Hillenraad100 edition 2019 English

VOLUME 17 | 2019

100 THE ONE HUNDRED MOST PROMINENT COMPANIES IN THE HORTICULTURE INDUSTRY

Chairman Hillenraad100 Committee of Experts

Ben Verwaayen ‘The Dutch horticulture has all the potential to operate with greater strength worldwide.’

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Global power of horticulture

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| Hillenraad100 | 2019 | 3

Colophon

Index

Publisher Aldenborg B.V. Westlandse Poort ABC Westland 127 2685 DB Poeldijk The Netherlands

Research

5 Forweword of Martien Penning, publisher Hillenraad100, in this edition’s theme Global power of horticulture

The vision of 8

Hillenraad Cindy van Rijswick Wilco van den Berg

Compilation and review Hillenraad100 Peer group The Committee of Experts www.hillenraad.nl

Editors Henk de Kleine Nienke Toren Anita Bassie Martien Penning

Production co-ordination ANIQ Projectorganisatie

Editorial board Martien Penning

Design and styling Stefan van den Ende, Vormgvr Just In Case Communicatie

Layout and development Paul Scholte Peanutsch.nl

Photography Fotostudio Gerard-Jan Vlekke, Rienk Boode Fotografie

Advertisement bookings Princetown Media +31 6 536 301 20

Translation Tekom Vertalers BV

Production realisation ANIQ Projectorganisatie

© Copyright All rights reserved.

No part of this publication may be reproduced without the written permission of the publisher.

Ben Verwaayen, former executive of among other Alcatel-Lucent and British Telecom, partner of Keen Venture Partners and chairman of the Committee of Experts of the Hillenraad100 regarding the different star players in today’s world

Hillenraad100 7 10 14 15

Explanation of the Hillenraad100-model The Committee of Experts Intro Hillenraad100 The Hillenraad Top 100

Interviews with 55 drs. Allard Castelijn, President director Rotterdam Port Authority, about internationalisation of trade flows 58 Dr. ir. Martin van Staveren MBA, consultant, lecturer, and author about riskmanagement 66 Prof. Dr. Pursey Heugens, Erasmus Centre for Family Business, about family businesses 70 ir. Siert Wijnia, CEO Ultimaker, about technological innovation and 3D printing

Hortigala of the Year 55 Overview 15 years Hortigala of the Year 73 Hillenraad100 winners theme awards

Horticultural business 500+ 60 Intro Hillenraad500+ 62 The Hillenraad Top 500+ 69 Global players in horticulture

Horticulture in infographics 74 Composition and division on characteristics of the horticultural cluster

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FOREWORD

| Hillenraad100 | 2019 | 5

Global Power of Horticulture Horticulture is trendier than ever. The world is increasingly focused on health and wellbeing, greening, sustainability, food safety as well as smart technology to be able to produce responsible and sustainable food anywhere in the world. This has not gone unnoticed. All around the world, attention has turned to horticulture. These include small start-ups, major tech giants such as Microsoft and Tencent, and private equity companies. All with the mantra that 9 billion people need to be fed. All of which is, of course, an excellent starting point for the step towards a global role for advanced, hightech horticulture.

The strength of the cluster

It would be easy to overestimate the position of Dutch horticulture in all this excitement. The starting points are strong: there is a diverse and robust cluster of Dutch companies that have already built up a strong position in the world. This position goes much further than the somewhat limited image of a tomato greenhouse, as an archetype of the Dutch horticultural sector. However, there are those around the world who think that this growth market can be conquered, often with disruption as a business model. Of course, Dutch horticulture is accelerating enormously, especially when it comes to tech and genetics companies. But competition in America, Canada, China and Israel, among others, is not at a standstill either. ‘We’ will have to work hard in the coming years in order to remain among the world’s best in ten years’ time.

VUCA

The international competitive position increasingly revolves around the position in life sciences, vision and robotics, circular production systems, high-tech raw materials, biologicals and full service providership, among other things. In short, welcome to the dynamic playing field of global competition with rapidly changing positions. Welcome to the VUCA world of volatility, uncertainty, complexity and ambiguity. This demands vision, insight, focus and agility from internationally oriented companies in order to achieve their goals. This year, we describe the Dutch companies that think and act in line with these developments as leading companies. If we, the Dutch horticultural industry, are subsequently able to (continue to) utilise the strength of our broad cluster to the full, we will be able to apply our solutions globally. Including to make our own Dutch horticulture even stronger at home. My motto: Think big, think global.

Martien Penning

Strategy | Organisation | Finance | Structuring | Mergers & Acquisition

Management Consulting in Horti Business

www.HillenraadPartners.nl

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The Hillenraad100-model is a simplified representation of a real situation. With this we aim to reflect reality of the most prominent companies in the horticulture industry as accurately as possible, which means we constantly adapt our model in accordance with this reality. Besides the research and analysis we have also added a peergroup assessment, which allows the opinions of a select group of sector associates to be considered in the overall evaluation. To clarify this, the infographic below gives a simplified representation of the model.

Sources

Company info

Financial

Peergroup

Qualitative

Hillenraad100-model

3.000 Reviews

1

2

3

4

5

Assessment on characteristics

Peergroup

Assessment on key figures

(EBITDA CAGR)

Growth

Industry footprint

The 5 pillars

500

Company assessments

6

Criteria

Model ranking

1

10

Companies assessed per peer

Strategy

2

Growth potential

3

Innovation

Committee of Experts

4

Organisation

50

5

Sustainability

Members

6

Performance

Final ranking

29%

Floriculture

20%

Food horticulture

21%

Technique

30%

Gebneral

94% Male

6%

Female

48% SUB40

52% UP40

PEERGROUP COMPOSITION

8 | Hillenraad100 |

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 ‘Most striking is the advance of technology companies in high-tech production systems, and engineers and technicians who supply greenhouses worldwide with all the associated technology. They could truly accelerate, if they also combine their product and brainpower with an obligation to produce results.’

INTERVIEW

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The 2019 Hillenraad100 shows that in today’s world there are different star players’ With Ben Verwaayen as the new chair of the Expert Committee, the Hillenraad100 now has a figurehead who mainly asks probing questions. What is holding back these truly new forms of collaboration? Why are we still using the old-fashioned word ‘supplier’? From the outside looking in - why doesn’t the cluster take this view more often? In a sense, the Hillenraad100 answers some of these questions if the rigorously rearranged list is anything to go by. Ben Verwaayen explains how he sees horticulture from the outside looking in.

The new chair of the Committee of Experts hardly needs an introduction. Ben Verwaayen, who is 67 years old, has been a high-profile entrepreneur for many years, and as an advisor to our Prime Minister and his party, he is considered to be “one of the most influential businessmen in the Netherlands”.

You could also describe Ben Verwaayen as quite controversial but that is all part of the “the bigger they are, the harder they fall”.

Ben Verwaayen is mainly a very fast thinker and doer, as became apparent during the most recent meeting of the Committee of Experts, for example. No lengthy discussions on details, but rather seeing the big picture.

And questions, many critical questions.

‘They are ready for a new role, with the potential for even greater success. That is a fundamentally different way of thinking.’

The new number one in the list, is it really the best that Dutch horticulture has to offer at this moment in time? It was, however, the reasoning at the table that managed to convince. This new number one symbolises what horticulture is currently experiencing: internationalisation driven by a very highly advanced technology. This is what Ben Verwaayen found significant when asked, ‘Horticulture has long since stopped being about the so-called “tomatoes in the greenhouse”. In the past, the cultivation companies were the core of the sector, the core that everybody focused on. From that core, the chain was established as it is still traditionally understood: seeds, propagation material, suppliers, cultivation and sales. In a sense,

these words have lost their meaning because new technology has overhauled a large part of it. The real front runners in the sector now accept that and are in the process of adapting their operations accordingly. This is reflected, for example, in a Hillenraad100 Top 10 that you wouldn’t even have thought possible a few years ago. Green genetics companies, for example, are increasingly focused on data-driven hi-tech breeding. Most striking is the advance of technology companies in high-tech production systems, and engineers and technicians who supply greenhouses worldwide with all the associated technology.

They could truly accelerate, if they also combine their product and brainpower with an obligation to produce results. Up to a few years ago, they were mainly turnkey suppliers - just deliver and that was that. They are ready for a new role, with the potential for even greater success. That is a fundamentally different way of thinking.’

From chains to clusters

This fundamentally different way of thinking is what Ben Verwaayen does not see enough.

While Dutch horticulture has all the potential to operate with greater strength worldwide.

‘Horticulture is in fact rather two-faced’, according to Verwaayen. ‘On the one hand, it undoubtedly is a highly competitive, highly innovative sector, based on much knowledge and experience. There is great flexibility in adapting to changing circumstances. I find that very special and striking. It is striking too, that the sector still has elements of being inward-looking. A pity, because in that case you will miss all the interesting developments that are taking place. My point of view is that there are two developments that could cause a giant leap forwards: globalisation and thinking in clusters. The first one is nothing new, we all know to what extent the world is opening up. What would, however, be new to large horticulture segments, is thinking in clusters within a global setting. I think that the horticulture sector should be well aware of the fact that other sectors had to learn the strength of collaboration the hard way.

For many years horticulture has been a closeknit industry. Part of that is lost and I still see too few new alternatives, such as thinking in clusters. There is an essential difference

‘Society expects a certain kind of leadership from prominent companies.’ between collaborating within a cluster or within a traditional chain. In a chain they all do their own thing, as it were, independent of the others. It is a relay race model. In a cluster, on the other hand, the mutual boundaries become blurred and dynamics predominate.

Many horticulture entrepreneurs seem to consider this to be a bridge too far.’

Openness

We also interviewed Ben Verwaayen in 2009, when the edition was based on the ‘Leadership’ theme. Now, in the year 2019, this term has again come to the fore. Because as a continuation of thinking in clusters and from an essentially different relationship to sometimes entirely new partners, there is still some missionary work to be done within horticulture in terms of openness and transparency. Ben Verwaayen: ‘Society expects a certain kind of leadership from prominent companies. This means that you are not only able to offer the best price, but also that you are facing global society. There are still many companies in the Hillenraad100 that are not at all aware of this. Many companies are basking in the seclusion and safety of their place in the chain. But then, what if one day the chain no longer exists?’

10 | Hillenraad100 |

A

Niels Louwaars

Managing Director of Plantum

The seeds and young plants segment is globally operational. The Netherlands is the centre of innovation and quality and the logistical hub between production and sales.

Improved agronomy and improved chains are required to get extra value out of seeds.

Abroad, the strength of our joint horticultural complex is important for sustainable success.

We should focus more on that.

B

Cees Uitbeijerse

Accountant, horticulture specialist for BDO Accountants & Adviseurs

The landslide in this Hillenraad100 indicates that technology suppliers in particular have taken full advantage of global opportunities in recent years. However, the relatively limited scale of the companies in the horticultural cluster and the apparent need for autonomy are the Achilles heel when it comes to achieving the necessary intensive cooperation. In order to be of lasting value to the Netherlands, consideration must be given to upscaling, possibly with the use of Private Equity.

C

Silke Hemming

Research Team Lead Greenhouse Technology at Wageningen University & Research

In order to remain at the forefront in a global perspective, it is essential to join forces, invest heavily in knowledge and share that knowledge with each other. Innovation and (international) cooperation are essential for a lasting top position.

D

Harm Maters

Chairman of AVAG

The Greenhouse technology sector has built up a strong international position in the world over the past ten years. This could strengthen the entire horticultural cluster in the coming decade and thus increase its contribution to the Dutch economy. However, for the necessary ‘speed up’ it is essential to work with ‘coalitions of doing’, based on investment in a concrete business case. The value for the Netherlands is that the horticultural cluster is able to achieve sustainable production systems in the world, adapted to the climate and economy of each region and focused on healthy fresh food.

E

Martien Penning

J

Founder Hillenraad100

The position of Dutch horticulture can be greatly strengthened if we learn to look in from the outside. Stop splitting hairs and think big.

Perhaps we need to be spurred on by China or Private Equity to realise that intensive cooperation, alliances and mergers are needed to continue playing in the world league on a global scale. Win the away match - then celebrate the victory together, at home.

F

Jan van den Heuvel

Entrepreneur, founder of Hagé

From the point of view of the fruit and vegetable trade, our country is extremely well positioned in relation to the large European sales market. We can also cherish our good transport connections worldwide. But we won’t simply be handed that position. We really need to work more on intensive cooperation within the horticultural cluster and work more closely with international producers. Failure to recognise this would be naive.

CM Ben Verwaayen Chairman of the Hillenraad100 Committee of Experts, former CEO of, among others, Alcatel-Lucent and British Telecom, partner of Keen Venture Partners

Read more about Ben Verwaayen’s vision on page 11.

H Gert Mulder Director of GroentenFruit Huis

We often speak with pride when discussing the success of the Dutch horticultural cluster.

The seamless cooperation between companies is promoted. Across the border, things are suddenly completely different. Whereas other countries come up with total solutions, the Dutch horticultural sector presents itself as a divided sector. However, technology, production, sales and services are all linked, even outside the Netherlands. This is the only way we can create a unique proposition and truly create lasting value.

I

Stephan Persoon

Director Agium Finance & Control

In an increasingly demanding world, in which technology is constantly developing, companies can maintain their lead through cooperation, knowledge sharing and innovation. Certainly, from the perspective of international growth and connection, parties that are able to unite through intensive cooperation will always be two steps ahead of companies that operate independently. This offers opportunities for the Dutch horticultural cluster and makes companies agile and futureproof.

Arnold Hordijk

Administrator, Adviser and Supervisory Director

The supplying industry of the horticultural cluster can be, and remain, the world’s leading supplier of horticultural equipment by taking full advantage each other’s strength through cooperation. Truly complementing one another and opting for a customer-oriented and integrated approach will allow innovation to continue. It’s necessary to maintain this position. Production and trade must and can work together to strengthen the flower and, in particular, plant science in the retail trade and to optimally position products. This maintains sales and customer satisfaction all the way to the consumer, which is important for the Dutch horticultural sector, and helps it retains its added value.

K

Leon Bol

Director-Owner Newgreen BV

In my opinion, there is a golden opportunity for an intensively collaborative horticultural cluster. The global food issue, as well as urbanisation and the call for a reduction in emissions by intensive livestock farming, mean that the demand for total solutions will increase sharply in the coming years. The knowledge of the companies mentioned in the Hillenraad100 is already world class in many areas. If the partnership is successful, the Netherlands will be able to further strengthen its existing name and fame on a global scale and even successfully expand this position.

L

Lars Boellaard

Managing partner & notary at Westland Partners

The scale of the planned realisation of cities and areas from scratch in, for example, China or India, is unprecedented to us. Intensive cooperation between companies is essential if we as the Netherlands want to remain relevant in this development. Everyone will have to step up and dare to share and connect.

This will have to be done at a higher intensity than has thus far been the case. Only then will we retain our pole position.

Sjaak van der Tak (not in photo)

Chairman of Glastuinbouw Nederland

In order to ensure efficient production and economic added value, Dutch greenhouse horticulture companies in the fruit, vegetables and ornamental horticulture sectors have established themselves in clusters with a strong market position. Cooperation through investments in climate-neutral energy, resilient plant health, clean water, labour and data will lead to higher added value as a result of this eco-modernism. In addition, the entrepreneurial interest will be strengthened if an alliance on health and lifestyle is formed with front-runners in other sectors, knowledge institutions and scientists. The green greenhouse horticulture sector will then innovate in areas of health and life.

COMMITTEE OF EXPERTS

| Hillenraad100 | 2019 | 11

Global opportunities for an intensively collaborating Dutch horticultural cluster With the Hillenraad100, we chart the movements of the sector on an annual basis.

We assessed which courses the leading horticulture companies in the Netherlands plotted and where it has led them. The Hillenraad100 is also a crossroads where yesterday, today and tomorrow meet. With the theme and the interviews we map the developments in the sector. From a global perspective, there are great opportunities for an intensively collaborating Dutch horticultural cluster.

We therefore asked the members of the Committee of Experts, in their opinion how promising are these global opportunities, and how realistic is this intensive collaboration? And: what will ultimately be the lasting value for the Netherlands? All the members of the committee answered this question from their own perspective. Overall, their answers provide a thorough idea of the strength and value of the companies on the list, as well as the cluster as a whole.

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a

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12 | Hillenraad100 |

SUB40

| Hillenraad100 | 2019 | 13

A fresh look opens the mind After fifteen successful editions of the Hillenraad100, we changed course in 2018.

In the transitional year, we took the liberty of taking a different approach: an updated Hillenraad edition with a special theme. Not a top classic Hillenraad100, but instead a top 40 of The Next Generation in horticulture: the ‘SUB40’.

How do you put together such a special edition?

After years of focusing on the established allround companies, in this transitional year we looked for forty ‘fiercely attractive companies for talent under the age of 40’. We wanted to give an overview of the companies that are on their way to becoming the face of 21st century horticulture and that are also communicating this to the outside world. The horticultural sector is insufficiently aware of this, because not everyone knows how attractive our sector can be to people from outside the sector. And a new generation can make all the difference. As one of the editors of last year’s team put it nicely: ‘The influx of young people is necessary to maintain the strong position we have today.’ And: ‘Young people will attract other young talent.’ It is time to measure companies by the criteria of the SUB40.

A fresh editorial team of professionals from the horticultural sector and a writing team with two journalists from outside the horticultural sector, all under the age of forty, created this special magazine. Therefore, we did not write about the new generation, but let this group speak for themselves. After extensive research, we selected a list of forty companies that are fiercely attractive to professionals under the age of forty: the SUB40-magnets. The criteria? The criteria of the SUB40 generation itself. The ranking was based on a star system: those awarded with three stars had the highest score.

SUB40 magnets

The criteria to which the SUB40 generation attached importance were found to be distinctive in terms of order and composition.

Firstly, innovation. To what extent are the companies sufficiently involved in new products and new technologies? Are the company and management open to change?

The second criterion is culture. Are freedom and the work-life balance taken into account?

How are diversity and cooperation dealt with? The third criterion is development; can you work on higher social goals within

‘Set ambitious and seemingly unattainable goals.’

SUB40: the special 2018 transitional year the company? Is there room for personal development? Lastly, we naturally looked at the indicators and figures. How is the company performing, and how is the SUB40 generation represented, who’s in charge?

In the end, nine companies achieved a threestar status. These were Bunnik Plants, JEM-id, Koppert Biological Systems, Koppert Cress, KUBO Horticultural Projects, Nature’s Pride, Rijk Zwaan, Van Gelder Fruit & Vegetables and Viscon Group. They belong to the category of excellent companies where the SUB40 generation would like to work, because they are innovative, have a strong focus on the development of their employees and have a corporate culture that is in keeping with the vision and ideas of young professionals.

Making the impossible possible

For the announcement of the special SUB40ranking, 168 selected young professionals from the horticultural sector gathered at the beginning of November last year at the futureoriented location Space Business Innovation Center (SBIC) in Noordwijk. The outcome of the event? If it were up to the young professionals in the Dutch horticultural sector, they’d help to make the impossible possible. An example of this was well received on the evening when the Mars One organisation called on the horticultural sector to develop circular food production on Mars. With this groundbreaking ambition, we can get a new generation of young people from inside and outside the sector interested in horticulture.

After all, Dutch horticulture is on the eve of major changes. Developments in production technology, changing world trade flows and online consumer behaviour are chipping away at the decades-long technological and commercial leadership position of Dutch

horticulture. A groundbreaking vision and pioneering entrepreneurship are needed to maintain the leading position of Dutch horticulture in the world. Breakthrough innovations and coalitions with parties outside our sector are necessary if we want to remain at the top. According to the SUB40, these innovations can only be achieved by setting ambitious and seemingly unattainable goals for the horticultural sector. The great challenge and higher goal that encourages joint action and development, such as the development of fully circular food production on Mars.

‘The ranking was based on a star system: those awarded with three stars had the highest score’ Mission to Mars

The SUB40 event was followed by a MEETUP on the theme of horticulture in Space.

We organised this together with TU Delft, ESA and Mars One, among others. In the meantime, a research programme is being developed in which circular cultivation with the metaphor of ‘growing on Mars’ is central. Unfortunately, the Mars One project had a somewhat more turbulent course, and the initiative seems to have stranded for the time being. However, this will not prevent us as a horticultural sector from making the impossible possible.

Our mission to Mars for 2020: a new special theme edition of the 2020 Hillenraad100 with a new perspective on horticulture. We will continue to innovate; the SUB40 generation expects nothing less from us.

14 | Hillenraad100 |

The Hillenraad100, 2019 edition The 2019 edition marks a new phase in the development of Dutch horticulture. In the previous edition, we described that year as a ‘year of celebration’. Now, two years later, horticulture is in a different place and the list looks remarkably different. In 2017, we deliberately opted for a twoyear interval between the releases of the classic Hillenraad100. There are two reasons for this, on the one hand to be able to focus on a special theme in the intervening year. On the other hand, an interval of two years makes the position changes all the more apparent. This enables us to interpret developments even better.

The overall picture is clear: a huge rise in technology companies, a standstill for genetic engineering companies and pressure on growers and trading companies. Prices and margins are under pressure in both the food horticulture and floriculture sectors. However, companies that meet the global demand for technological solutions in the production of vegetables, floriculture and legal cannabis are reaping the benefits. It shows that the world of international horticulture is changing.

There is both a consolidation battle going on and a growth spurt of companies under the influence of Private Equity and investment companies. Both the Hillenraad Top 100 and the top category 500+ show a different picture this year. Many of you will be surprised by the shifts. This was also the subject of intensive discussions in the Expert Committee.

