worker complex, it looked at its building’s routing and separated pre-sorting and packing. The com-
pany also invested in a water treatment system. “If you don‘t grow, you go backward. We also refrigerate more and more imported fruit for third parties and now store citrus, grapes, and potatoes, too. Often for refrigeration companies who are, temporarily, short of capacity that approach us,” says Martijn.
Fruvo also has the space to cool, sort, package, and market fellow growers’ fruit. “I think we’ve managed to get good market prices out for growers over the past few years. Still, we’re always looking for long-term relationships. You‘re better off selling graded produce one year and from storage the next. But you must take a longer view of things. We‘re not much use to fickle, fly-by-nights. But we’re happy to engage with like-minded growers wanting lasting partnerships,” Martijn concludes.
cmvogelaar@fruvo.nl
Fruvo is based in Krabbendijke, Zeeland
Sormac launches innovative technology transforming fresh produce processing at Fruit Logistica 2025
Sormac, a leading technology manufacturer for the fresh-cut industry, proudly debuts four cutting-edge innovations at Fruit Logistica 2025, held February 5–7 in Berlin, Germany. Alongside these launches, Sormac will showcase significant technology upgrades and will demonstrate a wide range of trusted equipment for processing of carrots, onions, potatoes peppers, lettuce, melons, and more.
Designed to meet high hygienic standards, reduce labor, and deliver premium output quality, Sormac introduces the fully automatic robotic pepper corer PCR and the versatile dice cutter DC-145. The company also debuts two imaging driven solutions. OptiView, a hygienic camera system aids production quality and troubleshooting at the production site. Next to that Sormac introduces OptiPro, a visual automation system for processing lines, that monitors and recognizes whether the processed product
meets the given recipe settings. Both solutions contribute to higher productivity and production quality.
At the fair, visitors can also see the newly redesigned vertical vegetable centrifuge FC-540 and the upgraded slice and wedge cutter FS-3600.
“We are delighted to invite all fresh produce processors to join us at Fruit Logistica 2025, stand C-40 in hall 1.1, to explore our latest innovations, experience live demonstrations, and connect with our experts,” says Roy Lemmen, Sales Director at Sormac. “We look forward to sharing knowledge and network with customers in the fruit and vegetable sector.”
www.sormac.com
For more information, visit Sormac at Fruit Logistica 2025, stand C-40 in hall 1.1. or visit us digitally at ww.sormac.com.
Krabbendijke - e Netherlands T. +31(0)113 503183 info@fruvo.nl www.fruvo.nl
Quik’s Quality Potatoes
“We approach the market from a client perspective”
With customer intimacy as its guiding principle, Quik’s Quality
Potatoes is steadily building a reputation as a company that supplies fresh and chilled potatoes and products to customers in the retail, food service, and food processing sectors. “We follow the trends and respond to them with great innovations,” begins general manager Peter Quik. “Think of products like ready-to-eat loaded fries and vegan mashed potatoes.”
C
hilled products are fresh potatoes that are kept at between 2 and 7°C. This is Quik’s Potato Products’ core business. This Dutch business unit produces potato products, mainly using Agria potatoes. “This variety has a consistent quality and is available year-round in the
Netherlands,” says Quik‘s co-owner, Gerrit Oomen.
RISK SPREADING WITHIN THE NETHERLANDS
This potato processing company primarily works with Dutch products. Its motto
is ‘as close as possible, as far away as necessary’. “But, to spread the risk, we must diversify our sourcing. So, we work with different growing areas within the Netherlands and some outside the country. Thanks to good chain partnerships, we’ve not yet had any major supply problems.”
Though Agria is a stable potato, it remains a natural product. Proper entry inspection is, thus, vital, says Gerrit. “To avoid surprises during processing, adequate, mechanically cooled storage cooling is a must, too. We’re currently content with Agria. Still, if a variety with strongly comparable traits ever enters the market, we cannot rule out switching. But, so far, that’s not happened,” he says.
Part of the potato range from Quik’s Quality Potatoes
VARIETAL DEVELOPMENT
According to Gerrit, besides storage quality, several other factors affect the choice of a particular variety. “Buyer demand is, undoubtedly, also decisive. We take heed when customers say they want a certain characteristic. The model must be interesting for growers, too, like, say, the average yield per hectare. For us, it’s crucial that the potatoes respond well to our processing. For example, our factory achieves higher yields with smooth, nicely oval potatoes. Lastly, with increasingly extreme weather conditions - too wet, too dry - the industry can no longer ignore a potato variety’s package of resistance and tolerances.”
Quik’s is working with seed potato trading companies to explore options for other promising varieties. At any one time, there are about three varieties that look good and undergo further testing. “During processing, our quality service collects all kinds of data. That’s analyzed, and that determines whether we expand that variety’s cultivation,” Gerrit
HANDLING FOOD RESPONSIBLY
The company receives most of its potatoes as field crops. The potatoes are then screened with an optical sorting machine that now integrates AI technology. “We have a wide range, so we use the slightly less suitable size grades for other things. All the potatoes that come in go somewhere; we discard nothing. We process the residual streams you can‘t use for human food as animal feed. And, along with the chain, we’re looking at how an
From fresh to ready-to-use, Quik's o ers customized potato products tailored to your specific requirements, as well as the latest market trends and needs.
Do you have any potato-related challenges? Please don’t hesitate to contact us!
The management of Quik’s Quality Potatoes
even higher percentage of potatoes can be destined for human food,” says Peter.
These potato specialists reckon waste, as sometimes reported in the media, is less prevalent among growers and processors. It happens more often at the end of the chain, at sales outlets, and in consumers’ homes. Growers and processors prefer optimal potato processing. “We consider it our responsibility within the chain to look sharply at food waste. Research shows that a lot of food ends up in the trashcan in people’s homes. As a processor, we can help by offering the right packaging quantities and ensure people have neither too much nor too little. Portions must match usage and shelf life. In chilled products, 3 kg bags are useless to consumers if they have to throw 2.5 kilos away.”
HEALTHY COMMON SENSE
Peter adds that the company has also been busy with sustainability for years. “Biblical stewardship has always been our foundation. We’re positively engaged
with upcoming legislation, but there must be a balance. We develop our policy, which includes plastic reduction, based on healthy common sense. It’s not feasible to ban all plastic. Just look at the discussion in the fresh produce sector around plastic-wrapped cucumbers. These days, it’s not always clear what’s most sustainable,” he explains.
That sustainability focus can have economic benefits as evidenced by how Quik‘s handles waste heat. The company tries to make maximum use of residual heat from all its processes. “ We utilize that to heat various processes in the factory, such as blanching and drying French fries. We also keep our water treatment process and our offices’ temperature with it. We’re looking into how low-grade heat can be upgraded to usable temperatures. Think a specific process’s steam or 50°C water.”
“As for energy consumption, we’re always trying to balance that with efficiency. Some processes, such as pre-fry-
ing French fries or steaming potatoes, simply use a lot of energy. Efficiency improvements are welcome, but making a high-quality product is the priority. Recently, though, thanks to our investments, the amount of energy used per kilogram of finished product has decreased,” Peter points out.
LOADED FRIENDS AND VEGAN MASH
Quik’s Quality Potatoes is not only always searching for new ways to improve sustainably; they are constantly looking for product innovations, too. The company, thus, follows market trends. “Loaded fries with all sorts of toppings have replaced the simple bowl of fries with just mayo. That’s been tweaked for the consumer market. People can now quickly slide some loaded fries that come in an aluminum tray into the oven at home. That’s truly innovative,” says commercial director Peter Hoogendoorn.
“We’d previously developed Hasselback potatoes for the consumer market, too. That’s still a client favorite.” Plant-based
Quik’s has no intention of being a food company
is another trend. Quik‘s has introduced a vegan mash, which uses milk and cheese substitutes. The condition is that this product must taste very similar to the regular one. “Otherwise, we won‘t put it on the market. As for the international market, we’re investigating how to further extend the shelf life of our chilled products. Depending on how fast each new product sells at the outlet, those, and thus shelf life, must be rotated. We can make wonderful products, but if that rotation rate is too low, no one wins.”
FOCUS ON POTATO PRODUCTS
The company has built a new specialty division for putting together potato products with additions, but Quik‘s has zero intention of being a meal company. “We won’t take over our buyers’ role in the food sector; on the contrary, we want to make it as easy as possible for them. That means we immerse ourselves in their production process, so we deliver the potato products in such a way that they can be processed directly,” indicates Peter H., adding that they can also serve meal box suppliers or retailers who put together meal packs. They use fixed-
weight portions of fresh, unpackaged potatoes for that. “We approach the market from a client perspective.”
“Globally, processed potatoes´ popularity is climbing, and, locally, that category’s sales are rising by two to three percent. Regarding unprocessed potatoes, it seems sales in the Netherlands are stable. Consumer waste should also decline. Not only because, unlike in the
past, fresh potatoes are offered in usable portions but also the products are excellently selected. And when the economy is slightly depressed, unprocessed potatoes remain a vital part of the meal,” Peter H. concludes, referring to this tuber’s undeniable place in the Dutch diet.
p.quik@quiks.nl
g.oomen@quiks.nl p.hoogendoorn@quiks.nl
Fruit
Service Collective wants its full service to unburden third parties:
“This new ripening technology distinguishes us regarding exotic products”
The Fruit Service Collective opened its doors in June. This Belgian service provider from Meer specializes in avocado and mango storage, ripening, and packaging, mainly for third parties. “We saw a demand from importers, exporters, and retailers to produce that service provider for those exotic products. For now, we’re focusing specifically on avocados, but starting in early 2025, we’ll take the next step to mangoes,” begins Evy Van Gastel.
According to her, its ripening technology, product focus, and customer intimacy make this newly-formed company - an independent business unit of MAGO Holding - distinctive. “We offer a full-service package of customs clearance, quality control, distribution, and logistics support. But it’s our ripening technology that makes us truly stand out. When it comes to that, we’re moving away from conventional ripening and betting on Softripe technology, which, in 2019,
won the Silver Innovation Award at Fruit Logistica.”
COMMUNICATING WITH THE FRUIT
“The self-learning AI was developed to ripen tropical fruit optimally. The Brazilian technology, originally developed for bananas, is run and implemented by the German company Frigotec. We’re achieving excellent results with avocados, but the technology can be used for several types of fruit, such as mangoes, pineap-
ples, kiwis, persimmons, and stone fruit,” Evy explains.
The Softripe technology is used in gastight cells, where ripening occurs, stressfree. This system ‘communicates’ with the fruit by monitoring its respiration. “Based on that, the system puts together a certain gas composition, releasing it onto the fruit to create a unique recipe. That ensures a uniform ripening process without forcing the fruit, leading to a longer shelf life, better flavor, and lower sorting and electricity costs.”
THIRD-PARTY SERVICE
Evy says there is, indeed, market demand for this type of solution. “After thoroughly screening the European fruit service market, we found that there’s a growing demand for service providers that focus on expertise, product focus, and customer intimacy—a total unburdening
of clients. We’re not the only ones offering such a service, but we do combine it with this ripening technology. That’s genuinely innovative. Some companies have implemented the Softripe technology but don’t offer third-party services. In that respect, we’re a true forerunner. And that seems to be catching on,” she says.
RETAIL, IMPORTERS, AND EXPORTERS
That seems to be true because Fruit Service Collective already has several customers in the sector. “We focus particularly on exporters, importers, and retailers. We saw that large exporters within, but especially outside Europe,
want to get a better foothold in Europe. Most, though, don’t know the European mentality and required specifications well enough. We want to directly support parties by unburdening them.”
“With importers, we see that the avocado market is becoming slightly more saturated every year. That makes it difficult for traders to differentiate themselves. Our ripening service can give them that edge. They can offer an RTE assortment under their own brand. We can also be of added value for retailers in product ripening and packaging. It’s an opportunity for them to work even more directly with, and bring them even closer to the
source, without intermediaries. I think this de-care package lets us be of added value for all these chain parties,” Evy points out.
EXPANSIONS OPPORTUNITIES
Fruit Service Collective has extensive facilities. “We’re just across the Belgian border, close to the Dutch A16 and Belgian E19. Those give us quick access to the ports and the rest of the Netherlands and Belgium. Also, it’s a nice base for neighboring countries like Germany and France. We have a 6,600 m² warehouse. It has 10 Softripe ripening cells of 24 pallet spaces each and cold storage for 1,135 pallets.”
Evy van Gastel
“There are plans for a second and third phase to add 400 pallet spaces in the ripening area,” says Van Gastel. “We also want to move toward full automation and robotization of our production lines. That’s a big investment, which is why we’re looking for a partner to co-invest in this expansion. We could then grow our capacity and ripening service even further. But you obviously need that bit of certainty. We have further expan-
sion opportunities, too, with an adjacent warehouse of another 6,600 m², including offices.” With these expansion plans, Fruit Service Collective is looking to the future. “We offer a holistic approach with full client care. This growth means we can keep expanding along with them,” Evy concludes.
Evy.vangastel@fruitservicecollective. eu
The new R&M building has been open since June 2023 on Peterselieweg in theDutch Fresh Port Rotterdam (Ridderkerk). R&M & Looije Packing have joined forces to support national and international suppliers of fruit and vegetables.
In the coldstores there is room for 10.000 pallet positions, so the building is perfect for processing all kind of orders, from large to small. R&M is responsible for in - and outbound, stock management, cooling, customs, quality control and transshipment. Looije Packing is responsible for sorting the fruit and vegetables according to the quality policies and package them according to the customer's wishes, ranging from a large scale of repacking to packaging options. With two companies under one roof, we can act quickly and we can often process the orders on the same day, depending on the size.
By working closely with each other, we as companies know how to make optimal use of each other and what we are good at, namely the storage and packaging of fruit and vegetables. The strength of our collaboration is to operate as one team, to quickly coming up with a solution for the customer’s demands
Large storage capacity
(Re)packing vegetables and hard / soft fruit
Dutch Fresh Port Rotterdam
ZON
to double its open field vegetable acreage in 2025
“We want it to be easy to do business with us”
Not Veiling ZON, just ZON. And no auction, but a digital platform. In a conversation with director John Willems, some familiar terms increasingly take on new meanings. That reflects how this Dutch sales organization is adapting its services. “Our existing customers need more volume of several products, continuity, and range expansion. We, firstly, try to get these from our existing members, but we’re also expressly looking to cooperate with other parties,” he begins.
How was 2024 for ZON?
We can reflect on a very positive year. We’d already achieved nice growth in 2023, which continued in 2024, mainly because of increased volumes from our existing members. The best part is that our clients gave us an eight in a recent customer satisfaction survey. The independent agency that did this survey said that that rating is exceptionally high for our sector. That’s why we do what we do: to be a reliable, accessible partner for all our buyers.
How did you manage that?
We followed our own policy. Many parties want to be a particular chain’s largest supplier. That’s not so important to us. We carry a broad assortment, supplying as many as 300 buyers in all kinds of segments. That ranges from retailers, e-tailers, and processors to food service to wholesale markets and everything in between.
How are your sales set up?
We have two streams. Firstly, intermediation or personal sales. We’ve deployed product managers and have set up a Key Account Management department. It has a targeted focus on specific sectors like retail and processing. We also specifically look for new opportunities apart from the products we already trade. Our second focus is on our digital platform, ZON‘s sales tool, formerly known as ‘the auction’. I prefer using the term digital platform because it’s far more inclusive.
The auction was purely supply-driven. We opted for a far more active client approach to meet our large customers’ needs. For example, our platform has a new business manager who works with various parties to develop our digital platform further into a day trading product marketplace. That certainly doesn’t happen automatically, and not everything we try succeeds. Nevertheless, we’re moving in the right direction. We’ve sought cooperation with various parties on the supply side, which has already gained considerable traction.
Can you give examples?
A nice one is our partnership with Kompany and cucumbers. We’ve sold signifi-
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cant volumes via our digital platform in recent years. Since this year, buyers can load the cucumbers with us or get them directly from Kompany. Another collaboration we started this year is selling Harvest House TOV through our platform. Here, we deliberately target clients who rarely have trucks coming to Venlo but whose needs we can, thus, still meet.
In the day market segment, we can, therefore, achieve good prices super efficiently. There used to be plenty of phone calls being made in that sector, and it often happened that the more of those there were, the lower the price. Thanks to our platform, we can auction off much for the day market in ten minutes. Experience tells us this generally yields good day prices.
imports, flows are often more complex and less predictable. We, for instance, sell oranges year-round on the platform with Jaguar Fresh. These aren’t full loads; they run daily as service items for our customers. That’s far more demand-driven. Our members can regularly fill those orders, but should we not have supply, we look to external parties to further expand the digital platform.
