‘Get organised! Now is the time to speak with one voice.’
Chairman Hillenraad100 Committee of Experts
B.V. Westlandse Poort
2685 DB Poeldijk The Netherlands Research
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This year’s cover speaks volumes. Resilience is essential if the horticulture industry is to stay relevant. We live in a time when nothing is a given anymore and nothing can be taken for granted, when crisis after crisis is discussed endlessly in the media. A time in which the availability of energy, water and even food are under great pressure. The issues are complex and ambiguous. How do we solve these problems without losing sight of both the economic, political and social context? This is the challenge that the world, the EU, the Netherlands and our agriculture and horticulture are now facing. More than ever before, relevance is key: how do you carve out a role for yourself, how do you stay impactful, what is the relationship between your role and that of another company? The social context is transforming from passion to compassion. This requires resilience.
Resilience
It is with this earnest introduction that we kick off a brand-new Hillenraad100 magazine: the ranking of the leading 100 companies in the Dutch knowledge- and capital-intensive horticulture industry. The horticulture industry that we hold so dear, but that unfortunately is sometimes seen very differently by society and politics. Our first reaction is often to become defensive. ‘They don’t understand us, they don’t take our interests into account, they just do whatever they feel like.’ This is a logical response seeing as everyone is trying to do their best and carrying out their work with the greatest conviction. And judging by the popularity of Rutger Bregman’s bestseller ‘Humankind: A Hopeful History’, this is a fair assumption. Yet agriculture and horticulture will have to find a new approach and once again show their resilience as a sector.
Time and time again, day after day, we need to prove that horticulture is relevant; relevant to the world, to Europe, to the Netherlands and to our immediate vincinity. But how do you explain to the average layperson or newly elected politician that horticulture matters and can make an important contribution towards finding solutions to major societal problems? Rob de Wijk, a renowned expert in geopolitics at The Hague Center for Strategic Studies, says in his interview that food is one of the major geopolitical assets of Western Europe, with the Netherlands and France acting as global players in agriculture, horticulture and food. But how do we draw attention to this? By showing that our horticulture doesn’t follow standards – it sets them. By setting our own ambitious targets for health, freshness, sustainability and regenerativeness. By being an example to others. And by showing resilience. This is how Elon Musk disrupted the automotive sector, with his daring ambition to make all transport electric and by making patents for battery technology open source. This has truly transformed the industry. David defeated Goliath. How can the Dutch David slay the Goliath of global problems? By shrewdly taking advantage of opportunities and bravely facing all challenges head on.
In North America, the Dutch greenhouse horticulture concept has already been embraced by large investors like AppHarvest that have cleverly framed it as ‘Plants with a purpose’. Plants have of course had a purpose for thousands of years as part of the integral food systems within a healthy regenerative ecosystem. Therefore, we need to look ahead to how we can better fit the principles of nature into our societal role and task. This is the ultimate relevance. Many investors already
understand this. They are the ones with a sixth sense for growth opportunities and have developed a strong position in the Dutch ecosystem in recent years.
Now is a great time to shift those targets by working together towards our shared goal of ‘putting a man on the moon’. This means fully focusing on redefining the standards to include true sustainability (Environmental, Social and Governance) and working together to transform into regenerative horticulture: a sector that contributes more than it takes, and as such contributes in all respects to the wellbeing of mankind and ensuring that the entire ecosystem can function optimally. A sector that is efficient and effective and gives more than it takes. This is real relevance. Once again, resilience is required to turn the current pressures into a big leap forward.
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Het Hillenraad100-model is a simplified representation of reality. The aim is to reflect the reality of the leading businesses in the horticulture sector as accurately as possible. This means we are constantly adapting our model to this reality. In addition to the research and analysis, we have added a peer group assessment this year which allows the opinions of a select group of sector associates to be considered in the overall evaluation. And, of course, the Committee of Experts plays a crucial role in the assessment. To clarify this whole process, the infographic below gives a simplified representation of the model.
Ben Verwaayen, former CEO of, among others, Alcatel-Lucent and British Telecom, partner of Keen Venture Partners and chairman of the Hillenraad100 Committee of Experts
‘Hopefully the young entrepreneurs will succeed in restoring that collective voice of the past. “Don’t think of your neighbour as your greatest rival, but as your best friend.’
There is no ambiguity in Ben Verwaayen’s message for the horticulture industry: “Get organised! Now is the time to speak with one voice. To retail, to your future employees, and to the government. I call on the younger generation to listen more to their grandfathers and less to their fathers. Because the cooperative philosophy of those grandfathers doesn’t seem so crazy now after all. The focus on self-interest, in particular, has pushed the idea of mutual cooperation to the background. The result? The sector is no longer sufficiently heard.”
The Expert Committee Chairman doesn’t pull any punches. At a time when business owners are being confronted with one challenge after another, it’s more important than ever to join forces. “If you want to be taken seriously by retail, for example, you have to have a clear and uniform message. If you want to make your point strongly, you need to actually possess that strength.” Verwaayen believes that the horticulture sector has to sit down with the retail sector to discuss sustainability, among other things. He explains that we are coming out of a period during which it did not matter
laws and rules set by the government but also to consumers’ wishes in that regard. And as far as legislation is concerned, it goes without saying that it’s important you’re able to represent the sector with a single voice.”
There is another area in which, in Verwaayen’s view, it is worth getting organised: personnel recruitment. He compares the current scarcity of top talent with the shortage that existed in the early days of the sector. “We need talented people in the fields of software, retail, distribution chains, you name it. Now every company is trying to fish the right people, and the best people, from the pond. But that’s not how it works. Young professionals want to build a career, and they don’t choose a company but a sector. And therefore you have to show them how sexy, how appealing and, most importantly, how relevant horticulture is. Up-and-coming talent needs to know that after company A, they can progress to company B, and so on. So the same applies: speak with one voice.”
where products came from. “Those days are over. It does matter where that tomato or that rose is from. And retail may well think it has nothing to do with production – that’s something we recall from the oxygen crisis –but clearly that’s nonsense. The retailer is the voice of the consumer, and therefore retailers and producers have to start a conversation about sharing both the benefits and the burdens. But this does mean that producers have to be properly organised.”
In Verwaayen’s opinion, this focus on sustainability is here to stay. Failing to invest in sustainability, he says, is equivalent to undermining your profitability. “You can think of it as an essential asset. A sustainability policy has gone from being a ‘nice to have’ to a ‘need to have’. This relates not only to the
Verwaayen has high expectations for the new generation of horticulture entrepreneurs. As Chairman of the Expert Committee, he’s seen the best businesses in the sector come and go. He hopes that young entrepreneurs are able to restore that collective voice of the past. “Don’t think of your neighbour as your greatest rival,” he urges, “but as your best friend. And most importantly, look at how your grandfather did things. Cooperation was
much more common back then. And yes, they may have grumbled about it, but they did it anyway! Simply because they understood that they needed each other. Now that the horticulture sector has so much on its plate, I hope that businesses are once again willing to explore that cooperative way of thinking. Because, to quote Johan Cruijff, you only see it when you get it.”
‘And therefore you have to show them how sexy, how appealing and, most importantly, how relevant horticulture is.’
‘We need talented people in the fields of software, retail, distribution chains, you name it.’
‘Because, to quote Johan Cruijff, you only see it when you get it.’A Silke Hemming Head of research team Greenhouse Technology at Wageningen University & Research
‘Leading companies in the sector are characterised by a high capacity for innovation, in part due to large investments in R&D, as well as through collaborations with other knowledge-intensive companies and knowledge institutions. In the past few years, companies have been able to masterfully demonstrate their ability to handle fastchanging conditions (caused by the pandemic) and market situations (caused by the war). Leading companies are those at the forefront of shaping a sustainable greenhouse horticulture sector and are desirable employers.’
B Lars Boellaard Managing partner & civil-law notary at Westpoort Partners‘In order for a company to be and stay relevant, they must draw up and implement a sustainability policy. When a company focuses on Environmental, Social and Governance (ESG) issues, they are showing the world that they are taking responsibility in their own market and for the chain. This is not only something that’s attractive to customers; it’s also an important factor in recruiting and retaining employees.’
C Evert van Helvoort Manager VHC, Member of the Supervisory Board at Royal FloraHolland‘In a changing world, our sector must prove its added value. Companies must constantly adapt to global developments. The sector is innovative and resilient and will muscle its way through. However, if we want to remain relevant in the future, we need to accelerate development and innovation. Collaborations and generating customer loyalty are the keys to progress. Knowledge is power, but knowledge-sharing is equally powerful.’
D Leon Bol Owner New Green‘The Hillenraad100 lays bare the challenges that the horticulture sector now faces. The situation that has arisen in the energy market will create an environment where companies that dare to innovate and can adapt to the new situation will flourish. These adaptations will result in an accelerated sustainability agenda in which collaboration between different players in the chain is a prerequisite for continued success in the coming years.’
E Matthijs Mesken Director VGB‘For a company to be included in the Hillenraad100, they need to be a leader and an innovator across many different areas. In my opinion, companies that are investing in their trade associations have an edge. With the support of these high achievers, who sticks their necks out for the collective, a trade association can make a real difference for the entire sector. I believe collaboration is an essential ingredient for success.’
F Martien PenningStrategy-expert Hillenraad Partners and Founder Hillenraad100
‘Now especially, we can set a new course by working together and setting the benchmark for a genuinely sustainable future. We need to undergo a collective transition to a regenerative horticulture sector that contributes, in all respects, to the wellbeing of people, society and the entire ecosystem. A sector that is efficient and effective and gives more than it takes is a highly relevant one. But that requires extreme resilience from us right now to convert the pressures we are experiencing into a big leap forward.’
I Annie van de Riet Chairman of AVAG‘The world has been turned upside down. First Covid and now the war in Ukraine. I don’t think there’s ever been so many demands placed on entrepreneurs. You’ve got to be resilient and flexible. These, I believe, are the success factors for our time. Who is actively looking for opportunities? Who can change gears quickly? I’m noticing significant differences emerging between companies. Those that previously invested in an adaptive company culture now have the best starting position. Evolution has already proven that those with the highest capacity to adapt have the best chances of survival.’
J Adri Bom-LemstraChairman of Glastuinbouw Nederland
‘Dutch greenhouse horticulture companies have taken important steps and made good progress in the area of sustainability. These are achievements to be proud of. The current energy crisis, the shrinking range of crop protection products and the threat to the availability of good irrigation water demonstrate beyond a shadow of a doubt the need for sustainability. The government is not making it easy for growers, while the importance of health and wellbeing is only growing. This requires collaboration between entrepreneurs, as well with parties in the chain, government bodies and knowledge institutions. Companies that collaborate will find it easier to navigate the road towards a sustainable future.’
K Janine Luten General Manager Fresh Produce Centre G Niels LouwaarsManaging Director of Plantum
‘Horticulture is facing huge challenges: crop protection products are being banned, the costs of energy and air freight are rising astronomically, and sustainability requirements are rapidly increasing. Breeding may be a large part of the solution, but breeders need time. We need to quicken the pace even further, in particular with regard to complex floriculture and fruit crops, so we can identify solutions and breed hybrids. The availability of faster breeding methods and even greater foundational knowledge are crucial to this. Forward-thinking entrepreneurs and a sustained focus on innovation policy are essential.’
H Marco van ZijverdenMember Supervisory Board of Dutch Flower Group
‘With all the developments going on in the world, the resilience of entrepreneurs is now of the utmost importance. By having a clear vision and long-term strategy, adapting to new situations and continuing to work together, we can maintain a healthy green sector. Within strategy, it’s fundamental that entrepreneurs continue to develop in the area of sustainability and innovation based on a customer- and consumer-oriented approach. If we can do this, we should have a rosy future ahead of us.’
‘Collaboration pays off. Collaborations within the vegetable and fruit sector have got us where we are today. Society is demanding transparency and insight into the steps the sector is taking with regard to sustainability. Our companies are working full steam to increase the visibility of the contribution that we’re making to a healthy generation. The first step we have taken as an organisation is our new mission: To be the guide to a healthy generation and set clear ambitions for Health, Food Safety, Market & Economy, Social and Sustainability.’
L Frank Meijnders‘In today’s uncertain and complex world, collaboration has become even more important. The sector holds one of the keys to the world’s transition towards sustainability, but knowledge-sharing is a prerequisite for this. In addition, collaborations will allow positive messages about the sector to spread and become demonstrable. In the context of the current discussions taking place in society, this is a great and necessary side effect, which will lead to broader support and understanding.’
Industry Leader Food & Flowers DBO Accountants & AdvisersWith the Hillenraad100, we chart the movements of the sector on an annual basis. We assess which course the leading horticulture companies in the Netherlands have plotted and where it has taken them. The Hillenraad100 is a crossroads where yesterday, today and tomorrow meet. With the theme and the interviews, we map the developments in the sector. Central to this edition are the relevance of the sector and the resilience it needs going forward. This year, therefore, we asked the members of the Committee of Experts to share their vision on the most important building blocks for a relevant horticultural sector. All of the committee members answered this question from their own unique perspective. Together, their answers provide an interesting insight into the adaptability of the horticultural sector based on sustainability, intensive collaboration and continuous innovation.
‘Two European countries, the Netherlands and France, rightly rank among the top three largest exporters of agricultural products. We could work with this and use it strategically to get more certainty when it comes to the availability of critical commodities.’
Rob de Wijk is Professor of International Relations, and founder of the HCSS (Hague Centre for Strategic Studies). This independent strategic think tank conducts research and provides advice on geopolitical issues. De Wijk is mystified by the choices politicians are making for the agriculture and horticulture sector, and deeply concerned about its marginalisation. He argues for a new vision on the strategic importance of Dutch agriculture and horticulture.
Could you outline for us the geopolitical issues currently facing Dutch agriculture and horticulture?
“The fundamental problem is that we are highly dependent when it comes to the supply of raw materials. Energy and raw materials for fertilisers are prime examples. We are especially dependent on countries we see as systemic rivals, China, Russia and countries we prefer not to do business with given their dubious human rights or environmental track record. The consequences are felt everywhere, and thus also in the agriculture, horticulture, and agri-food sectors. When you have unbridled power, you can afford not to do business with countries you don’t like and even impose sanctions. But we do not have absolute power, and, in an ever more complex world, it is becoming increasingly difficult to adhere to such principles.”
Are the sanctions against Russia a good example of this?
“Absolutely. A European import ban has been imposed on oil and for gas, we agreed to reduce our dependence on Russia’s supply by two-thirds by the end of the year. And we also explained that we do need the remaining one-third because otherwise we won’t make it through the winter. No wonder Putin started tampering with the gas tap in response. Excuse my choice of words, but I really think this is a ridiculous decision. It is a classic mistake: thinking that we in Europe are still in charge. In practice, we often see raw materials and energy being used as a power grab. However, policy is getting bogged down because while we’re really keen to pursue ethical policies, we’re dependent on countries that we size up to.”
What does all this mean for the horticulture industry?
“I don’t need to explain the consequences of gas prices going through the roof. And it won’t stop there. Technology is incredibly important in this sector, with almost everything that takes place requiring chips. When you then consider that all the raw materials for semiconductors come from countries like Russia and China, you will understand that there are very serious concerns about chip availability. The semiconductor industry and
the government had, in my view, the rather naive idea that interdependence would ensure that the global system remains intact. Which is clearly not the case, and therein lies a real danger. I think we will eventually solve the gas problem, but the chip issue is a lot more complex.”
Major concerns, then. How has it come to this?
“We are obviously unable to look at this issue holistically. Take, for example, the idea of producing and consuming more locally. In itself, it’s a lovely plan, but if the whole world were to start doing this, there would be famine when crops fail. We are far too slow in thinking outside the box, and also too driven by activism. Don’t get me wrong, I have nothing against activism because it keeps people on their toes. But dangers arise when activism becomes dominant, and the driving force for political decision-making. We have already seen this happen in Germany, with the shutting down of nuclear power plants.
I am, of course, also in favour of greenery and nature, but you can’t shut down a large part of Dutch agriculture and horticulture without suffering the consequences. We really need to keep looking at the big picture. Greenhouse horticulture businesses account for around 7.5% of total Dutch natural gas consumption. We may think that as a country we are ‘greening’ considerably by making rigorous cuts in this sector, but what happens next? Where does it go from there and who’s going to make sure that we have cucumbers and tomatoes on our plates?”
Surely this is precisely where a huge opportunity for greenhouse farming lies? After all, we can grow many times more efficiently in greenhouses. “True. Which is why the government should nurture this sector, as well as arable and livestock farming, much more. However, Dutch entrepreneurs face a deluge of regulations, which, on top of that, are different every year. I regularly come across entrepreneurs who, as a result, are too scared to invest. There is far too much of a technocratic, mathematical approach. It only seems to be about numbers these days: there are too many cows, too many greenhouses, etc. My question then is always: what are you measuring this against? And how do you know there are too many cows and greenhouses? You notice that policymakers just parrot each other and have no notion of what’s really going on. Politics needs to stop focusing on output and all these numbers. The agricultural sector, both farming and horticulture, needs clear frameworks. Then leave it to entrepreneurs themselves to flesh out how they ply their trade within those frameworks and facilitate them in doing so.”
What should happen next?
“If it were up to me, we would use agriculture and horticulture much more strategically in Europe. All things considered, we have nothing in Europe: no raw materials, no oil, no gas – or, rather, we prefer to leave it in the ground –and no technological edge. But agricultural production is our forte. Two European countries, the Netherlands and France, rightly rank among the top three largest exporters of agricultural products. We could work with this and use it strategically to get more certainty when it comes to the availability of critical commodities. Why not make a deal with a country where cobalt comes from, for example? Agricultural products in exchange for this oh-so-important commodity. Such longterm vision has to come from the government, but I really find it lacking in this kind of strategic approach.”
“Politicians underestimate the strategic importance of the horticulture sector”
‘We are obviously unable to look at this issue with a helicopter view.’
The Hillenraad team (f.l.t.r.) Thomas de Haas, Saskia Verstraate, Hans van den Ende, Merel Verwaal, Rian van Holsteijn, Martien Penning, Cees Uitbeijerse, Martijn van Noort, Filip van Zon.
‘Think of it as a multistage rocket: really daring to focus and stop doing the things that no longer add to your relevance. Having a crystal-clear understanding of what these decisions mean, taking action and making efforts and investments. Then getting the whole organization on board with the new direction. We call it the 3-D model: Daring, Doing and Discipline.’
For a long time, company strategies were based mainly on the vision and mission. The thinking was that as long as these were clear, the rest would follow. Nowadays, strategy is much more embedded in a company’s operations and focused primarily on the capacity of a company to adapt to a changing world. For Hillenraad Partners, a strategic adviser par excellence, this means that its work has taken on a different nature over the years. So, it was a logical move for them to expand the partner team and thus broaden their expertise.
Hillenraad Partners now has four partners. They all agree that the traditional awayday is no longer sufficient to give shape and direction to a company’s strategy. ‘What do we mean by strategy? I like to describe it as adapting your organisation to external developments,’ says Martien. According to him, talking about strategy and market developments also entails thinking about the organisational structure of a company, analysing performance and data, and validate the financial aspects.
‘That is why strategy development has become much more comprehensive, intensive and interactive. Since company-wide support is one of the most important factors for success, we involve not only the board of directors but also the management and staff in the process. In our view, the process should also be dynamic. Previously we’d take a snapshot of the company: what does it provide, for whom, and how? Now, the focus is much more on monitoring progress and direction. It’s like transitioning from still images to video: constantly recording the strategic development and making adjustments to reach the targets. Are we on track? Which developments in the external world are accelerating and having more impact and how can we quickly anticipate these and act?’