The main thrust is clear: the Dutch horticultural sector needs to regroup in order to continue to play a significant role internationally, and the companies that are able to convert this vision into results are the winners on this list. 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. This year we see leading companies growing faster than ever before, and which have entered the top 10 out of nowhere. Growth is essential to maintain a lead position. This international match is played on the cutting edge. Which is why we would like to encourage some healthy competition, and present the Hillenraad100 as the best monitor of the developments in the horticulture industry.

The horticulture cluster and corporate Netherlands The companies in the Hillenraad100 are the most prominent among the approx. 18,000 companies that make up the entire Dutch horticulture cluster. This cluster is of great value to the Dutch economy. Innovation and competition are fierce, and employs approx.

100,000 people.

Committee of Experts

In this edition, the Hillenraad top 100 companies are good for a turnover of 10.57 billion euros, employment of 57,483 people, of which 31,713 in the Netherlands.

The top 500+ companies have a combined turnover of 11.04 billion euros, employ 152,374 people, of which 10,600 in the Netherlands.

The Hillenraad100 is composed according to a careful procedure. The starting point for the assessment is the research and the weighting in the model carried out by Hillenraad’s experts. The results of the research model are then presented to the Committee of Experts.

It is an intense 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.

Recognition for entrepreneurship

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 100 companies that made the list.

Accountability Statement

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.

Open competition

The Hillenraad100 is an open competition for companies in the knowledge, capital and technology-intensive horticulture industry. We look beyond (greenhouse) horticultural products alone. The list contains companies from the entire horticulture cluster with a firm foundation in the Netherlands. Hillenraad closely observes no fewer than 250 of them. We seek out the 100 leading companies in the horticulture industry. The Hillenraad100 is therefore the leading monitor when it comes to developments and dynamics in the sector. As we wish to offer a complete image, businesses can also be placed on the list without first being asked.

By doing so, we create the list of companies that matter.

Assessment

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: qualitative assessment, assessment by a selective peer group of 50 professionals from the sector, quantitative assessment of key business figures, average EBITDA growth (CAGR) 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 mostly how the trend has developed over time. The ‘industry footprint’ is all about absolute figures.

Top 100 legend

The company profiles have been carefully compiled 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 used information provided by the companies and gained from public sources, and took developments into account until late-August 2019.

Category Category within the horticulture cluster Total turnover Total group turnover Turnover H100-Q Turnover relevant to the Hillenraad100 assessment Employees total Total number of employees Employees BTL Employees abroad of outside the Netherlands International Number of branches branches outside the Netherlands Estimates by Figures marked with * Hillenraad100 due to lack of public sources

TOP 100

| Hillenraad100 | 2019 | 15

98 Mprise Agriware

100 Banken Champignons

Category trade Total turnover € 96,000,000 Employees total 279 www.bankenchampignons.com

As entire tribes are embracing vertical farming as a ground-breaking innovation, Banken Champignons has been doing it for years. After all, mushrooms must be grown in highly conditioned environments.

But this is not the main reason why Banken Champignons is on our list. Our eye mainly fell on the amazing growth that this beautiful company from Gelderland is experiencing and the important role that Banken Champignons plays in the fresh produce industry. This is the second largest chain company in Europe that specialises in a broad assortment of fresh mushrooms. The business adds a lot of value with special mushrooms and product mixes. An example is the Vitamin D mushroom, the ChampBurger and the World Fillings series. With these products, Banken Champignons is attracting the attention of the growing group of flexitarians looking for delicious and high-protein alternatives for meat. This is another good example of how added value in the horticulture industry can make the world healthier. The business sees itself as a born integral chain player with a strong network in composting, production, innovation, trade and added value through processing. A special newcomer on our list, and finally some more entrepreneurship from below the large rivers. And when the market picks up again, this business will shoot up like a mushroom towards a higher classification in the Hillenraad100.

99 Nieuwkoop Europe

Category production Total turnover € 41,000,000 Turnover H100-Q € 19,000,000 Employees total 148 Employees BTL 7 International branches 2 www.nieuwkoop-europe.com

Nieuwkoop Europe is back on track. Companies like Nieuwkoop have suffered for years from the recession of a few years ago. The current economic boom has put Nieuwkoop Europe back in the saddle, because the demand for green plants for large interior projects has exploded.

With a wide range of potted plants, hardware and support in interior planting, Nieuwkoop is now focusing on restoring its pole position in that market segment. The company left Westland and opted for the centralisation and expansion of its head office in De Kwakel, with a new 28,000 m2 building. The company’s expertise and activities will be bundled at this new location. By concentrating import, production and trading activities in one location, the company will be able to take full advantage of economies of scale. Its logistics processes have also been restructured in order to keep lines as short as possible. And, compared to a number of years ago, there is much more focus on e-commerce and digitisation. After a turbulent period, Nieuwkoop Europe has been achieving excellent results for a number of years now.

Category services Total turnover € 7,000,000 Turnover H100-Q € 3,000,000 Employees total 78 www.mprise.nl/agriware

Mprise Agriware is a recent addition to our list, but the company itself has been in the business software market on the Microsoft-Dynamics platform for many years. Joop de Jong, director of Mprise Agriware and Mprise Analytics, has even been in ICT since 1984. In short, we welcome a company that understands how business software works.

Now that the horticultural sector is really starting to work with ERP software and data analytics, this business is growing rapidly for Mprise Agriware. With this software, breeders and growers are able to organise complex productions, use of space and cultivation plans as efficiently as possible. Given that the company’s applications can be used anywhere in the world, Mprise Agriware aspires to become a global player. Knowing that other tech companies are able to rise to enormous heights in a very short time, this is certainly not an unrealistic wish.

More and more small and large customers are knocking on the door, and growth is substantial. This growth requires even more qualified consultants and even more implementation capacity. Rapid internationalisation in terms of customers and employees is therefore called for.

97 Moerings

Category production Total turnover € 8,000,000 Employees total 55 Employees BTL 8 International branches 1 www.moerings.nl

Moerings’ assortment includes hundreds of products. The water plant nursery realised that this is a lot for a niche market. Customers’ time is limited, after all, and stress of choice is looming. Moerings could have gone for a smaller assortment, but the nursery decided to steer another course, one of clarification and marketing. By approaching specific customers with specific products through weekly campaigns and monthly trolleys, Moerings manages to maintain its position of specialist and total supplier of water plants. There are no other suppliers in Europe where customers can buy a broader assortment or make quicker purchases in this segment. The business remains a nice niche player, but will have to take a leap to a larger sales market if it wants to maintain this position. For this reason, Moerings is trying to further spread its wings in Europe. Their new building with more growing possibilities and better logistics have to make this possible.

It will be thrilling to find out whether this adventure will be a success.

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TOP 100

96 Greenco

| Hillenraad100 | 2019 | 17

Category production Total turnover € 40,000,000 Employees total 126 www.greenco.nl

When others start walking, too, you have to make your own leap forward. For many years, this has been the motto of Greenco, the company that made small snack vegetables big. Greenco was the first to come up with snack vegetables and thus also launched a strong brand in the market. Copycat producers soon attempted to take a bite out of that lucrative market. Greenco responded with even more varieties. And right when it picked up momentum, the weather thwarted Greenco with devastating hail in 2016 and with extreme heat in 2018 and 2019. It has not broken the company’s spirit, however, as Greenco remains a leader in finding solutions. With a continuous stream of consumer campaigns, it is able to remain in the spotlight in various areas such as work, school, sports and on the go. In this way, Greenco is powerfully staking its place in the healthy food domain.

In keeping with this, is the step to be the first (again) to propose packaging that is made from 100% recycled plastic. Greenco has partners such as supermarket chain Jumbo and The Greenery at its side; here, too, they see that ‘healthy’ and ‘plastic packaging’ are actually an odd combination. Greenco remains worthy of Hillenraaad100 and is fully engaged in regaining the role that is best suited to it - excellence in value creation.

94 Kreling Chrysant

Kreling Chrysant might as well be called Kreling Giant. This family business is one of the largest chrysanthemum growers in the Netherlands and delivers to large-scale retailers with a growing area of 35 ha. This business offers a ready-made product for a strong, competitive price, which is not surprising. Their chain is ultra-short, the business delivers chrysanthemums directly from its own nursery.

Remarkable in these times of digitization, is that Kreling Chrysant prioritises personal contact with their customers over online presence.

This almost ‘old-fashioned’ approach is innovative again nowadays, and definitely a USP. You could say that Kreling Chrysant is going for personal and driven craftsmanship. Although this approach may seem more market-driven than rooted in visionary leadership, it is strong and unique. Calmness, stability and common sense are Kreling Chrysant’s characteristics. The challenge for the coming years will lie in leaving a healthy financial company for the next generation. And maybe introduce some modernisations here and there after all.

93 Royal van Zanten

95 Van den Bos Flowerbulbs

Category bulbs Total turnover € 62,000,000 Turnover H100-Q € 56,000,000 Employees total 120 Employees BTL 56 International branches 6 www.vandenbos.com

One person’s high is another person’s low, as demonstrated by Van den Bos Flowerbulbs. The business is suffering from the quickly growing legal cannabis market in North America; a number of growers are switching to this more lucrative form of cultivation. Van den Bos Flowerbulbs’ response to this is diversification. The business sees opportunities in other countries and goes all out for them. In order to achieve this, they are focusing on freesia and zantedeschia, because lilies are temporarily out of favour in multiple markets. The lily market is proven to be a volatile one once again. For these efforts, they are mainly looking at the growth market of China, where large numbers of smaller growers are served via importers. Business is also good in Colombia and Ecuador, with direct delivery to large growers. The new web portal plays a key role in all this. This portal will soon allow Van den Bos Flowerbulbs to immediately switch with and provide advice to all customers, whether they are big or small. This digital tool and the appointment of a new Commerce and Operations Director show that the business is working hard on its market position. The global top three position is fiercely defended, but it is currently a battlefield.

Category production Total turnover € 20,000,000 * Employees total 95 Employees BTL 30 www.krelingchrysant.nl

Category genetics & young plants Total turnover € 65,000,000 Employees total 1,657 Employees BTL 1,350 International branches 10 www.royalvanzanten.com

With over 150 years of experience, Royal van Zanten has lived through all possible ups and downs. The business is a global leader in the production of bouvardia and alstroemeria, and in Europe it is a leader in pot celosia. That does not mean that things are handed to them on a plate, and so Royal van Zanten has to fight every day to maintain its position. The popularity of bulb flowers such as lilies is not a given, so that is a bit of a concern for the company here, too. But we also have some good news to report. Royal van Zanten was taken over by investment company Nimbus in late 2018. The financial reserves of the new owner have to guarantee the necessary investments in research and marketing. As far as the latter is concerned, a lot of hope is placed on e-marketing, which is a new branch for Royal van Zanten. With the new shareholder and CEO, structure and focus are added to Royal van Zanten’s course. Their task is now to organise processes, reducing the distance to the customer even further and cherishing the pipeline of new products and then introducing them carefully.

92 WBE GROUP

Category trade Total turnover € 212,000,000 Employees total 307 www.wbe.nl

The many flower and green creations on the WBE website may look exuberant, but this leading player in decorative foliage, cut flowers and related floriculture products is modest. Well-known names such as Westland Bloemen Export, Bloemengroothandel B.J. van Duyvenvoorde and Javadoplant are part of the WBE Group. None of them depend on overblown image campaigns or jubilant marketing propositions.

These companies - and therefore the entire group - rely instead much more on true operational excellence. These are entrepreneurs who do not spend a single euro too much, not even on communication for the sake of appearances. The money that is spent mostly goes to optimal organisation and management. Due to the key position in the Dutch horticulture cluster, WBE Group belongs on our list of leading companies as a model of down-to-earth business acumen. Like the beautiful decorative foliage of WBE Group in bouquets and creations, really.

Not dominant, but always present, albeit discreetly so. The group’s motto is ‘Green is our foundation’. So is sensible entrepreneurship.

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TOP 100

| Hillenraad100 | 2019 | 19

89 Germaco

91 OK Plant

Category production Total turnover € 21,000,000 Employees total 124 www.okplant.nl

OK Plant is in the spotlight. New construction, a nomination as International Grower Of The Year or the new store concept ‘Green Up Your Home’, much has been written about OK Plant. It just goes to show that this Little Kolibri (a phalaenopsis variety) expert has a lot going on. OK Plant sets the trend with its clever use of marketing and communication. It understands that the sale of a product is not only about the product itself, but also or especially about the ‘story’.

This is a great way to get out of the awkward position in which the phaleanopsis currently finds itself. OK Plant is also intelligently looking for chain partners, namely those parties that are too small to continue on their own. In this way, it can intelligently build up a scalable place in the chain. Here too, customers are increasingly supported with data analyses. In this way, the customer relationship becomes closer and a win-win is created. OK Plant is bursting with ambition and clever marketing plans. After appearing in the SUB40-ranking last year, it’s currently in this top list as well. So things are clearly going well.

90 Hoogweg

Category production Total turnover € 28,000,000 * Employees total 400 www.hoogweg.nl

In our opinion, every segment of the greenhouse horticulture industry is shifting towards a situation in which three very big players are setting the tone. This top three are not to be missed in our ranking of Dutch top companies, so Hoogweg must be mentioned. This sweet pepper grower has achieved an acreage of one hundred hectares in a little over twenty years. That means they are one of the big players in the greenhouse vegetable production industry. Hoogweg does note make its presence known as much as comparable tomato or sweet pepper businesses, but that does not take away from the company itself. Giving your all in daily business operations and continuing to excel, that is the strength of Leo Hoogweg. Hoogweg has now reached such a size that it should be able to organise its own sales. Currently this is still done via Van Nature.

The management of Hoogweg is aware that this is quite a different specialism and does not feel the need to do so yet. You should only take this step if it advances the business. In the meantime, Hoogweg is steadily growing and has Luttelgeest to itself to continue building its top three position. Steady as it goes - fine entrepreneurship, sober and business-like.

Category production Total turnover € 11,000,000 Employees total 130 www.germaco.nl

Germaco is the second superpower in this list with the traditional Dutch tulip as a product. Ever since the start in 1988, Germaco has grown into a company that grows 120 million tulips and cultivates tulips on the 220 ha. necessary for this purpose. Germaco supplies to large-scale retailers and is familiar with the market’s discipline; it is all about a razor-sharp consumer pricing and ditto quality requirements.

Making production increasingly more efficient then becomes a requirement, which to Germaco is the ultimate challenge. The three brothers De Wit have turned this into a fine art. Hence the emphasis here on mechanisation and automation. We see Track & Trace from bulb to flower, self-propelled topping machines, LED lighting and self-developed high-quality flower processing lines. Despite all this technology, it still requires more than 100 people to have all processes running smoothly. Although Germaco may not be a marketing machine aimed at added value, the company is incredibly efficient and highly competitive. Successful with a down-to-earth mentality - this is appreciated by customers and employees alike. A great newcomer who once again shows where Dutch common sense can lead.

88 Royal Hilverda Group

Category genetics & young plants Total turnover € 30,000,000 * Employees total 187 Employees BTL 150 International branches 4 www.royalhilverdagroup.com

‘Let’s unite two strong companies’ was HilverdaKooij and Florist Holland’s explanation for their merger. These two breeders with different products are losing no time. After the summer of 2019, the construction of greenhouses and industrial buildings will start in De Kwakel, next to the existing Florist Holland establishment. It is a wise decision to act as one business from the beginning. By their own account, the product lines complement each other nicely: a whole range of cut flowers and pot plants by HilderdaKooij and gerbera by Florist Holland. Together, they can make bigger investments in new technology, attract people and expand their international product locations. However, we are wondering whether this merger was motivated by an internal synergy wish or the external market pressure.

We will leave that question open - it is probably a combination of both.

The result is a bundled business that does not present itself to the outside world that often. For HilverdaFlorist, the traditional chain is still alive and kicking. The focus is mostly on their own technology and production techniques. But if you’re strong, you should show more than that. Unknown, unloved.

20 | Hillenraad100 |

87

Van Dijck Groenteproducties

Category production Total turnover € 50,000,000 Employees total 133 www.groenteproducties.com

‘Producing for the sake of producing is a lost cause’, says Peter van Dijk of Van Dijck Groenteproducties, also known as the ‘purveyor to Lidl’. This very large producer of many types of lettuce prefers short lines to the customer. How promising is the product? What do we need to do or stop doing for it? The stakes are high, because the acreages and the production numbers are high. This means that Van Dijck Groenteproducties looks before it leaps: ‘We discuss everything with the end customer, we give a ‘go’ or a ‘no go’ together’. The careful steps forward also show in the transition from field cultivation to covered cultivation. Van Dijck Groenteproducties has about 2,000 hectares of open cultivation, but is now investing a lot of money in covered cultivation. In Siberia, subsidiary Siberia BV built 9 hectares of greenhouses for lettuce and leafy vegetables. This turnover is comparable to 90 hectares of open cultivation, and Van Dijck Groenteproducties sees plenty of opportunities in this regard. Will we see the largest field vegetable grower of the Netherlands become the largest grower in covered cultivation? These are exciting developments, because here, too, the costs precede the benefit.

86 Zentoo

Category sales Total turnover € 88,000,000 Employees total 253 www.zentoo.nl

Newcomer Zentoo is a joint venture of growers and cultivation companies that together focus on one product: chrysanthemums.

The current question at this club is: How can we hold our own in a rapidly changing world, a world in which we see other chain parties growing and expanding? Zentoo’s answer: become ever bigger yourself.

To this end, Zentoo has been working hard on its foundation in recent years and has made the step from a cooperative to an executive and centrally managed company. In doing so, it has one clear objective in mind: safeguarding its market position. Its management was professionalised with the appointment of a three-headed management board. The number of members was increased by 28 hectares, so that Zentoo continues to grow in offer and assortment. Digitally, Zentoo is now taking the step towards a professional webshop, from where it can connect all chain partners. From its autonomous position, Zentoo wants to grow further over the coming years and more emphatically stake its claim in the chain. Will Zentoo soon be able to gain the momentum needed to grow autonomously within our list?

85 Emsflower

Category production Total turnover € 32,000,000 Employees total 380 International branches 1 www.emsflower.de

If not for the fact that the word ‘agile’ had already been coined, entrepreneur pur sang Bennie Kuipers would undoubtedly have come up with it at some point. The man behind Emsflower is always on the move, and is the driving force behind this very flexible, idiosyncratic and versatile company that produces potted and bedding plants as well as tomatoes, among other things. Characteristic of Emsflower is

that its greenhouses are designed in such a way that a different plant species can be cultivated at any time, in order to continue to serve the ever-changing consumer. Emsflower is constantly working on changing its business operations and even its location, depending on market opportunities. These are now mainly seen in Germany. For this reason, the greenhouses in the Netherlands will be divested and by 2022 there will only be production in Germany. No less than 100 hectares are equipped with greenhouses and of course the much-discussed Erlebnis centre. All activities will then be concentrated in Emsbüren. Bennie Kuipers wouldn’t be Bennie Kuipers if a new adventure wasn’t started there as well; Emsflower is set to begin producing lettuce. There are now plenty of opportunities in fresh, local vegetables. And where there are market opportunities, there is Emsflower. The name may become a little ill-fitting, but a creative solution will probably be devised for that as well.

84 Schoneveld Breeding

Category genetics & young plants Total turnover € 11,000,000 Employees total 460 Employees BTL 165 International branches 1 www.schoneveld-breeding.com

Schoneveld Breeding is aiming for direct cooperation in the chain.

The focus is on the grower, Schoneveld Breeding provides them with cyclamen, primula, potted ranunculus and campanula. This does not mean that this breeder from the east of the Netherlands is blind to the market. On the contrary, Schoneveld Breeding is working hard on a solid combination of product-grower-market with a philosophy of sticking to what you’re good at. There is a direct and stable connection to the European consumer market via the line of growers’ association Addenda, within its own assortment and with its ‘own’ brand. A second way to move towards this more direct market connection lies in the fact that they joined the brand-new digital platform Wiungo. This allows European retailers to view the Schoneveld Breeding products oneon-one on the online shelves. This is a unique step for a breeder, a new working method. The new PlantXperience in Twello is also nice. This initiative shows how aware Schoneveld Breeding is of the importance of marketing. Nice developments, let’s hope that all of the ambitions are achieved.

83 RedStar Groep

Category production Total turnover € 107,000,000 Employees total 440 www.redstar.nl

It has been some time since the RedStar Group was last part of the higher spheres of the Hillenraad100. In the meantime, other companies have surpassed RedStar. This goes to show that staying at the top is often even more difficult than getting to the top. So far the RedStar Group has proven unable to properly set out a new course. There was some talk about the group merging with Looye Kwekers, but apparently the blood groups were too different to make this happen after all.

Where Looye Kwekers’ Honeytomatoes are truly visible as a brand on the shelves, the small tomatoes of the RedStar Group that are ‘sweet as honey’ are not (yet). The fact that they are now available from Albert Heijn was broadly reported as a news item by the press. However, this was not truly new, as far as we know. The statement to the outside world described it as a direct link to Albert Heijn (‘this is as short as the line gets’, these were RedStar’s own words), but this is no guarantee for a better price. All in all, the RedStar Group is one of the top five tomato players, but not sensationally innovative or leading.

TOP 100

| Hillenraad100 | 2019 | 21

80 Dijk van Dijk

82 Sion

Category young plants Total turnover € 30,000,000 * Employees total 150 www.sion.eu

In June of this year, owner Eric moor implied in an interview that Sion has been doing the same thing and producing the same things for too long. This born entrepreneur had been bubbling with ideas for some time now. He saw that the organisation had to change. More selfmanagement, different roles for specialists and managers. And Sion sees that there is pressure on the phalaenopsis market. ‘We want to continuously innovate phalaenopsis’ is what this breeder and producer of young phalaenopsis has set as a task for itself. And this way, Sion is re-developing its place in the market. We see clearer choices regarding new, distinctive phalaenopsis orchid varieties and clearer choices regarding new sales markets, because Sion realises that Europe is too small to stay at the top. We also see how Sion is expanding its knowledge to reduce the time to market and is exchanging the newest breeding techniques. The opening of the Sion Trend Lab, that helps customers ‘seduce’ their consumers, is also in line with the desired leap forward. They have a lot of new and positive energy. Sion is setting a new course.