In Germany, there’s much unease regarding wholesale markets’ survival. Does that affect your company?
After the Netherlands, Germany is undoubtedly our top market. We have many clients there, but much of our produce eventually ends up with our Eastern neighbors via Dutch clients, including wholesale markets. I visited some of those markets recently and concluded
How is your membership developing? We have some 120 members now. There will be fewer in five years, with a sharp rise in turnover. Last year, we defined our five-year strategy. One of our objectives was to more closely consider collaborations, even with growers who aren’t yet cooperative members. We’ve partnered with five sizeable growers, so our outdoor vegetable acreage will, thus, be double by 2025.
We think there’s still too little happening around advocacy in open-field vegetable growing. In greenhouse vegetables, that’s happening under the direction of the Federation of Fruit Vegetable Organizations (FVO), and concrete matters are being tackled. There’s not enough of that in the outdoor vegetable sector. That’s why we, along with several other parties, have taken the initiative to address this and serve the collective interests.
That was a wise move, given the crop protection products discussion… You could say that. Looking at that legislation; it‘s not timeous; it’s past due. That
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has, however, resulted in some great R&D projects. In an FVO context, we’re participating in a cultivation pilot involving cultivation without using synthetic agents. I’m proud of how the FVO pulled this off and of the enthusiasm among our participating members. That’s why we decided to get this going in outdoor cultivation as well. We’ve asked Botany to research how to grow lettuce, chemical-free. That got started recently. We, our growers, and growers from other associations are participating in this. I like that. Such cooperation strengthens the sector.
How much of a challenge is product availability?
That’s certainly challenging. Nonetheless, I see it as a concern as well as an opportunity. I think this issue is toughest for especially parties at the end of the chain. ZON has to deal with it as well, though. If I had to pick two products, it would be asparagus and iceberg lettuce. Asparagus has always been a key product for us, but its supply has lagged recently. That seems to be evolving into a structural development. Last winter and spring’s
extremely wet conditions seriously damaged many plots, so the situation won’t improve next year either.
In the resource discussion, iceberg lettuce is another product that stands out. I’m greatly concerned about what will happen to consumption if we fail to grow aphid-free lettuce, which we’re clearly heading for now. Will people keep buying heads of iceberg lettuce? We face these problems in the Netherlands, but it’s no different in other areas. Think of all the climate and water issues in southern Europe. I believe other Northern European countries could have even greater challenges. That’s why I still see it more as an opportunity than a challenge for Dutch growers, provided government regulations continue to allow cultivation.
Are buyers more understanding?
More so than some years ago. That also ensures that fewer parties seek the so-called quick deals. Everyone ultimately benefits from continuity, and that realization is now well-established. You can’t have continuity if you buy here one
day and elsewhere the next because of a slight price difference.
Are you ready for the CSRD sustainability reports?
That requirement is in the works, and we’re getting ready. The FVO has taken up the gauntlet by preparing a Horti Footprint for all greenhouse horticulture companies. By purchasing the Greenlinq data with FVO, we want all that information, whether it concerns crop protection products, fertilization, water use, or energy, to unambiguously lead to a report for this Horti Footprint. We’re not yet where we want to be in a few years, but we know how to get there.
ZON is, fortunately, already CSR certified and, thus, has collected the necessary data. Also, for CSRD, we took part in a GroentenFruit Huis project, and an intern researched our cooperative’s impact. For me, it’s crucial that we don’t duplicate registrations and, above all, that they’re meaningful. Our customers have high demands, and we do our utmost to get that homework right as quickly as pos-
sible the first time. Above all, though, it must add value. I have no desire to waste time on greenwashing.
That’s understandable. Nonetheless, there’s pressure on the whole social sentiment around greenhouse horticulture. Like Knot en Timmermans’ comments… True. Which is why it’s so important to keep telling the whole story. I recently visited an agricultural contractor who, thanks to a spot sprayer, now uses 70% organic agents. That’s made him far more environmentally conscious and efficient with both organic and chemical products. But people‘s perceptions don’t reflect that. Ignorant people quickly think growers simply ‚spray poison‘. If it were up to me, it would be written in block letters, ‘70% organic agents used’. That happens far too little.
How important is the EU’s SIG&F (Sectoral Intervention in the Fruit and Vegetables Sector) grant to you?
It’s vital, not just for us, but for all growers organizations that use it. At my core, I’m not one for subsidies, but I do think that if they’re available, ZON should make the best possible use of them. If I then look at the investments cultivation companies have made, it’s undoubtedly spurred further sustainability. Think of energy-saving measures, LED lighting, and battery storage in greenhouses, but also precision spraying equipment in outdoor cultivation. SIG&F has become a kind of flywheel for making sustainable investments.
You have a breeding background. Does ZON work with breeders?
Most certainly. ZON, for instance, has carried Intense plum tomatoes for quite some time. This BASF/Nunhems variety is known for its firm core, which has lots of flesh that doesn‘t lose moisture when cut. We now have a nice market share of that. During variety trials, we discovered that this tomato is available in a round shape, too; basically, it‘s a new product
on the market. I saw potential to develop this round tomato more widely, both for processors and towards retailers.
We also wanted to invest in marketing and, so, entered into an exclusivity agreement with this breeder. That’s quite exciting because you never know what that will bring beforehand. Thanks to this tomato‘s higher density, we have an additional business case for processing plants, but retailers offer excellent chances, too. We’ve developed the ‚Cut Size‘ concept, with which we want to conquer the consumer market and position the product as the ideal tomato that doesn’t leak.
After missing this year, will you be at next year’s Fruit Logistica in Berlin?
We’ll be back, albeit with a modest stand. We thought carefully about this, and felt having a space for good conversations with our customers was key. We’ll have another Client and Grower Day in 2025. We’ve held this event for the past
two years, and it’s worked out very well for us. Our organization has a history of growers mostly keeping busy with growing, but we now feel it’s crucial to make a personal connection between growers and buyers. It’s valuable to host our guests in our own space, too. Some customers drive several hours to attend this; so we’re clearly meeting a need.
Have you brought peace to ZON?
I’ve been here for four years now. I started as interim director, and there were good reasons for that at the time. When I look at where we are now, it makes me feel good. I’m proud of ZON and enjoy coming to work every day. The new members who joined recently are all leading companies. They didn’t come because of me but because of our existing members, the true ambassadors of ZON. We’ve developed a clear strategy that is, at its core, professional and result and relationship-oriented.
We’ve defined competencies, which we use to assess our employees and to which we’ve linked expectations for our members. We want to do a little better every day. That’s why we conduct satisfaction surveys with our customers, growers, and staff. In all three groups, we aim for a score of eight. If we achieve that, I’m sure we’re on the right track. Whether I’ve brought peace with that? I don’t know, but I know the vibe is positive, and there’s a whole new dynamic.
Your clients gave ZON an eight. How did your growers and personnel rate you? We did an employee survey last year and scored a 7.7. We’ll do the grower one next year. We’ve recently put a lot of effort into relationship management. We not only want to market growers‘ products as well as possible but also support them in their business plans. A good example is the ZON Academy, where we offer the new generation of members - both business successors and management - a personal, 18-month development program.
There, they learn all kinds of things that aren’t covered in school. It’s very positively received. A nice side effect is that people seek each other out more quickly to take on other projects. That dynamic pleases me as director.
john.willems@royalzon.com
Coffee, tea, and cocoa: innovative greenhouse projects in the UAE
Despite the growing demand for greenhouse-grown products in the UAE, significant challenges remain that prevent the sector from reaching its full potential. High capital expenditure (capex) requirements, high operational expenditure (opex), and low prices make this industry in the UAE difficult to navigate. However, these hurdles have not stopped operators in the region from establishing unique operations that showcase what Controlled Environment Agriculture (CEA) can achieve, offering a glimpse into the (near?) future of agriculture.
THE HORTI CHALLENGES IN THE UAE
In the UAE, there is a rising consensus that reliance on imports should decrease in favor of locally grown produce. However, the harsh climatic conditions are not conducive to thriving outdoor cultivation. Hence, the necessity to rely on CEA as a mode to produce food despite nature throwing several wrenches in the works. If one wants to see the glass half full, global warming does not exacerbate the situation further “We don’t feel the crunch of it the same way European growers do,” says Hassan Moufid Halawy, General Manager of Elite Agro Projects, a CEA company out of the UAE. “If we have to deal with 48 degrees Celsius or 49
degrees Celsius, it doesn’t make any difference. Sometimes, instead of having 5 good months for growing, we may have 4 and a half before the weather changes. However, we haven’t noticed a consistent pattern.”
Unlike the old story of CEA operations being able to produce year-round as they don’t follow seasonality, in UAE things are different as the heat can become too much even if there’s a cover on top of a crop. “Temperature plays a role in that,” Hassan points out. “We can only grow for 9 months a year. Due to capex challenges, not all greenhouses are equipped with
chillers, but rather they use evaporative cooling. However, this is not enough to face the heat of the summer, as temperature do not reach optimal level for cultivation.”
As in other CEA markets, the UAE features a mix of simpler greenhouses, such as plastic-covered structures, and more advanced glasshouses. “There are a few, but not all of them are particularly economically viable,” Hassan says. “Despite their high production rate, they are extremely expensive to operate and to invest in. To give a rough estimate, a glasshouse here costs around 500 euros per square meter. But on top of that, significant opex (operational expense) is required to produce during the summer months, which coincides with the peak growing season in neighboring countries & Europe while most of the expat community are on leave. This makes balancing the books challenging as the competition coming from that market can be a bit too fierce.”
UNUSUAL CROPS FOR UAE GREENHOUSES
Despite these difficulties, Elite-Agro has successfully set up CEA operations with high value crops like blueberries. “We are the first people here to produce No-chill blueberry varieties,” Hassan says. The project has been economically successful, to the point that the company has even been able to export their product to Asian countries such as Malaysia, Japan, and Singapore. This success has motivated Elite-Agro to experiment with other high-value crops, which have further demonstrated the feasibility of cost-effective cultivation in the UAE. “We’ve also started growing raspberries
and blackberries, and our cost-efficient approach is something we are very proud of,” he adds.
That’s not an easy feat at all, considering that the CEA industry over there is not big enough to justify investments in R&D from the usual big breeders to develop varieties that are more suitable for the local climate.
GREENHOUSE-GROWN COFFEE AND TEA?
At the same time, the UAE hosts many investors that have the financial capability and the willingness to support innovative projects that are either hardly or
VAN DEN BOSCH
not attempted at elsewhere. For instance, Elite-Agro already made the headlines with their Arabica coffee tree greenhouse. “The coffee crop is doing great,” Hassan says. “We are getting quite the yield, and the quality is good. On top of that, we are also doing some trials with cocoa and see if we are able to produce anything under the right temperature conditions.”
But that’s not all. While the coffee greenhouse is in full swing and the company is exploring cocoa, Elite-Agro is growing another crop that is quite unusual to see in a greenhouse: tea. While the cocoa greenhouse is still a pipeline project, the
tea greenhouse will be fully operational next month.
“It’s a controlled temperature greenhouse,” Hassan explains. “We had to install chillers to obviously maintain the temperature during the summer season. We developed processes so that chillers run at a reduced capacity while still cooling the temperature at an optimal level for tea. We also installed a fogging tech coming from Italy to mimic the perfect humidity for this crop, we run optimized precision irrigation and use an UV protection system to shield plants from too harsh of a sunlight.” Quite the impressive project which while is not for commer-
cial use, it surely shows that odds can be turned in one’s favor.
A BETTER SUPPLY CHAIN
This development offers a glimpse of what the future of agriculture may look like, where commodity crops such as coffee, tea, and cocoa can be produced in CEA setups as the classic modes of production face increasing obstacles and challenges. “Think of cocoa, for instance,” Hassan says. “The cocoa industry is facing quite a few issues with contamination. Farms are polluted, and on top of that, growers are suffering from the impact of climate change drastically reducing their yields. However, if we get to the point
where producing such a crop in a greenhouse becomes economically feasible and viable, this could kickstart a new industry and shift the epicenter of production. Since we can then learn also from past mistakes, the supply chain will benefit from such a shift too, with more interconnected rules to foster an environment with better prices for both retailers and growers. I’m not saying this is what is happening. As an industry, we are facing a lot of uncertainties, but those kinds of crops could be potential avenues for future production.”
Sapex:
Top pomegranate exporter rues disappearance of small farms
Germany’s recent political uncertainty has not manifested in their trade relations with longstanding clients there, says Kobus Louw, chief operating officer of fruit exporter Sapex. But like the rest of Europe, consumers are economically under pressure.
Germany is currently the wor-
ld’s fourth largest economy and it remains, Louw says, a tremendously important market for South African fruit. “Sapex has a large German clientele, and 90% of what we send to Germany feed directly into supermarket programmes.” The company started in 1990 originally only to supply domestic clients, but soon diversified into exports, initially mostly table grapes.
Today, they are also well known for pomegranates: more than half of South Africa’s pomegranates are marketed by Sapex, a fact that Louw quickly tempers by point-
ing out that there are only a thousand hectares of pomegranates – compare that to the 100,000 hectares of citrus planted in South Africa!
EUROPE REMAINS MAIN MARKET FOR SOUTH AFRICAN GRAPES
By the time Berlin Fruit Logistica rolls around, table grapes are at the epicentre of South Africa’s focus. The 2024/2025 grape season took its time to get going, frustratingly so given the high demand and low stock levels from elsewhere.
Germany, like the UK, is a predominantly retail-driven market, many of whom
are supplied with table grapes by Sapex: mainly Kaufland, Rewe, Aldi and Lidl. In Germany and Western Europe in general grape demand is still driven by the white seedless category.
“All of the big breeding programmes are frantically searching for an early white seedless cultivar to increase supply in this period,” he says. “There are some promising ones, but it will take time to get them tested properly and planted in sufficient quantities.”
For the past couple of years the company hasn’t sent grapes to China, instead turning their attention to countries in South East Asia with a lower risk profile: given the uncertain nature of logistics, he observes that he expects Europe, for the time being, to remain South Africa’s foremost grape receiver.
“There is a constant demand for Redglobe and not enough supply, with so much taken out in Peru and South Africa. At this stage we’re not getting sufficient supply of Redglobe for Western and Southern Europe, nor for the Middle East and the Far East.”
POMEGRANATES AND THE MIDDLE EAST
At the time of writing, the company had not felt a palpable impact from the conflict in the Middle East but they were very concerned at the volatility: it is the anchor to South Africa’s international pomegranate trade.
Back around 2010 when Sapex started exporting pomegranates it was a nascent industry. It has since carved an indispensable role for itself. This is so especially, in the Middle East where Sapex now sends up to 70% of export pomegranates. Some of their clients in the region, for instance in Iraq, prefer South African pomegranates to those from other origins due to the excellent internal quality.
The balance is divided between the United Kingdom, with Germany and the Netherlands following in volumes. Germany is a very strong market for processing pomegranates.
TREPIDATION AT EUROPEAN GREEN DEAL
“Because Germany is a longstanding trading partner of South Africa, as an industry we are very well-acquainted with it. It’s difficult to tell whether there are still untapped market opportunities. There is room for niche products, like figs, but not if it’s solely based on airfreight. Airfreight isn’t sustainable business, especially not when the European Green Deal comes into effect.”
The European Green Deal will have profound implications for the South African fruit export industry on various aspects like carbon emissions, plastic use and residue levels, but exactly what those implications will be, are as yet not fully clear. Paradoxically, the praxis around packaging do not always correspond to the principle of a reduction in the use of plastic.
“There used to be much more loose packaging on grapes,” he remarks. “We’ve been supplying the local market with grapes since 1990 and it was mostly driven by loose packaging. Then six or seven years ago within a couple of seasons, following a trend set first in the UK and then in Europe, the grape industry went from loose to punnets. It’s now 95% punnets where it used to be the inverse.”
Previously, exported grapes were in polycoated bags or plastic carry bags fitted into a 4.5kg carton, each getting weighed in the store for the customer. Today’s punnets are pre-weighed in the packhouse and it’s a matter of convenience, he notes, even though it goes against the trend towards less packaging.
Certainly their German buyers are not as yet under the same strictures regarding plastic packaging as their French colleagues, but the topic does crop up regularly.
A cardboard body with translucent plastic top could eventually become standard, but the thought of all the forests needed for the carton pulp required by millions of grape bunches makes him wonder whether that would be a truly sustainable alternative.