Cees Uitbeijerse concludes that strategy and implementation can no longer be seen separately. ‘Generally speaking, in the past the board of directors would determine the strategy and hand over its implementation to the management and staff. Then every five years or so, we’d be asked to come and evaluate the strategy and make adjustments. Now the topic of strategy is often part of the monthly agenda, and we make it much more concrete.’ Thomas adds: ‘We want to ensure that an organisation is capable of independently monitoring whether the implementation of the strategy is having the desired effect in the organisation as well as being implemented as intended. Our strength is that we speak the language of the sector. We know about the ins and outs of horticulture, including the technology, history, chain, competition and people. Basically, we’re familiar with the entire playing field.’ ‘Without getting stuck in tunnel vision,’ explains Hans. ‘We succeed time and time again at looking at
issues with fresh eyes but understand better than anyone the context in which we need to place the developments.’
The four partners each have their own field of expertise. Hans is specialised in organisational and implementation issues relating to strategy, Cees is the financial expert, Martien knows all there is to know about strategy, technology and the horticulture market, and Thomas has extensive knowledge on strategy, business analysis, scenario thinking and operational excellence. Thomas is the only partner of the four who gained most of his knowledge and experience outside the horticulture sector. ‘This sector is very different to other industries,’ he explains. ‘All the links in the chain are highly interconnected. As far as I’m aware, there’s no other sector in which people know each other so well and play the game so closely with one another. I see it as a large ecosystem and it’s our interdisciplinary collaboration that allows us to take on a wide range of assignments and clients in this complex ecosystem.’
The activities of Hillenraad Partners are no longer confined to the Netherlands: the advisers are respected as experts in horticulture in the rest of Europe and North America as well. This expertise is often sought during, for example, mergers and acquisitions of horticultural firms. Martien: ‘A party unfamiliar with horticulture is always free to carry out a commercial due diligence study, but our depth of knowledge, experience, and network allow us to provide a sound assessment of how strong a company’s market
position really is.’ The advisers claim that more and more global players are entering horticulture. After all, the answer to major issues such as food scarcity, energy shortages and labour shortages seems to lie in Controlled Environment Agriculture, which includes greenhouse horticulture, but also vertical farming. Participating in these developments requires large investments and a fine-tuned, future-proof strategy.
How do you ensure that you stay relevant with all these developments going on in the background? ‘This is a question that companies should be asking themselves fairly regularly,’ says Hans. ‘You might be used to putting product X on market Y without thinking about the real added value you’re providing. However, the danger of this is that at some point, you find you’re no longer relevant. The milkman that used to come to your door has been replaced by almost realtime food delivery companies. It’s the same type of service but in a new form. Every company will need to continually adapt to the changing world.’ This means frequently considering strategic progress and making it a part of daily operations.
The advisers view it as a multistage rocket: really daring to focus and stop doing the things that no longer add to your relevance. Having a crystal-clear understanding of what these decisions mean, taking action and making efforts and investments. Then getting the whole organisation on board with the new direction. ‘As a mnemonic , you can think of it as a 3-D model,’ says Martien. ‘Daring, Doing and Discipline. And most importantly, don’t rest on your laurels!’ The world is not going to wait for you, so staying relevant requires constant adaptation. It’s a perpetual work in progress.
‘The world is not going to wait for you, so staying relevant requires constant adaptation.’
The 2022 edition marks a special phase in the development of Dutch horticulture. The last edition was in 2019. Since then, a great many developments have taken place that are changing horticulture on a structural level. First, there is the huge wave of consolidations and the growing role of investors investing in businesses to improve their position on the global playing field. At the same time, there is deglobalisation, inflation, the energy crisis and, of course, a Covid pandemic along the way. This has obviously had an effect on the businesses in the Hillenraad100.
The overall picture is clear: the technology companies that made huge leaps in 2019 are now making a pass. The fast movers are now primarily businesses in genetics, growth and greenery. And thanks to the move towards consolidation, a number of Hillenraad100 companies have been promoted to the Hillenraad500+. Scale, internationalisation and digitisation are the buzzwords in boardrooms. We can also see the development of a top three of winners in each segment and category, with these leading groups leaving the others behind. Other big challenges at this moment are the availability of energy, labour and products. Geothermal energy, residual heat and solar energy may offer solutions to the high gas prices. Robotics, harvest forecasting and AI are being explored as solutions to the availability and deployment of labour. The coming years will show whether this is enough, and happening quickly enough, to find solutions to the challenges facing businesses in the Hillenraad100 today. For the first time in years, companies have dropped off the list due to bankruptcy. It’s also worth noting that external growth potential tends to come from investors more often than banks. This changes the horticulture industry, as a joint shareholder is in a different position to a bank.
Through all this, we see that the Dutch horticulture industry has become a lot more international since the previous edition, and
The businesses in the Hillenraad100 are the most trendsetting of the approximately 16,000 companies that together form the entire Dutch horticulture cluster. This cluster is of great value to the Dutch economy. Innovation and competition are fierce, and provide approximately 100,000 jobs
Hillenraad100 businesses
Number 100
Total sales 12.43 billion
Total number of employees 58,937
Of which in the Netherlands 20,939
Hillenraad500+ businesses
Number 14
Total sales 73.25 billion
Total number of employees 209,973
that trend is only going to continue. Therefore, as an editorial team, we are always looking at how to evaluate the businesses’ relevance to the Dutch horticulture cluster in our rankings. The dividing line between the Netherlands and the international field is becoming increasingly fluid. Even so, trendsetting remains the top characteristic for our list in every respect. You are only truly a trendsetter if your vision, strategy, growth, results and impact are recognisable and measurable. That too is a sign of the times.
We will try to interpret these developments in the Hillenraad100 and capture them in a ranking that appeals to the imagination. Growth is essential to this, in order to be able to maintain this lead. This international match is played on the cutting edge. Which is why we would like to encourage some healthy competition, and again this year, present the Hillenraad100 as being thé monitor of the developments in the horticulture industry.
The selection of these top 100 businesses is more than just a ranking. We also try to capture and clarify the latest developments. We not only see emerging businesses, but also those that have had to reinvent themselves after a few good years to reconnect with changing market conditions. Getting to the top is hard, but sometimes it is even harder to stay there. A place in the top 100 is, however, a clear recognition of strong entrepreneurship. All honour to the hundred companies that made the list.
The Hillenraad100 is an open competition for companies in the knowledge, capital and technology-intensive horticulture industry, which is broader than just greenhouse horticulture. The list contains companies from the entire horticulture cluster with a firm foundation in the Netherlands. Hillenraad watches 250 intensively and seeks out the 100 most trendsetting businesses.
The Hillenraad100 is therefore the leading monitor when it comes to developments and dynamics in the sector. As we wish to offer a complete picture of the sector, businesses can also be placed on the list without first being asked. By doing so, we create a list of companies that matter.
In making the assessment, Hillenraad employs a multidisciplinary business model. This is based on broad categories. See the diagram on page 7. The model is based on five pillars, namely: a qualitative assessment, an assessment by a selective peer group of 50 professionals from the sector, a quantitative assessment of key business figures, the average EBITDA growth (CAGR) over the past three years and as fifth pillar, the nature, size and chain position of the company, which is referred to as the ‘industry footprint’. The key business figures describe how the trend has developed over time. The ‘industry footprint’ is all about absolute figures.
The Hillenraad100 is compiled according to a careful procedure. The starting point for the assessment is the research and the weighting in the model carried out by the experts in Hillenraad’s research team. The results of the research are then presented to the Committee of Experts. It is an intensive process of balancing the scales. The final listing is the combined result of facts, noteworthy information and the experts’ opinions. This makes the list vital and at times a touch opinionated.
To discover how the assessments are made, what the entry criteria are, which assessment criteria have been chosen and how a stratified cluster model works, visit our website at www. Hillenraad100.nl/verantwoording.
The sector is in flux and this affects the rankings directly. To stagnate is to decline, and companies that are performing well rise on the list, while those that have stagnated fall. Our aim is to achieve a stringent assessment but to always put it in a positive light. Together, we will make the cluster even stronger.
Havatec is a gem of a company that is raved about by users of its sophisticated machines. In recent years, many innovations have rolled off the production line in Nieuw-Vennep. Examples include processing machines for sorting, bunching and bouquet making, as well as the mechanisation of bulb cultivation, specifically tasks such as planting, inserting, debulbing and detecting fusarium. This gem has also come up on Rabobank’s radar, with Rabo Investments’ subsequent acquisition of an interest in Havatec providing the necessary growth capital. Originally, this company was primarily an inventors’ club with an insatiable thirst for innovation in its DNA. This, of course, is its strength, but also its weakness. Because if 20% of your employees are innovating, it’s easy to lose sight of the market opportunities. In the meantime, over 850 machines have been delivered in more than 30 countries, with the bulb planter being one of the most successful. In the struggle to control labour costs and improve quality, a bright future lies ahead for this advanced machine manufacturer; after all, with Rabo Investments having your back, achieving growth should be a little easier.
In our search for exciting innovations, we had the Hillenraad TECH50 at our disposal. Even so, it was not easy to find a company that was willing to let us look behind the scenes. Artechno had the courage to take this step. The Lier-based company promises much with its solutions for the relatively new field of Vertical Farming. The AVF+ system enables growers to create precisely the growing conditions that are needed for maximum growth, production and harvest predictability. This technology is still in development, but at Hillenraad we believe it is important to allow a specialist player to become part of the leading Hillenraad100. The fact that Artechno has surpassed the experimental stage is evident from the commissioning of a 10,500 m2 VF Factory in Amsterdam. Orders are also being placed internationally. The new and experienced CEO, Marco van der Velden, intends to focus on the development of the Artechno Group’s global position, the ongoing standardisation of products, and the completion of the move to a new location in Maasdijk. We will follow this newcomer with interest.
What is happening at Geest Potplanten might not seem all that astonishing but think about it the context of today: as the world shakes, they maintain a steady hand on the tiller while keeping up with all the necessary transitions. With a wide range of green and flowering houseplants, such as Phalaenopsis, the company has managed to maintain its position as a reliable partner for European chain parties. The energy transition is high on the agenda: by 2025, all locations have to be running on ground heat, but before then a suitable solution has to be found for the current energy issue. What this comes down to is agility and resilience. The agile, self-managing teams are supported by self-built apps. These apps are linked to a management information system that covers all the stages of the process. In short, Geest Potplanten is doing everything possible to maintain control in stormy times. As a chain partner, the company remains focused on a positive product with a positive impact for customers, consumers and employees. Its new location with low-energy greenhouses and host of certificates are a great advertisement for that.
Legend accompanying the top 100
You will find a profile of each company, carefully put together by our editorial team from a variety of sources. A short description of the company is accompanied by various figures relating to its size. The editorial team uses information provided by the companies and gained from public sources. The team takes developments into account up to early September 2022
‘Groundbreaking business practices’ is Koninklijke Hilverda Group’s tagline. And, in this case, it’s not just empty words. The group has various subsidiaries and is also represented outside the Netherlands in Colombia, India and Kenya. HilverdaFlorist, created in 2020 as a result of a merger between HilverdaKooij and Florist Holland, focuses entirely on the breeding and development of an extensive range of cut flowers, potted and garden plants. Recent update: HilverdaFlorist recently took over the gerbera Royal F1 series from Takii. At the start of 2022, the company took on a new greenhouse in De Kwakel and there are also plans for the construction of a new R&D laboratory and a multi-layered growing system. Otherwise, however, things are rather quiet on the Hilverda front. The marriage between HilverdaKooij and Florist Holland seems to be going well so far. The coming years will reveal whether this collaboration is truly based on passion and new market opportunities. Or whether it is simply a marriage of convenience in order to progress as a serious player in the global horticulture market.
Category within the horticulture cluster
Total group turnover of the company
Share of turnover in horticulture
Total number of employees for the whole company
Employees on the payroll in the Netherlands
Number of branches outside the Netherlands
Estimates by Hillenraad100 due to lack of public sources *
SUSTAINABILITY IS IN OUR DNA.
With the takeover of Berkvens Greenhouse Mobility and Buitendijk Slaman, Taks Handling Systems is demonstrating its firm ambition to become the global market leader in the field of fully automated harvest processing systems. The scrum approach to development, transition to standardisation and modularity, and scalable production form the basis for scalable growth. This is always a major challenge for any system supplier. Because how do you bridge the gap between the ultimate customisation for a client and standardisation in the factory? And doing so for a multitude of markets including greenhouse horticulture, the potato, vegetable and fruit sector and the material handling of boxes and crates. Fortunately, ‘thanks’ to the ever-increasing scarcity of labour, the market demand for all forms of mechanisation and automation is high. Nevertheless, the investment agenda of the horticultural sector in the next few years may well focus more on the energy transition. But, no doubt, Taks can ‘handle’ this situation. Because no matter how you look at it, fresh products still need to be transported, weighed, packed, palletised and delivered in many places in the world.
down energy costs. The company is also focussing on geothermal heat but this is a long-term ambition and will do nothing to eliminate concerns about the results in 2022. Speaking of ambitions: in 2025, Sion is aiming to be at least second in terms of market share in the global Phalaenopsis market. While it’s an admirable aim, they must first assess the impact of current developments. With a German coshareholder, perhaps they will be able to score in the last minute of the second half, just like the German football team.
To fully understand this company, you need to know a few facts first. 80% of Netafim is owned by the Mexican Orbia, and the other 20% by Kibbutz Hatzerim Israel. Netafim is a global market leader in irrigation, mostly in agriculture and arable farming. In the Netherlands, the name Revaho may ring a bell. After the earlier takeover in 2012, Revaho was renamed Netafim Netherlands in 2020. Now, this alone is certainly not a reason to feature in the Hillenraad100. But with the takeover of Gakon in 2021, it became obvious that Netafim Netherlands wants to acquire a solid position in horticultural technology. The company is also cautiously active in vertical farming. The essence of our interest in Netafim lies, of course, in horticulture. After all, what is horticulture without drip irrigation and greenhouses? Gakon, in particular, has developed into an all-round turnkey supplier with its own production. We look forward to seeing how fast this combination can progress in a promising global market. The fact that the rapidly growing horticultural country of Mexico is the home base of Orbia/Netafim provides some additional security in uncertain times.
This is one of those companies that puts a smile on your face. A business that understands that, as a manufacturer today, you have to cover a large number of bases while still putting in an optimum performance. Because that’s the only way you can grow quickly. Qualily provides its customers around the whole world with a full range of lilies on the basis of good service. The ‘whole world’ sounds ambitious, but thanks to custom packaging and online sales, the whole world is indeed within reach. Partly because of this, Qualily has seen strong growth over the last two years. The external focus is on improving the service model and high customer satisfaction. Internally, Qualily is working on extensive automation and the centralisation of processes. For example, they have developed their own planting machine that simplifies the heavy, labour-intensive work of planting. Qualily has also developed its own digital sales system that efficiently connects forecast and supply. Harvesting and sorting are also extensively automated. And as if this wasn’t enough, they are also highly committed to sustainability and looking after employees. This is a relevant player in many respects. Welcome to our list.
After a few difficult years, it seems that Phalaenopsis breeder Sion has managed to shake off its ailing image. With the new 50% co-shareholder Hark Orchids, which has been active in in-vitro orchid breeding for over 50 years, the company has found a route to success. After a few years of losses, 2021 was the first year that Sion has started operating at a profit again. It is clear that increasing energy prices, however, will be causing a few sleepless nights for them. With the combination of CHP, heat pumps and upcoming investments in LED lighting, Sion is hoping to not only support the creation of a sustainable world but also drive
In times of crisis, it would seem that people seek out the oasis of calm that Moerings promises. During the Covid crisis, the company continued to display strong growth. Moerings is a market leader in Europe when it comes to aquatic plants. In this particular niche, the company is proving itself to be a reliable partner for garden centres, guaranteeing sufficient margins with its clever approach to shelf management. The aquatic plant specialist has also introduced a new concept: natural water enhancers under the name Natuurlijk Moerings. Even with a small team, the company can still handle the growth—relying on digital order processing and Floriday. And this growth isn’t expected to stop, with Moerings forecasting more consumers looking for peace and quiet by the water. Then, of course, you also have the new trend of natural swimming pools with lush aquatic plants. Another factor to take into account is the increasing importance of collecting water in your own garden. So, is it out with the tiles, and in with the pond? In any case, it would seem that Moerings will be up to their necks in water for all the right reasons in the years ahead.
We
syngentavegetables.com
inspire customers by bringing solutions, knowledge, energy and pride in growing vegetables.
The name Vertify may be unfamiliar to many. That’s no surprise when you realise that the company was active for 25 years under the names Proeftuin Zwaagdijk and Demokwekerij Westland. But what once began as a regional research location, now has international ambitions and thus requires a new name. Vertify conducts application-focussed research into field grown vegetables, glasshouse horticulture, arable farming, flower bulbs and fruit. It has a great deal of knowledge about growing in water, medical cannabis, soil management, vertical farming and digital farming. In addition, its field of work is incredibly broad. This broad scope was the reason for taking the logical decision in 2021 to say goodbye to the more general demo activities in the World Horti Center. The company, which has 50 employees and a customer base that includes growers, secondary suppliers and consumers still has a largely domestic focus. In the short term, the Netherlands may well be big enoughbut foreign shores are calling…
Back in our list. After all, we see proof of indestructible entrepreneurship at Hydrangea specialist Sjaak van Schie. The grower who once pioneered carnation cultivation in Portugal, now has a second generation at the helm. In order to also benefit from growing market opportunities in green plants, Van Schie has introduced the distinctive concept ‘Our Friends’. So, when things are quieter in the Hydrangea nursery, space and labour can be devoted to these green plants. Nevertheless, the focus is mainly on the Hydrangea: in cultivation, young plant material and breeding. HiBreeding was set up in collaboration with The Mastergrowers to allow them to focus on the latter. By joining forces, Sjaak van Schie is able to present a more solid range and work towards the ultimate goal: having 80% of the assortment consist of their own varieties. So the train rumbles on. The breeding department is tinkering with new varieties, with the flowering department introducing these novelties; if these catch on, Jonggoed will start producing them for European customers. Being located in Portugal, this supplier of ‘beauty’ can produce a rock-solid product with relatively low energy costs. This is how you build a winning formula.
In Mprise Agriware, we have a global player and authority when it comes to business management software for horticulture. The company has a strong position in potted plants and young vegetable plants and has realised substantial growth in the breeding and plant cultivation sector over the past few years. The transition to cloud computing has offered Mprise Agriware a route to scalability. It allows high volumes to be offered to customers both nationally and internationally. The adoption of the latest technologies has allowed these ‘nerds’ to also develop an ecosystem of connected systems within which Agriware is the unifying factor. Over the past few years, a great deal of hard work has been put into modernising the software architecture. A new business unit ‘Agriware Analytics’ has also been founded to fulfil the growing need for information. The world lies at the feet of this ‘small’ giant. These systems are also increasingly being set up online in the Netherlands, so the company scores even more points with respect to sustainability. A great runner-up.
Meteor Systems supplies total solutions for suspended cultivation gutters, fixed crop systems and floating cultivation systems, as well as precision irrigation and poly roof systems for a wide range of crops. For years, the company has also been an important partner for (turnkey) greenhouse manufacturers, fitters and, of course, the grower as end user. The rise of controlled soft fruit cultivation has given Meteor a major boost; after all, it has the perfect total solution for growers of strawberries, raspberries, blackberries and even cherries to achieve maximum crop yields with limited investments in fruit canopies. The robust double-digit growth of this 25-year-old company is testament to the relevance of Meteor Systems. With solid financial results, full in-house production and the flexibility to handle customerspecific wishes, the Brabant business is creating a foundation for great effectiveness. And Meteor Systems doesn’t stand still when it comes to innovation, either. The Hydroponic floating raft made it into the finals of the Chamber of Commerce Innovation Award 2021. The list of branches shows that Meteor is also spreading its wings overseas: not just in Breda but also in Leamington (Canada) and Shanghai. It’s an interesting newcomer to this list.