81 Van VLIET Flower Group

Category trade Total turnover € 110,000,000 Turnover H100-Q € 94,000,000 Employees total 238 Employees BTL 33 International branches 1 www.jvanvliet.com

We see something remarkable at Van Vliet Flower Group. The business that sells cut flowers, cut foliage and plants, amongst other things, shows steady growth. This is remarkable, because the floriculture sector is under a lot of pressure. This growth was partially achieved through the take-over of Calandiva nursery Tisento. We thought this was a remarkable move, because backward integration by floriculture companies has not been very successful in the past. It remains to be seen whether these initially positive effects of the purchase will last, because it has been going less crescendo this year. We are wondering what the actual reason behind the take-over was, it does not seem to help the group much. In addition, the Van Vliet Flower Group is also suffering from the ongoing Brexit soap, because it does business with the United Kingdom quite often. This blow is somewhat softened by the fact that business is going better than expected in Eastern and Southern Europe. Its move to serve as a launching customer for Floranti, a new software platform to connect growers and traders, is interesting. We see Van Vliet’s course as ‘searching’, but born entrepreneur Sjaak van Vliet probably has more plans.

Category production Total turnover € 8,000,000 Employees total 90 www.dijkvandijk.nl

Dijk van Dijk call themselves Masters of Hydrangeas and pulls out all the stops to stay at the top. Important steps to achieve this are the recent merger with Kwekerij De Bonfut, the increased focus on own breeding and approaching other breeders. Dijk van Dijk sees plenty of opportunities in the marketplace and is aware that scale and in-house genetics are essential for reaping the benefits of these opportunities.

A larger company is able to invest more in the ever so necessary own unique products, digitisation and professionalisation. It is exactly the move that larger companies are now making and that allow them to break away from the group. Dijk van Dijk is also making great progress in the areas of marketing and product innovation. An example is the introduction of a daring product such as the SMOKED hydrangea, a painted hydrangea. Such bold novelties are doing a fine job at brushing up this plant’s traditional image. It fits the ‘trendy’ website perfectly.

A thumping good business.

79 Codema Systems Group

Category technology Total turnover € 61,000,000 Employees total 168 Employees BTL 160 International branches 2 www.codema.nl

With Codema Systems, we are on the threshold of a new era. These are not our words, but those of Nordian Capitol, the investment company that invested in the business in August 2018. Now Codema Systems can take the step themselves towards (substantial) international growth. Codema Systems focuses first and foremost on the high-end markets of the United States, Canada, China and Western Europe.

The company has all possible technological solutions for greenhouse horticulture. With six different disciplines, it is a complete system integrator. This means that there are plenty of opportunities: vertical farming, autonomous growing, remote growing and of course the ever so lucrative legal cannabis market, for example. Gideon de Jager, commercial director and ‘son of’, is working hard on a five-year plan that should turn Codema into ‘the Google of greenhouse horticulture.’

He immediately admits that this is aiming very high, but the statement says a lot. Codema Systems is filled with dynamism and pecunia as well, to really take big steps. Good to see this business returning tot the top of the Dutch greenhouse horticulture industry.

22 | Hillenraad100 |

78 Scherpenhuizen

Category trade Total turnover € 360,000,000 Employees total 385 www.scherpenhuizen.nl

Transporting, packaging, marketing. That is a short description of Scherpenhuizen, a business from Brabant and a welcome newcomer in our list of top companies in the Netherlands. Scherpenhuizen is certainly participating in the highest business ranks, because it is one of the top five AGF exporters in the Netherlands. Here we see a true chain player. Scherpenhuizen buys from hundreds of growers and sells this produce to big names such as Lidl and Aldi in England and Germany.

Finally becoming part of the select group of the Dutch top horticultural companies must be quite pleasing to Scherpenhuizen. This is the result of driven entrepreneurship and steady growth. Scherpenhuizen was once rejected by fusion auction The Greenery. That was the signal for born entrepreneur Martin Scherpenhuizen to do it on his own: ‘simply’ approaching all of these growers yourself and finding your way to the larger retailers in Europe yourself. Scherpenhuizen expects to reach an annual turnover of 500 million within a few years. When this happens, we may see this business on the same playing field as The Greenery.

It’s certainly a possibility.

77 Proeftuin Zwaagdijk

Category services & research Total turnover € 6,000,000 Employees total 50 www.proeftuinzwaagdijk.nl

Proeftuin Zwaagdijk is one of the few private research centres that operates on a broad agricultural spectrum. On multiple locations in the Netherlands, research is conducted, for instance, into growing chrysanthemum on water, seed germination, developments in hydroponics and certification audits for pesticides. The business does not only focus on greenhouse horticulture for that matter, but also on other agricultural industries, such as arable farming and field vegetable farming. Proeftuin Zwaagdijk is a participant of the World Horti Center in Westland and works with the educational institutions and innovative companies from the industry there. The rather national character is striking, however. Its activities are currently mostly focused on the Dutch horticulture industry. We do see a somewhat of a tendency towards international operations, with the recent joining of Rhizome, a European research network. Given the fact that the biggest opportunities now truly appear to lie abroad, and given the fact that Proeftuin Zwaagdijk is working in Seed Valley with companies that do operate globally, this is rather remarkable. The Dutch name may be an impediment to international growth.

76 Onings Holland

Category bulbs Total turnover € 47,000,000 Employees total 73 Employees BTL 3 International branches 1 www.onings.com

Onings Holland is a traditional family business that is among the top lily companies in the world. But how do you remain standing as a business in a time where lilies are not exceptionally popular, and regulations in import and export countries are becoming stricter? Onings Holland has one answer to this question: staying up to date and being right on the ball when it comes to the latest market developments. Although the exporter keeps up with the times, it is not a leader. Despite big investments in automation, to have flower bulbs ready for shipping more quickly, amongst other things, Onings Holland is still multiple links away from the consumer. In the traditional chain, the exporter mostly attaches importance to maintaining good relationships with customers and suppliers. This company is a solid beacon in the ocean, that continues to steer its own course unperturbedly despite the unrest on the market. We are curious to see whether the next generation will take the space to implement (further) innovation into the chain. For now, the company is quite indifferent to a little volatility.

75 Jiffy Group

Category supplies Total turnover € 72,000,000 Employees total 202 www.jiffygroup.com

‘Pretty cool’ and ‘awesome’. Those are the recommendations of the American YouTuber Stoney Ridge Farmer. He uses the Grow Your Own products that are popular among American do-it-yourself gardeners.

The recyclable Jiffy pot is also featured and is ‘awesome’ as well. It is a good example of how Jiffy Group is getting more and more grip on the US retail market. The products are basically no different from those for Jiffy’s professional customers: they serve as a growing medium for roots and plants, large or small. Jiffy Group has created an impressive variety of products and solutions over the years. The company has products that are suitable for the highly advanced grower and breeder, as well as for smaller growers in, for example, southern Africa, and now also for consumers in the western world. In addition to product innovation, Jiffy Group also seeks to optimise production and order processes.

Because of the structure and the minimal external communication, the company comes across as a somewhat closed bastion. This also cost points in the assessment, because in 2019, every company is expected to be transparent

TOP 100

| Hillenraad100 | 2019 | 23

72 74 Van Iperen

Category supplies Total turnover € 248,000,000 Employees total 237 www.iperen.com

The fact that Van Iperen is on the list is a direct result of the change of course of another company on this greenhouse horticulture top list, namely that of Horticoop. This company closed down a number of business units in 2018, including fertilisers and chemical crop protection operations. Van Iperen was already a specialist and a significant player in the liquid fertiliser market, but with this move the company is taking a big leap forwards. The distribution centre in De Lier is also now owned

by Van Iperen. These operations are added to the already impressive assortment of items for agriculture, horticulture and arable farming, livestock farming, flower bulb and fruit cultivation and green spaces.

Van Iperen grew the most in the last decade, with, among others, the take-over purchase of a number of suppliers and the foundation of Van Iperen International. With the centenary celebration in sight – the company will celebrate its hundredth anniversary in 2021 – Van Iperen will become even more visible and powerful. With the entry of Van Iperen on the list, new dynamism is added to the group of suppliers that contribute to further growth and internationalisation of production companies.

73 Van der Lugt Lisianthus

Category production Total turnover € 18,000,000 Employees total 45 www.vdlugtlisianthus.nl

Van der Lugt Lisianthus is a lisianthus star player. The demand for these flowers is so high that the business can barely keep up with it.

They are working hard to construct a new garden that should be ready next year. At this new location, flowers will be grown according to the principles of Het Nieuwe Telen (The New Cultivation) with a much lower energy requirement, which is a first for a lisianthus grower. Van der Lugt Lisianthus sees that the demand for quality products increasingly comes directly from the florist. The web shops do their job and the chain appears to be reducing for this company too. The intensified employment of marketing is also definitely helping. The new location also plays a role in this regard, because it has room for an Experience Center, where the company aims to inspire and connect florists and designers even more. Van der Lugt Lisianthus is also getting closer to the client at the auction with its own box, to allow for ultra fast delivery.

If the demand for this special flower stays at its current level, Van der Lugt Lisianthus will again be at the forefront.

Logiqs

Category technology Total turnover € 17,000,000 Employees total 54 www.logiqs.nl

This newcomer to our list can also be found in another nice ranking, the Top 250 Growth Companies 2019. This is a selection of the fastest growing Dutch companies (scale-ups), compiled by, among others, the Erasmus University. One of the criteria is an average growth of 20% over the past few years. Logiqs even reaches 40%, because this company has focused on the market for mobile cultivation systems. Vertical farming is ‘hot’ among global tech players and investors - consequently, as are the solutions by Logiqs. These systems are a logical continued development of the (logistic) solutions that this company has been supplying to the horticultural sector for some forty years, including roller tables and cultivation cells. The way in which the modular solutions can now be leased by consumes as well, is clever. This allows for wide use and reduces initial costs for the customer. In addition, customers can use the online 3D tool to put together their own precisely-fitting system, including control and registration software.

At Logiqs too, the only true obstacle is the challenge of attracting enough qualified people to keep up with the growing market demand.

In any case, the innovative new building offers room for further growth.

A strong newcomer with enormous ambition and potential, a true exponent of the new-style-horticulture.

71 Royalpride Group

Category production Total turnover € 29,000,000 Employees total 363 Employees BTL 63 International branches 1 www.royalpride.nl

After an enormous peak in 2017, things slowed down a little for the Royalpride Group in 2018. Royalpride Group is not at a standstill, however. Its acreage is being expanded both in the Netherlands and in the United States. In addition to vine tomatoes, the company is also growing cucumbers in its greenhouses and there have been some nice digital and commercial developments. The cooperation with Optimal Labs, an American business that is steadily climbing with autonomous growing based on AI, looks very promising and future-oriented. The goal is to realise autonomous food production as close to cities all across the globe as possible, which is a very topical challenge, but not exactly something that immediately bears fruit today. On the European continent, the Royalpride Group is getting closer to its customers (retailers), albeit still through the Harvest House line. Sales data are analysed and shelf plans are being collaborated on. In this sense, Royalpride Group is still appreciating the time-honoured chain and the traditional relations on the market side. But at the same time, on the production side, the business is working on disruptive cultivation models that may render growers with green thumbs obsolete.

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TOP 100

| Hillenraad100 | 2019 | 25

68 Groenland

70 Delphy

Category services & research Total turnover € 28,000,000 Employees total 247 Employees BTL 69 International branches 14 www.delphy.nl

When your son tells you that he is going to devote his entire life to cannabis, most parents wouldn’t be thrilled about it. Unless this son is one of the approximately 200 experts employed by Delphy, who sink their teeth into their respective specialties. Then you know: they will really go for it. This company is really putting a lot of work into expanding its international position as an expert in cultivation and technology. The experts include their customers in new developments like digital cultivation management and the autonomous greenhouse.

Delphy Digital was created for this specific reason. Where intuition used to be the Delphy expert’s weapon of choice, it is now all about data and models. This gives the consultancy extra probative value.

This move towards remote management takes Delphy to a new level, the earning model is becoming much broader than just advice, but it still requires big investments in new knowledge and skills. Delphy is taking much more responsibility for cultivation, which is an entirely new angle. We see a company that is experiencing an enormous transition in an impressive way. This leads to growth in turnover and the number of scientists that wants to work for Delphy - an impressive transformation.

69 Van Dillewijn Group

Category supplies Total turnover € 52,000,000 Employees total 238 Employees BTL 96 International branches 4 www.dillewijn.nl

Van Dillewijn Group is back in the Hillenraad100. The Van Dillewijn Group must have kept a close eye on the social pressures regarding the ban on disposable plastic. As a top supplier of packaging such as bags, buckets and covers for plants and flower, the company is now quickly making a switch towards sustainability. In order to stay prominent, respect for people and the planet is at the heart of all production processes. Van Dillewijn Group even expressly included this phrase in its vision. In order to counter any criticism of ‘greenwashing’, the company expressly informs its customers of the eco costs of a product. This is truly trend-setting and innovative. In terms of logistics, there were some things that had to be organised in the past years. The company therefore switched from three warehouses to one ultramodern and brand-new logistics centre. Automation and robotisation are applied in the new Logistics Centre. This means that all operations are now gathered in one location. Not only is this more efficient, it also contributes to the sustainability objective that Van Dillewijn Group is increasingly emphasising due to less logistic movements. In short: nice new developments of a world-class horticulture player.

Category trade Total turnover € 112,000,000 Employees total 107 www.groenland-bv.nl

As the holding of its companies Celieplant, Bouquetnet, Bloominess, GreenChain and Greenpackers, Groenland holds a strong position in the floriculture industry. EY previously described the company as a leader in sustainability due to its sustainably constructed buildings and ecological working method. For this reason, Groenland is one of the nominees for the EY Entrepreneur of the Year award. The company already made a switch seven years ago by prioritising people and the environment. Since then, John Celie has been looking beyond turnover and results. The company will stay on this course for the coming years by further reducing plastic and pesticides. This large player in flower and plant export operates in dozens of countries and tries to reduce the distances in the chain by decentralising responsibilities to the different companies. The various companies under the holding can run their businesses and take their market opportunities as they please. This way, the company wants to be closer to the market and be able to recognise changes quickly. Groenland is definitely a beautiful and innovative company, but the results cannot keep up with the ambitions yet.

67 Adomex

Category trade Total turnover € 102,000,000 Employees total 141 Employees BTL 16 International branches 2 www.adomex.nl

Adomex is an international chain player pur sang and is mostly looking to perfect this role: ‘For the entire chain, because everything has to be right’. Adomex also said the following about this role: ‘Developments are occurring at a rapid pace in the chain’. Their efforts are mainly geared towards making things as convenient as possible for customers.

They are doing this through e-commerce, VMP links and portals (in the long term), amongst other things. This way, customers are able to sell directly from Adomex’ stock. For customers that are less digitally advanced, personal support is still provided. It is clear that the strategy combines operational excellence and customer intimacy. With this strategy, Adomex has been an absolute market leader in decorative green for years. In order to achieve further growth, they are targeting new markets: the United States and Asia. A strong player, and an indispensable link in the chain for many bigger and smaller customers.

Not spectacularly innovative, but rock solid and stable.

66 Wesselman Flowers

Category production Total turnover € 33,000,000 Employees total 84 www.wesselmanflowers.nl

This company grows a typically Dutch product, tulips, and has a lot of ambition. Despite its structural quick growth in terms of turnover and results, Wesselman Flowers wants more. They are intensively looking for opportunities to integrate either forwards or backwards in the chain, to safeguard their current prominent place in that chain. Perhaps cooperation with like-minded companies in the tulip market is an even more interesting option. In any case, the company considers a scale-up is necessary in order to remain at the top in the tulip industry. The great strength of Wesselman Flowers is its own contact network with largescale retail; the business operates close to the market. But there is always room for improvement, so Wesselman Flowers wants to know which flower variety and colour its customers want in even more detail.

Consumer knowledge and customer intimacy will become important spearheads in the coming years. They are growing well, and the main reason why this growth is limited is finding the right people. But this is a challenge that every leading company faces these days.

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TOP 100

65 Beekers Berries

| Hillenraad100 | 2019 | 27

Category production Total turnover € 10,000,000 * Employees total 155 www.beekersberries.com

Two years ago we welcomed Beekers Berries to this top list of Dutch horticulture companies and this has only left us wanting more. Since then, Beekers Berries has further developed into a company with a clear goal of playing a part in the upper segment. The big leap forward was of course the merger with BerryWorld in early 2018. The new combination sees plenty of opportunities in the still-growing market for berries and soft fruit. In keeping with these ambitions is the professionalisation of the marketing and branding of Beekers Berries.

We see a new packaging type that looks just as stylish and luxurious as that of the well-known Honey Tomatoes by Looye Kwekers. All in all, BerryWorld is firmly in the saddle. The knowledge of varieties and cultivation techniques built up over more than twenty years cannot be easily matched or copied. This is a good example of how, as a company, focusing on a growth segment and special product varieties makes you indispensable for the upper market segment. Hats off!

63 Van den Berg RoseS

64 Van der Ende Groep

Category technology Total turnover € 21,000,000 Employees total 72 www.vanderendegroep.nl

The Van der Ende Groep is constantly evolving - they are (further) changing their course. With many young people on board, including Managing Director Lex van der Ende (31), the company is evolving from a ‘one-dimensional’ product supplier (i.e. pumping) to a problemsolving business with a large range of technologies. The ambitions are sky high and the Van der Ende Groep’s products, knowledge and experience confirm this. There is no doubt that there are opportunities.

Not only the demand for climate solutions is high, but the demand for sustainable products also continues to increase. Van der Ende Groep cleverly responds to this. The Poseidon sodium remover won the Greentech Sustainability Award last year, for example. Unsurprisingly, the group increasingly has meetings with the customer at an early stage, in order to think about solutions right from the start. In August of last year, the group moved to a new building in order to facilitate further growth. However, combining the growing range of services and products with digital developments will remain a challenge for the company. The company also frankly admits this.

Category production Total turnover € 56,000,000 Employees total 2,058 Employees BTL 1,810 International branches 3 www.bergroses.com

There is never a dull moment with Van den Berg RoseS. This rose nursery is always operating in multiple countries: The Netherlands, Kenya and China. In the Netherlands, the exclusive Avalance+ is the showpiece of the business, of course. Van den Berg RoseS is working hard to follow the chain reduction trend on the European continent.

With a web shop and direct delivery to the importing wholesalers, the company’s working method has changed. Van den Berg RoseS also facilitates the sales activities for fellow Dutch rose growers, a completely new step. These days the rose production from Africa goes almost directly to large-scale retail. We also see interesting moves in China. Van den Berg RoseS is working there on its own sales platform, where other products will be sold in addition to its own (local) production. This is a new step: from grower pur sang to direct sales through its own platform. Chinese florists are approached directly via social media and the sales platform. All of this should lead to a nice climb in the ranking, were it not for the fact that 2018 was not exactly a great years for premium roses in Europe.

62 Staay Food Group

Category trade Total turnover € 417,000,000 Employees total 378 International branches 11 www.staayfoodgroup.com

The Staay Food Group is a somewhat anonymous player in the Hillenraad100 pack. This business has one of the highest scores on our ‘Industry Footprint’ parameter (basically: how important are you in the industry in terms of scale and size), and one of the lowest on the ‘Prominence’ parameter. Sure, we see nice investments, such as the fairly recent one in Venlo. The business opened a new 12,000 m2 location there for storage, logistics and Cash & Carry.

The other new building in Dronten seems to become a bit of a headache. The company has been working on an immense location for Vertical Farming for a few years, but financing is not going well. It has to wait for the essential subsidy from the European Regional Development Fund. This is frustrating, because we can clearly tell that the group is itching to get started and to set the tone. Experiments are already being performed at a pilot site, in cooperation with Rijk Zwaan and Certhon, among others. The latter two are among the leading group of our list, and Staay Food Group would like to be part of this group too, of course.

28 | Hillenraad100 |

61 Gipmans Planten

Category young plants Total turnover € 44,000,000 Employees total 127 www.gipmans.nl

‘We don’t want to label everything as innovation right away’, says Erik Gipmans in an interview with the Limburg website Agrofood Netwerk Limburg. A wonderful, sobering quote. Because we often read about innovation, when in reality existing things are being improved. Just like the fact that new packaging was called a ‘concept’ years ago. The quiet Gipmans is not the window dressing type at all. Call a spade a spade, do the right thing and do it well. This cultivation plant giant and leading producer of herbs mostly looks at the German market. Gipmans sees that it cannot distinguish itself from its colleagues in the west of the Netherlands in terms of the cost price. However, Gipmans Planten can make a difference through relationship management and customer intimacy. In order to make the most of its opportunities in this market, with millions of consumers, Gipmans Planten recently started an intensive cooperation with Schreurs Plantenkwekerij from Sevenum.

The duo will work together in the areas of cultivation plants for vegetables in the open field, ICT and plant resistance research. For Twan Schreurs, this means that the future of his beautiful company is secure, and it is a valuable expansion for Gipmans.

60 AAB

Category services Total turnover € 5,000,000 Employees total 38 www.aabnl.nl

AAB’s customer list reads like an edition of the Hillenraad100: many of the top businesses on our list are customers of these advisors, engineers and brokers. AAB focuses expressly on supporting top businesses that struggle with complex issues, such as business value, energy and CO2 issues, geothermal heat, land acquisition, real estate and taxation. You have to be alert at all times when it comes to volatile and business-critical subjects such as energy, and this advice is offered as a subscription, so that customers are permanently informed.