“Where we still send loose packed grapes, paper bags have replaced plastic bags. It is better for the keeping quality of the grapes.”
CHANGING FARMING LANDSCAPE
Sapex, as an exporter and importer of fruit, relies on relationships of trust with farmers spanning many years. He has, he remarks, a soft spot for small farmers whom he calls the backbone of agriculture. The disappearance of many family-owned farms, sunk by the high costs of agricultural production and compliance audits, has disturbed him.
He has witnessed that the ever-increasing amount of compliance paperwork keep small-scale farmers, unable to pay someone to handle their auditing requirements, shackled to their offices, instead of walking their orchards where they ought to be.
“Fifteen years ago we had lots of pomegranate farmers growing the fruit on less than ten hectares. Last year we had one left and today: none. That’s the sad part of it.”
sapex@sapex.co.za
www.sapex.co.za
Hall 26 - H51
ONIONS, CARROTS, AND CABBAGE FOR TRADE
· We purchase directly from Dutch farmers
· Deliveries wo wholesalers and retailers, such as grocery stores
· GlobalG.A.P., GRASP, Q&S, on the way to PlanetProof, and Skal certifications
We will visit the Fruit Logistica. Would you like to speak to us? Then give us a call at: Wouter van der Beek +31 (0)654-202242
We also deliver organic, please inquire!
TEL +31(0)6 - 54 20 22 42 SITE www.bruinexport.com
Fresh produce consumption increasing in Scandinavia due to improved dietary guidelines
The consumption of fresh produce is set to increase even more across the Scandinavian countries. This comes after these governments and the health bodies of Norway, Finland and Sweden all increased the daily recommended intake of fruit and vegetables to include mostly plants in the diets of citizens. The local fresh produce industry as well as importers are hoping these renewed guidelines will lead to an increase in consumption and eventual boom in the industry over the longer term.
In August, 2024 Norway became the latest to recommend eating mostly plants, to limit red and processed meat consumption. Tore Angelsen, head of analysis at Norway’s Information Office for Fruit and Vegetables (OFG), notes that while it is too early to say anything about the impact, the early results are promising. “We had a measured increase in volume in September 2024 compared to September 2023. In 2024, people in Nor-
way have an average daily consumption of fruit/berries and vegetables of 3.3 portions per day - measured in September, after the launch of new dietary advice. This is an increase from September 2023 when the average was 2.9 portions per day. The proportion who eat at least five portions of fruit/berries or vegetables per day has also increased significantly, and is now 24.5%, compared to 18.6% last year.”
“As before, fruit is eaten fairly evenly throughout the day, while vegetables are markedly larger at dinner. There is an increase in the consumption of both fruit and vegetables at all meals compared to last year. Juice is typically drunk at breakfast and a little at lunch, while consumption of store-bought smoothies is very low for all meals,” explains Angelsen.
Kaisa Malmberg, the new CEO of Greenfood-owned Satotukku, the leading Finnish fruit and vegetable company, comments on the Finnish authorities who recently published new updated national nutritional recommendations on the average diet recently. “The change compared to the previous one was especially on the consumption of fruits and vegetables. The recommendation is now to consume fruits and vegetables up to 800g per day, as it was 500g before. There has been
a lot of discussion in the media, and we are more than happy to serve and help every Finn to reach this through our lovely customers.”
Eija Lankinen a lecturer in horticulture at Häme University of Applied Sciences and
an independent consultant specializing in berry cultivation in Finland, says the new Finnish dietary recommendations is a clear opportunity for the horticulture industry. “It encourages increased consumption of locally grown produce, strengthening demand. Domesticity and
locality are already important for Finnish consumers. This creates a positive perspective where growers are motivated to meet higher demand with innovative and sustainable practices.”
PRICE OF FRESH PRODUCE STILL PLAYS A BIG ROLE
Angelsen confirms that price is still the most important for consumers and this drives everything. “Our research shows that price was most important to consumers in 2023. It looks like price has become somewhat less important in 2024 than in 2023. For example, the low price of vegetables has become less important in 2024 than in 2023 when compared with other characteristics.
Comparing with other characteristics of fresh vegetables, consumers attach the most importance to the vegetables looking fresh and inviting. Then comes the taste/consistency that consumers like. The fact that the origin is Norwegian and a low price is slightly less important than the first two factors.”
Malmberg says they see that the shopping basket is, “more narrow than a few years back unfortunately. Some categories are being left out more often, which is understandable when thinking the lower purchasing power consumers on these economical times have had and still have. That’s why many choose only the very basics, such as bananas, tomatoes, cucumbers, apples etc.”
However, Malmberg sees some growth in Finnish consumers trying exotic and other fruit types. “All the traditional and very basic fruits and vegetables sell well; apples sales have increased, the same with bananas and potatoes. Local toma-
toes and cucumbers are on the top selling categories from year to year. At the same time we see a small rising interest on more exotic fruits too, which we find very nice, as we have wide assortment also on those and would like to see Finnish people to try also great delicious fruits they might normally use on their travels far away.”
Imports continue, with local growing encouraged across Scandinavia
Due to their harsh winters, the Scandinavian countries continue to rely heavily on imported fruit and vegetables. This is even truer now that the daily dietary requirements have been increased. Angelsen says, “We hope for higher consumption of fruit and vegetables overall. Some of this must also come as imports, especially as there is relatively little fruit production in Norway due to the climate. Norwegian apples and Norwegian cucumber are examples of cultures with a positive development in terms of volume. According to the Frukt- og grønt-
statistikk 2023, the share of Norwegian-grown fresh vegetables increased from 51% in 2022 to 54% in 2023. For specific items, the Norwegian share of cucumbers reached 81%, while tomatoes were around 42%.”
Malmberg says fresh produce growing in Finland is stable, “Production in Finland is pretty stable. Some bigger players are investing on bigger greenhouses, and some smaller producers are shutting down their productions, as there might not be a new generation to continue the heavy work on agriculture.”
ADVICE TO GROWERS AND INDUSTRY
Lankinen who teaches, does a lot of research and advises growers across Finland, has several recommendations to assist local and European growers and industry. “High production costs, including materials, heating, and inputs, are a major challenge to the horticulture business. Collaboration is key; growers across the Europe should learn from each other to adopt best practices in sus-
tainability and efficiency. Invest in climate control technology for tunnels and greenhouses to ensure high yields and premium quality crops. Don’t forget AI and sensor technologies. I underline the importance of sustainable cultivation by reducing chemical inputs and the implementation of biological control methods. Build strong connections within the industry and prioritize continuous learning and innovation,” she concludes.
“The Peruvian avocado sector will continue to grow in 2025, although at a more moderate pace”
In 2025, the avocado sector in Peru is facing a combination of logistical challenges and competition from other countries with higher production volumes. Despite this, the Peruvian avocado industry is expected to continue growing in terms of both acreage and marketing in the Middle East and Southeast Asia.
Global demand for Peruvian avocados is on the rise, driven by growing consumption due to the fruit’s healthy properties and versatility. This is a market that responds quickly to the supply, so good planning and efficiency are essential to maintain our profitability, according to Agrokasa representative Jose Antonio Castro.
“It is still early for any definitive prospects on yields in the 2025 season. The fruit load can start to be determined in January and more concrete figures will be available around March. Last season we had an average yield of 27 tons per hect-
are, which allowed us to export 1,620 containers of fresh avocados, including Hass and green-skinned varieties. 2024 was an ‚ON‘ year for us in the natural avocado alternation cycle,” says Castro.
Europe, the United States and Chile remain the main destinations for Peruvian avocados; however, prices are under increasingly greater pressure from competition with other producing countries in the northern hemisphere’s summer months. “This is forcing Peruvian exporters to diversify their markets and improve efficiency in their operations to remain competitive with a good quality
avocado,” says the Agrokasa representative.
Also, the Asian market, led by China, offers significant potential. Although access to this market involves overcoming logistical barriers and meeting strict quality standards, Peruvian companies are looking for strategies to increase their presence in this region. “We are committed to opening new markets and taking Peruvian avocados to destinations with high growth potential,” says Castro.
BRINGING SPACES UNDER CONTROL.
Our Mobile Precool Unit allows your berries or other (soft) fruit and vegetables to rapidly cool down to the desired temperature. This movable unit uses the existing cool air from your cold store. It distributes the cool air actively and effi ciently through the product in the boxes. The unit can handle two rows of pallets up to a maximum of 24 pallets. Making sure you’re always in control of your precooling. Searching for control? www.bgdoor.com
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& SACHETPACK
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leading player in the packaging industry, known for approach and technical expertise. Since 2001, companies in both the food and non-food sectors packaging solutions that meet the highest quality and food packaging can be found at well-known retailers Ahold, Colruyt and many others. Curious what we hesitate and feel free to write us or give a call.
Whether it’s an unexpected breakdown or urgent advice, you can count on fast and expert support, day and night. Your business continuity is our priority!
Skillpack B.V. is a leading player in the packaging industry, known for its customer-focused approach and technical expertise. Since 2001, we have supported companies in both the food and non-food sectors with custom packaging solutions that meet the highest quality and food safety standards. Our packaging can be found at well-known retailers worldwide, such as Ahold, Colruyt and many others. Curious what we can do for you? Don't hesitate and feel free to write us or give a call.
Skillpack B.V. is a leading player in the packaging industry, known for its customer-focused approach and technical expertise. Since 2001, we have supported companies in both the food and non-food sectors with custom packaging solutions that meet the highest quality and food safety standards. Our packaging can be found at well-known retailers worldwide, such as Ahold, Colruyt and many others. Curious what we can do for you? Don‘t hesitate and feel free to write us or give a call.
NEW & USED EQUIPMENMT
At Skillpack, we offer both new and used packaging machines. Whatever your choice, you always get a reliable machine and the well-known service that comes with it.
24/7 AVAILABLE
Whether it’s an unexpected breakdown or urgent advice, you can count on fast and expert support, day and night. Your business continuity is our priority!
OWN WAREHOUSE & STOCK
At Skillpack, we have our own warehouse with a large inventory. This allows us to act quickly and provide immediate support for repairs or breakdowns by emergencies.
NEW & USED EQUIPMENMT
At Skillpack, we offer both new and used packaging machines. Whatever your choice, you always get a reliable machine and the well-known service that comes with it.
OWN WAREHOUSE & STOCK
At Skillpack, we have our own warehouse with a large inventory. This allows us to act quickly and provide immediate support for repairs or breakdowns by emergencies.
CUSTOMER INVOLVEMENT
At Skillpack, customer engagement is at the heart of everything we do. We collaborate, listen to your needs, and work together to find a solutions that will suit your needs..
CUSTOMER INVOLVEMENT
At Skillpack, customer engagement is at the heart of everything we do. We collaborate, listen to your needs, and work together to find a solutions that will suit your needs..
The challenges of logistics and production costs
One of the main obstacles for the industry is the rising production costs, driven by factors such as labor, agricultural inputs and sea freight. The situation of shipping space and speculation with maritime rates has been generating uncertainty in the supply chains, affecting exporters‘ ability to accurately plan their commercial programs.
“Logistics management today is a race against the clock. Every minute counts to deliver the product in optimal conditions to our international customers,” says Castro. To meet these challenges, companies are betting on advanced technologies to optimize the growing, harvesting and logistics processes. The implementation of efficient refrigeration systems and innovative packaging has proven to be crucial to preserve product quality during long transits to international markets.
IMPACT OF CLIMATE CHANGE
Climate change has become a critical variable for avocado growers. “Phenomena such as heavy rains, prolonged droughts and heat waves are taking a toll on crop yields and quality. Consequently, many companies are developing comprehensive risk management plans, ranging from crop diversification to the implementation of efficient irrigation systems,” says Castro.
“There’s also a growing focus on sustainability, not only as a measure to reduce the environmental impact of the activity, but also as a strategy to meet the demands of international consumers and retailers who prioritize environmentally-responsible products. We believe that sustainability is not only a necessity, but an obligation if we want to ensure the future of agriculture and our planet,” says the Agrokasa representative.
CONSUMER TRENDS AND FUTURE PROSPECTS
Global consumer behavior is rapidly evolving. The preference for fresh, healthy and sustainably-sourced food is driving the demand for avocados. At the same time, consumers are seeking transparency in the supply chain, which is driving companies to invest in traceability technologies and quality certifications. All this needs to be outlined and promoted with marketing campaigns during the season.
The Peruvian avocado industry is expected to continue growing in 2025, although at a more moderate pace. “The key will be to become more resilient in the face of logistical, climatic and market chal-
lenges,” says Castro. “There are plans to expand the acreage and seek opportunities in emerging markets, such as the Middle East and Southeast Asia.”
“We know that competition is strong, but we are also convinced that the quality we offer and our industry’s dedication will continue to make a difference in the global market,” he says.
According to José Antonio Castro, “the Peruvian avocado sector has a promising future, but it is also facing significant challenges that will require adaptability and constant innovation. With a focus on market diversification, the use of advanced technologies and the adoption of sustainable practices, exporters will
be able not only to overcome current difficulties, but also capitalize on the opportunities offered by the global market.”
“As we enter 2025, collaboration between producers, exporters and key supply chain players will be essential to ensure sustainable growth and increased competitiveness on the international stage,” he says.
Agrokasa.com.pe
How a single kiwifruit is making a healthier tomorrow possible
At Zespri, sustainability is not just a goal—it is the core of everything we do. Alongside our industry partners, we are constantly innovating to deliver nutritious, low-impact, and great-tasting kiwifruit to consumers while promoting environmental resilience.
Zespri Kiwifruit is more than just a fruit. It is a nutritional powerhouse packed with essential vitamins, antioxidants, and fibre that supports healthy living. As part of our mission to nurture a healthier global population, we are committed to growing kiwifruit in a way that benefits both people and the planet.
We recognise the significant challenges facing the fresh produce industry. Climate change, resource scarcity, and shifting consumer expectations demand bold action. At Zespri, we are meeting these challenges headon through innovation, collaboration, and a commitment to sustainable practices.
Reducing our carbon footprint is a priority, and shipping is a key area. We have developed a net-zero roadmap to 2050, focusing on reducing emissions across our supply chain. This year, we partnered with shipping companies to establish a low-emissions shipping corridor between New Zealand and Europe, using Zeebrugge as a key hub. These green corridors aim to enable the use of alternative fuels, upgraded port infrastructure, and advanced shipping technologies.
Our first biofuel trial earlier this year was a success, marking a tangible step forward in reducing our supply chain’s carbon footprint. With shipping accounting for over 40% of our industry’s emissions, this initiative underscores our dedication to creating a low-emissions future and becoming carbon positive by 2035.
In parallel, we are taking steps to reduce waste by transitioning to home compostable labels for all Zespri kiwifruit. These innovative labels, made from biobased polymers, are certified to break down completely in home composting environments. This year marks a major milestone as we are finalizing the transition in Europe to full supply of home compostable fruit labels. This move aligns with our goal of using 100% % recyclable, reusable, or compostable packaging We are already at 88% and are moving closer to our target every day.
Our approach to sustainability is forward-looking and seeks to anticipate future possibilities. Through the ZAG Fund, we are fostering innovation by investing in community-driven and environmentally focused projects and start-ups. In just its first year, the fund has supported 11 pilot projects that tackle challenges such as climate resilience, soil health, and sustainable farming practices.
At Zespri, we believe that collaboration with growers, researchers, and innovators is essential for meaningful change. From shipping partners to consumers, we are working together to give value back to people and the planet with each kiwifruit consumed.
Together,
nurturing a healthier tomorrow, one kiwifruit at a time
T: +31 (0)228
F: +31 (0)228 565 548 / 566
E: info@jhwagenaar.nl
365 DAYS OF ORGANIC juicy lemons
“The 2024-2025 mango campaign is a testament to the resilience and adaptability of Peruvian exporters”
The 2024-2025 Peruvian mango and avocado campaigns have been marked by a combination of logistical challenges, commercial opportunities and a greater focus on strategic planning to secure the supply in key markets such as the United States and Europe. Despite the challenges posed by water scarcity, logistical bottlenecks and fluctuating global demand, Peruvian exporters are finding innovative ways to meet market demands and maintain their quality standards.
Peru has had a challenging agricultural season due to climatic and structural factors. The water supply is one of the most critical problems. “We are lucky to have wells that have allowed us to guarantee irrigation at critical times, but not all producers have this advantage,”
says César Torrejón, commercial manager of Grupo Tavari. “The poor desilting of reservoirs such as San Lorenzo has reduced their storage capacity, and many producers in the Piura region have been affected by this.”