After a slight drop in turnover in 2020, Onings Holland found the route back to success in 2021. The trading company in bulbs and tubers has great relationships with its suppliers and customers and is holding fast to this course. Onings is active in 50 countries and was able to limit the damage during the pandemic by making the necessary adjustments, assessments and adaptations. With respect to digitalisation and sustainability, the company is functioning on a market-average level. The genuine innovation lies in the various types of lilies; pollen-free, double-flowering and resistant TA hybrids. With trials in processing methods, Onings is working on reducing the use of crop protection agents too. There have been few reports in this area, however, from this modest family company. That’s understandable. On the one hand, they desperately need crop protection agents for treating bulbs but, on the other, both consumers and governments are pushing for a further reduction in their use. They are currently walking on eggshells to some extent, but this situation undoubtedly offers various opportunities for organic suppliers. We are curious as to whether the new generation and future management will have the freedom and conviction to push the boundaries in this context.
a market leader in pointed peppers, and supplies mini-vine tomatoes. For sales, Frestia is affiliated with the Harvest House growers’ cooperative, with more than 50% of the total area of 33 hectares situated in Portugal. This enables the growers to span the four seasons, and supply a tasty, high-quality product all year round. An added bonus is that the company is less affected by the price of energy in the Netherlands. Attention to innovation is the lifeblood of this company. With geothermal energy, robotisation with Gearbox, data use in greenhouses with SourceAg, data insight using Power BI dashboards, neuromarketing etc., Frestia misses out on few opportunities. Which it simply can’t do either: after all, what with the shuffling of the deck in the pepper world, a robust, future-proof strategy is the trump card.
The market in which Jiffy operates is difficult, with the raw materials needed by any grower not cultivating in substrate not really being a high-interest item. Until things go wrong and growth hasn’t got going, which is when the proverbial hits the fan. One of the challenges facing Jiffy is the availability of homogeneous, clean peat substrates. After all, the extraction of these is being increasingly restricted. Another challenge is the multitude of crops, applications and formulas they deal with. At the end of the day, you need a great deal of expertise if you supply to growers of vegetables, herbs, bedding plants, nuts, fruit, cut flowers, potted plants and perennials, in addition to tree nurseries and forestry. This knowledge is certainly not lacking, but when you’re operating on multiple levels at the same time, it isn’t always easy to achieve solid growth in profits as well as turnover. Jiffy has a long-term horizon, which is also reflected in the fact that it takes sustainability extremely seriously. Which we can glean from the public Jiffy sustainability report. So, perhaps the winner of the future will be the one who now focuses primarily on sustainability and digitisation. In this respect as well, you have to spend money to make money.
160 years old and still driven by passion. The international trading and breeding company Royal Van Zanten aims to make its passion visible in its flowers and plants, and tangible in the way it works. Chain cooperation, product innovation, quality, availability and supply reliability are the keys to this success. At the start of 2022, the collaboration with KeyGene began. KeyGene develops innovative plant breeding technologies and these techniques then offer new impetus for Royal Van Zanten’s breeding activities. Under the motto ‘we care, so we act’, Royal Van Zanten is also aiming to be a sustainable partner. A great example is a trial with freesia growing in a closed growing cell. The cell cuts the growing time in half, makes most crop protection agents unnecessary, and can run on an energy-neutral basis, on selfgenerated electricity. So, is all this passion and innovation enough to secure a healthy future in Alstroemeria, Bouvardia, Statice, Limonium and Multiflora? Well, we have not yet seen a great deal of growth from them, only various challenges. And, to be honest, Royal Van Zanten has a lot of catching up to do. Luckily, they are once again turning a profit.
The combination of Atlantic Growers, Zuidgeest Grower and Vitapep has been going by the fresh new name of Frestia since 2020. And with all this fresh new energy, the company is making good progress. Under the Vitapep brand, Frestia is building a strong position in snack peppers, is
With lots of green plants, Esperit Plants is the mothership of the companies in the Esperit Group. Another unit in the fleet is Esperit Elements with its decorative items. Less prominent is the fastgrowing young plant branch Esperit Youngs. In addition to these three companies with the same brand name, several others operate under the Esperit wing: the import and export company Ornamentex, packaging company Click&Pack, software developer Florabatch and sales platform Planthunters. Which gives Esperit control over the entire production chain. A number of recent acquisitions also match its growth ambitions. For example, the acquisition of Kwekerij De Amstel in 2021, along with Elements’ expansion following the takeover of Blooming Solutions. In recent years, Jan van Geest has clearly been spirited in his endeavours to bend the curve for Esperit. The challenge now facing the ship’s crew is to keep the expanding fleet on course in the years to come. With so much entrepreneurship and talent on board, this shouldn’t be an issue. And it’ll be all hands-on deck, what with mostly thunderclouds on the horizon and the barometer forecasting a storm.
The most technologically advanced vertical farms, helping growers scale up their production with less resources.
Safe and efficient warehousing using the modular and flexible warehouse automation solution from Logiqs.
Throughout our 45+ years of experience and after countless innovations brought to market and projects delivered worldwide, our focus has remained unchanged over the years: delivering purposeful innovation that adds real value to our customer’s business and that helps contribute to a better world.
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We build exactly what you need, so you can grow exactly how you want. Higher yields. Better quality. A smarter system. Together, we can build a better way to grow.
Growing anything, anywhere. For everyone.
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Greenhouse Automation Logiqs Shuttle Benching Systems lead the industry in terms of flexibility, scalability, and reliability.
iCUBE AS/RS
This may not be the biggest bird in the horticultural aviary, but this company does have the potential to fly high. OK Plant produces orchids in pot sizes 9 and 12, green plants and seasonal products. There are three brands under its own new brand Kolibri Company. Kolibri Orchids supplies more than one hundred Phalaenopsis varieties, Kolibri Greens is an expert in trendy, small green plants, and Kolibri Home is a supplier of pots for Kolibri Orchids and Kolibri Greens, as well as home accessories. At OK Plants, they know what they’re good at: offering all-in marketing and sales solutions by developing distinct and user-friendly product displays, supporting the end customer, and increasing turnover per m2 by providing attractive tables. The company helps retailers shine. To give an example, they have installed their table concept in 29 OBI stores in Italy, and Kolibri displays can also be found in Austrian garden centres. We love market-driven companies. The small but smart and colourful hummingbird a fitting symbol for this riser on our list.
Logiqs is a manufacturer of mobile cultivation systems and associated software. The fact that Logiqs has featured in the top 250 Growth Companies list on several occasions, and also received an FD Gazellen Award, shows that this maverick knows all about growth. The highly passionate entrepreneur Gert-Jan van Staalduinen acquired 100% ownership of company shares in 2021, which, as such, allows him the freedom to set the course himself. This unfettered businessman defines his ultimate purpose as: ‘Accelerate access to honest food’. This Dutch business has an English motto, which reflects its grand ambitions of conquering North America and the rest of the world. Under the name GreenCUBE, Logiqs has developed a standardised mobile growing solution for vertical farming. This is an extremely disruptive concept, with the smart combination of engineering, climate and technology leading to a price far below the current benchmark. Which is the objective. The partnership with leading customers such as Bowery and the Vertical Farm 3D Configurator will play a part in the achievement of these growth ambitions. This company will undoubtedly rocket up our next list. Nevertheless, for now, it is all about investing in value proposition and, although current market conditions may be more akin to a head- than a tailwind, it won’t prevent Logiqs from achieving its purpose.
The number 100 from the last edition of this list has jumped significantly higher. This family company is a chain that is involved in every link in that chain: from growing, harvesting and processing to packing, distribution and global sales of fresh mushrooms. And mushrooms are very trendy right now. They are an excellent vegan food which provide a source of vital protein. Anything that contains mycelium is currently being lauded as having huge health benefits. Banken supplies to 30 countries from its locations in the Netherlands, Belgium and Poland. There is a wide range; wild, cultivated and dried mushrooms, but also innovative food concepts which are linked to the latest trends, such as mushroom-based meals and mushroom burgers. The strategic focus lies on growth through acquisitions in the chain and dedicated collaborations with customers and suppliers. This mushroom specialist has a modest growth ambition of 5%. In 65 years, Banken Champignons has built up an extremely good reputation. It is a financially healthy company and founder Henk Banken, who sadly died at the beginning of 2021, would be rightly proud.
This breeder and supplier of seeds and young plants for the floriculture industry is committed to long-term partnerships. As such, Evanthia aims for sustainable, intensive cooperation with all links in the chain, from nursery to shop floor. After all, as the company puts it: ‘Our products only become a real success when we work together throughout the chain’. Evanthia has more than 12,000 varieties in its range of both green plants and cut flowers, and has more and more of its own genetics. The company now sells over 2 billion seeds and cuttings annually to over 2,000 customers in almost 100 countries. They are a market leader in propagation materials for the Monstera, and a major player in Strelitzia and pot Helianthus. This newcomer to our list has doubled its turnover in the past three years. In order to be able to continue to translate this strong growth into profit, the company has invested in a robust business through its own breeding activities, international sourcing and professional propagation. The innovator Nico Grotendorst is now focusing on a strong organisation, with the next phase for his company already on the horizon.
After the merger in 2019 between Dijk van Dijk and Kwekerij De Bonfut, the merging companies introduced a new name to the scene: The Mastergrowers. With a good foundation of a high-quality and distinctive assortment, this hydrangea specialist is working towards strengthening its value proposition. These entrepreneurs are well able to anticipate market trends, and are actively engaged in making energy management in their greenhouses more sustainable. In the meantime, the company’s own breeding activities have generated decent market share. However, here, too, scale is of the essence. Which is why the further expansion of activities in HiBreeding (a joint venture with Sjaak van Schie) is a smart move. HiBreeding specialises in breeding hydrangea varieties for its own assortment, as well as for sales of licences to the United States, Canada and Europe. A solid market position is central to this strategy. In short, The Mastergrowers have a master plan. They are currently just marking time in the rankings, but a rise is certainly in the offing. After all, creating a masterpiece takes time.
Growth specialist Van Iperen provides advice and products for fertilisation, crop protection, plant strengthening and soil improvement, and has a strong market position in agriculture and horticulture. Their 100th anniversary in 2021 was celebrated with a voluminous commemorative book on the company’s rich history. Van Iperen has made some great progress in recent years. Take, for example, the development of Plants for Plants, its own line of biostimulants under the name Stimuline@, and the introduction of the Greenswitch@ process, which processes ammonia from slurry into organic nitrate fertilisers. This shows that the ambitions of this particular company are boundless. Might the researchers already have a solution to the nitrogen problem, or to phosphorous scarcity? The recent sale of the packaging division to Broekhof, part of Paardekoper Group, is an important strategic choice, and ensures an even stronger focus on the growth specialisation. For a company of this size, however, more transparency is called for. This would make a place in the top fifty a real possibility.
Don’t expect any slick moves, theatricalities or memorable highlights from this player. In football terms, the WBE Group is much more of an unobtrusive ‘back’, a reliable force that never (or very rarely) disappoints. Long-term relationships, loyalty and quality are, perhaps unsurprisingly, key values which are always much appreciated in the market. This supplier of decorative foliage, flowers, plants and related items can look back on the last two years with a sense of satisfaction. WBE is delighted that it has weathered the storm brought about by COVID-19, Brexit and the Russian invasion of Ukraine. This year, the WBE Group reaches its 45th anniversary and that is cause for celebration. As far as we’re concerned, it is also a fabulous opportunity for the group to stop hiding its light under a bushel and put itself in the spotlight a little more. After all, if you are really good at what you do, you’re allowed to blow your own trumpet.
The nurseries of the Netherlands are rather quiet these days. After all, these are extremely uncertain times. The demand for warm season vegetable plants, for example, fluctuates on a weekly basis. Which is a nightmare scenario for plant breeders such as Gipmans Planten in Venlo. For example, what should you sow and when? It’s nice then if you can rely on a regular customer base. However, how do you pass on the sharp increase in energy, labour, rock wool and seed costs? These are tricky questions indeed. Fortunately, these entrepreneurs are aware that ‘stick to the plan’ is often the best advice in times of uncertainty. And, to achieve further development and innovation in growing, Gipmans has entered into close collaboration with Schreurs Plantenkwekerij in Sevenum. Together, these two partners form one of the largest plant nurseries in the Netherlands, with over 900,000,000 plants being grown every year on an area roughly equal to 88 football pitches. In addition, under the auspices of its third generation of owners, this company’s assortment has been expanded to include the cultivation of potted fresh herbs. This branch is benefiting from the increasing demand for genuine and honest ingredients for the international kitchen.
Sometimes history can work in your favour, while other times it can work against you. Once upon a time, everything Cor and Dirk van der Kaaij touched turned to gold. They used grit and swagger to make RedStar great. Making a company great is one thing, but keeping it big is something else entirely. As a company, you sometimes have to go back to basics: what do we represent and where are our roots? RedStar has clearly been busy re-evaluating its strategy. Accordingly, they have been charting a new course to help them regain their reputation as an innovative and independent market leader—and as a focused trailblazer with tasty products and a recognisable brand. The trendy purpose, ‘Create Pure Joy’, sets the tone for a regenerative strategy. Of course, it always takes a while before you can reap the benefits of a new strategy like this, but the first buds can already be seen. Still, we at Hillenraad100 would like to see some more evidence before RedStar moves back into the left-hand column.
At Hillenraad100, we occasionally hear that we focus too much on horticulture in the provinces of North and South Holland. Yet, our list does contain many great companies from outside the busy West. Newcomer Genson is a fine example: a strong family business from Brabant, which has grown significantly in recent years, along with the market for strawberries and other soft fruits. This particular group of companies comprises over 500 ha of outdoor cultivation and 40 ha of greenhouse cultivation, and is a major player in the cultivation and growing of soft fruits and leeks. Indeed, Genson has been the preferred supplier of Albert Heijn for years, and has a firm grip on quality and availability. In recent years, initial steps have been taken towards further professionalisation and scalability, with the traditional family business engaging external management ‘to do the office work’. These down-to-earth businesspeople prefer to be out among plants, people and machines; after all, this is where it all happens. Ambitious plans for the future are being drawn up here, so we expect to hear more from Genson in the coming years.
‘To help top entrepreneurs, who know where they want to get to and why, to achieve their ambitions.’ This is how AAB NL succinctly defines its mission. These top entrepreneurs are often demanding, and frequently raise complex issues. These include topics such as technology, energy, real estate, business administration, permits, heat and geothermal energy. Its matrix organisation and broad range of expertise allow AAB NL to coordinate complicated projects. This approach, while resulting in a good and stable market position and organisation, has also led to limited growth; after all, how do you find the right people for this? This modest growth may yet be boosted now that the company has a new, ultramodern and fully energy-neutral office building in Maasdijk, meaning it can more easily attract new talent. Another source of growth is the legal and regulatory framework, with any new measures from the Hague or the Paris agreement generating more work. The nitrogen problem, for example, also poses challenges for greenhouse horticulture, and is an example of an issue where entrepreneurs could use assistance. Which is why the energy transition, climate change and climate adaptation will ensure that AAB NL will stay busy for the time being. This is a solid organisation that is committed to further growth. All that remains is to spread the message loud and clear that AAB NL is comfortable in a wide variety of different markets.
Van Dijck Groenteproducties is a full-service supplier of a daily fresh assortment of field grown vegetables. You might not associate greenhouse horticulture with them, but the harvest calendar does include products such as trio lettuce, butter lettuce, iceberg lettuce, endive, pak choi and many other tasty vegetables. We can only conclude that they are engaging in very intensive horticulture. Many products are grown year-round within a 50 km radius of the Limburg company, both in open ground and with intensive greenhouse cultivation schedules. Van Dijck is able to supply large volumes of top-quality fresh vegetables all year round: in the field yesterday, in the shops today. The focus is entirely on the cultivation and supply chain, with sales conducted through the Fossa Eugenia growers’ association. Van Dijck also takes its social responsibility seriously, operating with consideration for mankind and the environment. A perfect example is the company’s maintenance of 7 hectares of nature, forest and dykes. Shouldn’t such a great company be ranked higher? It certainly could be—if we’d have been given a closer look behind the scenes. However, they’re far too busy for this at Van Dijck.
Hoogweg Paprikakwekerijen is pursuing a stable and strategic course which will allow it to produce healthy and affordable peppers in an efficient and sustainable manner. This is a leading top three player with impressive results. Thanks to its large scale, this grower has been able to put in place a highly efficient production and packaging process using only peppers it cultivates itself. To give you an idea of the scale: five locations, covering a total area of 160 hectares. In terms of energy management, Hoogweg has a good mix of geothermal energy, biomass and heat pumps, and, in the near future, CO2 capture at the biomass plant, in combination with solar panels, will complete this list of sustainable investments. The strength of this company lies in the optimisation of all processes, with the focus firmly lying on the very best price-quality ratio. As a result, Hoogweg is an all-round grower that performs well in many aspects. Which has paid off with a nice climb up our list.
week? And show us a comparable company that is this self-sufficient! The latter may well be the key to the future: being dependent on third parties as little as possible. With the exception of the consumer, of course; after all, it is they who ultimately put bread on the table for Emsflower’s 400 employees. And these employees are well taken care of. In 2020, the company put in place a 150-room ‘company hotel’, with the quality of a nice tourist hotel, for its seasonal workers.
Whereas, in the last edition, we labelled Zentoo as a newcomer, we are now able to refer to it as a ‘rapid riser’. This is a strong cooperative partnership, which can be described as a European market leader in chrysanthemums (spray, bunch and Santini). In the surrounding links in the chain, i.e. distributors, suppliers and exporters, there is strengthened consolidation and an increasing influence from private equity. In order to forge an equivalent position, Zentoo is therefore focussing on targeted growth on an autonomous but also collaborative basis. Zentoo was one of the nominees for the ‘Tuinbouw Ondernemersprijs 2022’. The jury was full of praise for this appealing, ambitious and sustainable company which has boosted chrysanthemum growing over the past ten years and implemented various innovations with respect to LED lighting, organic crop protection and data-driven growing. This accounts for our decision to pluck this fast-developing growers’ association from its bottom spot and move it quite a bit further up the ranking. Perhaps this model could also be the key for other growers that are combining forces in a world where scaling up and flexibility are vital.
With a focus on ‘local proximity’ across the world, Floricultura is gradually working on reinforcing its international position as a partner for propagation material in Orchidaceae and Araceae. The company has locations in the Netherlands, India, Brazil, Poland, Taiwan and the United States. At these locations, the specialists in orchids and tropical plants create a wide range for every grower, every climate zone and every type of end customer. Floricultura manages the whole cycle, including breeding, propagating and cultivating. In order to deliver the batches of young plants precisely according to customer specifications, this year the company began using fully automated camera sorting. An in-house developed cloud-based data warehouse will allow employees to create precision plans and quickly anticipate changing (market) conditions. Floricultura will continue to spread its wings too; at the end of 2022, the company expects to be taking over a new production location in China. This ambitious investment programme is putting results under pressure but a good businessperson knows that you must speculate to accumulate. We are curious to see how this internationalisation strategy will develop.