The broad range of services is distinctive and complete. This allows the business to shed light on an issue from multiple angles and to act quickly. The colleague with expertise in a particular crucial detail is only one door away. AAB likes to lead from the front with its advice.

The necessity of internationalisation and increasing sustainability was already stressed years ago, but by now the penny has dropped for the clients. This shows that these advisors are not the ‘your wish is our command’ type. They provide critical thoughts and in doing so enable their customers to grow. Smart people with a strong reputation.

59 Holstein Flowers

Category production Total turnover € 12,000,000 Employees total 111 www.holsteinflowers.nl

This family company, that is currently being led by the third generation, has become a global top player in gerberas. Holstein Flowers is pulling out all the stops to stay a top player. This specialist, with 134 varieties in its assortment, knows the power of innovation and innovates constantly: from the assortment to the growing techniques to the market segments. However, the competition is growing, so growers and breeders recognise the importance of establishing a strong brand.

In doing so, Holstein Flowers looks for different ways to reach the customer. By cooperating with online platforms like Bloomon and Bloompost, for example. The latter even delivers flowers to customers’ mailboxes. Companies also often try to find a way to the end customer, cooperating with strong marketing partners, in order to tell the story of the Holstein gerbera better. After all, customers easily let themselves be guided by the price, which is why they need to be convinced with

a story. These are smart moves by this gerbera specialist, who also employed a market researcher for the European market. This player knows how to stay on top in a changing world.

58 Ansu

Category production Total turnover € 8,000,000 Employees total 38 www.anco-pure-vanda.nl

If you get to decorate the wedding of both the son and daughter of the richest Indian with a large number of flowers, you know you’re doing something right. This grower’s trademark is special flowers and plants. The grower of special orchids is celebrating its 25th anniversary this year. That moment also marks the dawn of a new era, because Anco pure Vanda merged with breeder Suphachadiwong Orchids from Thailand in April of this year. It promptly changed the name from ‘Anco pure Vanda’ to ‘Ansu Vanda’. The grower continues to offer exclusive Vanda and wants to continue to expand this under the new name.

Ansu Vanda wants to become a famous and successful consumer brand. It hopes to achieve this, among others, by selling new, green and special plants cultivated in Thailand. In order to facilitate this, the company recently merged with the neighbouring tomato grower.

The success is based on the importance of offering the right products and using the right means of communication to reach the customer.

It manages to be among the top companies due to its effective Instagram account, exclusive products and focus on the consumer.

57 Opti-flor

Category production Total turnover € 33,000,000 Employees total 317 www.optiflor.nl

‘When do customers ask for Opti-flor? that is the question we have to answer first’, say the owners of this phalaenopsis specialist in an interview in late 2018. And that is exactly the key question. Opti-flor is continuously working on new varieties to surprise the demanding and unpredictable customer. And successfully so, because Opti-flor is one of the few companies in this segment with considerable brand and name recognition. Opti-flor has much faith in the future, as shown by the newest production location with another 26,000 m2. But for how long will business continue to go well? We clearly see saturation in the phalaenopsis market, the novelty has worn off. It therefore makes sense that Opti-flor is intensively thinking about new roads to explore.

We read the following in that same interview: ‘The biggest challenge is strengthening the Opti-flor brand. Digitisation is a tool to achieve this.

We are pioneering on online platforms such as bol.com, Flora@Home and Love Flowers, for example.’ We think that it’s about time to be more alert than ever.

TOP 100

| Hillenraad100 | 2019 | 29

54 Afriflora Sher

56 Floricultura

Category genetics & young plants Total turnover € 66,000,000 Employees total 1,272 Employees BTL 271 International branches 4 www.floricultura.com

Floricultura is slowly but steadily getting a makeover under the leadership of Ronald van Geest. The initially somewhat closed bastion has opened its doors with a new website, amongst other things.

This new course allows us to take a better look inside. We see the people behind the product and the drive with which tens of millions of orchids are produced every year through the company’s own breeding (of course), propagation and cultivation. And we see that the company is also looking outside more through these same doors too, which is demonstrated by the appointment of a brand new marketing director.

This director can immediately start working on anthurium, because this product recently became part of Floricultura’s assortment.

‘The anthurium industry needs a fresh breeze’, says Ronald van Geest.

‘New varieties, and more importantly, a different market approach.’

This is almost painful for other (big) players who market this product, but it might be only too true. This diversification is Floricultura’s response to the levelling off of the orchid market. This means that the frontiers are pushed back. Even geographically, because the company is catching sight of the growth markets of North and South America more expressly. Exciting developments!

55 Koninklijke Vezet

Category foodservice Total turnover € 360,000,000 Employees total 978 www.vezet.nl

Vezet is basically always bracketed together with Albert Heijn. Their sales are on the shelves of the largest retailer in the Netherlands every day. We brought up this question before: to what extent are you still an entrepreneur yourself, then? Whichever way you look at it, about a million and a half kilos of products have to be sold every week, in many varieties and processing variants. Phrasing it more positively, you could say: Vezet is strongly embedded in the food cluster, because their relationship with the retailer (and therefore the consumer) could not be closer. Vezet is also building close relationships with other parties, such as B-Four Agro. This company has been providing six lettuce varieties grown in water since the beginning of this year. This is clearly a joint effort of B-Four Agro, Vezet and Albert Heijn. This means that they do actually think about new concepts and products that the (ever so unpredictable) consumer likes over and over again. It is so much more than ‘your wish is our cutting command’. The consumer needs Vezet’s strength and creativity. The things that happen here may not be that exciting, but Vezet does hold a strong position in the food cluster.

Enviable.

Category trade Total turnover € 114,000,000 Employees total 10,000 Employees NL 44 International branches 3 www.afriflora.nl

The largest rose company in the world with Dutch shareholders is a special case. Afriflora Sher is mainly in the news when another big investor appears. In 2014 the private equity company KKR invested in Afriflora Sher, their interest has since then been taken over by investment company Sun European Partners. This partner has also invested in other businesses in the agriculture industry. Afriflora Sher claims that it devotes much attention to sustainability and contributes to the development of the Ethiopian employees and their communities.

Some media make comments on that, but we see no reason to doubt Afriflora Sher’s efforts in this area. Be that as it may, Afriflora Sher is an enormous powerhouse in African roses that European retailers are eager to do business with. These retailers know very well how vulnerable their own reputation is, and how critical the outside world is. That is part of the reason why Afriflora Sher co-signed the IMVO Horticulture covenant that aims for responsible international horticulture crop production. Regardless of what we Europeans think of it, the Ziway people in Ethiopia are benefiting from this robust and stable business in their country.

53 Incotec Group

Category seed technology Total turnover € 367,000,000 Turnover H100-Q € 137,000,000 * Employees total 382 Employees BTL 190 International branches 10 www.incotec.com

Under the umbrella of parent company Croda, Incotec is preparing for the next steps in the further improvement of seeds by means of the latest technology. Now that peace and quiet has been restored within the organisation, Incotec is going strong again internationally.

New innovation centres were opened in both the United States and China. Incotec closely cooperates with regional customers in these innovation centres, custom development is a key factor in the success.

The license agreements with partners show that Incotec likes having others contribute to innovations and sharing in them. Many of their operations are focused on maintaining their acceleration and growth.

This also shows in the way in which they work on prototypes and on knowledge exchange within and between teams. Incotec is finding more and more sparring partners within its own Croda family. Plant Impact, a producer of biostimulants, was brought on board this year, for example.

We may see a growing player in crop protection and seed enhancement, but insight into the results are still the mother’s prerogative. Their growth only seems to be limited by external factors: restrictions in Europe and the trade war between the US and China. This is frustrating, because the world is in dire need of technology by companies such as Incotec.

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TOP 100

52 Dalsem Groep

| Hillenraad100 | 2019 | 31

Category technology Total turnover € 65,000,000 Employees total 86 www.dalsem.com

Dalsem Groep sees plenty of opportunities due to a worldwide rise in demand for (mostly sustainable) food. The group provides complete greenhouse systems and interacts with customers to develop them.

Their focus is clear: the best quality greenhouse for the best price.

What is ‘best’ depends on the customer. An important tool in their service is the new TNO programme SIOM 2.0. This tool enables the model-based development of the optimal greenhouse for a specific location. This ‘perfect fit’ approach is catching on. Dalsem Groep delivers a custom solution, using proven techniques. From the drawing board to the realisation and training, the people of Dalsem Groep are with the customer during the entire process. The group operates in 52 countries and optimally serves customers of very different levels.

This flexible mindset starts at the own factory in Den Hoorn, where the management can be found on the floor too. This way, they can respond immediately if necessary. Building personal relations is just as important to Dalsem Groep as building greenhouses. Customers all over the world greatly appreciate this.

51 SV.CO

Category production Total turnover € 20,000,000 Employees total 120 International branches 1 www.svco.nl

SV.CO knew growth in 2018 like never before. This grower of chrysanthemum, kalanchoe, primula and euphorbia took over Kwekerij Vijverburg and even opened a new nursery a few months later. As a result, the operating surface grew from thirteen to twenty hectares. SV.CO now has a production capacity of almost 33 million plants. The business knows that scale matters if it wants to count for something in the future. It can peak in periods of demand with a broad assortment, for example. SV.CO is selling enormous quantities, especially to construction markets, supermarkets and garden centres.

Impressive is the fact that the average order size is small. Their big challenge is now to manage this almost unbridled growth. These opportunities in automation and digitisation are necessary to benefit optimally from the scale. Let it be quite clear: SV.CO understands better than anyone else that scale matters, in the sales market, the labour market and to keep up with all of the technological developments.

50 Best Fresh Group

Category trade Total turnover € 310,000,000 Employees total 773 Employees BTL 10 www.bestfreshgroup.com

Best Fresh Group is working hard to break free from its traditional role.

The focus was traditionally on trade and logistics, but the group is now moving towards the customer of the customer: the consumer. We see how consumer labels and brands are created from the four divisions within Best Fresh Trade, such as Chefs Inspiration from Sous Fresh

and Discovered from Yex. In combination with this new strategy, we also see an intensive use of market information and market analyses.

You could say that this is way too late for a fresh produce company.

Food companies from outside of the industry have been working with this type of crucial data for years. But it’s finally happening: Best Fresh Group wants to be situated next to the retailers and no longer serve as an intermediary. In order to realise this role, a pilot with Predictive Analyses was started. The company wants to operate more pro-actively and decisively in combination with Business Intelligence and selfmanaging teams. We see a change in thinking and operating based on results. Best Fresh is fully aware that it has to accellerate if it wants to stay among the best of the Dutch league.

49 Priva

Category technology Total turnover € 87,000,000 Turnover H100-Q € 55,000,000 Employees total 493 Employees BTL 119 International branches 14 www.priva.com

We can best describe Priva’s course as promising. Priva sees many opportunities in a world that is urbanising, has climate problems, where water is scarce and sustainability is becoming more and more topical.

As a specialist in climate solutions and process control for greenhouse horticulture, Priva feels called upon to come up with solutions to these major issues. The setting up of the Infinite Acres joint venture with 80 Acres Farms and the Ocado Group fits in with this vision. In doing so, Priva wants to be at the forefront of Indoor Farming. It is a great step towards more local production and fewer logistical movements of horticultural products. The company wants to build a leading cloudbased platform and an open ecosystem for data-driven services.

The plans look impressive and certainly useful. However, the list of plans and wishes seem to exceed Priva’s power to execute. What will actually be achieved in the future? Regrettably, we are seeing growth in results lagging behind the other players in horticultural technology.

Priva’s drive is clear, now it’s time see its effectiveness.

48 KP Holland

Category production Total turnover € 24,000,000 Employees total 451 Employees BTL 250 International branches 1 www.kpholland.nl

Breeding and Growing: with these two disciplines, KP Holland is a significant player in horticulture. The company not only develops new varieties, but also cultivates flowering plants. KP Holland belongs to the top of the market in kalanchoe, curcuma and spathiphyllum.

Incidentally, the old business model of the nursery is shifting; we are seeing a movement towards the licensing model. Things are going well, but KP Holland also recognises the fact that something has to be done to keep it that way. In view of its scale, KP Holland is diligently looking for cooperation in order to secure the necessary breeding knowledge and skills. To this end, substantial investments have also been made in the new Tissue Culture Laboratory. Interestingly, KP Holland sees opportunities to further expand its role within the chain by making better use of the immense amount of data it has collected.

A data specialist has been hired for this purpose. This development has, moreover, taken place in several companies in the sector this year.

In the meantime, the third generation is also being prepared to lead the family business to the next phase. Future-oriented entrepreneurship is central here in all respects.

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TOP 100

| Hillenraad100 | 2019 | 33

45 Levarht

47 Dool Industries

Category technology Total turnover € 93,000,000 Turnover H100-Q € 80,000,000 Employees total 157 Employees BTL 37 International branches 1 www.doolindustries.com

Dool Industries has been taking a strategic course from providing products to offering solutions for a while now. This makes it a lot easier for them to think with their customers all over the world and to do more for them. For this purpose, the commercial employees are playing the role of cycle advisors more often. Smart move, because this means that you will still be at the customer’s table when the lighting has been delivered and the systems are in operation. The Internet of Things solution ‘Hortisense’ is completely in line with this philosophy.

This allows customers to predict revenue and their own advisers can monitor the process from a distance and provide input. Smart and of high added value. Another nice initiative, if only because of the name, is LED’S research! With this service, subsidiary Hortilux wants to innovate together with its customers. The developments in the United States and other countries with ‘challenging’ political situations are a different story; after all, we live in a VUCA world. Dool Industries responds alertly, for example, to the American wish to keep production within the borders of the country as much as possible, with the value proposition ‘Made in North America’. That is how you turn the U of Uncertain into the U of Understanding.

46 Paardekooper Group

Category supplies Total turnover € 187,000,000 Turnover H100-Q € 84,000,000 Employees total 226 Employees BTL 36 International branches 3 www.vanderwindt.com

Pacombi Horti clearly finds itself in a period of searching and probing for a distinctive market position. The juggling with its name makes that clear. Customers sometimes have trouble seeing exactly who’s doing what. That is not advisable. The name is changing to Paardekooper Group, but a number of business units will continue to exist as a brand name. Either way, the group currently finds itself in turbulent waters. Plastic packaging is under the magnifying glass, especially in combination with fresh horticultural products. Subsidiary The LCA Centre is working on thorough research to guide the often emotiondriven debate about packaging. In this way, the group is in discussion with major decision-makers, such as governments. In the case of Single Use Plastic, the discussion has now come to an end: it must stop. The group is reacting alertly to this, with alternative materials and by thinking about recycling. It is an indispensable player in the chain who is always looking for the way to supply the right packaging to the very different customer groups. The latter turns out to be increasingly complex.

Category trade Total turnover € 301,000,000 Employees total 527 Employees BTL 94 International branches 5 www.levarht.com

Levarht has the ambition to be in the top 10 of the Hillenraad100 by 2023. With this year’s ranking, they have taken a nice first step in the direction of this ambitious position. Levarht is back on the list thanks to the impressive development that this business has undergone. Here we see a good example of chain reduction. Initially a traditional pivot between producers of fruit and vegetables, Levarht is gradually letting go of this role. The entrepreneur is developing like a true marketing and sales organisation: from an intermediary to a connector based on knowledge, logistics and data. The company invests a lot in digital systems and data analyses, such as the new Teler Portaal (Grower Portal). Levarht even appointed a full-time data analyst. They are also fine-tuning production. Along with partners, Levarht is looking for opportunities to increase the availability of fruit and vegetables and to be able to offer the same products of the same quality yearround. They are investing in growing without daylight, for instance, to investigate the possibilities of this method. It is good to see how this leader is fighting for a spot among the absolute best.

44 Ter Laak Orchids

Category production Total turnover € 27,000,000 Employees total 247 Employees BTL 25 International branches 1 www.orchidee.nl

‘The phalaenopsis market is saturated and has shifted from a demand to a supply market’, Ter Laak Orchids itself observes. Orchids are no longer growing to the sky, prices are under pressure, in short, it’s time to chart a new course. Ter Laak Orchids is doing this by expanding its management with a commercial director. A data analyst has also been recruited. After all, nowadays you have to know who buys what and why. Ter Laak Orchids also obtains this information from the recently opened Orchid Store. Ter Laak Orchids is responding to the trend of ‘blemished products’ and ‘plastic shaming’ with Authentic Orchids and Feel Green, respectively. The latter takes place under the Decorum label. This is significant, because Ter Laak Orchids has clearly opted to sell its own products under a different label. But what would happen if this company took the plunge and sought out the consumer itself in an innovative way? It’s sometimes necessary to surpass oneself.

TOP 100

43 Hessing Supervers

| Hillenraad100 | 2019 | 35

Category foodservice Total turnover € 364,000,000 Employees total 96 Employees BTL 3 www.hessingsupervers.nl

With a broad range of freshly cut and ready-made packaged products, Hessing Supervers is part of the growth market called convenience.

The business operates very proactively and closely interacts with customers (big retailers). This means that their connection to the market is strong. Hessing Supervers is not ‘just’ a provider at all, but increasingly behaves like an advisor. The company uses techniques such as data analysis and food shopper insights. This allows Hessing Supervers to sometimes make, as they state themselves, ‘counterintuitive’ proposals to the retailer. They also work with retailers to find promising innovations through workshops, for example. This vision leads to growth and an increasingly strong position in the marketplace.

A great step is the development of its own brand, Just. With this brand, Hessing Supervers learns even more about what inspires the consumer.

Who knows how the currently still small brand will fare in the future.

It’s a great move towards a better brand positioning with the consumer.

41 BVB Substrates

Category supplies Total turnover € 131,000,000 Turnover H100-Q € 86,000,000 Employees total 289 Employees BTL 12 International branches 5 www.bvb-substrates.nl

The most famous Dutch peanut butter brand used the slogan ‘Who didn’t grow up with it?’ for years. This slogan would also be perfect for BVB Substrates. This powerhouse in a large host of substrates enables customers to grow and, for this reason, it continues to grow steadily too. The company is not part of a ‘sexy’ business, but the new online communication does make it a lot more attractive. The business can pride itself upon a beautiful history, as the website shows, and can look forward to a bright future. The global demand for sustainable, organic substrates is increasing. BVB Substrates sees plenty of opportunities in Asia, South America and South Africa. Their recently established joint venture with the Finnish, Kekkilä, a subsidiary company of Vapo Oy, is highly appealing. In this way, a global leader was created in two fields at once: organic growing media for the professional customer as well as in the market for home gardening. The good thing for both of these companies is that this cooperation increases job security for employees.

A strong move by an already strong company.

42 Stolze

Category technology Total turnover € 90,000,000 Employees total 109 www.stolze.nl

The fact that Stolze has been in the (glass) horticultural sector for half a century is in itself more than sufficient proof that this company is constantly moving with the times. Lean and fat years alternated in those five decades, but this specialist in electrical, climate and water technology, supplemental lighting and Priva automation is now in full swing. The portfolio of projects includes big names, and reads as part of this Hillenraad100. Stolze was involved in the highly innovative DagLichtKas (Daylight Greenhouse) of Ter Laak Orchids and the realisation of the World Horti Center. Stolze, in cooperation with renowned partners such as Philips and Priva, is strongly committed to innovation. Better light output at lower costs and optimal water efficiency are currently very topical themes, to which Stolze is responding well. In order to continue to support existing and new customers, service contracts are increasingly being used. Stolze is thereby cleverly pivoting from being simply a supplier to a partnerin-technology, while short-term delivery is making way for long-term, stable relationships. Although Stolze does not have a particularly assertive and explicit communications presence, the market certainly has no trouble finding and appreciating this stable company.

40 Horticoop

Category supplies Total turnover € 186,000,000 Employees total 374 www.horticoop.nl

Horticoop’s current story makes it clear once again how much the theme of chain reduction is topical. It is forcing many companies to change their course and activities. Horticoop observed that it is becoming increasingly difficult to be profitable in the wholesale trade, because producers and end customers are having increasingly less trouble finding one another. Things have therefore been turned around considerably and its wholesale activities in the Netherlands have been divested. The company’s biological crop protection operations were transferred to Koppert Biological Systems, the chemical crop protection and fertilisers found enthusiastic buyers in Van Iperen and Mertens. The focus has shifted to substrates, coatings and technical services. With its own R&D, own production and own marketing, an entirely new Horticoop has essentially been created in the Netherlands.

The company acknowledges that it will lose existing customers with this new course, but expects that other customers will in fact benefit more from this new focus and that new customers will come into the picture as well. In addition to the three new core activities mentioned above, Horticoop also sees potential in the field of light, data and energy. New roads, new opportunities. Here, too, is a company in transition.

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TOP 100

39 Hoogendoorn Groep

| Hillenraad100 | 2019 | 37

Category technology Total turnover € 201,000,000 Turnover H100-Q € 15,000,000 * Employees total 173 Employees BTL 21 International branches 3 www.hoogendoorn.nl

At the Hoogendoorn Groep, we see continuous innovation as a result of talking to the customer and the plant. This specialist in automation for optimal cultivation and climate conditions offers customers worldwide a wide range of high-tech solutions for optimal production conditions.

Here we see how horticulture is becoming more data driven every day.

The Hoogendoorn Groep mainly uses new technologies such as AI, Machine Learning and Deep Learning. LetsGrow, the online platform for crop comparison, plays an increasingly important role in its services and is therefore one of the gems within the group. For some time now, it has also been possible to make a harvest forecast in this way; in the new PlantVoice programme, the plant is at the heart of the programme and is given a voice of its own, as it were. Based on the principles of The New Cultivation, the optimal growth balance for plants is automatically adjusted. The Hoogendoorn Groep is happy to share all this knowledge and expertise with its customers, through webinars and an e-learning portal. It’s all in all a contemporary club, which has recently returned to operating as a private company under the Batenburg flag. In our opinion, its purpose is expressed somewhat pompously: ‘feeding the world’s population’. Shouldn’t it be: ‘making the best technology and making a good living from it’? There’s certainly nothing wrong with that and it keeps things transparent.