There have also been challenges in the logistics. The overlap of several campaigns (mangoes, grapes and blueberries) has led to a shortage of boxes and delays in the supply chain. “This year, box manufacturers have been saturated. Those who didn’t place their orders in advance had to deal with long waits. By planning sufficiently in advance, Grupo Tavari has been able to mitigate these problems and continue exporting at a steady pace,” says Torrejón.
Although 2024-2025 has been a year of abundant mango production, many exporting companies have prioritized quality, according to the manager of this company. “Delivering a good quali-
ty product is more important for us than delivering plenty. The U.S. market, which absorbs 80% of our exports, demands strict quality standards to ensure that the fruit arrives in optimal conditions after the ripening and transportation process.”
“We work directly with supermarket chains, providing customized packaging and ensuring on-time deliveries. Europe, particularly Germany and the Netherlands, represents a secondary market for us. Although European consumers prefer larger mangoes, the logistics is more challenging due to longer transit times,” says Torrejón.
For the company, one of the most notable technological advances this year has been the implementation of ethylene-absorbing sachets in each mango box. “This small change has made a big difference by extending the shelf life of the product and reducing losses during transport,” says the commercial manager of Grupo Tavari.
SATURATION
OF THE AVOCADO MARKET IN EUROPE HAS LED US TO EXPLORE NEW OPPORTUNITIES IN ASIA.
As for avocados, Peru remains an important supplier in Europe, especially in Germany; however, saturation of the Euro-
pean market has led many exporters to explore new opportunities in Asia. “The opening of the port of Chancay and the growing interest in avocados in Japan and Korea represent opportunities that the sector should try to capitalize on in the coming years,” says Torrejón.
Oversupply has put downward pressure on prices. “In the United States, the price of fresh mangoes went from $5-$6 per box (4 kilos) to $3-$4 in a matter of weeks due to strong competition from markets such as Brazil and Mexico. In Europe, prices have also been affected and have stood between 5 and 6 euros per box,” says Torrejón.
To get around this situation, Grupo Tavari chose to arrange fixed-price contracts before the start of the campaign.
“This has allowed us to give our customers peace of mind and guarantee a steady income, even in a volatile market. Moreover, we have been working directly with supermarkets in both markets, ensuring that we met their presentation and quality specifications,” he says.
“The future of our industry depends on collective action”
“Although we avoid the term ‚sustainability‘ in our corporate discourse, our strat-
egy denotes a clear focus on responsible resource management, with investments in efficient irrigation systems or planning of logistical reserves, among other such actions,” says Torrejón.
Grupo Tavari‘s commercial manager also highlights the need for collective action along the supply chain to address longterm challenges, such as water management and market access. “We advocate for greater involvement of government authorities and industry associations in the maintenance of reservoirs and the international promotion of Peruvian fruits. The future of our industry depends on collective action,” he says.
The prospect for this season is to export over 400 containers of mangoes, doubling the initial estimate; however, Torrejón says that the focus isn’t on volumes. “Our strategy is not to have 20 clients; it is to maintain solid relationships with strategic clients who understand our vision of quality and commitment.”
THE FUTURE OF THE INDUSTRY: CHALLENGES AND OPPORTUNITIES
Despite the challenges, Peruvian mango and avocado exports have a promising future, according to Torrejón.
“There’s a clear trend towards greater market and product diversification. For example, the Asian market represents an exciting opportunity for Peruvian exporters, although it also requires high quality and presentation standards,” he says.
Although mangoes remain the main product, Grupo Tavari is also gradually increasing its avocado exports. Challenges in the avocado market last year underscored the importance of timing and market knowledge. Torrejón says that while the company remains cautious when it comes to avocado exports, it sees
great potential in frozen avocado products. “Our goal is to increase frozen avocado sales by 15%, taking advantage of our expertise in postharvest technology,” he says.
Nevertheless, global logistics remains a complex issue. Freight costs have increased by 65% compared to the previous year, forcing companies to optimize every aspect of the supply chain. “The key is good planning and the ability to adapt quickly to market conditions.”
“The 2024-2025 mango campaign is a testament to the resilience and adaptabili-
ty of Peruvian exporters,” says Torrejón. “Closing a program is only 1% of the work; 99% lies in the execution, solving problems day and night. This tireless dedication, coupled with a forward-thinking approach, ensures that Peruvian mangoes and avocados will continue to captivate global markets for years to come,” says Torrejón.
“The herb market is doing well. We’ve managed no less than a 30% growth in our own production and 10% overall over the past year,” begin Jorne Leemans and Jolien Vanden Berghe, who, since 2024, are the next generation to be at the helm of the family-owned Dilpack since 2024. This Belgian company packages and supplies fresh herbs, peppers, salad, all types of radishes, spring onions, edible flowers, and cress from its own cultivation.
Dilpark used to mainly serve the Dutch and Belgian markets; now, there is growing international demand internationally, too, Jolien notes. “We see a strong rise in exports to neighboring countries, but also to more distant markets.”
OREGANO
ON THE RISE
Jorne adds that the classics like coriander, chives, mint, and dill keep performing especially well and that oregano is noticeably on the rise. “That’s not always available in stores in Belgium yet. We’d like to see that change because the demand for oregano is increasing. In Middle Eastern cuisine - of which we’re seeing more and
more - oregano is used alongside thyme and rosemary,” he says
Jolien notices that international holidays often drive up demand. “At Chinese New Year, for example, there’s more demand for coriander and ginger, while during Islamic holidays, people want more coriander and parsley. At Christmas and New Year, it’s chives and dill,” she explains.
WELL PREPARED
That particular demand is short-lived, so it requires you to be well-prepared, says Jolien. “If our products arrive two days late, it’s over. That’s why we try to
respond well to customer demand and regularly contact them to coordinate this.”
For Dilpark, 2024 was all about growth. That is a top priority for 2025, too, Jolien indicates. “We want to expand, but in a sustainable context, so the growth is steady and qualitative,” she points out. At the heart of this is responding to consumer demand. Dilpack does so partly by increasingly focusing on in-house and local production. “That also offers better risk control around, for instance, MRLs, quality, and availability. We can inform
and respond to client requests much faster.”
LOW MRLS
The company has made the MRLs policy a cornerstone. “We’re committed to low MRLs and top quality. If a fellow grower cannot meet our desired low MRLs, it’s grounds for exclusion. We want to commit wholeheartedly to quality products, which are genuinely healthy and can be used to make delicious dishes,” Jolien adds.
By having these low MRLs, Dilpark is considering its workers, too. “One of the reasons we find low MRLs so important is that we want our people to be able to work with healthy products we all support.” It is part of new personnel policies, says Jolien. “In 2024, we began setting a new course for our employees. They’re our company’s engine. For example, we organize group activities to build team spirit, and provide healthy snacks and fresh fruit every week. That’s how we build a healthy, motivating work environment together.”
The increased focus on local cultivation does not negate imports. “We obviously also need our foreign growers and have built lasting relationships with them in recent years. If there are climate issues like heat waves or torrential rains, we
can switch countries of origin more easily and thus offer products we fully support,” Jolien explains.
THE CLIMATE
Dilpack is aware that climate conditions play an ever-growing role. “The climate is becoming more extreme. We try to counterbalance that through good communication and quick responses. We choose crops for outdoor cultivation that are somewhat tougher and herbs that must be grown in the greenhouse for protection and quality. Our biggest challenge is a good product. We balance that with local cultivation, top partners, and sustainable collaborations,” Jolien points out.
Those sustainable collaborations extend to the social level, Jorne admits. “It goes much further than just ordering a pallet of herbs. We support social projects such as several schools in Kenya, where students receive a hot meal daily. After all, you perform better on a full stomach. We began that partnership last year,” he says.
EXPANSION
Last year, Dilpack took the opportunity to set its house in order, too, Jorne reveals. “We have new people on board, and things are running smoothly, so we’re ready for the next expansion. In 2025, we want to grow by 20%. Growth always necessitates certain adjustments.”
Also, Jorne adds that in 2024, their organic category enjoyed more attention, and the organic range expanded. “Organic herb sales clim steadily annually. Again, we try to meet buyer demand. We have the classics like coriander and mint, but we can also offer organic arugula or baby spinach at the customer’s request in flowpack, punnets, trays, or boxes packaged under our or private label.”
CONSIDERING FOOD WASTE AND QUALITY
Regarding packaging, Jorne knows that, though they offer cardboard punnets, clients often still prefer plastic. “Cardboard isn’t always ideal for our products because you need a certain humidity level to preserve herbs. We must, of course, guarantee a shelf life, and consumers must be able to use the product. So, in the whole sustainability story, it’s not insignificant to also consider food waste and the herbs’ quality,” he concludes.
jolien.vandenberghe@dilpack.be jorne@tasteup.be
The comeback of Italian strawberries
The production of strawberries in the south of Italy, including organic strawberries, increases during the winter period and some of it is exported to the north of Europe. The main production areas are the regions of Basilicata, Sicily and Campania.
“This year the strawberry season in Sicily started in November and will end in May. Production has been stable and there have been no reports of difficulties or plant diseases,” says Alessandro Arini, sales manager of the Sicilian company I frutti del Sole based in Marsala, in the province of Trapani, a highly specialised area for growing this reference product.
“Our company is characterised by organic production and our foreign destination markets include Austria, Switzerland and Germany,” says Arini. “Our strawberries are transported with a two-day timeframe from departure to arrival, according to the AxC principle. This is a very perishable product that requires a very strict window of time, and there is no other way to do it. There are several ways to transport freshly harvested pro-
duce. The first is by ground to the port of Palermo, from where it is transported by sea to Naples and then by ground to Verona. From Verona, the produce can either stop to be distributed to the mar-
Francesco Nicodemo
kets of north-eastern Italy or continue on to Vienna or directly to Munich. The second option is to reach Verona by road only. Finally, the strawberries can travel by sea to Genoa and then on to Milan (where the goods pass through customs) to arrive in Zurich, Switzerland.”
“In any case,” emphasises Arini, “the timing must be precise and there must be no room for delays that would affect the quality of the product on the shelf. We are able to guarantee our partners seven months of continuity thanks to the transplants, which include both early and late
varieties. This also explains why marketing is carried out according to a strict schedule, agreed every year in February, which coincides with the maximum availability of the product. “Our ability to meet the most specific requirements is a result of over 15 years‘ experience in managing production processes and logistics. This allows us to respond almost perfectly to requests regarding the degree of ripeness or the colour of the fruit.”
With regard to the 2024/25 campaign, Arini continues, “There was good demand from abroad in the first weeks
of November. However, the best commercial moment of the season coincides with the months of February to April, but each campaign has its own course. In November, the prevailing market price for the first-class regular product was between €8 and €11 per kg. However, this price declined marginally. We sell our organic product exclusively through a direct-to-consumer model, which follows a different and more specialised commercial cycle, making this price movement less relevant to us.”
Francesco Nicodemo of the Nicofruit Group, which owns the Fragola Matera brand and unites 27 growers, provides a comprehensive overview from Basilicata, a significant strawberry-producing region in Italy with more than 1,100 hectares under cultivation. “Germany stands as a pivotal European market for small fruit exports and is a major buyer of Italian strawberries. However, it is important to note that the data and forecasts on the German economy are not very promising and have been in decline for approximately two years. However, with regard to the sale of strawberries, this socio-economic trend does not appear to present any particular concern.”
“In 2025, we will continue to prioritise optimised logistics and strategic partnerships with German retailers to ensure the supply of fresh products throughout the season. For our international client base, we introduced a new 400-gram pack, featuring a heat-sealed closure and without a handle, as we transition away from the 500-gram tray. This strategic decision was made in response to evolving family structures, which now include single parents with only one child. The
evolving family structure, characterised by single-parent families becoming the predominant model in Italy and abroad, has prompted this strategic adjustment.”
The Campania region is home to several key production areas. Pietro Paolo Ciardiello, a member of the European Strawberry Contact Group and director of Coop Sole di Parete, in the province of Caserta, explains: “The German market is significant and recently the Italian presence in Germany has been strengthening. In fact, strawberries from the south of Italy have been gaining ground recently. Compared to conventional products, the organic strawberry is better positioned and attracts a lot of interest; in fact, the organic strawberry is available from mid-February to the first ten days of May. The most popular format is the half-kilo, where there is significant competition, particularly from Spain. The members of the Sole cooperative cultivate approximately 200 hectares of strawberries.”
In the context of the Campania region, Damiano Fortunato of La Fortuna Group in Eboli, in the province of Salerno, provides his perspective: “Strawberry pro-
duction in Campania typically commences at the end of November and continues until the beginning of June. In our case, the majority of our strawberries are sold to Italian supermarkets, with a small percentage being exported abroad. Exports are only made from February to the first ten days of April, when we are in full production, primarily to Switzerland and Germany. However, it is important to note that we supply the Swiss retail sector, while in Germany we are in contact with the restaurant and catering sector. The rationale behind this distinction is that while the quality and variety of our strawberries is highly regarded in Switzerland, the German retail sector is predominantly oriented towards Spanish strawberries. It is also noteworthy that while competition from Spain is present in Germany, this is not the case in Switzerland. Additionally, Switzerland is geographically closer, allowing us to deliver within the same day, whereas Germany requires one or two days of additional transport time.”
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Kiwi: Despite a decline in yields in Italy, the presence of yellow and organic varieties has given producers new momentum.
The quantity of kiwifruit harvested in Italy during the autumn of 2024 showed an increase compared to the previous year, though it remains significantly below the yields of a decade ago. According to data from the Centro Servizio Ortofrutticoli (CSO), Italy‘s kiwifruit production in 2024 showed a slight increase compared to the previous year. The total harvest was approximately 277,500 tonnes, marking a 5% increase compared to the previous year. The supply of green-fleshed kiwifruit is projected to rise by 6% over the 2023 deficit, reaching approximately 179,000 tonnes. Meanwhile, the yield of yellow-fleshed kiwifruit remained consistent with the 2023 levels, at around 94,000 tonnes. The quantity of red kiwi fruit was just over 4,000 tonnes.
In recent years, the growth of the yellow kiwifruit has been significant. Patrizio Neri is the president of Jingold, a company that produces and markets yellow and red kiwis on a global scale. Over 90% of Jingold kiwis, cultivated across 2,200 hectares in nine countries worldwide, are sold internationally, primarily outside Italy. “The yellow and red kiwifruit follow particular commercial dynamics, different from the green variety. There is considerable satisfaction, given that demand is constantly increasing while
the availability of yellow and red kiwifruit is not growing enough. Germany remains the primary market, but the impact of the economic crisis on the German middle class is yet to be seen. Our yellow and red kiwifruit are premium products, positioning them in the medium-high end of the market.”
President Neri has observed that sales of Jingold kiwifruit reach their peak in February and March, at twice the volume of November and December. “The success of kiwifruit can be attributed not to price, but rather to a strategic control framework. Many industry operators consider Jingold as a company with comparable presence to Zespri on a global scale. While we are not seeking comparisons, we are committed to rigorous work practices, ensuring a consistent and high-quality kiwi for our customers.”
ORGANIC KIWIFRUIT
With regard to organic kiwifruit (yellow-fleshed Soreli Gold and greenfleshed Hayward), Philipp Breitenberger, owner of the agricultural company that owns the Kiwiny trademark, stated that production has fallen by around 30% across Italy, both in the north and in the south. The company owns the Kiwiny trademark and has a production network from Veneto to Calabria, as well as a strong partner in Greece. Some
producers have recorded a decrease of more than 30 per cent for various reasons. These include a warm winter which, in some cases, resulted in the absence of flower buds (which turned out to be sterile) and hailstorms which destroyed entire plants in northern Italy. Furthermore, from north to south Italy, the continued impact of dieback (Kiwifruit Vine Decline Syndrome or KVDS) poses a significant challenge, affecting crop yields. In light of these challenges, we are initiating a trial of a new rootstock, Bounty 71, in collaboration with our partners. The first results are expected next year.”
Breitenberger adds that the organic yellow-flesh kiwifruit was harvested from late September to 20 October, 10-15 days ahead of schedule. The fruit met expectations in terms of size, with the majority measuring medium to large (30/27). There were isolated issues with colour, but these were limited to a few producers. “We are extremely satisfied with the quality of this year‘s produce, which we believe is the best we have seen to date. In contrast, there is a shortage of green kiwifruit in all of Italy‘s regions this year. However, favourable conditions have prevailed during the production cycle, resulting in the attainment of high-quality produce. The gradual increase in the Brix degrees of the product, especially in Calabria, has allowed us to conclude har-
vesting the green kiwifruit at the end of November.”