The greenhouses of this large-scale producer of pot and bedding plants aren’t specifically set up for one particular crop. This allows Emsflower to flexibly respond to changing market demand, with the company standing out thanks to its ability to deliver lots of volume in a short space of time. Which is why it makes sense that a great deal of attention is paid to efficiency and automation in the production process. The nursery has a total area of 87 ha under glass, which is spread across three locations in Germany and the Netherlands. The third generation of this family business is already firmly at the helm, with ‘thinking outside the box’ clearly in Kuipers genes. After all, which other horticultural company opens its doors to the public seven days a
This ambitious oracle predicts that, in time, green digitisation may make green fingers a thing of the past. Delphy makes the crop and cultivation process digitally manageable by digitising the growth process of plants with the help of artificial intelligence and smart algorithms. This will make crops all over the world less dependent on expert growers, which are so scarce. In order to achieve this, Delphy itself has also gone through a transition: from a human-driven service provider to a software-driven one. Which has made the company scalable, more internationally deployable, robust, and less dependent on those scarce green fingers. The acquisition by AgriFORCE USA proves that there is more to this message than just words, and provides Delphy with opportunities to further develop its core activities and expand internationally. In the meantime, the Delphy Academy, launched in 2021, is in the process of building up the ‘human capital’ that is still required. In recent years, for example, the number of research centres in the Netherlands has expanded from two to five. In addition to locations for greenhouse horticulture, arboriculture and floriculture, Delphy now also has research locations for soft and hard fruit and vertical farming. These are excellent developments, and account for the stable position on our list.
The basis of Afriflora Sher lies in Ethiopia. More than a billion roses are grown on three large farms. This makes it the largest rose grower in the world. With a great deal of Dutch expertise and entrepreneurial spirit, the roses are grown using increasingly sustainable methods. Sher Ethiopia can now call itself CO2-neutral for the second year in a row. This means that rose grower is fully compensating for its CO2 footprint. With carbon credit certificates, Afriflora Sher is supporting a reforestation project in Uruguay and a wind energy project in India. This may seem like an indirect way to realise ‘green growing’ but it is vital to the process. Consumers who are looking for sustainability feel increasingly uncomfortable buying roses from Africa. With this compensation for emissions, Afriflora Sher has achieved its first target. The focus will now shift to reducing emissions and, to this end, the business is switching to LED lighting at its location in Aalsmeer. But will consumers still feel uncomfortable? Only time will tell.
For this important flower trader in the British market, Brexit not only presented threats, but also opportunities. Many exporters who had entered the UK market decided to pull back; partly as a result of this, Van VLIET has recently been able to strengthen its position on the other side of the North Sea. So what will be the next step for this midfield floriculture trade company? It has tried owning its own nurseries for a while, but one of these has already been divested. For the time being, it appears that Van VLIET Flower Group is aiming for organic growth. However, this does raise the question of whether the current size of the company is big enough to keep up in this consolidating market. You can imagine that this company, too, will be expecting outside parties to come knocking now and again. Nevertheless, Van VLIET has predominantly steered its own course, which ties in perfectly with the British mindset. In the midst of all the hustle and bustle, continuing to do business, not making too much of a fuss, and having a cup of tea or pint of ale when you need one.
Dutch Tulips Group wants customers to enjoy a wide range of tulips, which are sustainably grown and packed to order, on a daily basis. Contrary to what the name suggests, the customer can also buy other Dutch seasonal products from them, such as peonies, gladioli and sunflowers. In the next few years, natural-born entrepreneur Joost Wesselman is committed to exploring further forward and backward integration in the chain. He will also focus on entering into long-term partnerships with both retailers and bulb suppliers. To illustrate this forward integration: in 2020, the year Covid reared its head, the online shop Tulpen.nl was added to the group. But that wasn’t all. In 2021, Dutch Tulips Group decided to organise sales without the intervention of Royal FloraHolland. Now, with the development of its own trolleys and packaging, the company wants to take the next step in its independence. Wesselman has an unerring feel for the times, and was the first tulip grower to join the Sustainable Suppliers of Horticultural Quality Products Foundation. One thing is certainly clear: Wesselman’s drive and innovative capacity will ensure that there is never a dull moment at Dutch Tulips Group.
Gerbera specialist Holstein Flowers has grown into one of the largest gerbera growers in the world. Innovation characterises the strategic pathway of this 76-year-old company. The majority of the varieties have been created by their own breeding programmes and this has brought substantial success. In 2021, they won the ‘Glazen Tulp’ award and Holstein Flowers was crowned the winner of the Dutch Flower Award in the same year. Innovation is an integral part of this grower’s approach in more than just its quest for new varieties. The company is moving with the times and has a contemporary social media strategy. As well as the usual channels such as Facebook, YouTube and Instagram, Holstein Flowers is engaging with potential employees (school pupils) on TikTok. The organisation also embraces innovation in technology. They are conducting a trial with Opus Watch, a smart watch which offers detailed insights into productivity and labour efficiency per m2, and hopes to be using a harvesting robot within the next few years. These are excellent initiatives but, at the end of the day, is 11 hectares in the Netherlands too small scale for a genuine world player?
Scherpenhuizen has, by now, moved beyond the sobriquet of ‘cowboys of the sector’. After all, with a turnover of over 400 million, this is a serious player in the field. This Brabant family business packs, markets and transports fresh produce, playing that game like a pro. The company gets most of its products from Dutch growers, including Oxin Growers. This is one of the largest growers’ cooperatives in the Netherlands for field-grown and greenhouse vegetables and hard and soft fruit. Scherpenhuizen continues to grow steadily: the distribution centre built in 2017 soon turned out to be too small, so another 20,000 m2 of office and business space was added in 2020. This superentrepreneurial club has been achieving growth of 10% per year for many years now, and it even seems that the Brabant vegetable traders are more successful than their colleagues above the Big rivers. Their secret? We have yet to find out. Perhaps there is still something of a maverick cowboy in Scherpenhuizen?
better than anyone that trading in fruit and vegetables is no easy task. The power of retail, huge scale expansions among growers who can deliver directly and pressure on prices in organic are just a few of the issues at hand. It is therefore reassuring to know that the Valstar family is highly experienced and understands the volatility of the market. All they need to do is hold their course and continue to develop.
The large Lisianthus grower profiles itself across the world as an innovator in this field. Lugt Lisianthus is focussed on a permanent improvement strategy and, in turn, is concentrating on sustainability and the connection with customers and employees. Lisianthus cultivation requires a great deal of energy so this sustainability agenda goes hand-in-hand with cost savings. LED lights, generating their own energy and using geothermal heating are the logical choices. In 2020, Lugt Lisianthus took on a 5.8 hectare nursery in Monster. Together with the nursery in Honselersdijk, the growers now have a total of around 11 hectares. At the new location, the entrepreneurs created an experience centre. The company’s customers and their subsequent customers are welcome to visit to gain inspiration from floral designs which place Lisianthus in the leading role. A smart move now that sales are increasingly made online and there is a risk of customers losing touch with the actual product. In Covid times, this was of course impossible. Lisianthus is benefiting from the increased appreciation for flowers and this is resulting in substantial progress for Lugt.
The company Groenland, which has featured in the Hillenraad100 for many years, has been operating under the new name One Flora Group since its merger with L&M Group. This combination was only recently announced on 28 June 2022. Our assessment is still largely based on the pre-merger performance of Groenland, but this strategically important move is obviously worth mentioning. The merger will create a new company with a turnover of approximately 400 million. In terms of size, this immediately puts the new One Flora Group in the top 5 floriculture companies. The Groenland’s performance alone over the past three years is not the reason for the increase, whereas fellow floriculture companies made great strides in 2021 through consolidation and organic growth, Groenland lagged somewhat behind. Scale matters in this branch, which is why the merger with L&M is a natural and wise strategic move. In the next few years, they will have to work hard to integrate these companies and synchronise the sustainability agenda. However, we are certainly looking forward to seeing this new combination further advance in the next edition of the Hillenraad100.
Family enterprise Best Fresh is active across the entire chain; from organic growing, breeding and ripening, to packaging, transport and marketing. The collective of companies operates under various names in the market. It is no surprise, therefore, that the outside world may be a little confused about what Best Fresh actually represents. The group of companies believes in backward chain integration and now has cultivation companies in various products. In 2019, Hartman Sexbierum joined the organisation and, in 2021, there was a joint venture with a sweet potato grower in North Carolina. This latter development is particularly interesting, as the highly popular and super healthy product is increasingly featured on menus. At the almost one hundred-yearold Best Fresh, which started under the name M. Valstar, they know
Koninklijke Vezet is a European market leader in the field of convenience vegetables, sliced fruit, salads and chilled meals. Indeed, most of these end up on the shelves of supermarkets Albert Heijn and Delhaize. The company moved into new office premises in 2022 and the Kramer Group (Koninklijke Vezet’s holding company) added Germany to the list of countries where it is located. In their own words, Vezet’s growth is far from over. However, this will require additional staff, and the shortage of manpower on the labour market may well impede this growth. After all, where can you find talented people who have a knack for organising the complex and fragile fresh-food chain? Or employees who can deal with challenges such as increasing weather extremes, the availability and cost of transport, rising inflation and rapidly changing consumer behaviour? Fortunately, this company can boast of over a century of experience, which is why we have no qualms in placing them mid-table in our list.
SV.CO likes to compare itself to a baker, producing traditionally crafted products with a special product for each season or celebration. A treasure trove of variety! SV.CO produces an excellent flowering range for retail chains across Europe. The company is in tune with the specific demands of each season. They refer to it as ‘selling ice cream in the summer’. In other words; producing whatever is in demand at that moment. Sustainability, however, is a challenge for a company where the sun always shines. SV.CO is investing in LED lighting and CHP to bring down energy costs and is working on reducing its footprint by 10% per year. The company weathered the Covid storm without too much trouble and the pandemic clearly demonstrated that floriculture products are a basic need for many European consumers. To ensure that the sun continues to shine at SV.CO, the company is researching how they can better facilitate smaller orders and are reviewing the opportunities offered by vertical farming. With a customer satisfaction score of 8.2 and a great position in the middle of our peloton, SV.CO can feel rightly proud of itself.
The strategic plan at Stolze focuses on growing together. On the one hand, with existing partners such as Priva, Signify and Van der Ende Pompen and, on the other, within GreenV, which united investment companies HAL, Stolze and the Prins Group in 2021. Stolze calls itself a system integrator; it integrates water technology, electro-technology, growing lights, automation and climate management in order to realise optimum growth conditions. The company is seeing the market change quickly. On the international playing field, investors are increasingly demanding turnkey solutions for horticultural projects which are becoming larger and more complex and require broader collaboration between specialised suppliers. Thanks to its affiliation with GreenV, Stolze can fulfil these requirements more effectively. As a result of the energy crisis, customers are also beginning to home in on sustainable and energy-saving solutions. For Stolze, this is an opportunity since they, as a ‘system integrator’, have the right expertise and experience in-house. Under the leadership of interim CEO Gita Hoogeveen, and soon operating from brand new business premises, there are plenty of opportunities and challenges. The fact that the international investment climate is changing, however, offers an extra challenge in this context.
Since 2021, the third generation has been at the tiller, with five directors who are burning with ambition. KP Holland is active in breeding, propagating and production and aims to be flexible in terms of developing market-specific floriculture products. Breeding by design is the ultimate goal. When EU legislation allows it, this Westland-based company is ready for this development. The participation in Breeding Accel and the recent opening of the new Innovation Lab are perfectly in line with their ambitions. KP Holland is a breeder, propagator and producer in one and this combination keeps the lines short between the consumer and product development. Customer needs can be rapidly converted into new varieties as a result. Data accessibility and digitalisation must further optimise the chain in the coming years. A vitality programme keeps employees fit enough to sustain the ambitions of the new people at the helm. Over the past year, they have kept the ship on course and realised great results in Kalanchoe, Curcuma and Spathiphyllum. The question is, of course, whether the scale is sufficiently large to blaze a trail across the world stage with these relatively small crops?
On 1 December 2021, ‘the new Horticoop’ was officially launched. The traditional purchasing cooperative will be transformed into an investment cooperative. The new Horticoop aims to be a platform for investment, innovation and development which will benefit all parties, including the 400 members, the Horticoop companies and the sector as a whole. The Horticoop companies offer solutions with respect to light, climate, technology and substrate. The cooperative is building an online members’ platform, a community, to connect its members and businesses. The platform offers a base for the exchange of expertise and information between members and Horticoop companies. Horticoop thus provides a space for a comprehensive expertise bank and the opportunity for data gathering. An excellent initiative; thumbs up! We are all curious about the further substantiation of this new strategy and which promising businesses and start-ups will receive investments in the coming years. Horticoop has a robust foundation and has recruited an experienced investment manager. The fact that the market for mergers and acquisitions is currently cooling down may well offer a little extra time for the organisation to equip itself for its new task and ambitions. Let’s wait and see.
Metazet Formflex, in their own words, provides a significant contribution to feeding the world and increasing sustainability. The use of their systems allows production, quality and the food safety and security of covered crops to be increased and facilitates a more sustainable approach to resources such as water and labour. This formula may sound familiar but not particularly innovative and even, perhaps, a little overblown. To rise up this list, we’d like to see the business take a leading role and push boundaries. At Metazet Formflex, this is not yet the case. The company has the modest ambition to take a leading role in vertical farming and robotisation by 2025. But how challenging and/or measurable is the term ‘leading’? And how will this be realised? The latest innovation, an autonomous driving platform may well be a promising step in the right direction. This self-driving base that can navigate through the crops in a greenhouse independently was developed by Metazet Formflex for robotic applications in the glasshouse horticulture sector. But will this bring about genuine change in the industry? We are looking forward to more noteworthy, scalable innovations which will justify a few steps up this list.
ways to put industrial technology, such as robotics, 3D vision and AI, into practice in horticulture. The outcome is effective machines that take up less space, are scalable and have lower maintenance costs. Investment fund Cibus Fund took a majority stake in ISO Group in 2021, with the investor subsequently sharing its experience in the agro-food sector, as well as knowledge in the field of investments, to further ISO’s growth ambitions. And successfully so. Nevertheless, ISO isn’t quite yet in the same league as LELY or VDL, which is merely a reflection of the Bommelerwaard district mindset of staying out of the picture and, in the meantime, conquering the market on points.
The exclusive Vanda orchid is a welcome guest in fancy hotels, at expensive weddings and high-profile parties. However, the market for this little gem virtually collapsed when Covid turned the world upside down almost three years ago. ANSU subsequently demonstrated strong entrepreneurship, switching seemingly imperturbably to other products and completely different sales channels. In this way, Tillandsia design frames have won over many a Lidl customer. The speed at which this company was able to change course is impressive. In business terms, this is referred to as ‘agile’; at ANSU they simply call it down-to-earth, ambitious entrepreneurship. For our part, we like to describe it as a cast-iron combination of professional craftsmanship and a highly developed feel for markets and marketing. Besides the strong Vanda brand, ANSU is building a genuine consumer brand for green plants for the wider European market. But that’s not all: the company is also aiming to be circular and climate neutral in the next ten years. And, with a view to remaining even stronger in the market, ANSU is at all times open to collaboration. Such impressive entrepreneurship in a turbulent market has resulted in a rise up our list.
Whether it concerns tried-and-tested cut foliage or exclusive decorative foliage: Adomex International supplies it all. In order to offer such a broad range of fresh products, originating from different countries, you must have all your ducks in a row. So the foliage specialist is investing in employees and well thought out concepts. Adomex is also developing data-driven initiatives, such as ‘Recommender’, an algorithm which uses customer data to make recommendations in the online shop. Slim4, which helps to predict demand, is another great example. Adomex is thus creating a robust position. A side note in all this is that the green trend driven by Covid lockdowns significantly expanded its scoring chances and, in truth, the company merely had to head the ball into the net. The ambitions of this importer and exporter of cut and decorative foliage go further than organic growth, however. The acquisition of Bloem en Sfeer Producten BV and Bloemensfeer Boeketten BV in 2021 clearly shows that the service concept goes much further than decorative foliage alone. Now, it is a case of hoping that the expensive dollar and high transport costs don’t put a damper on things.
A robot that can perform the monotonous, but oh-so-important work of planting cuttings with extreme precision—and seemingly a lot of fun. This is just one of many innovative machines, of which the ISO Group has already supplied several hundred. Innovation is at the heart of this firm, which specialises in the automation of labour-intensive tasks in the international horticultural sector. The company, based in Gameren in the province of Gelderland, is always on the lookout for
BOAL Group is growing strongly as a supplier to greenhouse builders and now comprises seven companies: BOAL Systems, BOAL Extrusie, Holland Scherming, Holland Gaas, Alumat Zeeman, WestNederland and Westland Dak en Wand. With the English Equistone as an investor, a robust buy & build strategy has been applied. BOAL Group aims to supply a wide range of systems and solutions for high-tech greenhouses and seamlessly integrate this offering into a working solution which unburdens the client entirely and thus pushes the company to number one in the market. Alongside improving the greenhouse and climate, innovation is increasingly focussed on sustainability. The ETFE film cover that can offer substantial energy savings is a good example of this. The BOAL Group is also working hard on realising a good ESG-rating (Environmental, Social and Governance). The group is at the top of its category and even in the best 1% of the over 15,000 companies which were assessed according to the standards of Morningstar Sustainalytics. It is a performance to be proud of. This is a global player in the making.
Seated at the table :
Evert van Helvoort (34, Manager Chrysanthemum nursery Van Helvoort Company)
Arnold Hordijk (69, director, advisor and commissioner)
Anita Schregardus (journalist)
Martien Penning (59, strategy-expert Hillenraad Partners and Founder Hillenraad100)
Jan van den Heuvel (82, entrepreneur, founder of Hagé)
Roy van Vliet (36, managing director of CombiVliet tomato growers)
Today’s energy crisis may seem like déjà vu to older horticulture entrepreneurs. In the 1980s, gas prices likewise rose to staggering heights and many greenhouse growers feared for the future of their business as well as the sector as a whole. Yet horticulture survived this crisis, as it did the ‘Wasserbombe’ crisis, the credit crunch, EHEC, Brexit and the recent Covid pandemic. None of these crises caused the sector to collapse; horticulture seems to possess an exceptional resilience. But what do the older and younger generations think about this? Are they still optimistic about the future?
Arnold Hordijk has worked in floriculture for 45 years and sees a significant difference between the energy crisis of the 1980s and the current one. ‘Energy dependence in horticulture is now much higher. Energy has gradually become a revenue model and we need to find a new balance. We talk about people, planet, profit – the three aspects of sustainable development. Well, I believe that profit is overshadowing the rest. We need a rebalancing
in this respect.’ Evert van Helvoort thinks that many entrepreneurs are already looking for a better balance. He says companies that focus solely on profit are out of vogue. ‘These days, it’s about the added value you provide. In food horticulture, the value is obvious and in floriculture we deliver “food for the soul”.’
Roy van Vliet also expects profit to become less of a focus. ‘As an entrepreneur, you’ll have to do the same, or risk being left behind. It’s important to invest in people and planet. In the past, focusing on these would have been at the expense of profit, but now they actually boost it! The energy crisis is only accelerating this transformation.’ Jan van den Heuvel, who has over 65 years of experience under his belt,
describes the energy market as ‘ailing’ as a result of speculation and would like to see an end to this practice which is pushing up prices. ‘But until then, we just need to survive. Personally, I expect energy prices to stabilise to some extent in the short term. And if prices of greenhouse products are higher than anticipated due to lower supply, we’ll still be able to make a decent living.’
Evert van Helvoort recently chose to install LED lights throughout his company. Is this evidence of his confidence in the future?
‘Absolutely, but it will still be nerve-wracking. The prices will indeed rise due to lower supply but where is the ceiling? What are consumers willing and able to pay for our products?’ This is a question that nobody at the table knows the answer to. In any case, Jan believes that the current situation can’t be compared to the Covid crisis, as the majority of consumers weren’t hit in the pocket during the latter. ‘If you look at the current rate of inflation, the situation is now very different.’ ‘I agree,’ says Arnold, ‘but in my experience with previous economic crises, floriculture is somewhat anticyclical. If people need to cut back, they go out for dinner less or take fewer holidays. But they still want their homes to be nice and flowers are part of that.’