38 Metazet FormFlex

Category technology Total turnover € 50,000,000 Turnover H100-Q € 44,000,000 Employees total 164 Employees BTL 79 International branches 6 www.metazetformflex.nl

Metazet FormFlex has an appropriate name, because it is in great form: this specialist in greenhouse interiors, internal logistics and growing technology is taking big steps in an increasingly turbulent world. The business operates on every continent and therefore faces issues such as Brexit and trade restrictions. But this business is ‘flex.’

The strength of Metazet FormFlex lies in the broad product portfolio and the large, global customer base. This spread adds stability and the ability to quickly respond to the market demand where necessary.

The business is benefiting from the legal cannabis gold rush in the United States and Canada, for example. And we can see an interesting shift from technique to technology. The prime example of this is the development of the IRIS! Scoutrobot, which is produced under the label of Ecoation and Micothon. Other familiar names on this list are also part of Ecoation: Delphy and Koppert Biological Systems.

With this, Metazet FormFlex is moving towards cultivation analysis, cultivation improvement and crop management. Data is the future and Metazet FormFlex wants to be at the forefront of this future. That is a smart move.

37 PB tec

Category technology Total turnover € 31,000,000 Employees total 86 Employees BTL 20 International branches 5 www.pb-tec.com

‘PB Techniek aims to compete with the most innovative leaders’, we wrote two years ago. And just look at the development this specialist in electrical engineering, water systems, lighting and automation for horticulture companies is going through. Technology is what PB tec does, innovation is what it lives for. This is how this supplier of advanced horticultural solutions describes itself. PB tec is an ambitious

company that focuses entirely on global growth. This also explains the abbreviation of its name to one that sounds better abroad. Its ambition can now be even more powerfully realised, because the biggest breaking news is of course the takeover of PB tec by the investment fund Victus Participations. PB tec itself took over the horticultural branch of the Canadian company Armada Electrical Services Inc. With this increased power PB tec wants to further conquer North America, Australia and Asia. This company is going straight for its goal, thus consolidating its position in the world. By also having a local presence, PB tec is closer to the customer. All of which provides a solid basis for further growth.

All bets are off, it would appear, at PB tec.

36 Porta Nova

Category production Total turnover € 24,000,000 * Employees total 36 www.portanova.nl

The leading entrepreneurs behind Porta Nova may have read Jim Collins’ book ‘From Good To Great’. You can always take an extra step to become Great, as long as you are able to think as a pioneer. This grower of the exclusive rose Red Naomi! was already doing great with a musthave product for the market. With new construction of 8.6 hectares in Waddinxveen they went even a step further. A greenhouse has been built there with state-of-the-art technology, All Electric. In this way, Porta Nova aims to create the most sustainable rose ever, everything that could be done with electricity was done with electricity. The newly built premises were necessary in order to meet the large demand for this specific rose. It is the result of focusing on and delivering an extraordinary, high-quality product according to the latest requirements in the fields of technology and sustainability. With the new acreage, they should soon be able to delivery 180,000 stems per day. By directly doing business with the importing wholesaler in the European sales market, Porta Nova is one step closer to the end customer. And within its own niche, Porta Nova has surpassed every competitor: it is almost impossible to catch up with them, so much quality and dynamism.

35 Fachjan Project Plants

Category production Total turnover € 17,000,000 Employees total 77 www.fachjan.nl

Most nice houseplants are no taller than two metres. Fachjan Project Plants mostly focuses on a niche, with an assortment of plants that start at a height of 200 centimetres. Many plants in new pools and zoos in Europe come from this Westland company. Fachjan Project Plants chooses to distinguish itself with XL sizes. And with success, because the company is the market leader of the project market with XL plants. If you open a magazine with reports about trendy companies, you will see a complete jungle of green inspiration. Fachjan is riding this wave wonderfully. The strength of this business is focusing on a limited assortment and then excelling at every aspect of it. They employ someone full-time to ensure the current plant supply is correctly posted to supply banks, so that the supply is 100% correct every day.

Surprisingly enough, the company does lead the way in terms of sustainability. It is one of the few companies in the Netherlands that fully compensates for its CO2 emission by planting bamboo in Uganda.

Fachjan makes sure it does everything properly, so that customers keep coming back. The company understands that it is the customer who ultimately determines their success. Fachjan is a traditional player and is steadily achieving success by ‘doing’ rather than ‘not doing’.

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TOP 100

| Hillenraad100 | 2019 | 39

32 De Jong Verpakking

34 Bosman Van Zaal

Category technology Total turnover € 57,000,000 Turnover H100-Q € 54,000,000 Employees total 286 Employees BTL 20 International branches 4 www.bosmanvanzaal.com

Bosman Van Zaal is soaring and riding the waves of a growing demand for horticulture technology in order to meet the worldwide demand for efficient and food-grade production systems in greenhouses and climate rooms. The main challenge that they face is finding good employees in the Amsterdam area. In this period of boom, you find yourself having to compete with Schiphol, the many logistic companies in the area and lively technology start-ups. This provider of total solutions wants to be fully known as the best innovator in the horticulture industry, and has therefore targeted innovators. These innovators produce crops for, among others, food, pharmacy and floriculture. Bosman Van Zaal offers much more than a product and opts for co-creation. The merger between Bosman and Van Zaal already ensured a large amount of in-house technology and design force, and since March of this year, the company has even been housed under the same roof. Their customers are global companies in the higher market segment with complex issues. They want innovations like a greenhouse that is not connected to gas. They want solutions that save labour and costs and meet the highest requirements regarding hygiene, safety and regulations. Bosman Van Zaal’s activities and market approach are gaining momentum.

33 CombiVliet

Category production Total turnover € 78,000,000 Employees total 835 www.combivliet.nl

CombiVliet has been walking the path of operational excellence for years and works with military precision. The tomato continues to play the leading role for this superpower. Remarkably, CombiVliet firmly believes in the existing chain. By entering into the right partnerships, the company wants to play a leading role in this. At first glance, you could call CombiVliet the archetype of a large-scale tomato grower.

But this would be selling CombiVliet short. In addition to its focus on the year-round production of top products, it pays a great deal of attention to its employees. Job satisfaction is key. It’s good to see how CombiVliet gives its employees all the space they need to show the best of themselves. The company motto ‘Growing together’ certainly relates to the personal development of its employees and the growth of the company. Nevertheless, we see an important reason for concern here.

The tomato market has become more volatile and the availability and affordability of labour is becoming more problematic. That is why a step towards foreign production is being considered here as well. Will Dutch legislation and the strained labour market push the Dutch tomato sector across the border?

Category supplies Total turnover € 176,000,000 Employees total 234 www.dejongverpakking.com

‘Opinionated’ and ‘independent’, is how De Jong Verpakking is described by a journalist from the packonline.nl website. A comparison is made with the airline Ryanair: no unnecessary costs, full customer focus and no such thing as ‘no’. Its approximately 250 employees work hard on producing hundreds of millions of corrugated cardboard boxes a year at a staggering rate. Many millions of those end up with thousands of customers in the horticulture sector, which more than justifies the inclusion of De Jong Verpakking on our list. There really is no other company in the Netherlands that is comparable in size and importance for the packaging of fresh vegetables, in particular. For De Jong Verpakking, slogans such as ‘chain reduction’ are not really an issue, because the relationship with the customer is already as short as possible. Said customers cannot (and wouldn’t want to!) do without this company. It’s a great position for a wonderful company that simply works hard - no nonsense - and proves its value to the customer time and again, day in, day out.

31 JEM-id

Category services Total turnover € 4,000,000 Turnover H100-Q € 3,000,000 Employees total 54 www.jem-id.nl

The times are in the favour of JEM-id, since it is a devoted IT player.

The IT company used to look for technical solutions per customer, but two years ago, it started developing software solutions that can be applied in the entire horticulture industry. This translates into solutions with which JEM-id wants to disrupt the sector. A nice example is Floriday, a digital platform that connects all growers to different sales systems. A smart move, because this way the company does not only contribute to the innovation of the sector, but also increases its own relevance for a large range of growers and customers. They can all be connected to such a digital marketplace. JEM-id is also building a contemporary earning model by offering its digital applications as a subscription. With this, JEM-id is creating an essential spot in horticulture for itself. An impressive achievement in itself, but the Committee of Experts believes that they should think a bit bigger. If you do not grow exponentially in today’s IT sector, you will soon find yourself lagging behind. So just so you know, we are expecting big steps in the coming years!

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From vision To solution Bosman Van Zaal creates smart and sustainable solutions for food, ornamental plants and crops for the cosmetical and pharmaceutical industries. We create horticulture, from vision to solution, all over the world.

To realise the vision of our customers, we go the extra mile, backed by the industry’s largest range of in-house disciplines. Together to make the world a better place with horticultural technology.

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TOP 100

30 Biobest Group

| Hillenraad100 | 2019 | 41

Category biologicals Total turnover € 95,000,000 Employees total 1,308 Employees BTL 1,287 International branches 25 www.biobestgroup.com

Biobest Nederland is part of a network of Biobest companies that operates in seventeen countries, under the flag of the parent company Biobest in Belgium. This way, Biobest, which specialises in natural pollinators and organic crop protection, wants to become a multinational organisation that also focuses on integrated pest management (IPM). The company is working towards a dual earning model that supplies products in biological pest control on the one hand, and offers services such as technical support on the other hand available as subscription or otherwise. Biobest is close to its customers with its branches located in different countries. The company thrives on locally rooted presence and chooses custom solutions. In order to deliver the right quality products to customers at the right time, the business has invested a lot in product availability and automation in recent years. Although the company belongs to the top three of the world in the area of pollination, it is still strongly in development in the Netherlands. We are therefore expecting heavy competition in the Dutch market, which we will follow closely.

29 Heemskerk fresh & easy

Category foodservice Total turnover € 124,000,000 Employees total 985 www.heemskerkfresh.com

Today’s consumers want fresh, easy, healthy. Open the bag, place everything in the pan and you’re done. Heemskerk fresh & easy meets that demand and is therefore growing against all odds. In 2018, extra business space was taken over from the neighbouring Pacombi Group, but it’s already clear that the current 28,000 m2 will soon become too small. In this growth, Heemskerk fresh & easy works together with customers and suppliers; after all, there is a common interest. This way the chain is kept as short as possible. With real-time information, the production can be continuously tweaked and adjusted in the event of striking peaks and troughs in orders. There’s no need for jealousy, given that 275 unique items are currently being produced. That number is changing almost daily, because the consumer always wants something new. A new salad robot is going to offer a helping hand in putting together all those different products. Here, too, we anticipate the growing concern within the sector to be able to recruit sufficient production staff. Competition with other sectors is fierce. Heemskerk fresh & easy realises all too well that growing faster than the market requires more than average effort.

28 Van der Knaap Groep

Category supplies Total turnover € 52,000,000 Turnover H100-Q € 51,000,000 Employees total 643 Employees BTL 489 International branches 12 www.vanderknaap.info

This Westland company cherishes its role as the pivot in creating the right breeding ground. By providing complete solutions for the rooting and growth of cuttings and seeds, Van der Knaap Groep is involved in the whole process, from raw material to end product. Integral chain control is part of the core of the strategy for a reason. The business has a clear focus: sustainable products and innovative growing systems for the organic growing of vegetables in particular. Naturally, the Van der Knaap Groep also wants to benefit from the quickly growing international market for controlled cultivation and is a very important supplier for the soft fruit and floriculture industries. These coconut enthusiasts choose growth in carefully selected countries where the group possesses production locations. These are spread across the

world, so that the group is less dependent on weather influences.

To improve the steerability and flexibility of the organisation, Van der Knaap Groep decided to go for a business unit structure in recent years.

Van der Knaap Groep is a steady company that provides its customers with added value in research and development. They were right: sustainability and organic growing are the future. Van der Knaap Groep can play a big role in the scalability of these products.

27 Ridder

Category technology Total turnover € 71,000,000 Turnover H100-Q € 62,000,000 Employees total 312 Employees BTL 52 International branches 6 www.ridder.com

Ridder. A single word for what was formerly known as De Ridder Groep.

Saying goodbye to sub-names like HortiMaX is more than a cosmetic operation. Ridder finds itself in a period of divestment, cleaning up, focusing and repositioning. Ridder wants to be and remain the world’s leading supplier of horticultural technology. It wants to be the supplier that enables greenhouse builders, installers and growers to grow completely autonomously in the future. The investments in digitisation, AI and robotisation are in line with that point on the horizon. All these different technologies and data come together in the Ridder Dashboard.

Ridder realises that such an autonomous greenhouse is a wonderful ambition, but for many customers worldwide it remains a bridge too far. They can get onboard at the level they’re currently on. Ridder adapts itself to the customer, with low-, mid- and high-tech solutions.

The motto ‘Helping you grow your way’ is a clear point of reference, which is concretely implemented by means of smart customisation.

Ridder is not currently experiencing major revenue growth. However, the organisation is preparing for a new leap forward. Ridder is repairing the roof while the sun is shining.

26 Hordijk Groep

Category technology Total turnover € 121,000,000 Employees total 137 www.hordijk.nl

The companies within the Hordijk Groep have been a fixture in the Dutch cluster of (glass) horticultural companies for decades.

That cluster has grown in size as a result of greenhouse construction and subsidiary Alcomij has always played a leading role in this field.

By continuously moving with the market, this supplier of greenhouse constructions, greenhouse roof systems and cultivation tables, among others, has acquired a unique position in the global market. Alcomij focuses strongly on its own R&D, production and marketing, and supplies customers worldwide with the components they require to assemble and set up their own greenhouse on site. Alcomij has thus become a system supplier for international greenhouse builders at every level, on every continent. Thanks to its own R&D and production, Alcomij is also able to respond to, for example, the current demand for cultivation tables for Vertical Farming, with which old factory buildings are transformed into nurseries. This versatility in R&D capacity is also reflected in the development of the new Optinova™ greenhouse roof system. A new type of Smart Greenhouse is currently being developed, which will enable the greenhouse climate to be regulated even smarter and better. Alcomij sees great opportunities in a world that has to feed increasingly more mouths, and embraces those opportunities with verve.

- Waver, Hong Kong Breda, Venlo, St. Katelijne

nonstopfresh

aartsen.com

But we prefer to be on top of our customers’ list.

TOP 100

| Hillenraad100 | 2019 | 43

able to order flowers and plants from multiple countries, and have their orders combined for delivery through a hub. A virtual tool also allows customers to ‘hunt’ their own plants without having to wait for the account manager’s selection. This way, Noviflora conquers foreign markets by offering both local and international products in markets where it has achieved a solid market position. The business expects to achieve much more growth as a result of this new approach. It is impressive to see how Noviflora has the courage to overthrow old methods in order to take a future-proof course. Naturally, it is ‘all hands on deck’ in turbulent times at Noviflora, too.

25 Aartsen

Category trade Total turnover € 223,000,000 Employees total 174 Employees BTL 31 International branches 2 www.aartsen.com

Aartsen probably thought that a new head office warranted a new name. The company removed ‘fruit’ from its name this year. This has a much more international ring to it. And it also makes more sense, because the name ‘Aartsenfruit’ covers only half the operations of this fruit and vegetable trader. The business grew considerably in recent years, especially in Hong Kong, where its growth could even be described as explosive. Aartsen is growing so fast that the biggest challenge it currently faces is finding the right people. This company, which operates in all corners of the world, sets an example: do not wait, but take control. This showed in the step it took to develop its own ERP system. The business poses the same question every day: what does my customer want? Aartsen chooses a clear focus in approach (no wholesale and no export), but a prominent and complete assortment.

It is also not afraid to be adventurous; it imports dried persimmons from Azerbaijan, for example. In recent years, Aartsen has grown from a traditional company into best of class within its own market segment.

The business may have been a little undervalued in the previous edition, but it has now found its place.

23 Delft Research Group

Assisting the chain in work and deed has been part of the genes of Delft Research Group for years. The group supports the international greenhouse horticulture industry with scientific research, analyses and interpretations. This means that the group primarily plays a service role for the many players in the clusters. But this position is shifting slightly. The company is adding technological solutions to its package, such as sensor research, applications and sales, completely in line with the latest digital developments. This way, measurements can be followed in real time from all corners of the world and customers can register their samples online. In doing so, Delft Research Group is moving from its traditional spot on the sidelines towards a more central position in the middle of the playing field. The increased use of sensors changes the earning model and we see how data processing as a paid service is going to grow. The development of the online fertiliser advice programme NetFeed is also interesting. With this programme, the modestly sized Delft Research Group is now even reaching customers in Japan and Korea. This is a great company with a lot of potential, a company that has a good understanding of changes in the market and responds to them proactively.

22 Arcadia

24 Noviflora

Category trade Total turnover € 81,000,000 Turnover H100-Q € 75,000,000 Employees total 176 Employees BTL 26 International branches 3 www.noviflora.com

Noviflora’s performance in the past two years can be described as extraordinarily impressive. Or clever. This floriculture exporter included the term ‘clever’ as a core value of the business for a reason.

The manner in which the wholesale importers were removed from the chain is clever, for example, because Noviflora worked hard to find the shortest route from the greenhouse to the counter. This chain reduction was approached rigorously; all systems, organisation and processes were transformed. This resulted in customers now being

Category services & research Total turnover € 12,000,000 Turnover H100-Q € 10,000,000 Employees total 148 Employees BTL 14 International branches 1 www.agrocontrol.nl

Category production Total turnover € 20,000,000 Employees total 120 www.arcadiachrysanten.nl

Arcadia wants to surpass the chain and is done with traditional sales via the auction. This spray chrysanthemum market leader’s intentions are clear. Business is going well, because Arcadia recently started using a sizeable area in De Lier, which is now their sixth location. Arcadia wants to move forward and feels held back, among others, by the slowness in digitizing the auction. Their effective motto is ‘Then we’ll do it ourselves’. The business is completely devoting itself to its own digital platform, based on the vision and the conviction that digital (direct) flower sales are the future. This will allow florists and consumers to be served directly. Everything’s coming up roses for them, or in this case, spray chrysanthemums, because other Decorum members are eager to join. It shows that ‘the middleman’ is becoming less and less relevant and is simply cut out of the process. Florists and consumers in Europe pay a lot of attention to sustainability. Therefore, Arcadia is working hard on organic pesticides, saving energy (also for reasons related to business economics, of course) and paper packaging. A classic example of a traditional production company that takes a leap forward to its own direct market connection.

‘It is not the strongest companies that survive, but the ones best capable of adjusting to a changing environment’ FEBE FLORÉ - MANAGING DIRECTOR MICROFLOR

Microflor used the turbulent European orchid market as the perfect momentum to further distinguish them from other players. We maximized their opportunities by finding the right partner to accelerate their ambitious growth strategy, leveraging our horticulture sector expertise and on-the-ground presence in 40 countries.

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Contact our global horticulture sector expert Frank de Hek if you consider mergers, acquisitions or divestures as part of your strategy.

Or learn from our market studies on oaklins.com/horticulture

TOP 100

| Hillenraad100 | 2019 | 45

19 21 4Evergreen

Category production Total turnover € 43,000,000 Employees total 359 www.4evergreen.nl

Five generations of entrepreneurial success. Which is certainly not something everyone on this list can say. As the name indicates, this company aims to be a fixture in the horticultural cluster. At 4Evergreen, the focus remains on maximum organic cultivation of peppers. There also remains a strange distinction between what can be called organic in the United States and what cannot in the European Union. While 4Evergreen has been trying for years to bring the European directives into line with the USA, the opposite is now threatening to happen.

And with Trump at the helm, you never know. In the meantime, 4Evergreen is fully committed to scale. If everything goes according to plan, by 2020 there will be new greenhouses on no less than 55 hectares in Terneuzen. These greenhouses are connected to the Yara fertilizer factories and are thus supplied with residual heat and CO2.

4Evergreen does not yet see any reason to enter the market directly, for example with its own brand. The chain continues to run neatly along the line from Harvest House to European retailers. A robust initiative to make the organisation stronger is the coaching of all managers.

Through Lean Management, 4Evergreen wants to detect and employ the personal qualities of everyone within the company. It’s a strong company with an eye for planet, profit and people.

20 Vreugdenhil Young Plants

Category young plants Total turnover € 64,000,000 Employees total 229 www.vreugdenhilyoung plants. com

Vreugdenhil Young Plants has the ‘Midas Touch’: everything these entrepreneurs touch turns to gold. See, for example, the highly successful Pick & Joy concept. This already includes nineteen different products, including Tomatom, which is fascinating and astonishing for the consumer. With this concept, Vreugdenhil Young Plants has a strong consumer brand, which is finding its way to more and more customers in Europe and beyond. Demand for these products is so great that they are now also produced under licence. Any entrepreneur would already be pleased with this success. However, Vreugdenhil Young Plants has many more irons in the fire. Through maximum efficiency and quality, the other three product groups are achieving significant growth and profitability year after year. In order to keep up with this growth, there is even tighter control over the ‘occupancy rate’ of the greenhouses. We have said goodbye to less profitable products, and lease additional acreage when necessary. Cultivation techniques are also continuously being improved and accelerated. It is a very strong company that is innovating and evolving on all fronts.

Floral Trade Group

Category trade Total turnover € 245,000,000 Employees total 866 Employees BTL 110 International branches 12 www.floraltradegroup.com

If you google ‘Floral Trade Group’, you will get a lot of similar hits.