Breitenberger emphasises that in Greece, there has been a noticeable decline in the quality of organic kiwifruit. Among our producers, we have observed a decrease in gauges by one or two, with an increase in Brix only at the beginning of November.
In terms of marketing, there was strong demand at the start of the campaign during the first two weeks. This was due to the ending of the organic seasons in Chile, Argentina and New Zealand, but there was also strong demand at the start of the campaign due to the lower quality of the organic kiwifruit from Greece. “This demand was immediately met through our proactive sales strategies. However, following a global drop in consumption, we have experienced a decline in sales, albeit at a slower rate. However, trade has continued to proceed since mid-November. Germany, with its strong focus on organic products, accounts for 50% of our European sales, and we are well-positioned across the entire continent. We are working in collaboration with all the major companies in the sector, and I am pleased to say that sales of the yellow kiwi are performing extremely well and are higher than those of the green variety. Contrary to my initial expectations, the European market has
EXPERTS IN PROPAGATION
As
demonstrated stability and resilience, defying my expectations.”
In Germany, we have seen an increase in turnover during promotional periods. The challenges faced in the German market continue to persist, however, if we can maintain a price/quality ratio that meets expectations, it will result in increased sales. With regard to quotations, there has been a 15 per cent decrease in Europe when compared to last year.
“In the overseas markets, such as Canada, California and Latin America, we initially experienced positive momentum, but the labour strikes in mid-October and mid-November led to port blockades, resulting in delays to container deliveries. Initially, we diverted them to other ports, only to have them returned to their initial destination. This led to a period of uncertainty, compounded by the gradual strike in all ports, resulting in a slowdown in the arrival of goods globally, particularly in North America and Latin America. However, there has been a recovery since the beginning of December, but the lost sales from the previous month will undoubtedly have a negative impact on future periods. The cost of containers has increased, which will also impact the retail price. It is imperative that we develop a strategy to protect
our position. Orders have also decreased on average.
“Assuming there are no geopolitical disruptions, we expect to end the 2024/25 organic kiwifruit season in May. Consequently, I anticipate a lengthier campaign than usual,” Breitenberger concludes.
LOWER YIELDS
Cristian Tozzi, a producer based in the north of Italy (Emilia-Romagna), who also purchases green kiwifruit (Hayward and Boerica varieties) from other regions, such as Latium and Calabria, has noted an improvement in yields in 2024 compared to 2023, with a total of 20 tonnes per hectare. However, it should be noted that up to a decade ago, yields regularly exceeded 40 tonnes per hectare. The reasons for this reduction are attributed to unfavourable weather conditions and diseases that affect production, along with the reduction of chemicals available to protect the crop. “We export a portion of our production to northern European markets,” says Tozzi, “where we compete with Greek products during the early stages of the commercial season. Conversely, from February onwards, we generally experience enhanced outcomes in terms of both quantity sold and prices.”
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Philipp Breitenberger
Jussi Alitalo, CEO of Greenfood Ibérica:
“We try to make our customers aware of the importance of standing behind our producers and not look for alternatives in Egypt or Morocco”
2024 has come to an end. After overcoming plenty of difficulties caused by the weather in 2023, including prolonged drought and higher than normal temperatures that resulted in the productions arriving earlier, this year has been more stable for the fruit and vegetable sector. ”We’ve had no great joys, but also no great dramas,” says the CEO of Greenfood Ibérica, Jussi Alitalo, “even though the demand has been more focused on prices than on volumes or quality.”
“Our customers, many of which are supermarkets in Scandinavia, have told us that exotic or expensive products haven’t been selling as much this year. Consumers have been more interested in basic and inexpensive products, as well as in promotions, and as a result, profit margins have been under a lot of pressure.”
“Despite this, 2024 has been a year of recovery for us at Greenfood Ibérica after the annus horribilis that was 2023. And not only has it been a year of recovery, but we have actually grown in terms of both volume and turnover with the customers we already had and with new ones in Sweden and Finland, which are considered ‘domestic’ for us at Greenfood, but also in Germany and the UK, where we have achieved significant growth.”
“In fact, our company has set a new record this December with the loading of 91 trucks in a single week, and this despite the fact that the stability we had enjoyed until the end of October was lost with the Dana, which was a turning point for everyone.”
“OUR LOGISTICS TEAM HAS BEEN WORKING ON THE EDGE FOR WEEKS”
“It all started with the big hailstorm that hit El Ejido, and just two days later, the rains in Valencia,” says Jussi. “This brought total chaos, both for the human consequences and for the impact it had in all areas, including horticulture.”
“On the one hand, citrus fruits were badly affected. With so much water in the fields, the shelf life of clementines and mandarins has been notably shortened, and their quality has also been hit. The same happened with oranges, and the consequences for kakis have been catastrophic.”
“Apart from this obvious impact, there have also been huge problems with the circulation of trucks. Roads in Valencia were cut off and many trucks were diverted through Irun, but since inland roads didn’t have the capacity to absorb all this extra traffic, there have been jams that have caused great delays and made it very difficult to manage the logistics. Our logistics team has been working on the edge for weeks.”
“We are now starting with the Christmas season, which typically brings its own challenges in warehouse loading. The workers are still under huge pressure, especially after everything we’ve had to do since the end of October; however, HHthe great work we have all done as a team to address every problem and not let our
customers down has allowed us to continue growing in 2024 and more than double the profits we made in 2023.”
“Although more has been said about the consequences of the rains in Valencia, the hailstorm in El Ejido will also cause the vegetable campaign to finish early”
“As for the citrus campaign, I believe we will inevitably continue to have quality problems, although perhaps to a lower extent than before, since we are switching from Clemenules to Clemenvillas clementines, and from Navelina to Salustiana oranges, and the quality of both of these later varieties hasn’t been as affected. In any case, we are trying to make our customers aware of the importance of standing behind our producers and not look for alternatives in Egypt or Morocco this season.”
“As for lemons, the season has luckily gone well until December, with higher prices due to a smaller production; something Spanish growers needed after a dramatic 2023/24 campaign.”
“And although more people are talking about the consequences of the rains in Valencia, the hailstorm in El Ejido and the diseases they have faced have caused some shortages, especially of peppers, but also zucchini and eggplant. In fact, many growers have uprooted their bell pepper plantations and finished their seasons remarkably early, and in general, the melon and watermelon planting is expected to start ahead of schedule.”
“This situation could lead to higher prices in the coming months due to prod-
uct shortages, although if prices rise too sharply, the demand could be affected. We will have to wait and see what happens in the winter months.”
“YOU DON‘T NEED TO BE EXPENSIVE TO BE SUSTAINABLE.”
Sustainability is one of the hallmarks of the Swedish Greenfood group, to which Greenfood Ibérica belongs, and it will continue to be so, despite the fact that, as noted by professionals in the horeca and retail sector, prices are currently the most important factor for consumers.
“In these times in which the economy is a big concern, it is understandable that the environment or sustainability become more secondary for consumers. But we
are firmly convinced that it will become a priority again,” says Jussi.
“We are seeing more and more climate catastrophes and obviously people are asking why that happens and how it can be avoided. Our Daily Greens brand products are giving consumers the option to choose a more sustainable alternative in terms of production, packaging and logistics, with a lower impact on the environment, buy not overly expensive.”
“The growth we have seen in 2024 shows that consumers value this approach. You don‘t need to be expensive to be sustainable.”
Trends and developments in China’s fruit market
China‘s fruit market has been growing rapidly, driven by expanding wholesale markets, increasing fruit imports and growing consumer demand for variety and convenience. E-commerce and social media have further changed shopping habits, while trends such as pre-cut fruit, healthier options and premium packaging are reshaping the way consumers buy and enjoy fresh produce.
INCREASED VARIETY OF IMPORTED FRUITS
Wholesale markets in China have expanded significantly in recent years to accommodate the increased trade volume of fruits. This growth is driven by rising
demand for fresh produce and advancements in logistics. Improved cold storage capacity and a more extensive distribution network have enabled these markets to handle larger volumes of produce more efficiently.
GAOBEIDIAN XINFADI WHOLESALE MARKET
Once considered a luxury for the wealthy, imported fruit, which was previously only sold in first-tier cities, has become a popular choice for a wider range of Chinese consumers. This trend is particularly evident in the growing demand for fruit from Southeast Asia and South America. As the volume of imported fruit increases and more varieties from different regions are approved for export to China, consumers now have more choice, and the price of imported fruit has generally fallen in recent years.
Poster with the nutritional benefits of kiwis
A growing number of agricultural trade agreements have opened the door for new fruit varieties to be exported to China, benefiting both consumers and suppliers. In the first half of 2024 alone, 10 new fruit varieties from 7 countries were approved for import to China, further expanding options for Chinese consumers. However, challenges persist due to the complex tariff and regulatory landscape, with frequent changes in regulations and certification requirements, creating ongoing difficulties for traders.Navel orange imported from different origins
Despite the growing popularity of imported fruit, domestic production is increasingly challenging imports in certain categories. In recent years, Chinese growers have started cultivating varieties that were once exclusively imported, such as avocados, durian, and yellow dragon fruit. Additionally, the rise of premium domestic fruit production has intensified competition for imported options. Varieties like Shine Muscat grapes, navel oranges, blueberries, and cherries are now grown in large volumes, providing high-quality alternatives to imported fruits. Price sensitivity
also remains a key factor, with middleand upper-income consumers willing to pay a premium for diverse, high-quality fruit, while lower-income segments tend to prefer more affordable, locally grown options.Domestic blueberries
GROWTH OF ONLINE CONSUMPTION DRIVEN BY E-COMMERCE
E-commerce platforms and mobile apps like Alibaba, JD, and Pinduoduo have revolutionized how consumers buy fruit in recent years. These platforms allow
fresh produce to be delivered directly from farms to homes in major cities within hours, eliminating the need to visit supermarkets. Online shopping provides consumers with fresher fruit, lower prices, and a wider variety of options.
In addition to e-commerce platforms, social media platforms such as TikTok and WeChat are having a significant impact on consumer behaviour. Influencers and farmers use live-streaming videos to showcase their fruit products, creating an interactive experience that allows consumers to learn about the products and purchase them directly through embedded links. This direct engagement benefits consumers by offering lower prices and greater convenience, while allowing farmers to bypass traditional distribution channels and reach customers more efficiently. In addition,
the traceability of the fruit supply chain is often shared with consumers, helps them make more informed purchasing decisions.
TRENDS IN FRUIT CONSUMPTION
Organic options, fruits with certified safety standards and functional foods are growing in popularity. In addition, fruits with health benefits - such as anti-aging or immune-boosting properties - are also seeing increased demand. As consumer demand for a more nutritious diet increases, suppliers are using these attributes as key selling points in their marketing and branding efforts.
POSTER BOARD ILLUSTRATING NUTRITIONAL BENEFITS OF KIWI FRUITS
Consumers are increasingly interested in the origins of the fruits they buy. They
are often drawn to products that feature visual cues or labels highlighting the fruit‘s origin, as this is perceived as a sign of quality and authenticity. In response, supermarkets are emphasizing the growing regions of their products. For example, a toy alpaca may be displayed alongside Chilean blueberries, or an image of Australia might be placed next to Australian citrus fruits to symbolize their country of origin.
More pre-cut fruit brands are appearing on the market and are gaining popularity, especially in first-tier cities. Multi-variety fruit salad packs allow consumers to enjoy a mix of fruits in a small, convenient portion. This trend appeals to those who want to try a variety of flavours and textures without the hassle of preparation or purchasing large quantities.Precut fruits
In the past, premium or imported fruit was often chosen as a gift for the festive season. However, as premiu Pre-cut fruits m fruit has become more widely available, consumers have shifted their focus to the packaging. Attractive, highend packaging with festive themes or luxurious materials now plays a key role in attracting attention and influencing purchase decisions, as it adds to the overall value and significance of the gift.
Gaobeidian Xinfadi Wholesale Market
Pre-cut fruits
Moroccan anger over European court ruling
On October 4, 2024, the Court of Justice of the European Union (CJEU) invalidated the fisheries and agriculture agreements between Morocco and the European Union, arguing the “lack of consent of the people of Western Sahara”, which accounts for a small of Morocco‘s fresh produce exports and production. A separate ruling also requires certain fruits and vegetables from the Moroccan Sahara to be labeled as originating from that territory.
The CJEU established a transitional period of twelve months before the effective annulment of the agreements, to allow both parties to adapt. In response, Moroccan diplomacy stated it was “in no way concerned by the decision of the Court of Justice of the European Union”. It also recalled Morocco‘s constant position “not to subscribe to any agreement or legal instrument that does not respect its territorial integrity and national unity”.
THE RULING DEEMED “POLITICAL” IN MOROCCO
How has this news been received by the Moroccan fresh produce industry? Tariq Kabbage, chairman of the Kabbage Group and former mayor of Agadir, shares his thoughts.
Kabbage immediately decried the European Court‘s “unjust” decision, declaring: “This is an unjust and immoral decision which must be reversed immediately. Morocco‘s sovereignty over the Moroccan Sahara, Morocco‘s rights over this territory, and the union of our country must not be the subject of opportunistic political posturing or games. Many Western countries have recognized Moroccan sovereignty over the Sahara, including the United States, France, and Spain, in addition to the majority of African nations.”
The grower questions how the European Court‘s decision came about: “The CJEU‘s decision was prompted by a request from France, specifically its Council of
State, following a complaint lodged by a French agricultural organization. First of all, this betrays a parallelism in France‘s positions on the Moroccan Sahara, but also regarding other conflicts around the world where France and Europe apply double standards. For example, we don‘t see France going to the European Court over agricultural products grown illegally in the occupied territories of Palestine”.
Kabbage continues his plea, “Secondly, I don‘t understand the basis of the complaint from the French farmers‘ organization. It should be pointed out that this organization is far from being representative of the interests of French growers, which is reflected in its small membership numbers. Its anarchist ideological and political positions are often - and in this case about the Moroccan Sahara - in total contradiction with the reality on the ground and the interests of the growers themselves, and also impacts European fishermen on the same occasion. It‘s sad to see that French and European institutions permitted this blatant instrumentalization of justice.”
DAKHLA REGION ACCOUNTS FOR A SMALL SHARE OF MOROCCAN AGRICULTURAL EXPORTS
The French organization‘s (Confederation Paysanne) complaint is reminiscent of the farmers‘ protests last year when several trucks carrying fresh Moroccan produce were attacked in France and Spain. At the time, Moroccan growers denounced the attacks as unfounded, claiming that they were not in competition with French or Spanish growers. What about products grown specifically in Morocco‘s southern regions, which are the target of the CJEU ruling?
Kabbage replies: “If Moroccan national production is not in direct competi-
tion with European domestic production, that coming from the Moroccan Sahara is even less so. Exportable fresh produce from the Moroccan Sahara is concentrated in the Dakhla region, and concerns just three products: early vegetables, in particular tomatoes, melons, and soft fruit. None of these products hinders European production. Competition in tomatoes is marginal. Berries are mainly grown in winter when there are no berries on the market, and the melon season is relatively short. What‘s more, volumes from the Dakhla region are not huge, never even reaching 10% of Moroccan volumes.”
And as volumes are not relatively large, the impact of the European decision is
also minimal, according to Kabbage. As he explains, “the Dakhla region is continuing on its development path. Even without the EU, Investments in the Dakhla region still hold their value, even in the hypothesis of the absence of a European market. The region‘s products will find buyers in many markets, such as the UK, Russia, West Africa, and Eastern Europe.
WILL THE EUROPEAN DECISION CURB ENTHUSIASM FOR THE SAHARA‘S AGRICULTURAL POTENTIAL?
The Dakhla region, in the Moroccan Sahara, is home to several large-scale projects, such as the seawater desalination plant and the Dakhla Atlantique port. Won‘t the European decision curb momentum
Dakhla-Oued Ed Dahab in Morocco
for development in the region, discouraging private sector actors? “Not at all,” says Kabbage. “As I said, there are several markets likely to be interested in the region‘s agricultural products. The primary purpose of the port of Dakhla Atlantique is to connect Morocco with Africa, rather than Europe. The region needs the seawater desalination plant above all for its population‘s needs in drinking water in a context of acute drought.”
“We mustn‘t forget that the cultivable area in the region is limited, located on the coast and that the Dakhla region is not aiming to match the Souss Massa region in terms of volumes. The region will continue to supply the national and international markets, and the situation remains unchanged. The maximum impact of this decision by the European Court may be a change in the varieties grown in the region, adopting more round tomatoes to suit the needs of the West African market for example, ” Kabbage continues.