Arnold is disappointed to see that this crisis is forcing great entrepreneurs to throw in the towel. ‘It’s not always about how good you are at business. If you’re unfortunate enough to not have fixed your energy prices, this could be fatal. It’s a real shame.’ One consequence of the growing number of businesses that are closing is that it frees up labour. Evert explains that he is receiving more open applications than ever before. ‘Both for leadership and production positions. Once people have
worked in the horticulture sector, often they never want to leave. It’s wonderful to see! Lots of people clearly agree that it’s a great sector to work in.’ Jan understands why people want to work in this sector. ‘It’s dynamic and not only about knowledge of cultivation these days; it’s also about technology, IT and marketing. It’s just a shame that politicians seem to have so little respect for it. This is a result of there being far too few entrepreneurs in politics.’ Evert responds: ‘We, as business owners in horticulture, should perhaps take matters into our own hands, however difficult it may be to combine running a company with a position in politics.’ Arnold: ‘Actually, I think it’s more important that we make our
voice heard in public debates. You can call it lobbying, but in essence, we need to make it clear what the added value of horticulture actually is.’
Roy would also like to see a clearer message conveyed on behalf of horticulture. He believes that fruit and vegetable shelves are the best part of any supermarket, but concludes that too little information is given about where the products originate from and how sustainably they have been grown. ‘We’ve had success doing that online but it’s important that consumers in shops hear our story as well. We’re taking many great steps in the area of sustainability. For example, at our company we are ramping up our move to LED lighting. This is the opposite of the ‘gas guzzling’ image people sometimes try to paint. And we have a fantastic product! I always say it’s a product you never regret buying. Eat a bag of crisps and afterwards you might think, “I shouldn’t have done that”. But no one ever thinks that after eating a tomato or cucumber, right? We need to get this message across much better as a sector.’ The one thing the individuals at the table all agree on is that this crisis will not be the last, but that the resilience of our sector will always result in the development of new solutions. Though that might not be the case for everyone...
‘But in my experience with previous economic crises, floriculture is somewhat anticyclical. If people need to cut back, they go out for dinner less or take fewer holidays. But they still want their homes to be nice and flowers are part of that.’
´And we have a fantastic product! I always say it’s a product you never regret buying.’
‘Once people have worked in the horticulture sector, often they never want to leave.’
Production company Beekers hooked up with the English BerryWorld in 2018. This international company focuses on all aspects of the production column for soft fruit, including strawberries, raspberries, blackberries and blueberries. From 2020, BerryWorld The Netherlands has served Europe and a number of other far-flung destinations from a new and hypermodern distribution centre in Made. Beekers Berries is one of the shareholders in Berryworld part of the much larger Argent Foods and is strategically targeting vertical chain integration; from breeding to sales on a consumer level. Where possible, BerryWorld The Netherlands connects customer(s) directly with the grower; the preparation of the delivery therefore takes place at the production company itself. If it is more suitable, however, customers can also opt for delivery from the distribution centre. This combination creates optimum harmony between supply and demand. The soft fruit revolution has blown in from the US to the UK. Strawberries, raspberries, blackberries and blueberries are now more frequently found on shopping lists in continental Europe. Beekers Berries is using a smart approach to keep pace with this trend and is developing into a mature and ambitious chain player.
Berg Roses, one of the most international rose growers in the Netherlands, describes itself as a leading and innovative family business in the production, processing and sale of roses, with respect for people and the natural world. This is an example of genuine entrepreneurship, even though the company’s lightning fast responses to the market may well seem a little opportunistic to outsiders. Take the sale of the Chinese division, for example. In 2021, this nursery, which partially joined the Lynch Group in 2019, was sold to Next Capital. This was followed by a rapid stock market flotation. This step demonstrated sharp business insight and the ability to turn promising opportunities into hard cash. It does, however, also mean that the activities in China now fall outside the group. Kenya and the Netherlands, in contrast, are central. Meanwhile, Berg Roses has a new production location in Colombia because sea freight from there is much quicker and easier to plan. Was this move also a little opportunistic?
Let’s just call it uninhibited entrepreneurship. This is also evident in the launch of the Online Flower Auction, a market-focussed innovation that received a mixed reception from Royal FloraHolland.
As a partner in the business of water demand issues, Van der Ende Group has put itself firmly on the map as a supplier of socially relevant systems. After all, we only have to pick up a newspaper to realise that, after energy, water is our next major challenge. Across Europe, droughts alternate with extreme flooding. A company that could resolve both situations can certainly be considered ‘relevant’. The Van der Ende Group’s innovation agenda sounds both promising and hopeful. With the Poseidon sodium remover and the top-quality water purifier, the Nexus HPRO, the company has several award winners to its name. And with the innovation concerning the extraction of nitrate from wastewater, the Nitrate Recovery, it is making a significant contribution towards resolving the current (global) nitrogen problem. If you add in the high standards in terms of quality and useful life, you can see that this youngster is at the top of its class. This was also the opinion of the Belgian Quality Pumps & Machinery (QPM) which became part of the Maasdijk-based company in 2021. In summary: Van der Ende Group is on the right path to becoming a genuine high achiever.
Big, bigger, biggest: at Fachjan Project Plants they don’t worry about the odd metre here or there. The trees and shrubs of up to 14 metres usually find their way to tropical swimming pools and zoos. In this niche market, Fachjan is the undisputed market leader in Europe. In its 100,000 m2 of greenhouses, it also grows luxury house plants for garden centres and offices. Fachjan is also benefiting from ‘green’ trends in offices and homes. Green is red hot! By contrast, unrest in the world markets has not left Fachjan unchallenged. Take the enormously increased transport costs and the massive problems with maritime transport of large trees from distant countries, for example. The usual two-week delay which has become the new norm is a death sentence for a living product. The increasing energy prices have also cast a long shadow. Fachjan would therefore like to become a gas-free grower within three years by investing in geothermal heating. We will have to wait and see how this balance between higher demand, on one side, and increasing costs, on the other turns out. One thing’s for sure though; in order to maintain its market position, Fachjan will have to position itself as a brand much more forcefully. The economic climate is not currently working in its favour.
For 100 years, the Hordijk Group companies have been suppliers to (greenhouse) horticulture. This year the Hordijk Group was awarded the designation Royal. The
Group consists of 4 subsidiary companies and manufactures the following products, among others:
Steel and aluminum greenhouse constructions and logistic materials
Horticultural seeding tray Fresh cut vegetables tray Bee feeder
Hordijk EPS Packaging and Insulation Alcomij
Hordijk Packaging
Hordijk Injection Moulding Packaging
Hordijk
Bosman Van Zaal is a versatile player which specialises in complex projects that they design, produce, supply, install and monitor from A to Z. More specifically, this player realises top-quality turnkey projects for cultivation, research and production in the food and floriculture sectors, the pharmaceutical industry and AgTech. Bosman Van Zaal strives to achieve the fully data-driven connection of machines, software, platforms and prediction models. Their belief in vertical farming is evidenced by a recent collaboration with GrowUp Farms in the UK for the development and construction of a completely carbonfree vertical farm project in Kent. Perhaps a result of the acquisition of the English CMW Horticulture? BVZ has certainly not sat still for quite some time. The company joined forces with the VDL Group for the market introduction of the CropTeq leaf cutting robot. BVZ took over the Belgian branch of Codema and opened a German branch in Gelderen. In the near future, there will be a focus on further alignment and turning developments into hard cash in what is currently an uncertain marketplace.
Incotec is represented across the globe as the only specialised seed breeder. It sees the demand for seed treatments and improvement products increasing due to climate change and the reduced availability of and further restrictions on crop protection agents. This development is also evident in regions where it might not be so obvious, such as Asia and South America. Treatments which protect the seeds against extreme drought, high temperatures or salination and which reduce dependence on artificial fertiliser and crop protection agents are positive innovations. They support the development of sustainable agriculture and horticulture. Incotec supplies vegetable growers and arable farmers with an all-in package of seed technologies, including pelleting, priming and coating. This seed breeder was the first to introduce automated seed sorting systems based on X-ray imaging; this is still the most efficient way to upgrade seeds. With X-Ray NeXt technology, the next step has now been taken. This involves the use of AI and Deep Learning. Partly thanks to these innovations, and a focus on sustainability, Incotec has been able to move up our list again.
Hoogendoorn Groep is demonstrating strong growth and realised significant increases in turnover in 2021. It is working hard on further developing autonomous growing using intelligent algorithms and integrated robots. The company already has the essential combination of technology, physics and plant physiology in-house. In Hoogendoorn’s opinion, the transition from traditional growing to data-driven or even autonomous growing is irreversible as a result of the growing number of mouths to feed and the lack of growers and corresponding expertise. The starting point is the smarter greenhouse, which requires fewer resources yet results in greater production, and requires very little input from the grower. While geopolitical developments and high energy prices are making headlines, these substantial changes represent an opportunity rather than a risk to Hoogendoorn Groep. Not just because it is focussing on intelligent climate management and data-driven growing but also because it is active in over 100 countries and its risks are well spread. Nevertheless, Hoogendoorn is feeling the heat from new game-changers in the market, such as smart start-ups in AI driven growing algorithms and vertical farming. In short, the coming years could be interesting.
Hessing Supervers had to make extra space in their trophy cabinet in 2022. The family company from Zwaagdijk was named, for the second time, as the winner of the Industributie trophy 2022 in the category Private Label and it also won first prize in the category Private Label - Fresh. Hessing has been washing, cutting and packing fruit and vegetables for over fifty years. With around 2,000 employees, the company supplies 7.5 million units of freshly cut fruit and vegetables and fresh meal kits to supermarkets and restaurants every week. Hessing’s results have come under incredible pressure over the past few years. The company has struggled to generate higher turnover more efficiently. An ambitious investment plan for a new production location in Greenport Venlo, however, will change all that. From 2023, this site will be home to a hyper-modern factory where over 1,350 employees will put their shoulders to the wheel in order to supply thousands of packs of freshly cut vegetables to customers. General director Frank Hessing says: ‘In the coming years, we will mainly focus on chain integration and aim to become a leading light in future farming.’ We will continue to follow this fresh specialist with interest to see how their role evolves within future farming.
A shared passion for plants and added value. At Bunnik Creations you will instantly notice that this translates right into our services and products. Bunnik Creations has years of experience in decoration and shares the plant knowledge of plant nursery Bunnik Plants.
This means that we are also capable to advise you in the best way possible, from wish until the delivery. Did you know that we also offer directly available stock products from The Netherlands, Bleiswijk and USA, New Jersey?
If you really want to be inspired, you can make an appointment to visit the Green Event Centre. See what the latest trends are and make your own unique mix of pots and plants. To showcase a mix you can even get an impression of what a custom final presentation will look like. Do you have plants yourself? Bunnik Creations will provide tailor-made advice to ensure that the added value will match your plants. It will be your own style, completely the way you desire with the perfect price-quality ratio.
How great is it to have everything come together in one place and have it delivered with the utmost care via Bunnik Logistics.
With seven different collections, including 32 different concepts, Optiflor can continue to surprise its customers and continuously ensure there is variety in orchid growing. The company invests a great deal of time in updating and improving the range. One of their successes, for example, is the Opti-flor Tablo, a compact-blooming orchid that feels perfectly at home on the living room coffee table. The orchid grower seized upon the Covid period to invest in e-commerce. Connections with various online platforms have been realised and an Opti-flor online shop created. The introduction of a second brand BO has further reinforced the Opti-flor brand itself. Any plants that do not fulfil the specifications of Opti-flor are sold under the second brand. Opti-flor also aims to grow its plants fossil-fuel free by 2026. To realise this, all the locations will be connected to the geothermal network of Aardwarmte Vogelaer and this will provide around 65% of the heating needs. Much of the electricity requirements will be fulfilled by Optiflor via 4,200 solar panels and the company is connected to OCAP for the provision of CO2. The great operating results have substantially improved the company’s position in this list.
runner-up. However, they are throwing their hat in the ring with innovations such as HortOS, the first open data platform for horticulture. NoNa+, the first selective sodium eliminator, has been honoured with an international Energy Globe Award and GRoW is the first fully automated optical robot for vine tomatoes. With investments in the Israeli start-up MetoMotion, Ridder has now also gained a new position in the context of robotisation. Managing this enormous diversity has meant Ridder has had to transition from a traditional business-unit-driven set-up to the desired integrated, functional organisation which takes an open view of innovations, start-ups, open platforms and new earning models. Ridder has to keep many balls in the air but luckily, several smash-hits provide a steady cash flow. And, with its robust international position on several continents, market risk is well spread. Now, let’s see whether this transition will lead to the desired, integrated technology company.
They want to disrupt the sector but, above all, offer help. JEM-id offers pioneering IT solutions which lead to greater efficiency and sustainability. Well-known, notable examples include Floriday for the floriculture sector and FreshBabel for the potato, vegetable and fruit sector. With its 25-year anniversary behind it, JEM-id is gradually moving into the league of robust IT companies. Though many years have passed since they were young pioneers, they have lost none of their enthusiasm but have gained extensive experience, a huge team of employees and a highly impressive customer base. Everything you expect from an IT company can be found at JEM-id: agile, scrum, self-managing teams and fun team-building meetings are all part of the set-up. The organisational structure is flat and employees are given the freedom to take the initiative, try things out, and help and support one another. Of course, JEM-id cannot be compared with the scale of Booking.com or Thuisbezorgd.nl but, within the sector, it is connecting demand, supply, transactions and the flow of goods as efficiently as possible. But, how do you create the desired dominance? In the IT sector, the abiding rule is that ‘the winner takes all’. An alliance with Royal FloraHolland was chosen for the purposes of FloraXchange and Floriday. We are curious to see how this will take shape in the potato, vegetable and fruit sector.
Dalsem Group had its best year ever in 2021. In the first years of the millennium, this one-stop-shop for high-tech greenhouses explored far-flung foreign markets like a true pioneer. After this voyage of discovery, many rivals followed in their footsteps. Dalsem seems to have a great sense of which new countries want to become less dependent on the import of fresh horticulture products. Dalsem Group has now also put R&D and sustainability firmly on the agenda without making any concessions to the criteria of ‘on time and within budget’. This success has been down to the supplier of glasshouse horticulture projects managing many of the processes in-house, including design, engineering and manufacturing, and on-location realisation and construction. The takeover at the end of 2021, which involved COFRA Holding (the Brenninkmeijer family’s investment company) acquiring all the shares, is certainly worth noting. The acquisition is part of COFRA’s diversification strategy whereby the emphasis lies on the global approach to food, social and environmental challenges. Investors predict that controlled, sustainable growing practices will provide a vital contribution to worldwide food issues in the coming decades. Dalsem Group fits into this picture perfectly. So this year, everything seemed to fall into place and this resulted in an impressive climb up the Hillenraad100.
Ridder has a finger in many different pies. On the one hand, it has a winning position in drive systems, climate management and protective screens. In other areas, however, Ridder is considered more of a
The marriage between BVB and Finnish Kekkilä in 2019 corresponded with the birth of this European market leader, with ambitious goals. The company transitioned from traditional sales of growing media, where the grower must have a degree of expertise about the raw materials, to sales of ‘performance’. The holistic view of sustainability, which involves the entire value chain, is down to the Finnish influence, as the Westland half of this union originally had a rather no-fuss approach. Behind Europe, turnover is also growing in China, the US and Mexico. In many respects, 2021 was a very demanding year. The availability of raw materials has come under pressure and logistics have been unpredictable. Despite all this, however, Kekkilä-BVB has been able to retain its customers. The company is predicting that the worldwide demand for growing media will quadruple by 2050. Growing media will always be needed to ensure the growing global population is fed safely and efficiently. Everything points towards the happy pairing enjoying a successful future. And there’s been excellent growth this year.
Worldwide, all kinds of technological developments take place that can change the horticultural sector in a disruptive way. It is important to be agile: by joining forces, using new technologies and working on innovations with growers, suppliers and startups.
Let’s improve together stands for the way in which Royal Brinkman remains agile; together with growers, suppliers and other partners. With specialised products and solutions we focus on the wishes of the grower with the aim of improving horticulture worldwide.
Discover our products and solutions on royalbrinkman.com
As a company that has been around for over 100 years, Koninklijke Paardekoper has established a solid position in packaging. The company supplies an impressive range of packaging solutions, including for horticulture. After a series of takeovers and a multitude of brand and company names, the company now trades under Paardekooper again. This has a much better ring to it than Pacombi. The family business now has its fourth generation at the helm, with brand-new premises in Den Hoorn and big ambitions to become a world player in horticulture. The elephant in the room is the plastic packaging which is a bugbear for the sustainable consumer. Nevertheless, Paardekoper is assuming its responsibility, developing alternatives and initiatives to replace or reduce the use of plastic. This transition is being addressed with a great deal of knowledge, expertise and clout. Despite these unprecedented challenges, great results are being achieved. The company is also enthusiastically building for the future, for example by setting up a programme to attract and retain young talent, aptly named Young Horses. Which is why the couple of places that it has gained on this list are most certainly well-deserved.
Vreugdenhil Klugt has a strong market position due to its focus on maximum operational efficiency and product quality. Innovations are mainly targeted at strengthening production and tend to concern mechanisation and the exchange of climate data, for example. The company is run on the basis of four pillars: young warm-season vegetable plants, young floriculture plants, the Pick&Joy concept, and flowering pot and bedding plants. The breeding for the purposes of the Pick&Joy line supplies the company with good genetics that they can commercialise rapidly. There is interest in this concept on both a national and international level; consumers are still keen on growing tomatoes, peppers or mini cucumbers at home. From the outside, the Vreugdenhil-Klugt combination seems to be extremely robust however there are a few concerns about the future. The rising gas prices will put pressure on year-round growing under lights. Maximum flexibility is required from the plant grower in this regard. And how do you ensure sufficient permanent and temporary workers to get the work done? How can you keep costs under control? The collective vision in this regard has not yet been clarified. We are curious to see the next strategic step. Will they focus on the Netherlands or expand their horizons?
The Hordijk Group has four subsidiaries: Hordijk Verpakkingen, Hordijk Spuitgiet Verpakkingen, Hordijk EPS Verpakkingen en Isolatie, and Alcomij. If we make a rough division, the company largely focuses on two main activities: packaging, and aluminium and steel products for the horticultural chain. Sustainability is high on Hordijk’s agenda. In the packaging branch, the company is striving to achieve 100% circularity. Different separation techniques can encourage circularity. These include AI, image recognition, separation on the basis of material composition, and chemical recycling. For the production of polystyrene, Hordijk EPS Verpakkingen en Isolatie recently moved from gas to electricity. With this revolutionary technology, CO2-emissions are reduced considerably. Alcomij is now focussing on innovation in greenhouse aeration and data. A great example of this is the introduction of Caeli, a smart system of column ventilation for a more homogeneous climate in the greenhouse. Internally, work is also focussing on optimising and improving flexibility in the production of steel and aluminium in order to be the partner of choice for greenhouse builders worldwide. There may a dip in market demand at the moment but once things pick up it will be a case of all hands-on deck.