The newspaper Het FinancieeleDagblad called the group a ‘trader harbour’. This relatively new group that consists of a growing conglomerate of flower, plant and accessory specialists has a lot of momentum. In order to keep this growth under control, the MT was expanded with a solid managing director from, significantly, an entirely different sector: the travel industry. Enterprises in this industry also depend on the consumer’s whims. The director may not have a green thumb but does know how to add structure to a family business.

Professionalising, instituting and making optimal use of everyone’s qualities are crucial to Floral Trade Group in this transition phase.

The many activities are neatly subdivided into the three divisions of Retail, E-tail and Specialist Trade. Floral Trade Group’s commercial goal is very clear: being in the floricultural top three in Europe, at the least, and if possible, surpassing a number of larger competitors, who are also part of this Hillenraad100. The business also has one idealistic goal: supporting people in need and social projects through the Floral Trade Group Foundation. A nice gesture from a family business that resembles a group of friends.

18 Beekenkamp Group

Category genetics & young plants Total turnover € 135,000,000 Employees total 2,900 Employees BTL 2,400 International branches 6 www.beekenkamp.nl

‘Without innovation, there is no business’, says the Beekenkamp Group on its own website. And indeed, there is continuous innovation at this versatile powerhouse in vegetable, pot and bedding plants, packaging and chrysanthemums. The biggest change we have observed is in the composition and direction of the management, where newcomer Marc Driessen is now responsible for Beekenkamp Ornamentals - the sales pillar for which the company sees the greatest growth opportunities for the future. In order to achieve this, the company is changing things up: the emphasis is no longer on propagation, but on breeding. With awardwinning novelties such as the Dreams MacaRouge, Beekenkamp wants to continue to seduce and surprise consumers. For the time being, however, the traditional chain is and will remain the guiding principle for the group. But, as Marc Driessen says, ‘Everything has to be exactly right in the chain.’ Global customers are supported by an increasingly sophisticated online customer and order system. The inspiration for the Beekenkamp Group’s activities lies, on the one hand, in the fact that it is closer to the wishes of the consumer and, on the other hand, that it honours the traditional chain. As we are seeing stabilising growth here, the question is whether we still need to step up the pace of innovation.

Woudseweg 9 • 2635 CG Den Hoorn - NL T +31 (0)15 269 58 00 • info@dalsem.com

www.dalsem.com

The world around us is changing rapidly. Certainly, when it comes to the exponential growth of technological developments.

The Group comprises Beekenkamp Verpakkingen, Beekenkamp Plants and Deliflor Chrysanthemums.

A family owned business who is your professional partner for customers and suppliers in the field of vegetable, pot and bedding plants, packaging and cut flower Chrysanths. Together we work worldwide on the high quality of our products. Central to this are the wishes of the customer and market knowledge.

TOP 100

17 Anthura

| Hillenraad100 | 2019 | 47

Category genetics & young plants Total turnover € 100,000,000 Employees total 208 International branches 3 www.anthura.nl

‘The world has changed and we have changed with it’, said Anthura director Marc van der Knaap in an interview in April 2019. And also: ‘In recent years, we have had to move faster and faster, because supply and demand are increasingly being matched’. We can see this anthurium, phalaenopsis and orchid expert carrying out a balancing act. On the one hand there is the long time to market of new varieties, on the other hand there is the ever more erratic consumer need.

At the same time, demand is decreasing and competition is increasing.

In response to this dilemma, Anthura is putting out as many varieties as possible with many different growers, each marketing their (exclusive) variety. Another tool used by Anthura to influence demand is the involvement in, for example, Orchidee NL and Stichting Promotie Anthurium. Innovation therefore mainly lies in the field of quality improvement, the development of varieties and the efficiency of the production processes. The product clearly comes first at Anthura. It is up to the customers to serve the market. The traditional chain at its best. The question is, however, whether this approach is sufficiently future-proof.

16 FleuraMetz

Category trade Total turnover € 365,000,000 Turnover H100-Q € 353,000,000 Employees total 1,164 Employees BTL 641 International branches 36 www.fleurametz.com

You can build your organisation around your product, as most companies traditionally do. You can also do things completely differently and build your entire organisation and management around your customers. That is the course that FleuraMetz is taking now.

We see a business that is rapidly transforming into true customer centricity based on IT, marketing and Data. With this, FleuraMetz is building an organisation platform that waits on its target groups hand and foot. Exporters, wholesalers and retailers can use the scale, technology and market knowledge of FleuraMetz. Customers can choose whether they want to order and purchase online or physically.

This way, FleuraMetz is matching supply and demand in a completely new and entirely flexible way. At an international level, FleuraMetz operates in Europe, Northern and Southern America, Australia and New Zealand. And thanks to the brand-new cooperation with the Hasfarm nurseries, the company now also operates on the Chinese market.

The new FleuraMetz, as we can almost call it, has maximum agility and is organised to respond to any possible market movement. And this is necessary, because this corner of the horticulture cluster is under a lot of pressure.

15 Florensis

Category genetics & young plants Total turnover € 108,000,000 Employees total 2,257 Employees BTL 2,050 International branches 11 www.florensis.com

Florensis has a strong position with its customers. Ordering with this breeder and supplier of young plants is 99% trustworthy. This is an outstanding achievement, because the company sells 1 billion young plants per year. Florensis has been doing everything in its power to make things easier for its customers across the globe for years.

The company is investing heavily in digitisation. In late 2018 the Florensis B2B web shop and the Surplus App was among the winners: the company won a German TASPO Award in the category ‘Best Digital ’. Florensis cherishes its customer community for the further development of digital solutions. Florensis’ reasoning is that perfectly

organised and smooth sales are great, but the back of the company also deserves its full attention. And that is done at Florensis. The business focuses on a select number of market segments and creates exclusive genetics for it. Of course, this senior business has mastered this ancient trade, because it owes its success to it. In order to stay successful, it is embracing the latest technologies now, too. A rock-solid company.

14 Koppert Cress

Category production Total turnover € 37,000,000 Turnover H100-Q € 36,000,000 Employees total 257 www.koppertcress.com

‘We are not a one-trick pony’, says Koppert Cress about itself. So much is being done than creating and marketing flavourful and healthy cresses. Innovation is in the DNA of the business. This shows, for instance, in the very smart deployment of AI. Together with Gibbs Analytics Consulting from Rotterdam, the company is using Instagram to find out what exactly is on the plates of restaurant visitors around the globe. A brilliant discovery. This way, Koppert Cress receives a lot of information first-hand, sees trends and discovers how its own products find their way into the world. They are also experimenting with valuable features within Google to make customers buy even more smartly and to provide them with tips. In this way, Koppert Cress ‘speaks’ one-onone to their most important target group: top chefs. In addition, Koppert Cress energetically continues to expand its assortment, engages in cooperation with worldwide licensees and works hard to expand Care & Cure. Koppert Cress is and will always be the epitome of innovation and successful dynamism.

13 Royal Lemkes

Category trade Total turnover € 265,000,000 Employees total 358 www.royallemkes.nl

On the basis of a strong vision and conviction, Royal Lemkes is working on an increasingly better value proposition for its customers and an increasingly pleasant environment for its employees. The results are beautiful figures and significant growth, but these definitely are not goals in itself. At first glance, the Royal Lemkes operates from a traditional role in the chain: supplying a broad assortment of plants.

Nevertheless, this role is not being filled in a traditional manner, far from it. Royal Lemkes is working in twofold with a number of retail partners. Together, they are working on an optimal assortment on the shelf with strong concepts, category managements, Business Intelligence and smart algorithms for optimal delivery. IT plays a crucial role in their service and they invest heavily in it. Many of these crucial BI solutions are developed in-house and are exclusively shared with the strategic partners. Using all those zeroes and ones does not mean that the people are ignored, because Royal Lemkes is very concerned with social business. No empty words here, but concrete action with its own ‘steward fund’ Green Sparkle. All in all, a top business that nicely combines ‘earning money’ and ‘respecting our planet’.

MAKING THE WORLD HEALTHIER & MORE SUSTAINABLE

TOGETHER Every day we work together with our partners to deliver the most unique and tasty fruits & vegetables.

Our ultimate ambition is to build sustainable partnerships and to contribute to a better world.

Nature’s Pride | Honderdland 611 | 2676 LV Maasdijk T. +31 (0)174 525 900 | E. info@naturespride.nl | www.naturespride.eu

TOP 100

| Hillenraad100 | 2019 | 49

A strong example of this new way of thinking is the development of AutoStix, a technology for automated cutting. This technology was created in close cooperation with both cutting suppliers and growers.

With AutoStix, Viscon Group manages to link both parties to the business for a long period of time, because machines and product carriers need one another. The lines to the customers are also short when it comes to innovations such as MyConveyor, an online transport system, and TheGardians packaging, with which young plants can be sold via e-commerce. Lastly, their participation in the start-up Growpact is very commendable. Growpact allows growers and cultivators in less developed countries to quickly set up their own nurseries using Dutch horticulture technology. A nice gesture from an business that realises that there is more than just achieving short-term goals.

12 Dümmen Orange

10 Category genetics & young plants Total turnover € 333,000,000 Employees total 5,901 International branches 45 www.dummenorange.com

With CEO Biense Visser at the wheel, Dümmen Orange is making a lot of progress in different areas. In the core business, the breeding of horticulture products, hard work is being done on acceleration and increased use of new technology. When he commenced his role, Biense Visser was quite surprised that the horticulture breeding industry is significantly lagging behind the vegetable breeding industry in these areas. The time to market is still much too long, things have to go much faster. For this reason, a state-of-the-art Breeding Technology Center is being built. The Basewelltm technology for cuttings that Dümmen Orange uses is also ground breaking. Access to and cooperation with wholesalers is also key in the current strategy. This cooperation can be advanced through digitisation or by involving category managers early when it comes to product development and programme offer. Dümmen Orange also wants to accelerate the union of the conglomerate of specialised companies that it consists of. In short, there is a lot of work to do, because the results are not good enough yet for a nice pass mark.

We will just assume that BC Capital won’t lose any sleep over it yet.

Looye Kwekers

Looye Kwekers has been the prime example of how to shorten the chain and build your own consumer brand for years. That has not done the company any harm. The margins are good and the public thinks much of Looye Kwekers’ tomatoes. But this is not enough for Looye Kwekers.

It wants to know even more about its customers. The business focuses strongly on selling at consumer level. The communication with the consumer is becoming more direct and more powerful. Initially, Looye Kwekers’ Honeytomatoes were only available at specialist shops, but now the large European retailers are also eager to sell this brand and its younger sister, JOYN. Looye Kwekers is not compromising its own vision and brand values. According to FoodPersonality, the supermarket industry’s trade journal, Looye Kwekers was the ‘most successful fresh produce entrant in retail’ in 2018. The year 2018 was a peak year in other respects, too. The brand awareness of the Honeytomato skyrocketed, the online platform www.looye.nl won awards and the sales of both brands increased significantly (Honeytomato) or even explosively (JOYN). This is, in all respects, a business that every other company can learn from.

9 Bunnik Plants

11 Viscon Group

Category technology Total turnover € 65,000,000 Turnover H100-Q € 44,000,000 Employees total 301 Employees BTL 55 International branches 2 www.viscongroup.eu

The Viscon Group operates in many different technological fields, from automated production and packaging lines to multi-layered growing (vertical farming), from robotised cutting machines to vision software and digitised process control. In short, Viscon Group is involved in every aspect of production, internal logistics and packaging in one way or another. At an international level, customers are lining up to invest in the latest technological developments that Viscon offers. We see that the business is shifting from product supplier to solution provider.

Category production Total turnover € 65,000,000 Employees total 433 www.looye.com

Category production Total turnover € 88,000,000 Turnover H100-Q € 79,000,000 Employees total 393 International branches 1 www.bunnikplants.nl

After a long period of steady growth and the almost inevitable dip (which lasted until the middle of this decade), Bunnik Plants has founds its way upwards again. They significantly changed their course.

The former production-based thinking was replaced by ‘people-based thinking’. The employees are given all the space they need to deal with matters that they think are promising. However, this does not mean that the company has a ‘let the good times roll’ mentality. The personal input and creativity do have to lead to tangible revenue. In addition to this staff-related move, significant investments were made in IT. Todoist played a key role in this. This digital tool for task management is also shared with suppliers, to make sure everyone is aligned. Since then, Bunnik Plants has reached the point where it is able to look outside again. There is a possibility that companies of fellow growers that quit for any reason whatsoever can be included in Bunnik Plants’ ecosystem. And a brand-new design and marketing team is itching to create a green ‘craze’ and to surprise the consumer with this. In short, we see a contemporary business that is completely founded on the notion of the added value of people. The products even seem to be of secondary importance sometimes.

BREEDING TO FEED THE WORLD WHAT WE DO

OUR MISSION

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Enza Academy: tailor made internal training courses

Jaap Mazereeuw Chief Executive Officer and the third generation in command ENZA

ACADEMY

enzazaden.com

TOP 100

8 Van Gelder groente & fruit

| Hillenraad100 | 2019 | 51

Category foodservice Total turnover € 89,000,000 Employees total 492 www.vangeldernederland.nl

Eating more fruit and vegetables is healthy, and Van Gelder Groente & Fruit knows this too. This service provider in food service has the tide on its side, because wealthier customers in particular are open to more vegetables, and, more importantly, more variation. Van Gelder groente & fruit is of great support to the hotel and catering industry, hotel chains, health care institutions and caterers who have to satisfy these customers. Ambitious chefs can go to them for a broad range of products, from pineapples to soursop. Whether it is cooked parsnip and turnip, sauces, herbs or vegetable sprouts that you need, Van Gelder groente & fruit is the ideal one-stop shop. Van Gelder groente & fruit has direct lines with preferred suppliers for purchasing, some of which are also on the Hillenraad100 list. Customers are assisted intensively when it comes to purchasing, stocks and processing.

The lines are as short as possible, partly due to Van Gelder groente & fruit’s own logistics. At the forefront of the group’s global ambitions and vision, will be the brand new Experience Center, one of the most sustainable buildings in the world. Even non-customers, such as pupils, students and other target groups will be welcome here as of late 2019.

Van Gelder groente & fruit does not just want to feed people, but educate them, as well. A thoroughly healthy club in every respect that is setting the tone in AGF this year.

7 Nature’s Pride

Category trade Total turnover € 406,000,000 Employees total 733 www.naturespride.eu

‘Strengthening the partnerships with growers.’ And ‘strengthening partnerships with retailers.’ These two sentences from Nature’s Pride’s strategic course basically say it all. Europe’s largest importer of exotic fruit and vegetables is pushing the chain together completely. In the area of production they are working on digitisation, data collection and data analysis to monitor and guide the ripening and the optimal harvesting period of, among others, avocados and mangos. In terms of shelves, they are working to find ways to extend the products’ shelf life. They do this in cooperation with the American Apeel Sciences.

These projects are a perfect match for the quest of the growing group of consumers who would gladly pay a little more for products of highly predictable quality, which contribute to less waste and a better world.

This means that Nature’s Pride has a rock-solid story. Nature’s Pride also devotes itself to less water waste and working conditions for growers. The business is setting the bar high and surpasses it time and again. A company to be proud of.

6 Certhon

Category technology Total turnover € 90,000,000 Employees total 151 Employees BTL 3 International branches 3 www.certhon.com

Many companies in this Hillenraad100 are describing their goal and vision in a rather ambitious and comprehensive manner and aim to ‘feed nine billion mouths’ or ‘make global horticulture sustainable’, for example. Well, Certhon has a much more specific ambition: ‘Better understand the combination between technology and plant, develop knowledge about growing in protected environments and share this knowledge’. Certhon strives for ‘going from process-related functional data to result-related functional food’. This goes far beyond a clever play on words. The business is searching for new earning models and markets with favourable developments such as growing without daylight and autonomous growing. Certhon employs a very diverse group of specialists to achieve this, from agronomists to engineers and

mathematicians. Certhon wants to investigate exactly how to create an optimal environment for plants, in diverse areas of the world. Important sales markets are Russia, the US and Canada. In the latter two countries, legal cannabis cultivation is a nice moneymaker. The people of Certhon interact with customers very closely and intensively in these different markets. But the relationships in Russia are also very close. This results in nice and complex projects in this large country that aims for self-sufficiency. A strong purpose-driven business with an impressive customer list and an equally impressive climb on the Hillenraad100 list.

5 Agro Care

Category production Total turnover € 119,000,000 Employees total 1,875 Employees BTL 850 International branches 4 www.agrocare.nl

Agro Care may look like a rather traditional tomato grower to an outsider at first sight. Albeit a large one, but still. We see production, greenhouses, a desire for scale, a low cost price and an optimal margin.

That all sounds like the horticulture industry of years ago, until we take a closer look. When we do that, we see many strong partnerships.

This is special in itself, because cooperating in this sector is still a tricky issue. Agro Care has more or less built its own chain over the years, from production to sales. This has led to an acreage of more than 180 hectares, a broad range of products and now also solid branches abroad. The latter may become Agro Care’s theme for the coming years, because it seems the Netherlands is becoming too small for Agro Care. We are seeing an ambitious course of Agro Care where producing in other European countries and selling there, nationally or locally, is becoming increasingly attractive. The recent step to take over the production facilities of Greenco in Wieringermeer, shows that Agro Care is operating on multiple playing fields at once. And we are curious to see the next step.

4 Enza Zaden

Category genetics Total turnover € 304,000,000 Employees total 2,295 Employees BTL 1,374 International branches 41 www.enzazaden.com

The way in which Enza Zaden deals with the large strategic dilemmas that top companies such as this one face in the horti industry is impressive. The company operates in dozens of countries, so to what extent do you decentralise? And how much freedom and entrepreneurship do you give to your local employees when global consumer markets are changing rapidly? The days of ongoing steady growth for years on end are over. Enza Zaden responds to the increasingly more dynamic and ever-changing world and is taking steps forwards at a rapid pace. For Enza Zaden, the days in which vegetables and seeds were an anonymous bulk product to consumers are over.

The current focus is on brands and communicating directly with retailers and consumers. Market, customer and consumer information are essential in this. Enza Zaden is investing a lot in young researchers and new technology, such as DNA sequencing, digital phenotyping, AI and robotisation. This digitisation also strongly reduces the internal development processes. This means that Enza Zaden is making great progress in many areas, focusing on data analysis and the multi-local approach at all times. Enza Zaden keeps reinventing itself every day.

Agility as a source of innovation.

Partners with Nature Koppert Biological Systems contributes to better health of people and the planet. In partnership with nature, we make agriculture healthier, safer and more productive. We provide an integrated system of specialist knowledge and natural, safe solutions that improves crop health, resilience and production.

Tel. +31 (0)10 514 04 44 info@koppert.com

www.koppert.com

We care for green by growing a super healthy product, by sustainable cultivation with a great respect for nature, as little use of water per product as possible, minimal waste and low CO2 emissions by using geothermal heat. Moreover, by doing business in North-Africa we ensure economic growth for the locals and through fair trade we are able to offer extras, like a visit to the dentist, doctor and childcare.

You could say the only thing about us that’s not green are our perfectly red tomatoes! AGROCARE.NL

TOP 100

Royal Brinkman

Category supplies Total turnover € 181,000,000 Employees total 455 Employees BTL 104 International branches 14 www.royalbrinkman.nl

‘Technology should never be the starting point of new developments; the customer should be the starting point. It’s not about the technology, but about generating new customer benefits.’ That quote by Steven van Belleghem, expert in the area of customer focus in a digital world, is fully endorsed and quoted by Royal Brinkman. This total supplier of tens of thousands of products for covered horticulture took this course a number of years ago and continues to accelerate. The global customers are fully served with tools such as an online web shop, the SuperApp and the ServiceEngine. Royal Brinkman is thinking less in terms of products and more in terms of concepts. The most recent example of this is HortiHygienz, a total solution for cleaning and hygiene in horticulture companies. Such innovations are always set up with partners, including TU Delft (for the development of autonomous drones) and LetsGrow (for digital services). Royal Brinkman is constantly monitoring customer needs and responding to them. Setting up a solid innovation programme focused on making the assortment greener was therefore a good move. Royal Brinkman thinks in terms of added value for the customer and engages very intensively with tens of thousands of customers around the world. An achievement of global proportions in every aspect.

| Hillenraad100 | 2019 | 53

Koppert Biological Systems Category biologicals Total turnover € 224,000,000 Turnover H100-Q € 183,000,000 Employees total 1,660 Employees BTL 1,079 International branches 36 www.koppert.com

Being always a step ahead of change, is the main motive of Koppert Biological Systems.

The business sees many global changes coming its way: political unrest, many new regulations, new diseases and disruptive technology that is developing at a very rapid pace. This means that the company from South Holland has no time to rest on its laurels. Koppert Biological Systems is driven to stay the global market leader in organic crop protection and working on fully sustainable agriculture and horticulture. The company responds decisively and flexibly to multiple challenges at the same time. We see a continuous flood of innovations, such as remote sensing, GPS-controlled drones and big data in order to provide specific advice per crop and per region. The lines with growers and breeders are further tightened. Through crop teams and community platforms, a direct and quick exchange of ideas and feedback is achieved. In order to maintain its leadership position in the coming years, the organisation was restructured in 2018. There are now three divisions: Horticulture, Agriculture and Livestock. And the roles of the directors of these Business Units are becoming more important for future growth and development.

Pro-active, agile and very driven, these characteristics are typical of this leader.

KUBO Group

Category technology Total turnover € 151,000,000 Employees total 130 Employees BTL 2 International branches 3 www.kubogroup.nl

With the advanced Ultra-Clima greenhouses, KUBO Group has been supplying the thoroughbred of greenhouse construction for years, a high-tech product that is in high demand all over the world. However, KUBO concludes that not everyone knows how to handle a thoroughbred. That is why the business is doing all it can to make this technological solution available to a larger group of customers. KUBO Group is working hard to lower thresholds for the customer.