“All this is theoretical analysis, but in reality, the decisions of the European CJEU are bound to fall. I don‘t see Moroc-
co agreeing to distinguish between the origin of its tomatoes, or to negotiate an agreement that doesn‘t respect its territorial sovereignty,” he adds.
THE RULING IS HARD TO IMPLEMENT, BOUND TO FALL
In reality, it is difficult, if not impossible, to enforce and control origin labeling, given that there is no border between Morocco and its Sahara, and that the movement of goods and people is as free as in any other region of the country. The current labeling system does not oblige growers to indicate the region of their products. Technically, the GGN (Global Gap Number) indicates the region of production, but it does not apply to all Moroccan exports to Europe and is issued at the customer‘s request.
“I can tell you that even apart from the government, Moroccan growers themselves will not accept new labeling measures in this sense. In what sense are we being asked to distinguish a Moroccan tomato from another Moroccan tomato? Good luck implementing that!” Kabbage says.
Perhaps the court ruling could be used to impede the movement of Moroccan trucks in the pretext of checking their labeling, in the context of eventual demonstrations of growers in Europe, but Kabbage plays it down: “I can‘t see the authorities in Spain or France playing the protesters‘ game, especially as it could damage the relationship with Morocco and sweep away the advances of recent years months obtained at the cost of long ruptures.”
As it is impossible to conclude bilateral agreements between Morocco and the countries of the European Union, given that agricultural trade is the subject of a common policy, the two parties will have to come up with a new agreement that will stand up in the European Court of Justice and meet the requirements of both parties.
contact@sks.ma
Palais de la Cour de Justice, CJE, Towers C, B and A and the Anneau building
“No surprise that the German market is a very attractive one for Polish apple production”
The Polish apples have found their way into many markets, but are the Polish’ neighbours one of the major targets or should they be a larger piece of the potential export-pie? According to one Polish apple exporter, the German market should be the future for Polish apple exports, as the potential in the amount of consumers that can be reached is simply the largest in the entirety of the European Union.
According to Mohamed Marawan, owner of Polish apple exporter Sarafruit, the trade has been slower than usual this season: “The Polish apple season has been very successful one, straight from the beginning of the season. However, the trade has been a little slow, as it is difficult to find the required quality among the Polish apples. This is the result of weather effects. For Gala apples, we see more cracking and harder apples. For Jona Gored, we see mostly large sizes that are not suitable for export and Red Delicious just has very low availability, which is a problem in itself. Only the Golden apples have solid volumes available, combined with the right sizes and quality, giving us the chance to at least export a large amount of these apples to our clients.”
There is a range of challenges when it comes to finding new markets for the Polish apples. Including logistics and packaging, Marawan explains. “Looking at the past few years, the Polish apple exporters experiences difficulties to find new markets. It’s also a fact that producing high quality apples with new varieties has always been a challenge. Had these things gone better, it might have been a lot easier to access new markets. Then there’s the issue of logistics. New markets would require a long transit time and we had to speak with shipping lines in order to open new routes with better scheduled times. This wasn’t always as easy as one can make it sound. Another challenge on top of the long tran-
sit time was trying to design new packaging that would help to keep the apples in good quality while it was being shipped to these far destinations. Simultaneously, this new packaging had to fit the requirements of the new markets Polish exports tried to enter.”
THE POTENTIAL OF THE GERMAN MARKET
What if the next new big markets is right under the Polish exporters’ noses? Marawan feels that Germany should be an easy priority for Polish apple exporters. However, getting your apples to the German market isn’t as easy: “Looking at Germany specifically, it should be no surprise that this market is a very attractive one for Polish apple production. And entering the German market is pretty straight forward. One has to offer high and consistent quality, while also providing the right apple varieties that are popular among the German consumer. Although this is all pretty straight forward, it is by no means easy to pull off and is seen as a challenging market for Polish exporters. However, it comes with a lot of rewards as well, as Germany offers great partners and stable business when it comes to exporting the apples there. It’s the largest consumer market in the entirety of the European Union, they require a lot of apples.”
“For us, as Sarafruit, the German market is a very important one. This is because we feel we are able to produce the quality that the German market requires and thanks to our network, availability is usually high enough to consistently provide the market. We do our very best to be able to offer compet-
itive prices that give our clients in Germany the chance to also be competitive with our apples on their specific markets. We’ve always liked this kind of cooperation, because it simply means that their success is also our success. This means clients are not cash-providers, but seen by us as our partners, instead.”
Marawan intends to have a stronger focus on the German market in the new upcoming season, as recent investments will then come into play for Sarafruit: “Looking ahead, we’ll be having our eyes set on
the German market more intensely in the next season, so the 2025/2026 apple season. The reason for this, is that during that season we’ll be able to start operating in our new sorting facility, which will be in use by then. Hopefully, this will put us ahead of other Polish apple exporters. In Germany, the Polish apple might not be the very cheapest, but they are still more competitive than the apples from other European countries. As such, the Polish apple is actually positioned rather well in the German market and Sarafruit should be able to take advantage.”
It makes sense to export more apples to Germany, as it is removes some of the logistical costs that other markets require. “Overall, I can see that the German market could be the future for Polish apple exports. As such, I’d love to be the first one to showcase great cooperation and develop the export to the German market even further. Taking the logistical advantages into account, which also lowers transportation costs as well as time, I think the German market is the best option when it comes to the export of apples from Poland,” Marawan concludes.
office@sarafruit.eu
Mathijs
Benard, Head of Operations Central Europe - Westfalia
“Over the last year it has been very satisfying seeing the two teams in Holland and Germany working closer together sharing knowledge and experiences”
From its origins in South Africa over 75 years ago Westfalia Fruit continues to develop and illustrate its leadership in the avocado category.
Atruly integrated global company, Westfalia has operations in 17 countries across Europe, Asia, Africa and the Americas. In Europe specifically ripening, packing and distribution facilities in The Netherlands, UK, France, Germany and Portugal.
The operations in The Netherlands have become strengthened over the last year with the completion of the integration of EuroWest. Westfalia and EuroWest had enjoyed a successful partnership for many years and are now working even more closely together as one Westfalia in Poeldijk, near to the Rotterdam ports.
The Rotterdam ports are the gateway for fresh produce into Europe. One of the strengths of the avocado market in Europe is the diversity sources, over the 23/24 season the majority of fruit was supplied from 14 different countries shipping direct to Rotterdam. The main countries supplying are Peru, Chile, Colombia, South Africa, Kenya, Tanzania. There are developing sources such as Morocco and
Lebanon. One of the benefits of the Westfalia Poedlijk location is that they are able to maintain a consistent cool chain
when fruit arrives protecting quality and shelf life.
ACQUISITION OF EUROWEST STRENGTHENS WESTFALIA‘S OPERATIONS AND MARKET POSITION
The additional capacity of Westfalia in The Netherlands also supports the one
Avocado
Marcel van Linden & Mathijs Benard
Europe approach the company continues to adopt, supporting customers working across the region. As well as experts at ripening, packing and distributing avocados the operation also continues to pack additional fresh produce including sprouts and capsicum.
Marcel van Linden, Head of Commercial in The Netherlands joined Westfalia in August 2024. Previously Marcel had worked for RedStar, a leading tomato grower with a focus on retail channels and partnerships across the globe. Marcel brings more of a customer focus to Westfalia widening his experience to avocados, mangoes and exotics. Marcel adds, “The Westfalia name is strongly connected to avocados and exotics. Vegetables are also an important part of our business including sprouts and capsicum where we can support customers with flexible packaging solutions and service.”
Mathijs Benard who also joined Westfalia in 2024 as Head of Operations Central Europe works across both the Poeldijk and Munich based facilities – driving efficiencies, quality and sustainability.
“Over the last year it has been very satisfying seeing the two teams in Holland and Germany working closer together sharing knowledge and experiences. We have already celebrated a few successes, including the introduction of lasers on mangoes and the development of a new recyclable pack. I am proud to say that our team worked together to create a custom-built machine to produce a twin pack that is not only 100% from cardboard, but also allows the consumer to see the fruit clearly and protects the fruit against bruising. We have some great unexplored talent at Westfalia which we are keen to develop and support”, says Mathijs
“Consumer demand for avocados continues to grow, per capita consumption in Europe is around half of the consumption in the USA. We believe there are still many opportunities to promote avocados whatever the meal occasion. From research, health is the number one driver for purchase followed by taste, with the support of customers and retailers we can promote those messages more effectively at point of purchase”.
LASER ETCHING AND FUTURE INNOVATIONS
Laser etching has already been introduced successfully on avocados in the UK and in the future Westfalia hope to extend the use of the lasering across both mangoes and avocados using health or seasonal messages to support retailer’s instore promotions.
“We continuously review operations and our supply chain to minimise our carbon footprint. Currently we are reviewing the use of non-destructive testing to reduce waste and fruit that maintains its quality within the testing protocols is used for guacamole and other avocado based products. A focus over the coming year is the scope of robotic packing to determine what benefits it can provide in terms of flexibility, efficiencies and consistent fruit quality.”
Westfalia is different as it has the most diverse avocado production footprint across growing areas in Africa, Europe and the Americas – we can supply from two origins throughout the year. With unpredictable weather patterns and political unrest affecting supply and logistics, multiple sources of fruit provide resilience in our supply chain. Westfalia also have the benefit of strategic locations across Europe which enable us to maintain cool chains and deliver fruit at the best quality from port to store.
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Isabelle Georges, Solarenn
Small tomatoes on the rise despite strong competition
Solarenn is France‘s 5th-largest tomato producer, and 3rd in Brittany. The cooperative based in Saint-Armel, Ille-et-Vilaine, celebrated its 75th anniversary last year. Today it counts 25 growers, each one having the HVE (High Environmental Value) level 3 certification. The cooperative preserves a human scale and produces an average of 25,000 tons of tomatoes and 160 tons of strawberries a year, spread over 62 hectares. Isabelle Georges, managing director, looks back at the 2024 campaign and discusses the short- and medium-term challenges facing tomato production, while outlining the plans for the cooperative.
A SUCCESSFUL SMALL TOMATOES SEGMENT
In the 2000’s the cooperative produced 17,000 tons of round tomatoes (80 %) and large cluster tomatoes (20%). Looking at the production landscape nowadays, much has changed. Over the past ten years, Solarenn has segmented it’s tomato range, setting aside standard variants like the round tomato and diversifying into small fruits (cocktail, round cherry,
elongated cherry, cherry on the vine and mixed colors). Five years ago, the producer added the “gourmande” heirloom range counting a beef tomato, and black, red and yellow ribbed tomatoes. This diversification follows changes in consumer trends, choosing for references that are much better valued on the market. This development is set to continue in 2025. “Last year, we had a third of cluster tomatoes, a third of small fruits and a
Isabelle George
third of gourmande tomatoes. The round tomato hardly exists today, as it is an unprofitable production that faces stiff competition from importations, especially as it requires an additional grading stage. The specialties and cocktail segment are on the rise, despite strong competition on the shelves.” However, Georges observes a very slight upturn
for cluster tomatoes. “Demand has been higher this year, so we‘ll be keeping a close eye on evolutions and will adapt if necessary”. Solarenn usually produces an average tonnage of 25,000 tons, but in 2024 this figure will not be reached, Nothing to worry about though. “This is due to segmentation. Tomato tonnages are declining somewhat today, as we are reducing the number of cluster tomatoes in favor of small fruit and heirloom tomatoes, which logically don‘t have the same yields”.
TOBRFV, PACKAGING AND PRICES: AN EVENTFUL 2024 CAMPAIGN
In 2024, rain and a lack of sunshine) didn’t really benefit to the crop in terms of production and consumption. A “double whammy” for small tomatoes growers, faced with production loss and a sluggish market. “Cherry tomato consumption is very dependent on the weather, and this year, supermarkets very quickly switched to winter vegetables”. This segment is particularly challenged by products from Morocco, which are present on the market all year round: “We‘ve been subjected to severe price pressure this year, with selling prices well below production costs. This has been very damaging for our growers”. Gourmande tomatoes on the contrary essentially suffer from a saturated domestic market. “This product has become very trendy over last years, and many producers have positioned themselves in this ‘niche’. Our other products maintained well. The fight against the tomato brown rough fruit virus (ToBRFV) posed another major challenge in 2024, which has preoccupied French growers since the first case was detected in Brittany in 2020. One of the cooperative‘s growers was partially affected in 2024. With the promise of higher yields, some market gardeners
“prefer to continue with varieties they know, despite a growing offer of resistant varieties in recent years. It‘s also a question of sensitivity, which is up to each individual grower”, says Georges. Moreover, the packaging chronicle, with its many reversals of fortune, particularly agitated the industry. “It‘s all been for nothing,” states Georges, pointing to the Conseil d‘Etat‘s recent cancellation of the second decree implementing the Agec law. “We‘re not questioning the move towards plastic-free packaging – we are in a way promoters of it - but the government‘s decisions were very hasty. We still have plastic film on our backs, it is a waste”. The cooperative replaced all its plastic packaging with cellulose fiber in 2024. This changeover required a new investment of € 300,000,at a time when plastic could be back on the shelves pending application of the PPWR (European regulation) adopted on December 16th this year. And while some sec-
tors, such as stone fruit and grapes have seen their UVC fall, in addition to conservation problems, tomatoes are doing well on both counts.
STARTED WITH A CARBON TRANSITION PLAN IN 2023
“Energy is the key issue today,” says Georges. As part of the French government‘s national low-carbon strategy, decarbonization has become one of the priorities on which the country‘s producers are working. So, in April 2023, Solarenn, having carried out its carbon assessment, decided to launch its carbon transition plan, which focuses on 3 areas: energy in the greenhouses, packaging and transport. While the cooperative relies on external service providers for transport related measures, they recruited Charlotte Keller, an environmental engineer, to assist with energy issues, as well as water and waste management. “Faced with the completely insane energy
prices of the last 2 years, we need to find alternatives. This will be a priority for us in the short and medium term. With this in mind, the cooperative is exploring other sources of heat: recovery of waste heat, biomass boilers or methane gas... “We may have to use a mixed energy source, as methanization alone, for example, will not provide all the heating we need”. But Solarenn has did not wait until 2023 to reduce its energy consumption. Back in 2022, they already started to install solar trackers, purchase energy-saving chillers and installe LED lighting in their packaging station. Their latest initiative: to have the 2,500 m² roof of their packaging station repainted with an anti-heat white paint (thanks to reflective pigments
based on silica aerogels) that reflects light and prevents heat. “It‘s quite impressive, since we‘ve seen a difference of up to 10 degrees under the roof,” says Georges. According to the study carried out by the cooperative, the return on investment would be achieved in just 4 years, and would save € 100,000 in energy costs over a 10 year period. But reducing the carbon footprint also involves diversification, like their mini watermelon which is produced on 2,000m² by the cooperative and marketed since 2023. “The idea was to add value to the old tomato greenhouses with crops that don‘t require a lot of energy and allow growers to cultivate during the summertime. The next initiative will involve zucchinis and eggplants,
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For the coming season, Solarenn still has many questions. “Will the pressure on prices continue? Will demand for French tomatoes once again dominate the price question? Will competition from Moroccan tomatoes be as strong? At the end of 2024, we don‘t have all the answers; the campaign will not start for another three months, so hopefully we will know more in March.
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The ongoing closure of the Suez Canal is having a significant impact on Italian fruit exports
International political instability has a detrimental effect on logistics. Some sea routes are no longer viable, and the cost of alternative routes is increasing. Exports of fruit such as apples, table grapes and kiwis are shipped from southern Europe, and in particular from Italy, to the Americas and Asia, as well as to all major European markets. The season for sea exports to overseas destinations began in September and is expected to continue until spring. It is also worth noting that the number of shipments by air is increasing.
The latest available data show that Italian exports of fresh fruit and vegetables increased in the period January - September 2024. According to data processed by Fruitimprese from Istat, there has been an increase of 8.9% in volume (2,790,628 tonnes) and 5.7% in value (over 4.2 billion euros) when compared to the same period in 2023. This acceleration in the trend indicates the potential for Italian fresh fruit and vegetable exports to achieve unprecedented levels.
“Apples are the most significant product for Italian exports, followed by kiwifruit, although the latter has experienced a notable decrease in volume compared to previous years,” says Massimo Delpozzo, sales manager of Nord Ovest Fresh. The route to the Americas, in contrast to the route to Asia, has remained stable over the past year, despite the wellknown challenges associated with the Suez Canal.”
Massimo Delpozzo
While there is no official blockade at Suez, most shipping companies avoid the passage for safety reasons, instead taking the alternative route around the Cape of Good Hope, which adds 10-15 days to the transit time and incurs higher costs.