The activities of Normec Groen Agro Control are clustered around two central themes: optimal production & quality and optimal food safety. In the Netherlands, the company belongs to the top in the field of plant disease diagnostics, agricultural expertise and residue monitoring. The international position of Normec Groen Agro Control is also excellent, with customers in 80 countries and agents in 15 countries. Indeed, solid plans have been put in place to expand this network even further. Normec Groen Agro Control already has a laboratory in South America, and is currently looking at possibilities in North America (Mexico) and Asia (Vietnam). More than 140 people work for this specialist, and the expertise of this highly trained team is at an all-time high. Which has also attracted the attention of the Normec Group, a Dutch company that offers a total package of quality testing, analysis, safety and inspections throughout the food sector. Since 2021, Groen Agro Control has been part of this Normec Group; a logical continuation of the intensive cooperation that has already taken shape. Here, too, a company is entering a new phase.
Priva has been at the top of the list for years when it comes to sustainable technological innovations. After all, this is its driving ambition: ‘To protect the planet, we don’t wait for solutions...we create them.’ To this end, the vision that Meiny Prins presents is starting to make more and more headway. For many years, Priva has attempted to manage the balancing act between, on the one hand, a visionary strategy and, on the other, the legacy and inertia of the traditional horticultural sector. However, slow and steady wins the race, as the saying goes, with the longevity of this family business a guarantee of perseverance and persistence. This attitude, combined with global brand awareness, has obviously also caught Viessmann’s imagination too, with this solid German technology giant taking a minority stake in Priva. Which has allowed the Lierse company to finally enter the long-awaited phase of accelerated growth. The company claims to look beyond the business case alone. In addition to its ambition to be a leading technology and service provider in sustainable solutions for buildings and horticulture, Priva considers it important to do this with integrity. The family business values long-term business relationships based on respect, honesty and transparency. Accordingly, the rise on this list is a deserving reward for this extremely ambitious player.
cut fruit and vegetables, everything has to be top-notch, and a 99.5% delivery performance is an exceptional achievement. It therefore comes as no surprise that behind the façade of the building in Rijnsburg is an extremely well-organised company with state-of-the-art production lines and robots for order picking. The supplier of fresh packs processed vegetables and prepared salads aspires to increase the general consumption of fruit and vegetables in the Netherlands by more than 20%. This is just one aspect of the extremely robust sustainability agenda, which also includes the reduction of packaging materials and water consumption. These days, vegan and vegetarian have moved beyond mere hype, which is why we are now seeing a growing need for healthy, convenient and sustainable food at a fair and affordable price. From this point of view, Heemskerk fresh & easy seems to have the wind in its sails, but you’ve got to be careful when you sail close to the wind.
CombiVliet focuses on the year-round cultivation of tasty, safely grown and healthy tomatoes. In this entrepreneur’s view, an increase in scale in the horticultural sector is a must. And in order to achieve that scale, the ambitions for growth shouldn’t stop at the Dutch border, as CombiVliet now has new cultivation locations in Brazil and France, which provide a solid foundation for further growth. CombiVliet grows for the local market at these international locations, which allows consumers to buy healthy and safe tomatoes there too. Given that, as of yet, not much cultivation is taking place locally in modern greenhouses and the demand for safe products is increasing, the company sees this international expansion as a good opportunity to respond to this growing demand. With Theo van Vliet handing over the reins to his son Roy on 1 July 2022, there is now a new captain on the bridge. We are looking forward to seeing whether this next generation will stick to the course that has been mapped out. In any case, there are plenty of challenges to be taken up.
In 2021, Ter Laak had no hesitation in taking up the gauntlet. With its own brand Mimesis, and the sales platform The Orchid Growers, it is using large volumes to build a position as market leader and one-stopshop in the higher-end Phalaenopsis segment. This has been, and remains, Ter Laak’s answer to the call for scaling up and consolidation in the chain. At the inspirational Orchid Store, private customers can marvel at the most beautiful orchids, and buy them directly from the source. The Orchid Store is also a test centre, where new concepts can prove themselves. Relevant data and important consumer information from the Orchid Store is shared with business customers. Under the sustainable daylight greenhouse, which saves up to 50% energy, Ter Laak is working towards three sustainable goals: Less Impact (economical use of energy, water and CO2), Growing Green (chemicalfree cultivation by 2024), and last, but not least, Happy People (being a good employer). Ter Laak Orchids will also be happy with the figures for 2021; the first year it has been able to exert its own market power. And a rise of seventeen places on this list is an achievement to be proud of.
Heemskerk fresh & easy’s philosophy is: ‘we make healthy food tasty and easy’. This involves both physically unburdening the customer through the processing of fruit and vegetables, and mentally unburdening the customer by providing an answer to the daily question of, ‘what are we having for dinner tonight?’. When working with freshly
A robust company that is in no doubt as to what it wants: to remain a star player in the disbudded Chrysanthemum segment. Are they doing spectacular things? Perhaps not. But the strong and silent types are just as welcome on this list. Arcadia is one such company that steadily builds on its success, and has the courage to think ahead. The way this market leader in disbudded Chrysanthemums sees it, the digital marketing of flowers is the future, which is why they have invested in a distinctive online shop. Arcadia is also fully committed to sustainability in the broadest sense of the word: from waste separation to a reduced consumption of fossil fuels, and less use of crop protection products. And in doing so, the company isn’t shying away from a good challenge. By 2025, Arcadia aims to be the most sustainable company in its segment. The first step is the transition from traditional Son-T to LED lighting, and all five cultivation locations are working on a connection to geothermal energy. ‘If customers don’t want to look for alternatives, you’re doing well’, is the attitude at Arcadia. And we think that’s precisely how their customers feel.
Together with our customers we continue optimising existing products and developing innovations. With this we focus on sustainability and circularity.
Circularity at Van der Knaap is by no means a buzzword or hype. This supplier of high-quality, sustainable, complete solutions for the rooting and growth of cuttings and seeds is also a leader in the production of circular fertilisers. In its own innovation centre, ‘de Kas’, the R&D department carries out research not only into new substrates but also into the development of circular soil products and fertilisers. Using the Organic Water System (OWS) developed by this team of experts, waste flows from other industries can be converted into fully circular fertilisers that are free from organic residues, moulds and bacteria. Van der Knaap already has a number of different residual flow products within its network available for research and cultivation purposes. Quality is another keyword for this Westland company. With their own Quality Department and a laboratory at all of its production facilities, the company keeps a close eye on product quality. And to ensure that employees work to the highest standards and practices, they have set up the Knaap Academy, which has launched a Talent Management System. Great steps resulting in a great climb up the list.
After the annus mirabilis of 2019, in which the whole sector was under the spell of cannabis cultivation, the bubble has burst here too. Now, it’s a case of getting both feet back on the ground, and looking ahead to more realistic developments. This international player in automation and mechanisation is strongly committed to technical comprehensive solutions. The company is keen to optimise its customers’ business operations, and uses a combination of technology, knowledge, expertise and cooperation to do so. Viscon Factory Intelligence subsequently makes the solution fully operational by adding intelligent software capabilities. These connect seamlessly to the client’s own system, and can also be integrated into third-party systems. Innovation and business development are the buzz words at the Viscon Group. Synergia’s participation in Viscon creates new opportunities, and provides access to an industrial network of captains of industry. Also notable is the participation in, and cooperation, with Honest Agtech. This innovative start-up focuses on digital unburdening through a modular service model. These are all steps that contribute to Viscon’s mission: enabling entrepreneurs all over the world to produce and distribute agro-food efficiently and sustainably. Now, we just have to wait for the market to pick up again.
Whereas many entrepreneurs drastically changed course during the Covid crisis, Koppert Cress remained loyal to its core business, gastronomy. Which doesn’t mean that the company’s employees haven’t been rolling up their sleeves in the meantime, organising in the region of 5000 digital Cressperiences, which are remote inspiration sessions with end customers. In this way, Koppert Cress has continued to make an impact, even though, at the lowest point, sales did drop by 80%. Now that lockdowns are a thing of the past, the company is reaping the benefits of remaining top-of-mind during that period. Which means the company will most certainly find its feet again. The Westland company also describes itself as a ‘playground for startups’. It is already preparing for the future by emphatically entering into partnerships with innovative start-ups—specifically from the high-tech circuit in Delft—that have one thing in common: a focus on optimal use of solar energy in greenhouses. In doing so, Koppert Cress will, of course, ensure it doesn’t lose sight of what it’s really all about: continuing to amaze chefs, and working with them to come up with new, exciting flavours and a creative vision for vegetables. The unique development of a cultivation technique for vanilla is a fantastic milestone. But will it break new ground? It remains to be seen whether the expensive but much-loved vanilla pods will eventually bring in money.
The name Looye is absolutely synonymous with Honey tomatoes. But, in addition to this now famous taste explosion, the tomato grower has also launched a cooking tomato, Looye JOYN. The company wants as many people as possible from all generations to enjoy tasty tomatoes, which is why it has opted to pursue a brand strategy within the tomato segment. In order to continue growing, new management has been put in place, alongside the introduction of a new company structure and the formulation of a new vision. In the next few years, the focus will be on making the company smarter, better and more sustainable. To this end, Looye Kwekers believes in the use of sensors, sensor data, robotisation and AI. With today’s high gas prices, costs present quite a challenge. However, the company’s hybrid LED lights did stay on last winter to allow consumers to enjoy the brand all year round. Whether this will remain feasible, and whether Looye will remain popular for long enough, is up to the new generation of Looijes who are now part of management. The company has slipped out of the top ten this year; perhaps with the new management, structure and vision, it will return to the top in next year’s edition?
Here we have an enterprising grower that has had its affairs in order for years. 4Evergreen sees opportunities and moves with the times, even if this means changing course again. This was apparent at the outbreak of the coronavirus, for example, when the USDA Organic market – the American standard for organic food – gradually disappeared. Very quickly the decision was made to, for the first time in years, stop growing USDA Organic peppers. The focus is now fully back on traditional pepper growing. However, 4Evergreen has continued to be highly agile when it comes to sustainability and often they leave the competition behind in this respect. Already, 50% of their land runs on residual heat and CO2, a figure that is set to reach 75% in 2025. This greater independence from the gas market seems a smart move in the light of current energy problems. 4Evergreen is also very much aware that employing enough good workers is essential to their success. And because the shortage of suitable accommodation makes recruiting and retaining temporary workers – i.e. immigrant workers –difficult, the pepper business has started to build its own living studios. Just another example of the resilience and flexibility that justifies its climb up this list.
At Bunnik Group, they believe that “a bare plant is like cake without cream”. That is why the company supplies windowsill-ready products, and their plant-pot combinations make Bunnik unique in relation to rival growers and suppliers. The visionary Bunnik of old has now entered a new phase of life. Important themes include standardisation, scale, chain management and direct sourcing. The company is growing fast, which may be a necessity in order to be among the future winners in this segment. The recent implementation of a state-of-the-art ERP system enables Bunnik Group to unlock even more data. Crop times, loss percentages and production efficiency can all be measured down to the finest details. Alongside its traditional role in the chain as a grower and manufacturer, Bunnik also aims to take on the role of knowledge grower. The scale, network and technical knowledge mean that the company can, along with its chain partners such as major retailers, play a part in strengthening the market as a whole. This is an interesting ambition that may result in a higher place on this list in the future.
Dümmen Orange believes in the power of innovation through technology. By bringing together knowledge and technology, this international breeder and propagator of flowers and plants is able to get products to market more quickly, more sustainably and with less waste. No less than 200 R&D employees work with these innovations every day. They will have no complaints about the workplace at their disposal; the Breeding Technology Centre in De Lier is the largest floriculture laboratory in the world. There, scientists, breeders and other specialists work on new industry standards for genetics and breeding. Natural resistances that reduce the use of crop protection agents, such as Intrinsa, and processing improvements in rooting with Basewell. A platform for predictive breeding is under development. Yet in spite of all this investment, it’s hard to predict the future for Dümmen itself. Our advice is to pay attention not only to the Organisational Health Index that the company uses for personnel development, but also to the Business Health Index. Size isn’t everything. In the Tech50, Dümmen Orange scored four stars in the Genetics & Biology category. The company loses a couple of places on this list on account of belowpar results.
First some superlatives: with over 5,000 products, Van Gelder Groente en Fruit has the largest range of fresh potatoes, vegetables and fruit in the Netherlands; it is the largest hospitality supplier in the Netherlands and it is one of the largest players in the Dutch food market. At the start of 2020, the family business opened a new, ultramodern distribution centre in Ridderkerk. In the new warehouse, manual processing is kept to a minimum and an attractive work environment has been created for employees. Furthermore, a unique Experience Centre has been added to the distribution centre where everyone, from consumers to customers and from schoolchildren to government bodies, is invited to enter the world of fruit and vegetables and see, taste, smell and feel all the goodness. In 2020, Van Gelder won the award for the best B2B webshop in the Netherlands – a nice bonus in that difficult corona year, when the market for out-of-home, such as canteens and hospitality, was hit badly by lockdowns. Coronavirus dealt a heavy blow to the company’s growth ambitions, but thankfully Van Gelder has picked up steam again now.
AppHarvest’s Morehead, 24 hectares (60 acres) Kentucky high-tech greenhouse – designed –manufactured in our Dutch factory and installed by Dalsem
DALSEM X-AIR SEMI-CLOSED GREENHOUSE SOLUTION
SUSTAINABLE GREENHOUSES · X-AIR VENTILATOR SYSTEM · CO2 DOSING · HEATING · COOLING · IRRIGATION · SCREENING · ELECTRICAL INSTALLATIONS · CLIMATE CONTROL · ASSIMILATION LIGHTNING SYSTEMS WATER MANAGEMENT COMBINED HEAT & POWER · MANAGEMENT · ADVISE · SERVICE
Let’s plantify the future. Together. This pay-off encapsulates the Royal Lemkes mission in a few words. The 140-year-old family company wants to create a better life, stronger businesses and a healthier, green world with plants. The company is the plant service partner of major European names such as IKEA, Jumbo, OBI, Kingfisher, ALDI and Praxis. Working from the perspective that scale matters, Lemkes invests in stable growth among existing and new customers and through the growth of Plantify Partners Europe (PPE), established in 2020. With PPE, Lemkes aims to build a network of European traders who collaborate where possible while at the same time maintaining their own identity.
CEO Michiel de Haan is concerned about “the uncomfortable truth of our beautiful sector”. This is why the company wants to push forward with sustainability. It dreams of Positive Plants in 2030: plants that have only a positive effect on people and the environment. One way in which Royal Lemkes is working to make this dream come true is by helping growers and hauliers calculate their footprints. The company is showing leadership and living up to its reputation as a leader in the field of sustainability.
which roses can be picked. It is an innovative contribution towards productivity, quality, predictability and labour-saving. Porta Nova also has the ultimate goal of growing a rose with the lowest possible carbon footprint per stem. By transitioning to partially gas-free heating and efficient LED lighting, this rose will be able to compete with air-freight roses from Africa. It’s an interesting ambition and will provide a robust step in the right direction.
Despite being a newcomer to the list, we have already seen Atrium Agri appear in the HillenraadTech50 as one of the Greenhouse Technology players. And they belong in both. In December 2021, the official marriage between Havecon, VB Group, PB tec and partners Bom Group, Cambridge HOK, VEK and JB Hydroponics was announced. The group describes its strategy as ‘freedom in unity’: every company is responsible for its own results, but can join others in project consortia. CEO Richard Smit says that Atrium Agri should be seen primarily as an investment company. However, the Hillenraad100 assessment methodology considers the connecting holding with underlying companies as a single listing. This applies to a number of company groups. Atrium Agri shows great promise in contributing to the professionalisation, internationalisation and consolidation of the technology sector through collective synergy and scale. The Atrium stables are home to a number of show ponies with strong market positions in horticulture technology in Europe and North America. Atrium Agri: welcome to the list!
You can buy a Strelitzia Nicolaï or a red rose from any floriculture exporter. But how, as a plant and flower export company, do you build up a unique position in the market? Noviflora has found a modern answer to this question, which has resulted in them acquiring a leading market position in Scandinavia and Switzerland. Their multidomestic strategy, with forward integration in these local markets, has proven to be extremely successful in achieving this. The takeover of four companies in Scandinavia resulted in a larger market share in these countries, as well as improved risk diversification and structural improvement of the company’s performance over the past two years. Moreover, by adding flowers to the assortment, customers now see Noviflora as a full-service supplier. With smart local hubs and intelligent ordering systems for category management, Noviflora is strengthening its position as a market leader. While, at times, it may all sound so logical and simple, you’re still talking about having to perform at the top level. Which is why the arrival of two experienced front men was a welcome addition to the management team. The result? Healthy growth and a finishing kick up the Hillenraad100 list.
Although rose growing has largely disappeared from the Netherlands, there is always space for the world’s very best. Porta Nova has just one podium position in mind: number 1 in growing Naomi roses. With around 60 million stems per year, this rose grower is the largest grower of Naomi in the world. Red and now also white Naomi roses find their way to high-end retailers within Europe and decorate many wedding ceremonies. How do you realise this top position? By genuinely pushing boundaries in cultivation, climate, technology, data, organisation, marketing and of course also in sales in order to turn all the growing efforts into hard cash. The rose grower uses an optical assistant, a robot which uses a laser to precisely determine
Constantly reinventing yourself over a period of 125 years: that’s impressive! But above all, it’s an absolute necessity in order to stay relevant in the dynamic world of greenhouse horticulture. At Certhon, they are aware of this need and always focused on making food systems more local, healthier, more sustainable and safer. Fresh tomatoes in the desert? Certhon on wants to make this possible. Japanese DENSO’s investment in Certhon was big news in 2020. DENSO is the world’s second biggest supplier of advanced robots. The two companies are investing heavily in automation. “We want to provide growers with better resources to give them greater control,” said Edwin Vanlaerhoven, head of business development at Certhon. “And in places where there are no local growers but demand for local food, we will have to replace the growers with intelligent self-teaching production systems.” But let’s not forget that these innovative systems are highly energy intensive. With the current energy prices, this development seems somewhat less likely to be feasible in the short term. However, Certhon are in it for the long haul and, with a close-knit team, working to achieve the seemingly impossible.
Biobest Group’s Instagram feed reads like a biology book about insects: a stunning overview of greedy gluttons and indefatigable pollinators. Biobest continues to search for sustainable solutions that contribute to better protection for crops. The researchers regularly add new biological talent to the range. Biobest Group focuses on strong global growth based on a highly active, international buy-and-build strategy. As well as increasing its market share in IPM (Integrated Pest Management), Biobest is focused on developing technology, AI and data collection. Where knowledge and capacity are insufficient, Biobest is open to intensive collaboration with partners. An illustration of this is its investment in and partnership with the Canadian Ecotion. This hypermodern, dynamic data-harvesting platform is based on a combination of deep biological knowledge, camera vision, sensor technology, AI and robotics. With the takeover of Plant Products in Canada, the Bug Factory and, previously, Beneficial Insectary, this company is putting itself firmly on the map as a global player. Despite not quite making the top 10, a climb from 30th position is still something to be proud of.
Royal Brinkman was unable to hang on to its 2019 podium position. Could this be a temporary consequence of the transformation that the company is undergoing? From a traditional full-service provider, Brinkman wants to become much more of a personal knowledge partner for growers. Not shifting boxes but advising and contributing on important themes such as climate control, water management, sustainability and crop protection. In terms of digitisation, Royal Brinkman is a true early adopter and E-commerce is a key pillar of the business strategy. Since commencing its e-commerce activities, some twelve years ago now, Royal Brinkman’s online platform has set the pace in horticulture. Steps are constantly being taken in the ongoing development of the online activities and operating concepts. Good examples are the launch of Hortispares.com, the go-live of the revamped international bidding shops and reaching a million views in the Knowledge Bank. However, Royal Brinkman has to work hard to remain a relevant party amid all the consolidation going on. The uncertainty around gas prices is a major concern for many customers and, therefore, also for the supplier.