In line with this ambition is the Full Service Grow concept, where customers are included step by step in the realisation and exploitation of this high-quality greenhouse technology.

In this way, KUBO Group is setting the trend towards intensive involvement in the optimisation of the customer’s cultivation process. The newest development in this support is PYLOT. This sister company offers software that optimally interprets data from Ultra-Clima greenhouses. This data platform does not only make things easier for growers and cultivators, but also for investors who are licking their lips, awaiting their opportunities.

The high-quality production of fresh products under controlled circumstances is at the verge of an enormous breakthrough. KUBO is setting the tone. A well-deserved first place for this star player in greenhouse technology.

Royal FloraHolland Trade Fairs 2019/2020 2019 6-8 November:

Trade Fair Aalsmeer

2020 8-9 January:

Winter Fair Aalsmeer & Orchideeën Plaza

11-12 March:

Trade Fair Naaldwijk

8-9 April:

Spring Fair Aalsmeer

9-10 September:

Autumn Fair Naaldwijk & Orchideeën Plaza

4-6 November:

Trade Fair Aalsmeer

Check our sites for the latest information TRADEFAIRAALSMEER.COM, TRADEFAIRNAALDWIJK.COM & ROYALFLORAHOLLAND.COM

HORTIGALA

| Hillenraad100 | 2019 | 55

15 years Hortigala of the Year We are celebrating an anniversary, again this year. We are celebrating the 15th edition of the Hortigala of the Year. We are going to look back on many beautiful memories, stunning locations, impressive guests, and most of all, the strength of the horticulture cluster. It is an honour to be invited as the Managing Director or CEO of one of these 100 top companies. An invitation is an acknowledgement of leading entrepreneurship. Once per year, the ‘colour photograph of the horticulture cluster’ is published.

Acknowledgement, respect, a touch of jealousy and the connecting power of the Dutch horticulture sector - hats off! year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

city Rotterdam Rotterdam Haarlem Rotterdam Rotterdam Delft Den Haag Leiden Rotterdam Rotterdam Rotterdam Rotterdam Rotterdam Noordwijk Den Haag

location Hal4 Now&Wow Lichtfabriek Schiecentrale Riverfront Lijm en Cultuur RAC Hallen Stadsgehoorzaal Strafgevangenis Wereldmuseum Cruise Terminal Onderzeebootloods Blijdorp Rivierahal Space Innovation Center Ridderzaal

presentator Judith de Bruin Judith de Bruin Froukje Jansen Susan Blokhuis Koert Westerman Jet Sol Stacey Rookhuizen Nana Appiah Angela Groothuizen Dennis Storm Angela Groothuizen Lucille Werner Dennis van Geest Jan Kooijman Tooske Ragas

special guests Howard Komproe Global Kryner, Oostenrijk Minister Verburg Frans Bauer Friends in Concert Niki Romijn Adlicious Rory Campbell Yuri van Geest Staatssecetaris Sharon Dijksma / Burgemeester Aboutaleb Redo / Vanessa Peter van Uhm Martine van Zijll Bas Lansdorp Minister Carola Schouten

56 | Hillenraad100 |

drs. Allard Castelijn, President director Rotterdam Port Authority ‘For six consecutive years, the World Economic Forum has hailed us the international port with the best infrastructure. That’s great, but it’s not an excuse to take things easy for a while.’

INTERVIEW

| Hillenraad100 | 2019 | 57

‘We don’t want to play a mere role in the world. We want to lead.’

The Dutch horticultural sector and the Port of Rotterdam are manifestly interdependent and increasingly intertwined. How does President and CEO of the Rotterdam Port Authority Allard Castelein see the crosspollination between these two pillars of our national economy?

In which ways can the Port of Rotterdam and the horticultural sector reinforce one another?

‘In many days, nowadays. In the past, the relationship was more one-dimensional. It was largely on the one hand the production of vegetables and flowers, and then up to us to shift that product, so to speak. And we were involved with import in the Netherlands, only.

Today, the Netherlands is one of the world’s most important exporters of horticultural products and we operate on many more levels at the same time. In that new role, we maintain increasingly close relationships with companies in the Westland, among other regions. We see that products are being shipped in increasingly smaller numbers.

Consumers demand - and get - products from all four corners of the globe all year round.

Things have to go faster, exactly on time, cooled, in shorter value chains.

We have a government to contend with that has expectations concerning the use of energy. We think along proactively with horticultural companies about their CO2 and heat reduction. We’ll match an energy supplier and a grower or breeder, for instance. Another example: recently, we launched a completely new digital product: BoxInsider. It tells you where a container is at any moment in time.

This information is very valuable to suppliers and customers.

‘Looking into the future is difficult, so let’s first focus on the present.’

We develop products that facilitate getting from A to B as efficiently as possible, and we provide information on the associated CO2 emissions. When I’m abroad, I often hear that the Dutch horticultural sector is held is such high regard, in terms of both technology and product. People see a total package of horticulture and port with a great many qualities. It is important, of course, to keep fine-tuning that package.’

What should the Port of Rotterdam and the horticultural sector do to remain a leading Food Hub?

‘Looking into the future is difficult, so let’s first focus on the present. This port has an incredibly good infrastructure with equally good parties who make use of it. Together, we operate at the highest level. For six consecutive years, the World Economic Forum has hailed us the international port with the best infrastructure. That’s great, but it’s not an excuse to take things easy for a while.

Consider the developments in consumer behaviour I’ve already mentioned, for instance, or the opportunities of digitalisation, or the changes in logistics chains.

So, again, we cooperate over the top of the chains in order to keep getting the product from and to international markets faster, more efficiently, sustainably and at a lower cost. An increasing number of aspects play a role, which means you can no longer take for granted that one player possesses all the knowledge and expertise. That’s why we sit down on a very regular basis with companies in the horticultural sector to discuss what is needed in order to maintain the edge. Because that’s essential, in my view: we don’t want to play a mere role, we want to lead. That’s why we join forces with entrepreneurs with the same attitude.’

The Dutch economy and the horticultural sector in particular are experiencing rapid internationalisation.

Do you notice that at the Port of Rotterdam?

‘Yes. Imports of fresh (and frozen) products have increased 5% on average in the past ten years, and in 2018 that increase was a huge 16%. The western part of Latin America is responsible for the bulk of that growth.

You see this development on the shop shelf every day, with continuous supplies of fresh products all year round. We notice that changing consumer market here, too, of course. People on the other side of the Atlantic recognise our port as an important and reliable partner in getting goods to Europe.’

‘We are well aware that every hour counts, especially for fresh produce.’

Unrest in international politics undoubtedly has repercussions on international product flows. How does this affect the port of Rotterdam?

‘This means, among other things, that we are ever increasing the digitisation and optimisation of efficiency. Concerning Brexit: I dare say we were the first to state, “Prepare now for the very worst outcome, and hope for the best.” So early on, we started creating scenarios for when things would not go as well as we had hoped. There has been a strong focus on the electronic processing of paperwork through PortBase, our port community system. We went to the shippers, carriers and other partners to see what they needed. Communication has been deployed and we have adapted the physical infrastructure, including more parking spaces for trucks, for example. We are well aware that every hour counts, especially for fresh produce.’

On which points can progress be achieved - for both port and horticulture?

‘This will be in the area of digital information exchange between us and growers, and between the trading partners themselves.

In this way, you can achieve optimal load factors on ships and containers. The same goes for the most efficient use of heat and energy. And there is a lot going on in the development of sensors for temperature, for instance. This progress can be made together, because we are so close to each other.’

58 | Hillenraad100 |

In a VUCA world, ‘risks are more than just threats’ Damage to greenhouses and crops due to a severe autumn storm, hail or a failing technology, or not being able to deliver due to a poor harvest. These are examples of risks that can truly be a nightmare for horticultural entrepreneurs. The manner in which one should deal with such risks is a matter of serious debate, says Martin van Staveren. According to the author of the books ‘Risk-based work in practice’ and ‘Risk leadership’, the world is changing too quickly and is too uncertain to be controlled simply by an insurance or risk management department. Martin van Staveren PhD MBA MSc Eng is senior consultant, lecturer, and author on dealing differerently with uncertainty, risk and opportunity. He provides lectures in executive master programs of several universities and in company programmes of public organisations and companies.

Van Staveren: ‘It’s such an illusion to pretend that you can fully control today’s world.

We want more and more security, but the world around us is becoming more dynamic and uncertain.’ This is also referred to as the unpredictable VUCA world, where VUCA stands for the combination of volatility, uncertainty, complexity and ambiguity.

There were storms or periods of drought decades ago as well.

Uncertainties are timeless, aren’t they?

‘That’s right. Change, too, is timeless.

When you ask an older person what has changed in their life, this is often a lot.

But change also occurs at a faster pace, in comparison to the past. At the same time, we have turned risk management into something very complicated. Many large companies have a separate risk management department with separate risk managers. As a result, all the other departments within a company think that they no longer need to deal with risks.

But if you live in a dynamic, changing world like the one we live in today, surely everyone in a company should remain alert.’

You call today’s world uncertain.

What are the biggest challenges for entrepreneurs today?

‘The question is how you define risk. A risk is ultimately nothing more than the effect of uncertainty on a specific goal. These uncertainties therefore depend on your goal and can be very different for an entrepreneur who wants to stop using gas in a few years’ time than for someone who wants to achieve

‘A risk is ultimately nothing more than the effect of uncertainty on a specific goal.’

‘We want more and more security, but the world around us is becoming more dynamic and uncertain.’

99.5% predictable production in five years’ time, for example. At the same time, there are uncertainties that affect the entire horticultural sector, such as the energy transition and climate change.’

What, then, should today’s entrepreneurs do to reduce risks?

‘Companies should ask themselves three questions: what is your goal? For example, what do you want to achieve next year, five years from now or ten years from now?

What are the uncertainties you encounter on the way to the goals you want to achieve?

And what are you going to do about them?

Risk management is often made very complicated with thick manuals and protocols, but all of that can be reduced to these three simple questions.’

Do companies already have a different approach to risk management?

‘A number of companies have learned the hard way. However, things still occasionally go wrong, even though large companies have risk management departments and, on paper, everything is under control. Especially in this changing world, if you don’t anticipate certain risks, it’s important to take a much broader view than just having your insurance in order. After all, you cannot insure yourself against everything, such as damage to your reputation. Not to mention the fact that it’s simply becoming unaffordable to insure yourself against everything.’

What is the insurer’s role in this? Are they salesmen or partners?

‘Insurers have shifted their focus and are also helping companies to get things back in order quickly after a heavy hailstorm, a fire or other misfortune. Insurers have shifted to a wider pallet and offer comfort in an uncomfortable world. They do this by looking over entrepreneurs’ shoulders and helping entrepreneurs to achieve their goals. This is also part of a changing world; one solution no longer works. Current risk management is much broader than simply insuring yourself against misfortune.’

You may also spend too much time covering risks. Soon you won’t be able to see the forest for the trees.

‘I’m often asked that question. But isn’t dealing with uncertainties the essence of everything we do? We want to achieve a goal, which in most cases is not a straight line.

We always encounter uncertainties. I often hear people sigh deeply when they hear the term ‘risk management’. Many people think it’s something very complicated, something that distracts from what they’re doing. But dealing with uncertainties is a normal part for any company. I therefore believe that dealing with uncertainties should be part of daily business processes.’

Risks can also bring something positive to your company - it depends on how you deal with them. Do you see it as an opportunity as well?

‘Yes, I do. That’s why I call risk management risk leadership. The fact that people are living more sustainably and want to eat more organic food, for example, could be an opportunity for your company. By responding in an intelligent and timely manner, uncertainties can be more than just threats.

They can also have a positive side. The trick is to see and use both sides of uncertainty.’ This is the definition of successful entrepreneurship in the VUCA world.

INTERVIEW

| Hillenraad100 | 2019 | 59

Martin van Staveren PhD MBA MSc Eng, consultant, lecturer and author

‘I often hear people sigh deeply when they hear the term ‘risk management’.

Many people think it’s something very complicated, something that distracts from what they’re doing.’

60 | Hillenraad100 |

Zooming in on the extraordinary category: the Hillenraad500+ The 500+ category features a selection of large-scale companies that are active in the global playing field. The companies are internationally oriented and have obtained a solid position in the horticulture industry.

An ‘extraordinary’ category

The 500+ category not only does the largest leading businesses justice, it does the same for the businesses in the top 100. After all, every company wants a level playing field. In this category, we focus on businesses whose Dutch entity/entities report turnover in excess of 500 million euros. Research has shown that this limit is a good measure for differentiating between the type, structure and management of companies. Companies of this size are organised, structured and financed entirely differently and have a broad international market approach. As such, they deserve their own category.

Turnover or employees

Research into management and organisation has shown that, in addition to turnover, the labour force is also a distinguishing factor.

Effectory, the market leader in employee research sets the limit at 1000 employees.

We are happy to adopt their thinking. This is our second criterion: businesses with more than 1.000 employees on the payroll in the Netherlands have also been included in the 500+ category.

Broader view – the international horticulture cluster counts

The focus is on companies in the knowledgeintensive and capital-intensive horticulture industry with a strong international perspective. In this edition of the 500+ list, we intentionally look beyond just horticulture products and examine companies that are active in the global horticulture cluster. These include breeding and propagation companies, global producers or trading companies of fresh vegetables, fruit and ornamentals, and companies in supplies. Fresh greenhouse products are cultivated for the consumer with care and attention and have a high product value so that they can be traded per item, kilo or package.

Assessment

The businesses in the 500+ category are evaluated using the same criteria as those in the top 100. For the assessment, we employ a multi-disciplinary business model a schematic description, which can be found on page 7. The model is based on five pillars: a qualitative assessment of prominence, a peer group assessment by professionals from the sector, a quantitative assessment of key business figures, the average EBITDA growth (CAGR3) and as fifth pillar, the nature, size and position in the chain of the business i.e. its industry footprint.

Committee of Experts

This same careful procedure is used to draw up the 500+ category. The point of departure for the assessment is the research by Hillenraad’s specialists and the Hillenraad100 editorial team. The results are then combined with an assessment from the committee of experts. It is an intense 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 distinctive.

World League

There is only a small gap between the Dutch 500+ list and international players of comparable size. In order to draw this comparison, we have included an additional list of international 500+ companies that we have simply classified in terms of sales turnover.

This provides an indication of the global players, which the Dutch companies measure up against in this international playing field.

The criteria of 500 million euro 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’, or will be taken over by global players. We are curious which national entities will grow into global players in the future.

Dutch horticulture will increasingly compete with this ‘World League’, because in the international playing field it is all about eating or being eaten.

Top 500+ legend

With the Hillenraad500+ we give an overview of the most prominent (inter) national businesses that are active on a large scale in the Netherlands. Companies in the 500+ category meet the criteria: ‘more than 500 million euro turnover’ or ‘more than 1,000 employees in the Netherlands.’ One of these two criteria is enough to qualify. The company profiles have been carefully compiled by our editorial team using a variety of sources.

A short description of the company is accompanied by various figures relating to its size. The editorial team used information provided by the companies and gained from public sources, and took developments into account up to lateAugust 2019.

Category ­ Category within the ­horticulture cluster Total turnover Total group turnover Turnover H100-Q Turnover ­relevant to the Hillenraad100 classification Employees total Total number of employees worldwide Employees BTL Employees on the payroll outside the Netherlands International branches Number of ­branches outside the Netherlands Figures marked with * Estimates by Hillenraad100 due to lack of p ­ ublic ­sources

HILLENRAAD500+

1

500+

Rijk Zwaan

| Hillenraad100 | 2019 | 61

Category genetics Total turnover € 413,000,000 Employees total 3,018 Employees BTL 1,643 International branches 34 www.rijkzwaan.com

‘An isolated incident and no reason whatsoever to amend our investment plans.’ That is how Rijk Zwaan reacted to the slight fall in profit and turnover in the figures presented at the end of 2018. We were unaccustomed to such developments after years of unbridled growth.

Rijk Zwaan considered that the fall was primarily due to the strong euro. Rijk Zwaan’s R&D train is racing forward at full speed as the growing global population eagerly awaits new varieties, new seeds and improved products. We have seen plenty of activity again in 2018 and 2019. In no less than eight countries, research, demo and production facilities have been expanded or opened or are in the pipeline. Stronger ties with growers and companies are also being forged by involving them more closely with the sales chain. A good example of this is the Retail Centre, where retailers and growers can gain insight into

2

500+

Syngenta Seeds

Category genetics & young plants Total turnover € 722,000,000 Employees total 29,001 Employees BTL 28,000 International branches 90 www.syngenta.com

This year Syngenta Seeds has progressed from the ‘standard’ Hillenraad100 to this top category, primarily because it is a corporate in every sense of the word. Following the takeover by Chemchina, this biotechnology company, which produces seeds as well as agrochemicals, has entered calmer waters. Full attention is being devoted once again to growth and strategic focus. This growth is reflected, among others, in the fairly recent takeover of Floranova, which has considerably strengthened the company’s presence on the large Chinese and Indian markets. Strategic focus is evident from the desire to tackle global issues, addressing major themes such as sustainability and climate change. Growers worldwide are being confronted with new climate conditions, and this is calling for new or adapted seed technology. Data and research play a key role in the development of

3

500+

Dutch Flower Group

consumer demands and product performance. Close cooperation is firmly anchored in Rijk Zwaan’s business culture and business structure. Without being impeded by external shareholders with agitated short-term thinking, this large, independent family concern can give its employees across the world extensive freedom to perceive and grasp opportunities. Rijk Zwaan does not compromise on its own unique philosophy and can therefore always compete as a top player in its league. It is indisputably a Dutch enterprise with global allure.

this technology, in which Syngenta is working with universities, NGOs and other companies from the greenhouse horticulture industry.

Syngenta wants to work with them on the transition from ‘enough food’ to ‘good food’ and therefore seems to be taking a more societydriven perspective. The notable appointment of Louise Fresco from Wageningen University and Research to the supervisory board is in keeping with this shift. This will be followed critically to ascertain that this perspective is not just for show.

Category trade Total turnover € 1,524,000,000 Employees total 3,795 Employees BTL 1,510 International branches 19 www.dfg.nl

With an annual turnover exceeding one and a half billion euros and almost 3,000 employees, the Dutch Flower Group is by far the largest Dutch corporate in the 500+-ranking of the Hillenraad100. In twenty years the group has developed into the undisputed market leader in Europe, with a further ambition to belong to the major players in the United States and Asia as well. The group is seeing a negligible rise in consumer demand in Europe, which is why it is realising its growth mainly from takeovers. Several more companies have joined the group in the Netherlands. It took over The USA Bouquet Company in the United States, which is a nice strategic move indeed. And then there was, of course, the remarkable move to continue to develop together

with Royal FloraHolland Blueroots after all. With an industry-wide platform, the Asian floriculture market, which will grow much faster than the European market in the future, can be served better. It is clear: Dutch Flower Group wants to become a true global player. Despite its size, the group still looks and operates like a family business, a family of 33 companies. A sympathetic group of entrepreneurs and the rightful winner of the 2018 Familiebedrijven Award (Family Company Award).

Jose Marcelo Caro Tobar, station manager for Rijk Zwaan in Chile

“So many possibilities ahead” “After studying agronomics in Santiago, I returned to the village where I’d been raised and still felt at home. I started working at Rijk Zwaan, and just two years later I was asked to become station manager. It was a tough decision for me because I knew I had to move away from my village. But in the end I went for it, and I’m glad I did. I’ve been able to strongly develop personally and the combination of working with plants and people is perfect for me. When I look back on my time at Rijk Zwaan, I feel really thankful for the steps that I’ve been able to take – and I’m still only 31 years old and see so many possibilities ahead of me!”

Sharing ambitions Jose Marcelo Caro Tobar seizes the opportunities that come by and thus keeps on developing. Rijk Zwaan – a worldwide player in vegetable breeding – shares this approach. We are working together towards a healthy future.

Learn more at rijkzwaan.com

HILLENRAAD500+

4

500+

ROCKWOOL/Grodan

| Hillenraad100 | 2019 | 63

Category supplies Total turnover € 370,000,000 Turnover H100-Q € 150,000,000 * Employees total 1.185 Employees Grodan NL 140 International branches 4 www.grodan.com

Grodan is also progressing from the big Hillenraad100 pack to this top category. The reason for this is the fact that this business operates under the umbrella of multinational Rockwool, of course. Within this global conglomerate, Grodan is the big specialist in the supply of rock wool for the cultivation of many horticultural crops. The Grodan division focuses on the digital transformation in horticulture; Grodan is working hard on the open data platform e-Grow, which enables data-driven cultivation. A highly topical development with great opportunities around the globe. This turnaround was necessary to maintain the position of market leader. Furthermore, the company sees new opportunities in the cultivation of popular products such as legal cannabis and strawberries. It is definitely growing, which is demonstrated by the opening of a fourth product location in Russia last

5

500+

Total Produce

Category trade Total turnover € 5,043,000,000 Employees total 5,755 International branches 250 www.totalproduce.com

‘The birth of a produce giant’ is what analysts wrote after the take-over of Dole by Total Produce. Taking over Dole has definitively put Total Produce on the global map. Dole and Chiquita are part of the very small group of AGF fresh products with a significant brand awareness among millions of consumers worldwide. Maybe that was Total Produce’s plan all along, because a titanic struggle with Greenyard was necessary to secure this coveted catch. Total Produce is dealing with the important issue that all fresh produce trading parties are dealing with: how do you transcend the ‘commodity trap’ in which only the price is decisive in the end? The way out appears to be a market strategy in which the consumer wants your brand. Total Produce is also very active in the Netherlands, but it is not a household name. The most important

6

500+

Harvest House

year, for example. Due to the global spreading of activities, Grodan is somewhat concerned about the fact that there are major differences between the laws regarding emissions and residues in the various regions. That makes it hard to offer appropriate cultivation solutions for all of these markets. It also sees a role for itself in that regard. This goes to show that Grodan is deeply involved in the development from product to solution.

companies in the Netherlands are Total Produce B.V., which mainly trades in citrus, but also Haluco, Nedalpac, ASF and the joint ventures Frankort & Koning, Anaco & Greeve and OTC Organic. On a global scale, Total Produce is doing great, but there is room for improvement in the Netherlands. We are eagerly looking forward to an European brand strategy.