Apples are Italy‘s most exported fruit, and according to the latest data, there was a 3.4% increase in volume and a 10.51% increase in value in the first nine months of 2024 compared to the same period in 2023. In addition to Asia, Italian apple exports also go to North America (including Canada) and destinations such as Mexico and South America. The table grape campaign, which concluded at the end of summer 2024, was also promising, with a 12.33% surge in volume and a substantial 20.36% rise in export value, surpassing €550 million by 30 September.
Conversely, the data for kiwifruit is less encouraging, with exports dropping by almost a third in volume (-32% compared
to the same period in 2023) and by 6.92% in value, due to a period of great difficulty for this crop, which suffers more than others from climate change, plant diseases and insect attacks.
Delpozzo highlights that “for certain high-value items, such as table grapes or premium apples, Italian customers have increased their use of air freight. Concurrently, there has been an increase in exports using modified atmosphere containers to circumvent the extended transit times associated with sea transport.”
Exports of lemons and especially oranges also improved, rising by 11 percentage points in volume and more than 5 percentage points in value. Excellent results have also been achieved for peaches and nectarines, whose exports increased by 47.95% in volume and 36.57% in value, thanks to new varieties and more favourable weather conditions compared to last year.
GROUND LOGISTICS
In Italy, there remains a marked preference for road transportation of goods, including fresh fruit and vegetables.
Fabio Vignali, the owner of a transport company specialising in fruit and vegetables, confirms that “the year 2024 was a positive year, both in terms of exports and imports. However, in December, we observed a notable decline in sales, with the exception of dried fruit, which maintained its positive trajectory. “In Italy, we are facing challenges due to a shortage of infrastructure, which hinders the efficiency of land transport and leads to increased costs.”
THE SUEZ SITUATION
Riccardo Martini, managing director of DCS Tramaco, provides an update on the situation regarding the Suez Canal: “Unfortunately, this situation continues to have a serious impact on European fruit exports, and in particular on Italian fruit exports, which geographically benefit the most from transit through Suez. The sharp increase in transit time,
coupled with the increase in freight rates, has led to a significant drop in our exports to some traditional markets. The latest data from producer organisations has revealed a substantial decline in fruit exports to the Far East, the Middle East and India.”
For a logistics company such as DCS Tramaco, it is imperative to have strategies to propose to customers. “Our approach, as always, is to listen to the needs of exporters and try to offer the most appropriate and secure solution at the best price. We also implement agile processes to enable us to respond quickly to changes in the market or periods of high demand. A daily challenge is to explore with our logistics partners on-demand transport services for areas that are now more difficult to reach, using alternative means or systems. For instance, we are exploring the use of controlled atmosphere containers to ensure product quality, even during extended transit times. Additionally, we are investigating multimodal transport options to the Middle East, such as shipping containers from Italy to a port in the eastern Mediterranean, followed by road delivery to the final destination, which would offer a time savings compared to the Cape of Good Hope route.”
Ricardo Martini
Fabio Vignali
James Milne with Oppy
“Europe remains an important area to source high quality produce items from”
The need for fruit and vegetable trade between North America and Europe has significantly changed in the past 15 to 20 years. “We used to source apples from France a few decades ago and bell peppers were brought in from the Netherlands,” says James Milne with Oppy. At the time, the North American greenhouse industry wasn’t as developed and products weren’t grown under lights yet, so the window of availability domestically was much shorter. From the Netherlands and Spain, bell peppers were brought into the Eastern seaboard by air and ocean. “Despite these limitations due to the increased scale of the North American greenhouse industry, strong connections with our grower partners there as spot opportunities arise more frequently than one would anticipate.”
CITRUS FROM SPAIN
Citrus was another key item Oppy used to source from Europe, particularly Spain. “Through the late 1990s and early 2000s, we used to be one of the big-
ger citrus players in Spain and even had a gentleman on the ground working with the grower community,” Milne commented. At that time, California’s citrus industry was heavily dominated by Navel and
James Milne
Valencia oranges and mandarins were just starting to appear in the market. “Spain on the other hand, was ahead of the curve with a large mandarin supply available.” As soon as California’s manda-
rin industry had developed and scaled up, opportunities for Spain lessened. In addition, USDA requirements to ship to the U.S. are quite exhaustive and due to the proximity to other European countries, Spain has been focusing on regions closer to home. These include all of Europe and the Middle East. Spain’s neighboring country Morocco, however, has developed into an important citrus source during the northern hemisphere season. “Morocco has a good and diversified mix of varieties, and their fruit is competitive on the North American East Coast,” Milne shared.
KIWIFRUIT FROM ITALY AND GREECE
One product that continues to find its way from Europe to North America is kiwifruit. “During the northern hemisphere winter season, we are significant receivers of Greek and Italian kiwifruit.” In Ita-
ly, Oppy collaborates with Zespri and in both Greece and Italy, the company contracts with several growers who have worked with Oppy over many years. The majority of the kiwi fruit in these countries is the green Hayward variety, but some gold and red kiwifruit strains are in development as well. Recently, Zespri gained approval from New Zealand kiwifruit growers to expand their plantings outside New Zealand. The authorization enables the cultivation of SunGold kiwifruit in Italy and Greece amongst others. Today, kiwifruit remains the most consistent produce item finding its way across the Atlantic.
About two years ago, garlic from Spain was added to its mix of offerings. Oppy works with one major grower-partner in Spain, the world’s second largest exporter of garlic. Garlic from Spain caters to
the Canadian market, but there may be opportunities to expand into the U.S in the future.
OPPORTUNITIES REMAIN
All in all, the conditions and markets have changed over the years. Developments in the continental U.S. as well as Mexico have resulted in the opportunities to bring produce in from Europe to be variety and timing specific. While trade between North America and Europe isn’t as abundant today as it was 15 or 20 years ago, there are still some spot opportunities once in a while. “It is very important for us to keep in touch with our connections in the European industry. There is still some place in the market for specialty citrus varieties,” commented Milne. In addition to citrus, there could always be a need for other items due to a lack of supply in the North American market. In
these situations, product can be shipped by air for arrival within just a few days.”
EXPANSION OF GROWER PARTNERSHIPS
With the growth of the North American produce industry came an expansion in grower partnerships for Oppy. In North America, partnerships have been formed across all Oppy’s nine primary categories, including citrus, grapes, greenhouse grown produce, berries, avocados, apples, pears, stone fruit, and kiwifruit. As a result, the company generates CAD 1.5 billion in sales annually. Within the berry segment for instance, Oppy has been selling fresh cranberries under the Ocean Spray brand for more than 20 years. This partnership also includes facilitating exports of fresh cranberries to Europe. Seven years ago, the partnership expanded, and the majority of fresh blueberries, strawberries, raspberries, and blackberries grown by partners in the U.S. and Mexico are sold under the Ocean Spray brand.
Within the avocado segment, Oppy acquired a 65 percent stake in Eco Farms,
grower and marketer of California avocados. The partnership spans across 700 acres of mature avocado groves in the Golden State as well as an import program. New Zealand based T&G has an investment in Oppy’s U.S. company, together bringing different apple varieties to market, including JAZZ and Envy.
SOUTH AMERICA
From South America, a vast array of products is exported to different continents around the globe. “We have a fully owned subsidiary in Santiago, Chile as well as a 50/50 joint venture in Lima, Peru.” Both offices are setup to service the North American market during the northern hemisphere off-season. In addition to North America, the export departments in these countries service communities in Europe, Asia, and the Middle East.
This year, Oppy will be celebrating its 167th anniversary and some of the current grower partnerships were formed many decades ago. “Several New Zealand kiwi and apple growers have been with us for more than 70 years and many
growers in South America, we’ve been working with for more than 60 years. The returns for these growers and thus their potential livelihoods are in our hands, and we hope to be able to care for them for many more years to come.”
James.milne@oppy.com
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Les Amis de Juliet, Cardell Export
The Juliet apple continues its international conquest
After the very first plantings in the early 2000s, Juliet, exclusively produced in France (in Provence, its historic territory, the Rhône Valley, the South-West and Centre Val-de-Loire areas), has grown considerably. Today, it is cultivated by 187 growers on 670 hectares. The famous 100% organic, 100% French apple successfully paved its way onto the organic shelf and found a place into the apple varietal offer in general, performing well in France and abroad.
A VERY SUCCESSFUL KICK-OFF ON THE FRENCH MARKET
Originally produced by 5 growers in the Vaucluse region (SICA Midi Saveur), Juliet now boasts a gross harvest of 21,000 tons, with an additional potential of 14,000 tons. Juliet, who turned 20 in 2023, never stopped expanding in terms of acreage. This year however, the priority is to consolidate the market. “Unlike previous years, we have no short-term replanting strategy. For the time being, our aim is to meet demand and make the most of the production of all our members”, says Vincent Lehallier, the director of Les Amis de Juliet. This season, Juliet is off to an excel-
lent start, just while the organic market seems to be picking up. “The organic downstream resumes activity and the first few weeks of the campaign went very well, both in supermarkets and through specialized distribution channels”.
Nice addition for 2024 : Juliet has a new look! From now on, new visuals will gradually appear on trays and punnets, with a recentered logo for greater visibility. “By the first quarter of 2025, the new packaging will have replaced the old ones in France and Europe,” according to Lehallier. Organic apples will be highlighted at the Salon International de l‘Agriculture
- held in Paris from 22nd of February to the 2nd of March. This event is increasingly turning into a professional fair. “It‘s one of the highlights of Juliet‘s campaign. Beyond promoting apples among the consumers, the show is undoubtedly becoming a B-to-B event. A number of Juliet producers will be present with demos and tastings, and some new processed products like sparkling juice, cider and purée will be presented!
EXPORT TO ASIA CONTINUES TO GROW
Present in seven South-East Asian countries, and soon eight with the Philippines, Juliet develops well in one of her preferred export markets. “Export volumes increase every year”, says Pascal Corbel, Export Sales Manager at Cardell Export. At the very start of the new campaign, it’s tricky to make predictions , but “at this stage, the figures are encouraging, with order volumes showing a clear upward trend”. The second half of the season will be more decisive for Juliet. “This is
Mainly marketed in France (60%), Juliet is also present on the European market (10%) as well as on the export markets (30%)
the period when competition intensifies, first from the United States and China, and from April onwards with products from the southern hemisphere, especially New Zealand. This is a key moment in the season, which will enable us to accurately determine the growth rate compared to the previous campaign”.
The reason why the 100% organic and exclusively produced in France apple is so popular in Asia, is because of its organoleptic qualities and preservation properties, which enable it to travel long distances while retaining optimum quality. “Juliet has won over Asian consumers not only because it‘s sweet, crisp and juicy, but also because of its attractive cosmetic qualities. Furthermore, it exports very well thanks to its good shelf life, which enables it to withstand transit times of 4 to 6 weeks”.
In the Middle East, on the other hand, Juliet holds a stable market share but doesn’t show any growth.
“Like the American continent, the Middle East is a more complicated market for us, as tough competition results in relatively low prices. Besides French and Italian apples, fruits coming from Eastern Europe and Turkey also have a strong presence there, supplying the market with good-qual-
ity classic varieties at low production costs. This makes it hard to impose premium and especially organic varieties, given the wide price differential. But we still manage to maintain our volumes in the United Arab Emirates”.
Juliet is also present on the European market, notably in Belgium, Switzerland, Luxembourg, Spain and England. “We‘re working hard to increase volumes in Europe, and are targeting other countries such as Germany, Finland and Denmark. Although the first part of the campaign is a challenge, as the tar-
get countries have their own production. From March onwards, volumes are stepped up, mainly in Northern Europe. And this year, the increase in production will enable us to extend the supply to September, one month longer than last year”.
DELIVERING HIGHER VOLUMES WITH LONGER DELIVERY TIMES IN A SHORTER PERIOD
Logistics remain a major challenge this year, particularly for sea freight. Attacks in the Red Sea continue, forcing shipowners to modify their itineraries. “Shipping lines are still refusing to use the Suez Canal, preferring to bypass Africa via the Cape, which extends lead times by at least 3 weeks. Reorders are affected, and customers inevitably become more cautious about importing large volumes, as the risks of delays and product deterioration are real. “Fortunately, with Juliet, we have an exceptional shelf life if the cold chain is well maintained, but commercially, we can‘t make up for lost time. We also have to take the high level of port congestion into account, which is causing major disruption to worldwide shipping. In many ports, there are recovery problems with empty containers, cancelled or delayed stops, leading to ever-increasing costs. What’s more this season? The Chinese New Year arrives early in 2025 on the 29th of January, so we needed to deliver more goods in a shorter time period, but with longer journey times”.
Elisa Arazo, manager of Natural Berry (Huelva, Spain)
“Drought-related problems have led us to abandon strawberry production and fully embrace blueberry cultivation”
In the 2024/25 berry campaign, the Spanish province of Huelva expects a slight 2% increase in the strawberry acreage, which will reach 6,432 hectares, but also a 4% increase in the number of hectares devoted to blueberries, which have consolidated as the second most important berry in the province, with a total of 3,744 hectares.
This season, berry growers will again face 25% restrictions on irrigation from the very start of the campaign. It’s an improvement over the 50% restriction with which they started last season, but it still poses a major challenge for the sector and has led companies such as Natural Berry to rethink the distribution of their berry crops to optimize water consumption and maximize yields with the water available.
“Natural Berry made a commitment to strawberry cultivation to ensure job stability to our workforce. My husband and I, both agricultural technical engineers, were able to put into practice all the advice and knowledge we normally shared with other companies in the sector we worked with,” says Elisa Arazo, manager of the company.
“I consider it a very interesting and exciting crop, but strawberries are going
through a bit of a difficult situation. On the one hand, their production and harvesting are very labor intensive, and on the other hand, water restrictions have prevented us from carrying it out in the way we would have liked. Moreover, production costs are very high and with the current market prices, margins are very tight.”
“Thus, after the drought and the problems we had last year to carry out the production, with restrictions of 50 and 25%, this year we have decided to abandon strawberry production and fully embrace blueberry cultivation.”
“Last season, the production was very scarce because the drought affected us quite a lot. We produced 50% less fruit, and on top of that, we also had to deal with the impact of imports on the blueberry market, which are causing us to
lose competitiveness and are reducing our profitability. However, working with organic blueberries and high value varieties has helped us to differentiate ourselves and keep prices at acceptable levels.”
“WE
ARE CARRYING OUT A PIONEERING ORGANIC INITIATIVE WITH BATS”
Natural Berry‘s farm is located in the municipality of San Bartolomé de la Torre, in the province of Huelva, and consists of both a forest part in which the native flora of the Mediterranean forest has been preserved, and an agricultural part, which is where the 6 hectares of blueberries currently in production are located. “When it comes to ecological practices, we have also launched a pioneering initiative to protect the biodiversity of the farm. We have installed boxes to facilitate the establishment of popula-
tions not only of insectivorous birds and pollinators, but also of bats,” says Elisa. “We have observed that bats are capable of eliminating up to 100% of lepidopteran pests on farms, contributing to keeping the farm healthy. Without the need to introduce them externally, our farm already hosts 3 different species of bats that are keeping pests under control in our blueberry plantations.”
“We are also using a very common native legume in Huelva and Portugal, the tremosilla, for nitrogen fixing in the plots where there were previously strawberries, and which will be used as green manure in our plots.
“The decision to produce organically is in line with our philosophy, and it has helped us stand out in the export markets where we ship our fruit, mainly Germany and Austria. Also, since we are fac-
ing competition from third countries and our production schedule is adapted to the area’s weather conditions, we decided to pick early varieties that would cover the period during which there are no large-scale imports. We are talking about high quality, early varieties with all the characteristics that consumers currently demand.”
“WE SHOULD ALREADY BE HARVESTING THE FIRST BLUEBERRIES BY THE END OF FEBRUARY”
“One of the varieties we are currently working with is the Sekoya Pop, and seeing how far ahead the campaign has been so far, we should already be harvesting the first blueberries by the end of Feb-
ruary. This variety has very good potential. Last year, which was the first year in which we produced it, highly satisfactory results were achieved, and there was a very good demand. Its flavor is excellent; it has a large size that makes it very attractive to the consumer, and remarkable prices.”
“Despite the fact that the market seeks increasingly earlier blueberry varieties, many of them currently fail to deliver the expected flavor. When we try a product with no flavor, most consumers won‘t buy it again, and that‘s why retailers must bet on good quality products that will motivate repeat purchases. This is precisely what we are achieving with new varieties like Sekoya Pop.”