In its 2021 annual report, Florensis referred to itself as a resilient and agile 80-year-old. 2021 was a year in which this breeder and supplier of propagation material broke all records for results and turnover, despite Covid restrictions and the Brexit effect. Covid did lead to a lot of uncertainty for the company at the important production sites in Kenya and Ethiopia, where vaccination programmes were slower to start than in Europe. The company’s resilience and agility were put to the test when these two major incidents led to supply problems beyond Florensis’ control. It says a lot about the vulnerability of the horticulture chain when even the ever-reliable Florensis did not have certainty of supply. That issue has now been resolved, but with rising energy costs, inflation and continuing vulnerability for incidents, the now 81-year-old still has challenges to overcome. This vibrant senior is yet again making progress to clear the next hurdle in good health as a reliable supplier of propagation material.
This colourful company also has a healthy glow. This anthurium and orchid specialist is a true star player in many respects, with a top-ofthe-line range in the valuable Phalaenopsis and Anthurium markets. Every day employees challenge themselves to develop new varieties, shapes and colours, thereby creating an enormous diversity of Anthura varieties which are grown across the globe. That breeding is a timeconsuming process: by the time new varieties reach the consumer, they have ‘journeyed’ for seven to eight years. For years, Anthura has had a strong focus on R&D and product development: a never-ending search for quality improvement, more resistant varieties and a more efficient production process. And to be fair: they do that very well, though up to this point they have been limited to their own position in the chain. These fine achievements have earned them a well-deserved spot in the top 10 of this list. We are curious to see their next step.
This leading business is on a mission to enable entrepreneurs worldwide to produce for its own market. How? With closed and semi-closed greenhouses, with energy saving, with water saving and CO2 reduction, with an eye for food safety, and with higher yields and better quality. ‘In order to supply the global population with sufficient food, cultivation should be easier’ was KUBO’s thinking. With that in mind, the company developed the Full Service Grow Concept: A concept for breeders and investors with and without cultivation experience anywhere in the world. Maximum output with minimal input: that is the key to a sustainable future. In 2021, investment company NPM Capital took a minority share in KUBO. The Westland family business thereby joined forces with a shareholder with a long investment horizon, a clear vision for the sector and the means and knowhow to shape international expansion. A smart and deliberate step forward! Especially now that after several glory years, the market for greenhouse construction projects is slightly less booming.
in the Netherlands and Belgium therefore target the Benelux domestic market exclusively. In contrast, the branch in Hong Kong services 15 different countries in south-east Asia. A nice highlight from 2021: Zespri, the world’s largest kiwi supplier, chose Aartsen as its new distributor. Some kind of party will have been held to celebrate that... The story of Aartsen started some 115 years ago, but the company is anything but an elderly digital illiterate. Three years ago, it started one of the most far-reaching and ambitious projects in the company’s history: the development of its own ERP system. This is an ambitious aim, as ERP and AGF (fruits and vegetables) do not always go well together. As such, Aartsen has kept hold of the reins.
The Beekenkamp Group with about 2,600 colleagues worldwide, works in both vegetable, potted and bedding plants and in packaging and chrysanthemums. Beekenkamp has a strong market position and a strong focus on innovation. The brand-new Research & Development Center that opened its doors in January 2022 highlights that innovative power even further. Because, according to the Beekenkamp Group, ‘Without innovation, there is no business.’ Deliflor, one of the three Beekenkamp Group companies, uses robots to root chrysanthemum cuttings of exceptional quality. That does not go unnoticed: there is a substantial increase in cuttings to be rooted for third parties, even for competitors. To meet the increasing demand for rooting capacity, Deliflor Hoogveld is building a new and innovative rooting company in Nieuwaal. Beekenkamp has the company well organised and has proven to be a safe and stable partner for other players like Schoneveld Breeding to build the future together.
‘Still going strong’ is perhaps the best way of describing the Floral Trade Group. This total supplier of flowers, plants and decorative materials can bank on a solid top spot within de European market for ornamental plants. The company is steadily going about its business and has perhaps received too little attention in recent years. Internally, the company is building a solid foundation with specialised divisions for specialist trade, retail, e-tail and import. Moreover, FTG has worked hard in recent years to implement data warehouse. Smart algorithms and software developed in-house allow for better predictions of customer behaviour as well as targeted action. The FTG family continues to grow. Specialised colleagues are regularly acquired and incorporated into that warm and ever-expanding family. These often minor acquisitions may not appeal to the imagination, but they do safeguard the highly important corporate culture. To let the robust family business with a beating heart of flowers blossom and thrive, three values are essential to FTG: commitment, connection and entrepreneurialism.
This company is not short on ambition: Despite not wanting to be the biggest fruit and vegetable company in the sector, Aartsen does want to be the best. The family business now has its fourth generation at the helm, who are following tradition by steering the company in a somewhat unconventional direction. With three branches in the Benelux and one in Hong Kong, Aartsen targets very specific markets. There is a clear focus and clear and important choices have been made: no broad European export and no focus on chain stores. The branches
In recent years, these sister companies have developed into two powerful players in the stables of the Norwegian Bama Gruppen. For years, Bama was one of the major shareholders in Nature’s Pride and with the buyout of founder Shawn Harris’s shares, it is now practically the sole shareholder. For now, for the Hillenraad100, we are looking mainly at Nature’s Pride and Berries Pride. These companies have a wide range encompassing fruits, vegetables and exotic produce for supermarkets, food services and hospitality. It’s no surprise that the berry side of things receives special attention here. The recent changing of the guard, with Fred van Heijningen passing the CEO baton to Adriëlle Dankier (formerly the COO), may herald a new era of continued European growth. The company is further focusing on its ambition to strengthen Bama’s position in Scandinavia, the Netherlands and Poland. However, the large European game being played by Nature’s Pride itself is much more competitive. There are many new players in the market, and the question is what effect the decline in purchasing power will have on the business, in part because Nature’s Pride products are at the top end of the market. Is the avocado here to stay, or is it back to eating potatoes?
WHAT WE DO
OUR MISSION
We develop new vegetable varieties, based upon the best of nature, supported by highly advanced technology, and produce & sell the seeds of these varieties all over the world.
OUR VARIETIES are attuned to (local) market, climatic and growing conditions
480 MILLION people eat our vegetable varieties daily, worldwide
12 BILLION heads of lettuce, annually grown from our lettuce seeds
Every day, we team up to ensure a healthy, sustainable future for people all over the world. For our generation and new generations.
INNOVATION
annually >100 MILLION euros for R&D
150new varieties per year
LETTUCE
33crops, including: TOMATO ONION
MELON
(SWEET) PEPPER CUCUMBER
Resistances against diseases & plagues
Taste, nutrients & new consumption trends
SEED PRODUCTION
On 6 continents
In 25 countries
815,000 kg of vegetable seeds per year
By cooperation with growers, retailers, traders and consumers
INDEPENDENT FAMILY COMPANY
Anno 1938 3 generations
Collaboration is key Long term vision Entrepreneurship
SEED SALES On 6 continents Through subsidiaries and distributors
Improving the health and well-being of people: granting worldwide access to healthy, varied vegetables
Reducing our environmental impact
Improving the living standard of people enzazaden.com
Yield
Adaption to (changing) climatic conditions
VEGETABLE BREEDING , FOCUSED ON :
New cultivation methods
Market demand
Less pesticides, water, fertilizers in cultivation
WORLDWIDE A MULTI-LOCAL
We establish local subsidiaries and empower local employees
>2500 employees
24 countries
>45 subsidiaries
200 new vacancies per year
Enza Academy: tailor made internal training courses
“Family businesses tend to think in generations rather than in quarterly figures”
Jaap Mazereeuw Chief Executive Officer and the third generation in command
Covering an area of 261 hectares, Agro Care has grown to be one of the largest highquality tomato producers in Europe. Their secret? Go all-in on scalability! That means being data-driven, standardisation and excellent management. NPM Capital joined as a shareholder to further facilitate this in 2020. The strategy: locations that accommodate shifts in the market. In other words: low-cost hubs in countries with low energy and labour costs and direct market hubs in countries with a strong domestic market. The entrepreneurs at Agro Care want to improve every day. With lots of insight and grit, they translate external developments into current business plans as quickly as possible. In order to realise the scaling ambition of 1000 hectares, they dare to share and operate collectively in the market. That’s true entrepreneurship.
No Limits No nonsense is still a powerful starting point, but after 25 years of success this slogan was changed to: We care for people. Because Agro Care wants to be a company that is active in growth. Active in the growth of tomatoes and the growth of people. And it is succeeding very well at both, hence its well-earned climb from 5th to 3rd place.
With a new logo and new branding (‘Partners with Nature’), Koppert is reflecting its connection with nature even more clearly. Koppert is a market leader in the development of safe and effective micro and macrobiotic solutions, a position that the company is not planning to give up any time soon. Koppert is a steady presence on this list: like in 2019, the company still holds an admirable second place. Koppert wants to contribute to 100% sustainable agriculture and horticulture by developing and promoting sustainable growing practices in partnership with nature. Hence the slogan: Partners with Nature. Furthermore, the company has the ambition to create a 100% carbon-neutral organisation for the fourth generation in this family business, which officially joined the company in November 2021. At the end of 2020, Koppert acquired the Brazilian company Geocom. Geocom is active in agricultural technology and was the first to develop exclusive technology to apply biological pest control using drones. With the acquisition of Geocom, Koppert aims to boost precision agriculture and the application of biopharmaceuticals to benefit agriculture all over the world in the future.
Enza Zaden has a rock-solid position and is well on course to continue contributing to better and healthier food for the global population. Fun fact: over 460 million people eat vegetables from Enza’s breeding programmes. Its focus is on co-creation with the grower, which keeps its promises to consumers. The company seeks to connect with the growers of the future, combined with the technology of the future. At Enza Zaden, innovation means genetics, technology, sustainability and dedication. The introduction of the first ToBRFV-resistant tomato variety is good, direct proof of the power of innovation linked with a market focus. The family business is always looking for top talent and with an extensive range of HR and development programmes, that talent is given the room and opportunity for both personal and professional development. Although Enza Zaden didn’t quite make it to the list last year, this year the top company is now our absolute and undisputed number 1.
‘I really believe that autonomous teams helps to respond faster and better to changing circumstances. As a manager you can state your objectives but leave it to those self-directing teams to decide how they achieve them. This keeps you agile and able to respond to unexpected situations like the one we’re now facing.’
If there is anyone who knows about agility and scaling up and down, it’s Vincent Weijers – Chief Operating Officer (COO) at bol.com. An Ahold Delhaize subsidiary, the online marketplace saw order numbers go through the roof during the coronavirus lockdown. Black Friday, Sinterklaas and Christmas also put the logistics department under extreme pressure every year. But such peaks are always followed by quieter periods. How does the Netherlands’ largest webstore deal with this? And what can the horticulture sector learn from it now that circumstances are forcing many businesses to take a big step back?
Scaling up and down is the order of the day at bol.com. How do you set up a business for this?
“Let me say first that I have no experience of the exceptional situation currently facing horticulture. I understand that the alarming increase in gas prices is causing some entrepreneurs to temporarily stop production, as it’s simply no longer profitable. This unusual market situation is uncharted territory; not many management books have been written about it. If we take a broader perspective, we see that sectors that deal with large volumes often opt for automation, robotisation or mechanisation. But when demand falls away temporarily, these machines come to a standstill, and that’s relatively costly. This is why the theme of scaling up and down always starts with a vision: what are my peaks and troughs, and what are the service levels I want to provide? You then create the right mix of types of capacity. In concrete terms, this could mean you go for automation to handle your core while developing more flexible solutions during the peaks.”
And how do you do that with personnel? Horticultural entrepreneurs who suspend their activities during the winter months will need workers again come March. How do you avoid losing those workers for good?
“I think that many industries are complementary. Horticulture might have different peaks from retail. So, it’s interesting to consider how you can create matches between sectors with different peaks and troughs. We do this within the company at bol. com. We train people for different peaks in the process. If it’s busy on the inbound side,
they work there, and if a lot of packages need to go out suddenly, we move them across to the outbound division. This could also be a first step for horticulture businesses: train employees during quiet times for multiple roles or activities. In addition, you could zoom out to see whether it’s possible to cooperate with other sectors to achieve greater flexibility in labour. I’m not saying this is straightforward. It requires harmonisation, meticulous agreements, and training. But it’s not inconceivable.”
Scaling up and down is easier when you can predict the peaks and troughs. You probably focus on that a lot at bol. com.
“That’s right. We have 45 million items on our website, and you can’t make individual forecasts for each one. Luckily, we can predict demand with data and algorithms. This is important, because we are so big that an inaccurate forecast could cause massive problems for the rest of the chain. For example, PostNL, who deliver our packages. In the event of an inaccurate forecast, you need all that flexibility to prevent problems, which is a waste. You’re better off using your flexibility to respond better to your customers’ needs.”
So, forecasts are important, and you need transparency in the chain for a good forecast. At the moment, various parts of the horticulture chain are keeping their cards close to their chest. For example, illuminated crop growers haven’t said whether they will grow this winter yet. What dangers does this bring?
“As a business owner, it’s worth familiarising yourself with the so-called ‘bullwhip effect’ or ‘Forrester effect’. This teaches us that an inaccurate forecast at the end of a chain increases at every link. Imagine, for instance, that a local supermarket suddenly orders 20 kilos of tomatoes instead of the usual 10. The supplier decides it’s better to be safe than sorry, so orders 30 kilos. The wholesaler sees the increase in demand and asks the grower to supply 40 kilos. And the grower thinks, “wow, I need to grow a lot more tomatoes.” But when you look at things more closely, it turns out that the local supermarket is preparing for a local Italian event. The next week it
goes back to ordering 10 kilos. The moral of the story is that transparency in the chain really is incredibly important. The same applies to scaling down, as is currently the case in horticulture. The entire chain should have insight into demand and also know how much consumers are willing to pay for its product. Providing each other with transparent information is ultimately in everyone’s interest.”
To finish: any last tips on scaling up and down?
“I’m a great supporter of autonomous teams. I really believe that this helps to respond faster and better to changing circumstances. As a manager you can state your objectives but leave it to those self-directing teams to decide how they achieve them. It helps if you have enough data in that case. You can make ongoing improvements in small steps and in a very measurable way. And that keeps you agile and able to respond to unexpected situations like the one we’re now facing.”
‘It’s worth familiarising yourself with the so-called ‘bullwhip effect’ or ‘Forrester effect’.
‘It’s interesting to consider how you can create matches between sectors with different peaks and troughs.’
Although conventional wisdom would have you believe that it’s better for entrepreneurs to batten down the hatches and wait for the storm to pass during a crisis, research by the Erasmus Centre for Family Business reveals a different picture. Family businesses that make deliberate strategic decisions emerge from crises stronger. Doing nothing is not the way to go. This is a valuable lesson at a time when dark clouds are forming over the Dutch business community.
Ruud Loos is a family business consultant at BDO Accountants & Adviseurs. BDO and Rabobank have a partnership with the Erasmus Centre for Family Business (ECFB) and sponsor of the family business chair. In 2021, the ECFB carried out research into the recovery of family businesses following a crisis. One of the conclusions of this research is that companies that act assertively, show
current generation is generally inclined to take the bull by the horns and do everything they can to keep the company in the family. Even if that means the entrepreneur has to dip into their own capital or use money from their own pocket.’ Loos believes this is the strength of the family business. These entrepreneurs value continuity and often go to great lengths to steer their company through a crisis. Any succession plans are put on hold for the time being.
courage and take an active approach to strategy recover better in the long term than entrepreneurs that choose to simply ride out the crisis. The report is titled ‘Crucial decisions’ and those crucial decisions seem to be exactly what are needed to survive a crisis. Loos: ‘One of the questions that a family business owner should ask themselves is, “am I still the best person to own the company under these current circumstances? This is a confronting and perhaps uncomfortable question to ask oneself, but a crucial one all the same.’
‘In times of crisis, many entrepreneurs switch their focus to the short term,’ says Loos. ‘The current energy crisis is having an almost paralysing effect on long-term plans. Leadership transitions and other future changes are being put on ice due to the fear that a company may go under before it has chance to pass the baton. I notice that the
The good news is that many family businesses often already have a successor ready to take over. Ten or so years ago, there was a certain amount of resistance to the idea of taking over your parents’ company. But these days, the family business seems to have modernised its image. ‘Looking at horticulture specifically, the entrepreneurs of the future know that the sector offers plenty of exciting challenges,’ explains Loos. The fact that many of these successors gain experience outside the family business is a positive trend according to Loos. ‘The experience they acquire there is extremely valuable. By gaining a broader perspective, they’re better positioned than their parents to set a new course. Which makes sense. If you’ve been at the helm of a successful business for thirty years, you might not see any reason for change. But a good entrepreneur always stays curious and has the courage to explore
new avenues. That is why it is important for older managing directors to make space for their successors’ ideas, or those of an external CEO or advisory board. An interesting fact to note: research shows that family businesses that have existed for more than 100 years are more likely to allow external parties to fulfil positions such as managing director or a supervisory role. It keeps them on their toes and seems to be a success factor.’
The Erasmus Centre for Family Business is an important source of information for the family business consultant. Loos tells us about a recent study that looked at the effect of formal versus informal management methods. Interestingly, they concluded that informal management practices result in better scores for innovation, productivity and financial performance at family businesses as opposed to non-family businesses. Loos: ‘Informal management includes leading by example, making decisions based on intuition and setting objectives that are compatible with the company identity. Informal management is often considered unprofessional. However, the opposite is true, and this is a valuable piece of information for leaders and future leaders of family businesses. It’s important to foster informal management practices in day-to-day operations and to invest in them in a structured way.’
‘Doing
‘One of the questions that a family business owner should ask themselves is, “am I still the best person to own the company under these current circumstances?’
‘But a good entrepreneur always stays curious and has the courage to explore new avenues.’
‘I notice that the current generation is generally inclined to take the bull by the horns and do everything they can to keep the company in the family. ’Drs. Ruud Loos, Senior Manager Adviesgroep Familiebedrijven BDO
‘Companies that act assertively, show courage and take an active approach to strategy recover better in the long term than entrepreneurs that choose to simply ride out the crisis.’
Traditionally, the 500+ category features large businesses that are active in the global arena and have transcended the Hillenraad Top100. However, in contrast to previous issues, we have decided to stop ranking this extra category according to the criteria of the Hillenraad100, as most of these companies have become too large to merit a comparative assessment. We do of course give them a place of honour in our Hall of Fame and zoom in on their outstanding achievements.
The 500+ category not only does the largest leading businesses more justice, it also allows the businesses in the top 100 to better come into their own. After all, every company wants a level playing field. In order to be included in the 500+ category of the Hillenraad rankings, companies must have a turnover reported by the Dutch entity, or entities, in excess of 500 million euros, and/or more than 1000 employees on the payroll in the Netherlands. Research shows that companies of this size are organised entirely differently, structured differently and financed differently than their smaller counterparts. They often have a broad, international market approach and generally possess the character of a corporate organisation.
In examining the traits of these businesses, our research team quickly reached the conclusion that it is difficult, if not impossible, to make a direct comparison. Notwithstanding the sometimes highly impressive annual reports. In order to rank businesses properly and fairly, we want to go in-depth, compare businesses with each other and rank them according to leadership, EBITDA growth of the horticulture component, a peer group review and industry footprint. It’s an impossible task. For example, how do you compare the characteristics of the Dutch Flower Group with Bayer or BASF? Various experts have stated that, even after carrying out a thorough due diligence study, you still get caught up in normalisations, so even that remains arbitrary.
It was therefore a logical decision to dispense with the rankings. However, we do feel that these top companies deserve a place on our list. After all, they also contribute towards the global significance of the horticulture industry. And therefore we are happy to create a Hall of Fame: a platform for the most trendsetting 500+ businesses which have played thoroughly meaningful roles in the horticulture cluster. In recognising these companies, we’ve decided not to look at them from a bird’s-eye perspective, but instead to zoom in on one distinguishing aspect of the business. So it’s not a comparative ranking but an ‘honorary doctorate’ for special achievements.
There is only a small gap between the Hall of Fame of Dutch 500+ companies and international players of comparable size. In order to draw this comparison we have included a list of international 500+ companies elsewhere in this magazine. We have simply ranked all of these according to sales figures. This provides a good indication of the global players against which the Dutch companies can measure themselves in this international playing field. The criteria of 500 million euros turnover or 1,000 employees in the Netherlands may seem to be distant points on the horizon for many Dutch businesses. Nevertheless, an increasing number of Dutch players are entering this ‘World League’ because they have been acquired by global players, for example. We are curious which national giants will grow into global players in the future.
The focus is on companies in the knowledge-intensive and capitalintensive horticulture industry with a strong international perspective. We are intentionally looking beyond just (greenhouse) horticulture products. These include breeding and propagation companies, global producers or trading companies of fresh vegetables, fruit and ornamentals, and companies in large-scale supplies.
The companies have been listed in alphabetical order and the profiles carefully compiled by our editorial team using a variety of sources. The focus in each case is on one distinguishing aspect. A short description of the company is accompanied by various figures. The editorial team has included developments up to mid-September 2022.
The Hall of Fame features the most trendsetting national and international companies that are active on a large scale in the Netherlands. Companies in the 500+ category meet the criteria: ‘more than 500 million euros turnover’ or ‘more than 1,000 employees in the Netherlands.’
Category within the horticulture cluster
Total group turnover of the entire company
Proportion of the turnover that is related to horticulture
Total number of employees worldwide
Number of branches outside the Netherlands
Number of branches outside the Netherlands
Estimates by Hillenraad100 due to lack of public sources *
We know BASF as the German chemical giant. The conglomerate is a genuine world player and the partner of choice for challenges that can be solved through chemistry. Through its seven divisions, BASF develops chemicals that contribute to a more sustainable future. One of these divisions is Agricultural Solutions. The Seeds & Traits subsidiary includes the green breeding gem, Nunhems. Nunhems offers partnership and customer-focused solutions for the whole vegetable chain: growers, the processing industry, nurseries, dealers, traders, retailers and the catering sector. Participation in AGROS is an example of a beautiful partnership in the Dutch agri-cluster. This is a topsector programme through which WUR and other parties in the greenhouse horticulture sector are working on the autonomous greenhouse. There is also cooperation between BASF’s vegetable seed business and Enza Zaden. In early 2022, the two parties signed a cross-licensing agreement for patented properties in vegetables that will increase the innovative power of both companies and accelerate the development of new vegetable seed strains. No one can dispute that BASF has earned its place in this hall of fame.
Who would have thought that a supplier of cardboard (and corrugated board) packaging, a big name in horticulture, would be valued at 1 billion euros in a takeover by Stora Enso. This shows that while it’s not a sexy product, it is a sexy business. Cardboard packaging is booming. This is because cardboard is 100% recyclable and made of 100% renewable raw materials. And De Jong Packaging is ensuring sustainability in production by choosing 100% FSC-certified paper, natural adhesives and waterbased ink. The Westland specialist in corrugated cardboard has its own production and stock locations in the Netherlands, Belgium, the United Kingdom and Germany, and produces 2.5 million cardboard boxes per day. The ambition is to offer every possible packing solution in carboard, right up to cardboard flower buckets. The call for a reduction in plastic usage has given a great boost. The company is also keeping pace with increasing online sales in a world where vans stacked full of cardboard boxes are an increasingly common sight on our streets. At De Jong Packaging, we see bold entrepreneurship with guts and confidence in the future. The new production and storage hall in De Lier and the acquisition in 2021 of De Hoop paper factory in Eerbeek are great examples of this. Following these major steps, they themselves were taken over in 2022 for a sum that is unprecedented in horticulture. It is therefore quite rightly a Unicorn.
Bayer is the global market leader in crop protection products and seeds, so naturally this powerhouse cannot be omitted from the hall of fame. In 2021, the multinational launched the new umbrella ‘Vegetables by Bayer’. This includes famous brands like De Ruiter, vegetable seeds for greenhouse crops, the Seminis vegetable breeding business and, of course, the activities of the formerly American Monsanto vegetable seeds. With this combination of seed companies, the German Bayer became the largest vegetable breeder in the world in one fell swoop in 2018. It is Bayer’s mission to help the agri-sector transition to more sustainable food production. They express their guiding strategic vision as ‘Health for all, hunger for none’. By combining biology, chemistry and digital tools, Bayer aims to accelerate innovation. As such, the company invests in R&D, the development of a ‘deep’ digital ecosystem and a multitude of partnerships. This is illustrated by the strategic partnership Bayer set up with Microsoft in 2021. Bayer and Microsoft will work together to develop new solutions for, among other things, sustainable procurement, improving the supply chain, and monitoring and assessing the ESG criteria.
Dutch Flower Group has recently broken the 2 billion euro sales barrier, making it by far the largest trading party in the Dutch floriculture sector. There is undoubtedly room in the 500+ hall of fame for Dutch Flower Group as the champion in the scalability category. With an bold strategy for autonomous growth and for Buy and Build, DFG continually adds activities and companies to the palette that bring colour to both life and the figures. As well as smaller gains such as Barendsen and Aablo Export, in 2020 the group acquired one of the largest trading firms in plants. Waterdrinker Aalsmeer now forms, together with DFG companies OZ Planten and Hamiplant, the Dutch Plant Group. The Floral Connection was born in early 2021: in a single stroke, the merging of three DFG companies made it the largest retailer of flowers and plants in Europe. The development of more than 30 specialist trading companies is in the hands of new CEO, former Ahold exec Jan van Dam, following the departure of Marco van Zijverden. He will bring colour to his place in this hall of fame with verve.
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FM Group has made the jump into Hillenraad’s 500+ hall of fame within a very short space of time. FM Group, the new name for FleuraMetz, made its name with go-to-market strategies for florists in particular. FM Group has also since developed suitable go-to-market strategies for its other target groups: wholesale and large-scale retail. In terms of size, and with the chosen countries and division structure, the company continues to develop as an all-round provider of flowers and plants. In this light, the proposed merger with Hilverda De Boer is a logical step. FM Group has shown that it has a very agile organisation. Under the motto ‘never waste a good crisis’, the company rolled out an internal integration process during the first phase of the coronavirus crisis. When sales largely vanished from one day to the next, a logistical efficiency drive that was not believed possible was achieved in a very short space of time. This project is behind the strong operational results in 2021 which, along with the proposed merger with Hilverda De Boer, justify the ascent to this hall of fame.
While fresh fruit and vegetables have a central role for the gardener, Greenyard translates this into a broad, versatile portfolio of healthy consumer products for retail. The modern consumer seeks inspiration, choice, health and convenience, and wants to see food on their plate that is produced with respect for nature. Greenyard offers healthy products for every lifestyle and age category. Fresh, frozen or processed. Traditional or new varieties. Exotic or local. Pre-packed or in bulk. It’s all possible. This one-stop-shop partner has a strong, broad position with the large retailers. It focuses on a healthy future and acceleration in core activities. Greenyard aims to become the driving force behind a healthier lifestyle and more sustainable food supply chains. The business is continuously expanding its international presence. Its worldwide network of local sales offices and production plants ensures Greenyard remains close to its customers.
production of healthy, safe and delicious fresh produce. Grodan is the relevant ROCKWOOL subsidiary that focuses on mineral wool substrate solutions for professional horticulture. At the start of 2022, Grodan was once again awarded the EU Ecolabel certificate for mineral growth media. The revision of this label has meant products are subject to much higher requirements than before. For example, Grodan has to offer a recycling solution for 70% of its sales, and the products themselves must include at least 30% recycled materials. And they do! It is great to see this innovative and sustainable company contributing to the global relevance of horticulture with a single type of product.
Despite the ink on its new name having barely dried, Growers United has a history that stretches back many years. In 2020, the DOOR cooperativeformed in 1995 as the Prominent growers’ association - took on this new name, that fits seamlessly with the strategy of doing business together. Growers United is a modern cooperative. This modernity is to be found not only in its dazzling new premises in Honderdland, but also in its structure. Since 1 January 2021, Growers United has been a cooperative with shares, meaning that its members actually own part of the cooperative. Another modern aspect is the Future Proof programme, in which members consider the future together. All of the members have submitted a vision of the future in 2030 and attended a number of sessions to discuss how they can work towards it. There is a special ‘Under 40’ group for young entrepreneurs. By providing the new generation of growers with the same intensive support and coaching, the cooperative is fulfilling its promise of ‘good food in good hands’. Growers United currently encompasses 635 hectares of tomatoes, bell peppers, pointed peppers, cucumbers and aubergines. This combining of entrepreneurship is an interesting example of innovative cooperative power, and that’s worthy of a place in our 500+ hall of fame.
ROCKWOOL is the global market leader in mineral wool solutions. Mineral wool is a highly versatile product with countless uses, from building insulation to acoustic ceilings and from nautical insulation to sheet material for exterior cladding. The ROCKWOOL Group aims to enrich the lives of all who come into contact with its solutions. The company is taking on a lot of significant modern challenges in terms of sustainability: reducing energy consumption, flood protection and the sustainable
Covering a total area in excess of 1100 hectares, the Harvest House cooperative is the largest growers’ association for fruit vegetables. Harvest House growers operate not only in the Netherlands but also far beyond, with growers in Tunisia, Morocco, France and Portugal ensuring a year-round supply. Everything at Harvest House is grand, comprehensive and progressive. The cooperative’s mission is to give the whole world access to healthy, nutritious and delicious food, with a minimal environmental impact. This requires innovation, technology and the use of data and artificial intelligence. As such the recent partnership with Source.ag is not unexpected. Artificial intelligence in greenhouses enables the affiliated growers to make their produce even more efficient, and to optimise production and make it more predictable. The first developments have already been tested and implemented. The growers’ association is also pioneering in robotics while simultaneously making interesting moves in terms of sustainability. For example, with the ‘horti-footprint’ they can calculate the exact environmental impact from seed to shelf. Harvest House is continuously developing and, in view of its size, the cooperative is certainly deserving of its place.
‘The primary goal of Rijk Zwaan is to offer employees pleasant, sustainable jobs with good working conditions.’ This is the remarkable first line on their website under the ‘Working at Rijk Zwaan’ heading. The seed breeder has been putting this promise into practice for many years. In 2018, the De Lier company was again voted one of the best employers in the Netherlands. ‘Sharing a healthy future’ is the company’s fitting motto. Fitting because of the healthy products that are grown from Rijk Zwaan’s seed, but also because of the HR policy, which offers plenty of opportunities for growth and personal development. Not to mention the Rijk Zwaan Academy, which offers more than 100 options for training and education, or the vision to offer new colleagues a permanent contract and a good salary from day one. On the agenda for the next five years is 400 million euros of investment, and Rijk Zwaan expects to take on another 650 FTEs. With the website (www.rijkzwaancareers.com) in six languages, it shouldn’t be difficult to attract the necessary talent.
Syngenta Crop Protection and Syngenta Seeds. Through first-class research, global reach and dedication to its customers, Syngenta helps to increase yields, protect the environment and improve health and quality of life. In the last year, Syngenta Vegetable Seeds has invested in new R&D centres in Murcia and Almeria. These Spanish regions are strategic production areas for the agro-food sector. Thanks to this investment in R&D, Syngenta can keep working on new technologies to improve product performance, also with the aid of digital tools, analytics and data science. Ongoing investment in research and development is, according to the company, essential to increasing the speed and precision of solutions for growers. Including this all-round world champion in the hall of fame was, for us, a no-brainer.
With an annual market growth forecast of 20% for the global illuminated growing sector, and the acquisition of Fluence from Osram, Signify’s ambitions are unmistakeably great. However, recent developments in the Dutch horticulture market may show this in a different light: the energy crisis is having a major impact on illuminated growing. While horticulture’s share of this lighting giant’s sales is small, the stakes are high. Not only market expectations but also the commitment of Signify’s Brighter Lives reflect the company’s growth and sustainability ambitions. Horticulture is a central pillar within Brighter Lives. The horticulture portfolio includes Philips’ and Signify’s LED solutions, UV-C disinfection and the traditional HPS lamps. With the acquisition of Fluence, Signify has consolidated its market position in the United States and in cannabis - making it the largest player by some distance. This will bear influence on the market, as LED lighting in horticulture is fast becoming a commodity product. After a phase of sprawl comes consolidation, and eventually only a handful of suppliers remain. Signify certainly deserves to be among them.
Last year, The Greenery celebrated its 25th anniversary. Who remembers the shock in the sector following the merger of nine fruit and vegetable auctions at the end of the last century? The familiar local auctions disappeared for many growers, and what would take their place was uncertain. Often there has been doubt about the future of The Greenery, but under the leadership of the CEO Steven Martina, the business has remained a relevant factor in the horticulture cluster. The Greenery has demonstrated its worth to regular customers such as Jumbo. And while Jumbo took its place on the Parisian cyclists’ podium last year, The Greenery has also earned its spot in this hall of fame. With turnover exceeding 950 million euros in 2021 and an agile organisation, the cooperative is still competing for prizes following a number of tough tour stages. The Greenery is without a doubt valuable to the peloton of Dutch horticulture companies. And if there was a green jersey for the company that stays the most loyal to its principles and its growers, The Greenery would be definitely be the one having it draped around its shoulders.
Syngenta Vegetable Seeds & Flowers is the most multi-faceted horticultural breeder in the world, big in both the food horticulture and floriculture sectors. This agro-technical giant is a subsidiary of a Chinese parent company, though its headquarters are in Switzerland and it has five branches in the Netherlands. Syngenta Group has two main divisions:
With a reported number of takeovers in excess of 350 since its founding in 1850, acquisitions were ‘daily routine’ for Total Produce. The company that Charles McCann once founded in Ireland as a modest fruit and vegetable wholesaler has grown to become a global player in the growing, purchasing, packaging and distribution of many kinds of fruit and vegetables for retail, wholesale and catering. Following previous mergers and a separation from Fyffes in 2006, Total Produce was formed as a parent company to its many agri-food subsidiaries. In the ensuing years, the company solidified its presence in the Netherlands and North and South America with a number of takeovers. In 2018, Total Produce took a minority share of 45% in the Dole Food Company. In 2021, the two companies decided to continue together under the new name of Dole plc. Listed in the US, this company is therefore the result of a multitude of takeovers and joint ventures. The purpose has always been to safeguard its position in the chain through vertical integration. A successful strategy, so it seems.
For the seventh year in a row, we have compiled a list of international businesses that operate in the international horticulture and fresh produce sector. The big companies in this ‘World League’ all have a turnover in excess 500 million euros. The list is based on this single criterion – sales. No consideration was given, and therefore no value is attached, to the overall performance of the companies. The one with the highest sales figures in ‘Fresh Produce’ is at the top of the list. We have set a strict limit of 500 million euros. Nor is the total number of employees taken into account for the purpose of this listing.
The list consists of companies that improve, cultivate, process or market fresh horticulture products. The distinction between horticulture and agriculture is based on whether the products are cultivated with care and attention for consumers and with a high product value to be traded per item, per kilo or per package. Companies that produce or trade agricultural bulk products are not included in the list, nor are retailers. This World League is an indication of the playing field in which the Dutch 500+ businesses can prove their worth. The concentration of horticulturerelated companies in Europe is striking, which may result in a somewhat distorted view. It is simply easier to determine a company’s size in the English-speaking part of the world than in more closed economies.
We realise that the list is incomplete as the world is a very large playing field and because we do not have reliable, publicised turnover figures for several companies. The list is also subject to global product prices and currency exchange rates, which may result in a 500+ company not being included in the list due to currency fluctuations, for example. We welcome further additions.
Mastronardi Produce
= 7 5 bn Surface size represents Turnover infresh produce
In 2021, following the famous SUB40 in 2018, we presented our second themed issue, the TECH50. A year later, it’s apparent that the TECH theme is still current. Especially now that the outlook for the horticulture industry is under strain, a focus on technology is an essential key to a healthy, futureproof horticulture cluster.
In 2018, after fifteen successful issues of the Hillenraad100, we decided to change tack. Instead of ranking the leading 100 companies in the Dutch horticulture industry every year, we decided to hold a biennial assessment. Making the interval between assessments longer means the results and differences are somewhat clearer. The interim year was a good opportunity to take a deep dive into an important theme. For example, in 2018 we created a themed issue on the most attractive companies for young professionals: the SUB40. Coronavirus threw a spanner in the works in 2020,
forcing us to postpone the second themed issue by a year. At the end of October 2021, the TECH50 rolled off the presses, and we crowned Certhon the overall winner at the Biodiversity Center Naturalis, as they were the most complete tech player.
It was of course no coincidence that we chose this theme in 2020. We identified previously that the technology firms did particularly well on our 2019 list. This led us to wonder why that was the case, and exactly what this technology is. In search
of the answer, we identified over two hundred companies in the Netherlands and beyond that are involved in horticultural technology. The original plan to rank the best 50 of these companies quickly fell by the wayside. It was a typical case of comparing apples with oranges. For instance, how can you compare a greenhouse construction company with a manufacturer of LED lighting? We chose a different approach. Together with our editorial team, we defined ten tech fields that, in our view, were essential to finding the Holy Grail. And that Holy Grail is autonomous growing.
For each of the ten fields, such as greenhouse technology, data science and genetics, we have included five Dutch category winners and five foreign companies in the TECH50. We consider the latter important as it is worth remembering that there are also countless innovative
developments taking place beyond our national borders. In this themed issue, we categorised the companies and, more importantly, placed the topic of technology and autonomous growing firmly on the agenda.
The relevance of this topic has become painfully apparent in recent months. After all, the necessity of using technology has only increased. Whether it’s about energy transition, the call for more sustainable crops or a response to labour and raw materials shortages: we desperately need technology to be able to deal with these challenges. And, in fact, it can be said that the technological manipulation of the climate and growing environment is actually the foundation of greenhouse horticulture as we know it. The importance of technology is as great as ever. Even so, in recent months we have seen a sharp decline in the market for technology
companies. Increasing geopolitical and economic uncertainty has reduced the appetite for investment.
We can conclude that while technology companies are somewhat less ‘hip and happening’ at the present time, they are definitely still very relevant. A lot of companies have acknowledged this themselves and continue unperturbed along their chosen paths. Rightly so, as when all is said and done it will be apparent that our sector can no longer survive without technology. This new Hillenraad100 2022 issue also shows us that almost every business is investing in digitalisation, data and/or artificial intelligence. As such, last year’s issue is still a valuable magazine. The interviews with experts are a source of knowledge and inspiration and challenge the reader to think about what technology could mean for the future of his or her company.
And the good news is that you can still order the TECH50!
Order Tech50
Order the magazine at www.tech50.nl and read about the 50 most talked-about and promising companies in horticultural technology in the 10 most important domains, in addition to many interesting interviews and lists. The HillenraadTECH50 magazine was published on 28 October 2021. It can be ordered in both Dutch and English.
The Dutch horticulture industry is a global leader in technology, assortment, productivity, quality and food safety. However, we are a relatively small when it comes to the Netherlands’ ranking in the world’s top 10 horticultural countries. Despite our small scale, we can be justifiably proud of the crème de la crème of Dutch horticulture. This horticulture in perspective provides an overview of the relative global position of Dutch horticulture, together with the composition and characteristics of the frontrunners of the Hillenraad100 – edition 2022.
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