“Expectations are very high and we are looking forward to seeing the results this year. Varietal replacement requires a significant investment, especially because new plantations need several years to become productive and it’s difficult to face those periods without profits; but our goal is to keep renewing our farm at the varietal level, because we see that the market demands blueberries with better properties. This will be the key to allowing Huelva to stay competitive.”
Xavi Nolla, CEO of Iberian Premium Fruits:
“The future of the Spanish citrus industry depends on its capacity for differentiation”
The citrus sector faces constant challenges, and this year‘s season is no exception. Xavi Nolla, CEO of the Iberian Premium Fruits group, shares his views on the main challenges and opportunities ahead for the industry, with a special focus on evolving consumer trends, the impact of climate change, and keys to stand out in a highly competitive market.
Climate change is altering the conditions under which fruit has historically been produced. “This season, as in previous ones, we are facing a major challenge due to climate change,” says Nolla. “Today, temperatures and weather have nothing to do with what we were used to, and this is having an impact on the behavior of fruits on the tree. If everything continues like this, we will end up with different harvest dates, as well as with changes in varieties, and of course in growing areas.”
Climate change is forcing growers to adapt to new realities. These transformations are not only affecting harvest logistics, but also product quality and availability, which could have an impact on prices and the supply for consumers.
This year, for example, in the first part of the citrus season, the abundant rains and floods recorded during the fall in the main producing areas, especially in Valencia, Castellon and southern Tarragona, caused a severe drop in the usable
supply of the Clemenules, a variety with which it has been really challenging to work in terms of quality in general.
Forecasts point to a smaller production volume, especially of mandarins, from 2025 onwards. “Regarding the second season, there will be difficulties due to volume drops, but we hope to finish the season with an increase compared to 23/24, having also ensured growth for our customers in a year in which consumption hasn’t been that good so far,” says Nolla.
Consumer behavior is another key factor in the development of the citrus market. According to Nolla, “we are seeing changes in consumer behavior for certain products. In general, mandarin consumption is growing, while orange consumption is decreasing. This change is mainly due
to the convenience of mandarins, as they are easier to peel and consume compared to oranges.”
In the words of the CEO of Iberian Premium Fruits, the challenge is “to get orange consumption to grow again. There’s an ongoing search for new consumption moments, innovative formats and varieties that are better adapted to current consumer needs.” Innovation and adaptation to consumer tastes will be the key to reviving demand for this citrus fruit.
According to Xavi Nolla, European and Spanish retailers are equally concerned about this decline in the demand, “especially since fresh produce has been the main driver to attract consumers to their stores in recent years and this is translating into greater pressure on prices and quality towards their suppliers,” he says. “For this reason, apart from trying to keep prices competitive, we believe that this year it will be essential to differentiate ourselves through product quality. We feel very comfortable with this, since it is our raison d‘être,” he says.
Xavi Nolla acknowledges that some citrus fruits from other origins are gaining ground, especially in standard quality and juicing lines, although that’s happening mainly in export markets, rather than in the domestic market. “However, in the premium line, which is the one we are in, we are not as affected by that,” he says.
According to Nolla, the future of the Spanish citrus industry depends on its capacity for differentiation, which in turn depends on factors like “quality and proximity.” Innovation in the development of new varieties, especially the so-called club varieties, will be crucial for the future of the sector, and the incorporation of new technologies to optimize resources in the field will also play a fun-
damental role in promoting sustainability and efficiency in the citrus sector.
The company is particularly proud of its team, whose skills and shared philosophy when it comes to quality and production are fundamental to the brand‘s success. “For us, the future lies in consolidating the work done so far, especially by the human team,” says Nolla. “Everything we have done so far has been done with a purpose, with four companies and teams of people who share the same product and quality philosophy; something that our customers and the market have noticed.
EXPANSION INTO ASIAN PRODUCTS AND MARKETS WITH THE INTEGRATION OF THE NATURAL HAND
The Iberian Premium Fruits group was born in April 2023 following the merger in 2021 of the Castellon-based companies Llusar and Torres, two leading companies in the premium orange and mandarin segment. In May 2023 the group incorporated V-Ros, also from Castellon, the largest company specializing in clementines with leaves. The company‘s main objective is to become a European leader in the production and distribution of premium oranges and mandarins, as well as other products.
Despite the difficulties in the domestic market, Iberian Premium Fruits continues its international expansion, both in terms of products and markets. The company already has a strong presence in Europe, North America and the Middle East, and has recently taken an important step by integrating the Valencian producer and exporter of kakis and citrus fruits The Natural Hand into its group. This acquisition opens the door to further expansion in the Asian market, which promises new growth opportunities for the group.
With the incorporation of The Natural Hand, the group will control a total of more than 1,200 hectares of crops in Spain and South Africa, featuring a range of more than 25 varieties of oranges and mandarins, as well as kakis and other products. The company expects a 15% growth in the current 2024/2025 campaign and aims to reach 200 million euros thanks to this new integration.
In the words of Xavi Nolla, “our priority today is to consolidate what we have done so far, so that, when we grow, we’ll do it in the same way and with the same coherence as we have so far.”
Full soil season in full swing at Calsa:
“Rising cost prices and weather extremes force everyone to build in certainty”
Guaranteeing full soil vegetable availability has increasingly become a point of discussion in recent years. At the end of 2023, fields in Belgium were completely flooded. A disaster, according to many, but subsequently, volumes soon picked up, proving that the sector is incredibly resilient. “The extreme weather and increased cost create many challenges, but there are also opportunities. People will always eat vegetables, but as a sector, you must evolve. People want more certainty, and some risk diversification is being built in. Everyone’s working on that,” begins Jeroen Buyck of Calsa.
This Belgian family business, founded in 1939, is well into its outdoor vegetable season. Calsa specializes in leek trading, but during this period, they are active in all kinds of full soil products, especially in West Flanders. “Whether it’s leeks, red, but especially white cabbage, or celeriac.” Jeroen admits that fluctuations characterize the current open-field season. “There were concerns during the sowing and planting season,” he says.
“The summer was quite wet and cool, which delayed most planting. Also, plants don’t root as strongly when you plant in wet soil, so products may not be as resilient in drought conditions. We had to wait and see what the fall brought. It turned out to be very growth-heavy, so everything more or less fell into place, and growers could harvest reasonable kilos per hectare. That, however, doesn’t mean it was fantastic, but things caught up remarkably well.”
That, says Jeroen, applies to many outdoor vegetables this season. “As a result, in cabbages and celeriac, everything’s quite stable. With white cabbage, which we have far more of than red cabbage, people could harvest and stock quite well. There were no spectacular price highs or lows. The same goes for celeriac. There were still plenty in the fields until recently, but with the weather forecasts, much was uprooted in the last weeks of 2024, so most are in cold storage,” he explains.
“The leek situation is slightly trickier. That market isn’t as balanced as other years. Prices have generally been fairly high, but there’s been a considerable volume since the summer. Many countries’ harvests were more successful than in past years. So when the market isn’t as strong for a while and production picks up, prices can fluctuate wildly. That differs from past years when there was consistently less supply than demand. The market is, thus, somewhat more chal-
lenging this season, but still, prices aren’t too bad.”
HIGH COST PRICE REQUIRES GREATER CERTAINTY
That is necessary these days, Jeroen points out. Consistently low prices can rapidly have major consequences. “Leek cultivation cost prices have risen sharply in recent years. Good price formations are sorely needed. If that doesn’t happen, the acreage would quickly shrink significantly. It’s an expensive crop that costs growers plenty of money. Also, increasingly fewer crop protection products are allowed,” he adds.
“And the ones you may use aren’t cheap and must be used frequently to be effective. Plus, finding personnel is certainly no longer a given. If you find them at all, they’re also becoming pricier. People, thus, consider alternatives to remain profitable. They try to find ways to buildin security so everyone can earn their keep. Take, for example, the new varieties being introduced, which are resistant and also give more kilos.”
“Other examples are white cabbage and celeriac. Due to cost prices, more and more growers move towards fixed price agreements, abandoning contracts and the free market. Even in these products, everything’s expensive. Storage costs money. Investment in new, eco-friendlier techniques must be balanced with what you earn. That’s not always certain in the
free market. So, people opt for security. That’s not so easy with leeks. You can store white cabbages and celeriac for a long time, but that’s not always possible with leeks. That has to remain in the field. You can store some, but certainly not all of it. Also, you depend on the season. There must, thus, be alternatives, such as resistant varieties,” says Buyck.
Building in certainty is vital not only on the cultivation side but increasingly for sales, too. “It’s critical for growers, but our customers also want stability and availability risk spreading of their product. Larger clients who used to get everything from Belgium or the Nether lands now choose to get some from us, some from the Netherlands, and some
from France. They want as much spread as possible to ensure reduced risk and no shortages should a production country fail to deliver. In Spain, for instance, growing leeks is becoming increasingly difficult. You must be able to meet your volumes per hectare. Otherwise, people start looking at other origins.”
NO PROFIT IN FARAWAY DESTINATIONS
Will Calsa, with its primary markets in Germany, France, Spain, and Eastern Europe, begin considering exports to new markets to spread the risks? “We’re always doing so. About 10 years ago, Russia was our biggest market. When it fell away, we had to quickly enter new markets. Then you realize you can’t depend
Loading of celeriac
on a single market. Since then, we’ve changed our strategy. It was often about distant destinations, now our neighboring countries are our biggest markets. With our logistics, we work very hard to supply them every day,” Jeroen explains.
But, we’re always considering new possibilities.” He, though, does not see markets like China or Brazil, where Belgian Conference pears are promoted, as major contenders in this regard. “I think it’s tough. Profit-wise, apples and pears taking longer trips still do okay when it comes to transport costs. Something like leeks, though, don’t store well for that long. You’d have to clean them, and they’d then lose weight, which comes at a price. You could fly them in, but that, too, is very expensive. That happens but in minimal volumes. We believe the best thing you can do for vegetables is to get them in and out of the truck as quickly as you can and
A LEADING POSITION
Regardless, the trader is confident in the future. “There’s nothing more sustainable than vegetables. It doesn’t come from a factory and isn’t an animal product, so there’s always a future. I also think you can still get a full cart of vegetables at a great price if you pick the correct things. There are opportunities. We just have to convince people to keep eating enough vegetables. That’s important. That, however, undoubtedly brings many challenges. It’s also why you have fewer and fewer supermarket chains, traders, auctions, and growers. Scale economy is an answer to containing rising costs.”
Does that mean ‘the big will get bigger and the small will disappear’? “No, I don’t think so. There is consolidation, but you
must see it like a cycling race. It’s important to be in the peloton, preferably somewhere at the front. That gives you the best chance of avoiding possible crashes at the back. But you don’t want to be right at the front in the attack. Then you catch plenty of wind, you have more opposition, and it costs a lot of power. In other words, the principle of “the bigger you are, the better it goes” doesn’t automatically apply. It’s crucial that you stay decisive and aware of market movements. Then, you can switch gears quickly, and not just if you’re big. On the contrary, I think there’s plenty of room for SMEs in this sector; they have a place, too,” Jeroen concludes.
jeroen@calsa.be
with as little handling as possible,” Jeroen reckons.
What could AI mean for greenhouse cultivation?
In the past, growers would fill in an Excel sheet and try to collate the information more precisely, perhaps in a graph. Over the years, sensors to collect more data and different information processing systems were added. The latest developments in the industry are around robots and AI, which growers can use to process much more information and whose results are constantly improving. What is now possible or not yet possible with AI in horticulture? And what potential does this offer?
Modernhorticulture faces several challenges. Dutch horticultural suppliers are master greenhouse builders, but operating those companies is proving difficult. A multitude of complex factors affect crops, and it is tough to anticipate them all. That requires experience, but experienced growers are in short supply. Climate change directly impacts crop yields, too, placing higher demands on the efficient use of resources such as water and energy. Labor shortages in the sec-
tor also make it difficult to get work done consistently. And growers must deal with all this under increasing pressure to produce food for a growing global population while minimizing environmental impact.
AI offers chances to address these complicated issues. Sensors and cameras can automate routine tasks, like inspecting crops or recording environmental conditions. Robots can monitor individual plants and collect data that is hard or time-consuming to get manually. You could, thus, need fewer people to inspect larger greenhouses.
Growers can use AI to collect data to improve crop management. The information can be processed using data analysis, automation, and predictive modeling to increase greenhouse efficiency. After all, AI learns by recognizing data patterns. The more data it receives, the better it understands those patterns and the more accurately it can make predictions and decisions. If an AI system has temperature and growth rate information from thousands of plants rather than just ten, it can make far more precise recommendations about the ideal greenhouse climate.
A robot does that at IUNU in America. Fitted with several cameras continually taking photos, it drives through the rows of greenhouse crops. AI algorithms analyze the collected data. It looks at how many fruits are hanging from each plant, how ripe they are, how big the plant is, and whether there are any irregularities. “This technology allows growers to monitor their crops better and make realtime adjustments to maximize yields,” says CEO Adam Greenberg. The company developed a data platform, LUNA, to use AI to process greenhouse data, predict
trends, and spot anomalies. Problems, such as diseases or non-optimal growing conditions, can, thus, be addressed early.
“Growers used to rely mainly on experience. Now, AI provides objective, detailed information to help them make more informed decisions.” And that is needed, Adam sees. “Growers with green thumbs could know what ailed a plant simply by looking at it. But, as horticulture grew in scale, growers became responsible for larger and larger areas. Then you can’t walk through the entire crop daily anymore,” he says. Also, greenhouses are being placed in remote areas with a meager number of experienced growers. “You need technology to help you.”
Though IUNU is based in the US, Dutch companies, too, have high hopes for AI. Last fall, in the Netherlands, Blue Radix announced an additional €5 million investment to accelerate their growth. Their Crop Controller is used in nearly 100 greenhouses worldwide, providing autonomous climate and irrigation control for mid- and high-tech greenhouses in any climate.
“Growers must decide daily about energy, climate, irrigation, and crop protection. That’s not only time-consuming but also stressful because there’s more and more information and data to analyze, and any wrong decision can affect crop yield and quality. We wanted to provide a solution that analyzes and presents data and makes truly autonomous decisions based on that data,” says CEO Ronald Hoek.
Specially developed algorithms process information gained from sensors throughout a greenhouse and can, thus, optimize and steer its climate and irrigation. Companies, therefore, respond
to the limited influx of young, new growers, but it also helps experienced growers. “They can, for example, get better plant quality and higher production. Evenly controlling the greenhouse’s climate can reduce mildew and improve plant growth.”
“That means more production than with manual control. We have seen yields rise by two to seven percent, depending on the conditions. We also save more energy than we expected, between 13 and 18%. That’s because AI can control and anticipate more accurately than humans, leading to lower energy consumption and more even plant growth,” Ronald explains.
The young company Source.ag is another notable player in this market. Initially funded by Dutch growers, this company raised additional money recently to accelerate its growth. What makes them unusual is that they are deliberating, not pursuing autonomous cultivation. CEO Rien Kamman is adamant that that does not exist; cultivation is a profession. Growers have many responsibilities, perhaps 100 or so. Source.ag wants to automate some of those tasks or help growers do so. With, say, harvest predictions, plant measurements, and irrigation assistance. That is something different from autonomous cultivation.
Source.ag launched and implemented its first product, Source Track, a cultivation tracking, comparison, and improvement platform, along with its complementary Source Plant App. This iPad app makes measuring plant data faster and more accurate. It recently also introduced an autonomous irrigation system, which adjusts watering to changing weather conditions and plant data.
Growers thus get supplementary intelligence from several sources, but it must still be applied to cultivation, primarily climate computers. These are being adapted so they can use the information from the AI sources in cultivation via APIs, explains Dirk Prins of Dutch tichtech company Priva. He points out that AI systems not only complement human work but also help them operate more efficiently. “By automating tasks, workers can focus on more complex, valuable activities,” says Dirk.
THE CLIMATE AND MORE
These are impressive examples, but there are more, such as Canada‘s Koidr and Britain‘s Optimal. In the Netherlands, Wageningen UR is also researching AI. Its AGROS project, which focused on greenhouse climate, has been completed. In AGROS II, they are working on the next steps toward an autonomous greenhouse by having irrigation and crops controlled by artificial intelligence, too.
Besides these, several parties are focusing on specific applications. French lighting specialist RED, for instance, developed a way to improve LED lighting in greenhouses with AI, and the Swiss SERA focuses on Integrated Pest Management and optimal administration of CO2. And in the Netherlands, Biobest‘s Trap Eye system makes manual counting of sticky traps unnecessary.
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