Category sales Total turnover € 753,000,000 Omzet H100-Q € 166,000,000 Employees total 160 www.harvesthouse.nl

‘Harvest House does not sell directly to the end customer for strategic reasons. Harvest House does own three trading houses (Internationals).

These are Terra Natura International (TNI), Rainbow International (RBI) and Global Green Team (GGT). Each of these Internationals has its own specialty, customers and market.’ This organisational form, as described on the company’s own website, makes it somewhat difficult to value Harvest House properly. Literally and figuratively.

Because Harvest House is much more than those three trading houses.

The total turnover of all of Harvest House’s activities is 753 million.

This is enough to qualify for the ‘top category’ of the Hillenraad100.

The international trading houses represent 354 million. Despite the size of this club, we see little truly exciting news nor big, compelling plans for the future. The club operates as a closed bastion and shares little information with outsiders. They are mostly focusing on a solid market position without all the trimmings. The outside world does expect some more transparency from a business of this size.

For food. For flowers. For sure.

www.certhon.com

We breed the genetics to sustainably grow your business www.syngenta.nl

HILLENRAAD500+

7

500+

BASF / Nunhems

| Hillenraad100 | 2019 | 65

Category genetics Total turnover € 5,696,000,000 Omzet H100-Q € 430,000,000 * Employees Nunhems 2,000 International branches 6 www.nunhems.com

Nunhems is entering the Hillenraad100’s top category flying on the wings of the large BASF. Within this global chemistry group, Nunhems is the brand and specialist regarding high-quality seeds for vegetable crops. BASF has been known as a supplier of pesticides for years in the horticulture industry. Nunhems is in the top category now thanks to the results of the big scramble between the powerhouses Monsanto, Bayer and BASF. Nunhems has been in the difficult position of not knowing whether the comparable De Ruiter Seeds was or would become a sister

8

500+

The Greenery

Category sales Total turnover € 992,000,000 Employees total 1,977 Employees BTL 139 International branches 7 www.thegreenery.com

According to its website, The Greenery still seems to believe firmly in the traditional chain. We read a lot about ‘chain partners’ and discovering the chain. The Greenery has controlled the entire chain for many years, from local growers to local retailers. That is also this company’s strength.

Still, The Greenery also realises that a chain approach such as this one is not enough. In the end, it is all about the consumer’s preference.

The Greenery is therefore trying to understand this consumer better.

This is especially urgent in Germany, where The Greenery is experiencing fierce price competition. Under the inspiring leadership of Steven

9

500+

Bayer Crop Science

10

Greenyard

Martina, the company now focuses on consumer research, data analysis and digitisation. The set-up of a direct-to-consumer business model is interesting. Another step towards responding to customer’s needs with more flexibility is the creation of Fresh Fulfilment by The Greenery subsidiary Hollander Barendrecht. The Greenery wants to accelerate fresh produce logistics and make them more flexible with e-commerce.

The chain is and will always be important to this company, but things are changing within this framework. The truly thorough transformation that this company so desperately needs is finally taking place.

Category genetics Total turnover € 14,270,000,000 Omzet H100-Q € 900,000,000 * Employees total 38,000 International branches 90 www.agro.bayer.nl

In 2018, the swapping of places between Monsanto, Bayer and the Dutch seed companies Nunhems and De Ruiter Vegetable Seeds came to an end. The competition authorities decided that Bayer had to sell Nunhems. This way, De Ruiter Seeds, which specialises in greenhouse horticulture seeds, could become a Bayer company as part of Monsanto.

However, the specialists of De Ruiter Vegetable Seeds would have preferred another approach. It is always a pity to see seasoned experts disappearing from your field of expertise because they had no choice.

But no worries, because Seminis becoming part of Bayer Crop Science

500+

company, or whether they were competition after all. What markets would they serve, and would they not be in each other’s league? But this uncertainty is now over and Nunhems has the freedom to develop once again. BASF had to dig deep into its pockets for this beautiful company from Limburg, because there were a number of rivals in the field. BASF has a lot of faith in Nunhems and said that it would invest significantly. It is good to see how Nunhem from Haelen can continue to expand its global ambitions.

created the largest vegetable breeder in the world. Together, the duo achieves an annual turnover of around 900 million euro - a definite powerhouse. De Ruiter Vegetable Seeds and Seminis operate in 160 countries and see opportunities for growth in Africa and Asia in particular. Many smaller growers can still be found in these countries, so that on balance there is still sufficient mass and scale. It will be interesting to see how the division of Vegetable Seeds will be able to develop under its mother’s umbrella.

Category trade Total turnover € 3,912,000,000 Omzet H100-Q € 700,000,000* Employees NL 700 International branches 27 www.greenyard.group

There is unrest at Greenyard, the company of Hein Deprez & co.

The leader called 2018 ‘the most challenging year in the history of Greenyard’ in an interview with a Flemish business newspaper.

The news about an unexpected large mountain of debt broke last year. Shareholders saw the lion’s share of their investment evaporate.

This year was at least as turbulent. The company works according to a transformation plan, that includes, among others, the sacrifice of many jobs. The aim of the plan is to increase profitability again. Greenyard itself sees light at the end of the tunnel according to a press release

from 27 August 2019, but analysts are worried about June 2020, when the business has to report to the banks. The news that the plantation companies of De Weide Blik are in stormy weather is not helping either.

The sale of the canning department should provide some financial relief.

However, Greenyard states in the same press release that ‘the recovery plan is on track ‘. Time will tell whether this is the truth or wishful thinking. In any case, this raised quite a few eyebrows among members of the Expert Committee.

66 | Hillenraad100 |

Prof. Dr. Pursey Heugens, Erasmus University ‘In all family businesses, the dichotomy between the economic importance of the business and the social-emotional value that the business has for the entrepreneur/owner plays a role.’

INTERVIEW

| Hillenraad100 | 2019 | 67

Grip on an exclusive phenomenon: family businesses The KUBO Group. Enza Zaden. Rijk Zwaan. De Dutch Flower Group. Koppert Biological Systems.

All family businesses leiding at the top of the Hillenraad100. Family businesses are doing comparatively well in the Dutch greenhouse horticulture cluster. Are they better equipped to operate in today’s world? Prof. Dr. Pursey Heugens of the Erasmus University discusses their strengths and weaknesses.

‘The VUCA world.’ Professor Pursey Heugens of the Erasmus Centre for Family Business looks somewhat wary when we begin the conversation with a reference to that term.

‘I don’t particularly like those theories.

The world is supposedly Volatile, Uncertain, Complex and Ambiguous today. As were the 1960s, as was the world during the oil crisis of 1973. In other words: companies, including family businesses, by definition operate in uncertain circumstances. If you ask what family businesses - regardless of the circumstances - do differently, you will see a number of constants. They are generally more conservative in their behaviour, for example. When things are going wrong, they thrive. Once things are going better, they are able to react a little slower. But there are certainly exceptions. Just look at the large seed breeders/green genetics companies in the horticultural sector. These are super-active companies that are at the forefront. They have the courage to invest heavily in R&D and to do business internationally, even when things are not going well. But in general, the peaks are lower, and the valleys somewhat subdued.’

‘So start the conversation sooner, and see what it takes now to give the next generation a chance.’

‘Working in’ versus ‘working on’

Ruud Loos, Senior Manager Family Businesses at BDO is also part of the conversation.

BDO supports scientific research by the department of Pursey Heugens in order to get a better grip on the hybrid phenomenon of family businesses. He adds to Pursey’s words, ‘Larger family businesses are increasingly run as corporations. You can see that the management no longer solely consists of family members, but that others are in charge as well. This is very different than the often smaller family businesses with a standard

approach.’ Pursey Heugens: ‘What currently distinguishes successful family businesses - large and small - from endangered family businesses - large and small - is the difference with regard to the philosophy on transfer of ownership and management. It is the difference between working in and working on your company. In all family businesses, the dichotomy between the economic importance of the business and the social-emotional value that the business has for the entrepreneur/ owner plays a role. As a result, important conversations are sometimes put off for too long, and smaller companies in particular find themselves in trouble. After all, this sector is subject to enormous scaling up and consolidation. You don’t necessarily need scale to survive; you can also use innovation to do so. However, in that case you do have to act in a timely manner, with sufficient resources.

Too often, however, various divides come together at the same time in the generational transition. Emotion plays a role: the owner who has to break away from his or her business. The technological divide also plays a role, with an owner looking less to the future and ceasing investment. Then there is the financial and fiscal divide: how are ownership and pension arranged? If you can break down these divides over time, so that the economic depreciation period no longer coincides with the career horizon of the departing generation, then you can keep smaller companies futureproof as well. So start the conversation sooner, and see what it takes now to give the next generation a chance.

Excellence in process innovation and customer retention

Pursey Heugens therefore understands that family businesses have specific pitfalls, but that they certainly also have specific advantages. ‘Non-family businesses are generally stronger in terms of product innovation, while family businesses are often better in terms of process innovation. Family businesses also do significantly better in terms of R&D. The costs for the development of a patent within the average family business are about one sixth of those for a large corporation. Also: the owner-CEO of a family business spends much more time on his client relationships, while other CEOs are more occupied with their shareholders. Owners of family businesses are much more likely to sit down with the client and ask, “What do

‘We know that family businesses want to be 100% in control of everything.’ you need?” This is ideal and distinguishes these businesses, because the only form of innovation that truly pays for itself is clientdriven innovation.’

Personnel policy and cooperation

Family businesses are by definition independent, and that too has both its advantages and disadvantages. ‘We know that family businesses want to be 100% in control of everything, and go their own way. They are less strict with rules on personnel policy, for example; diversity is certainly a neglected issue in the horticultural sector. Recent studies also tell us that family businesses spend far less on internal training. In the current tight labour market, many companies in this sector are lagging behind. Because of this ‘maverick approach’, many family businesses also find it difficult to work with others. For this reason, family businesses take over other businesses proportionally more often than other businesses do. After all, when it comes to a takeover, it’s up to you; when it comes to an alliance, you are forced to make compromises.

The influx of private equity in the sector does not help either, because it contributes to the urge to buy, and it excludes more rational and sometimes smarter alliances. All in all, you can give family businesses the following tips: think inter-generationally, cherish the customer and take a closer look at the possibilities for cooperation.’

KP Holland develops and propagates new and distinctive varieties and produces flowering plants in the Kalanchoe ROSALINA™, Spathiphyllum CUPIDO™ en SIAM™ Curcuma product groups.

The unique combination of two disciplines - breeding and growing - in a single company is gr what makes KP Holland a special player in this market.

If you would like to benefit from our expertise and experience, please contact us. We will be pleased to show you new varieties that will give your collection a competitive advantage.

new perspectives in Agri & Food Discover with BDO where the opportunities lie in your specific market Those looking ahead in the Agri and Food industry will see that innovation, sustainability and scale enlargement are the future. BDO will be happy to help you take advantage of these opportunities. With our unique combination of (local) market knowledge, our position as market leader of family businesses, an international network, personal service and a professional approach, we provide you with exactly what you need to make your organization stronger, more viable and successful. Together we create new perspectives.

Want to know more? Contact Cees Uitbeijerse or Frank Meijnders on (070) 338 08 08, or have a look on bdo.nl.

HILLENRAAD500+

| Hillenraad100 | 2019 | 69

World League in vegetables, fruit and ornamental plant and flower products: the international 500+ companies For the sixth year in a row, we have compiled a list of international businesses operating in the international horticulture and fresh produce sector. The companies in this ‘World League’ have a turnover of over 500 million euros. The list is based on this single criterion – no consideration was given, and therefore no value is attached to, the companies’ overall performance. The one with the highest sales figures is at the top of the list. We have set a strict limit of 500 million euros. The number of employees was also not taken into account.

The list includes companies that improve, cultivate, process or market fresh horticulture products. The distinction between horticulture and agriculture is based on whether the products are carefully cultivated for the consumer and with a high product value traded per item, kilo or package. Companies that produce or trade agricultural bulk products are not included. 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.

Furthermore, the list is incomplete on the basis that we do not have reliable turnover figures for several companies. Finally, the list is also subject to global product prices and monetary exchange rates, which may result in a 500+ company not being included in the list due to purely currency fluctuations. We are open for further recommendations.

1

company name

country

product

Freshpoint-Sysco

USA

produce, foodservice

€

46,925,000,000

2 3 4 5 6 7 8 9 10 11 12

ITOCHU International Baywa Obst Bayer Crop Science Corteva Syngenta Seeds Sumitomo (incl Fyffes) COFCO China Agri-Industries Holdings BASF / Nunhems Agrial-Floréal / Priméale Total Produce Royal FloraHolland

Japan Germany Germany USA Switzerland Japan China Germany France Ireland Netherlands

fresh food fruits seeds vegetables vegetables & lawn fruit produce seeds vegetables produce floriculture

€ € € € € € € € € € €

37,215,000,000 16,625,700,000 14,270,000,000 11,864,000,000 11,460,000,000 7,358,000,000 5,721,000,000 5,696,000,000 5,500,000,000 5,043,000,000 4,648,000,000

13 14 15 16 17 18 19 20 21 22 23 24

Greenyard Fresh Del Monte Dole Pomona TerreAzur TaylorFarms Bonduelle Frais incl.Ready Pac Chiquita / Sucocitrico Cutrale Driscoll's Landgard Bama Gruppen Zespri Dutch Flower Group

Belgium USA USA France USA France /USA Brazil USA Germany Norway New Zealand Netherlands

produce produce produce produce produce, freshcut freshcut produce berries vegetables & flowers produce fruits floriculture

€ € € € € € € € € € € €

25 26 27

KWS samen Limagrain OGL Food Trade The Greenery

Germany France Germany Netherlands

seeds vegetables & garden produce produce

Gemüsering Stuttgart

Germany

GF Group / Orsero

Italy

Mastronardi Produce AZ Kempen

28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

turnover

share horticulture € € €

1,860,750,000 11,015,900,000 900,000,000

€

722,000,000

€ € €

430,000,000 1,400,000 4,354,000

3,912,000,000 3,814,000,000 3,814,000,000 3,768,000,000 2,966,000,000 * 2,776,600,000 2,458,000,000 * 2,373,000,000 * 1,956,000,000 1,759,000,000 1,700,000,000 1,524,000,000

€

700,000,000

€

1,096,000

€ € € €

1,415,000,000 1,346,000,000 1,230,000,000 992,000,000

€ €

100,000,000 673,000,000

vegetables

€

856,000,000

produce

€

820,000,000

Canada

vegetables

€

813,000,000

Germany

produce

€

753,300,000

Harvest House

Netherlands

vegetables

€

753,000,000

Anecoop

Spain

produce

€

702,500,000

Costa Group

Australia

produce

€

642,000,000

Golden Wing Mau Group

China

produce

€

638,000,000

Tanimura & Antle Fresh Food

USA

vegetables

€

636,000,000

Good Farmer Holdings

China

produce

€

574,000,000

Fresca

United Kingdom produce

€

567,000,000

Poupart ltd

United Kingdom produce

€

558,000,000

AMC Group / Antonio Munoz

Spain

vegetables & flowers

€

520,000,000

Royal Co. Group / Kyoka

Japan

fresh food

€

514,000,000

Finlays

United Kingdom horticulturals

€

507,000,000

70 | Hillenraad100 |

ir. Siert Wijnia, CTO Ultimaker ‘I mainly look at the nature around us. All of nature is essentially one big 3D printer. I think it’s much smarter than man.’

INTERVIEW

| Hillenraad100 | 2019 | 71

‘3D printing is a production process’ With affordable 3D printers, Siert Wijnia wants to ensure that product components are printed only where they are needed. The more local, the better, because that is cost effective and efficient. Wijnia is founder and Chief Technology Officer of Ultimaker, a producer of 3D printers.

Although, according to Wijnia, the world is changing rapidly, the implementation of innovative solutions is clear. It’s human work, after all. According to him, the 3D printer can radically change the world. Yet 3D printing, according to him, is still in its infancy. What relationship does he see between 3D printing and horticulture?

Technology is playing an increasingly important role in horticulture. Does the horticultural sector need to further embrace technical innovation or are we on the right track?

‘I think it’s good to look at technology in horticulture from both sides. On the one hand, technology is important for the production processes and their automation and on the other hand, technology can play an important role in the biological and genetic side as well. Technical innovation is not just about automating processes and reducing the number of employees in the workplace in order to reduce costs. It’s also about increasing production in the time you have available and by doing it smarter. I am impressed by what is already happening in horticulture, such as LED light that can be adjusted to exactly the right frequency to increase yield and the data that is then analysed to find out what plants really need. Much is still possible. For this to happen, it is sometimes necessary to cross ethical and technological boundaries. I think that’s something we could do more. In seven months, the global population eats what the earth can produce in a year. Other solutions are therefore required, and we have to look beyond.’

‘Take DNA, for instance, in which very special algorithms are encrypted.’

As with 3D printing in the manufacturing industry, the horticultural sector produces products as well: fresh products. Will one of them at some point be able to replace the other?

‘I mainly look at the nature around us. All of nature is essentially one big 3D printer. I think it’s much smarter than man. We should use this as a guide and we must make use of this

knowledge. Why would we replace it? Nature reabsorbs residues, materials are part of a cycle. This is by no means always the case in our conceived production processes. In fact, we place raw materials outside the natural cycle, such as rubber, which is difficult to break down after vulcanisation. So the question is - shouldn’t you take more of an example from the structures of nature? Take DNA, for instance, in which very special algorithms are encrypted. With the help of CRISPR-Cas and other DNA-techniques, you would like to make optimal use of them. I think that this will open up some very good opportunities. If we also manage to find a form of energy with which we don’t damage the environment, then we can design our products the way we want them to be. Then we can grow as many fresh vegetables as we want in a controlled climate and production environment.’

Will a tasty tomato ever come out of a 3D printer?

‘Even if this were possible, why would we?

It requires raw materials. 3D printing doesn’t just make raw materials. A tomato consists of water, carbohydrates and complex flavourings.

All these atoms and molecules have to be sourced from somewhere. That doesn’t change the issue. Besides, who even knows whether we could do this cheaper than nature. I see 3D Printing, as it exists today, as a tool for doing certain things. You can however tinker with certain concepts. How do you make sure your plant grows as quickly as possible?

What materials are needed for this? Is it possible to better design the germination pot? 3D printing gives people in the workplace the tools to find an answer to these kinds of questions. Or you can make brackets, for example, so that small-scale lighting is hung in such a way that it is optimal for the growth of plants. 3D printing is therefore highly application-dependent.’

Can 3D printing really lead to a breakthrough in life sciences? For example, by printing DNA, cells or tissue?

‘Yes, that’s entirely conceivable. Research has shown that it is important to put a number of cells in the right order, so that they start communicating with each other. What exactly happens then, is not yet entirely clear. If any of those cell types are not present, that process

‘You can have the greatest idea, but if that idea is not economically feasible, then your idea simply won’t work out.’ won’t work. A 3D printer, for example, can help to place those cells in the right order.

This therefore does not mean that a cell will be printed. CRISPR-Cas and DNA techniques already structure DNA strands. 3D printing could help with this, but not by replacing the product itself. It is a crossover. Ultimately, 3D printing is a production process, just like milling, welding, turning, but highly flexible.

It has a wide range of possibilities, is extremely accessible and can be used almost anywhere.’

What is your most important tip for horticultural entrepreneurs who are working with technical innovation?

‘Economically, everything has to add up.

You can have the greatest idea, but if that idea is not economically feasible, then your idea simply won’t work out. My company wouldn’t even exist if it hadn’t been based on a business case. Innovation in itself is not enough; you have to engineer your idea in such a way that your innovation becomes applicable.

For example, we can develop highly-accurate motion systems, but if a customer doesn’t ask us to do so, there’s no point in us making such a system. Every innovation has a cost calculation, which is often considered too late when assessing the feasibility of an idea.’

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Biological pest control Biological disease control Bumblebee pollination Monitoring Plant Health

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HORTIGALA

| Hillenraad100 | 2019 | 73

Hillenraad100 2019 theme awards The announcement of the Hillenraad100 at the Hortigala of the Year has been a tradition for 15 years now. This gathering is a great opportunity to showcase the companies that excel in all disciplines as all-round players. However, some companies excel in specific areas, but fall short in general. Yet they appeal to the imagination too. In order to showcase these companies as well, we introduced special theme awards some years ago.

The Theme Awards will be announced at the Hortigala of the Year. However, the companies who won these honourable theme awards in previous years were disappointed that they were not in the Hillenraad100 magazine. That is why, from this year onwards, we are mentioning the star players in four specific areas.

Model

Hillenraad uses a balanced business model to research, evaluate and arrange the top 100. The final judgment is a sum of the assessment of the five pillars (see page 7).

For the theme awards, we zoomed in on these characteristics and key figures that are related to the four specific themes.

This also entails an assessment of multiple factors.

The top 5 of the various theme awards was selected from the 2019 edition of the top 100.

2019 Hillenraad100 BDO Family Business of the Year Theme Award

2019 Hillenraad100 NPM Capital Technological Company of the Year Theme Award

2019 Hillenraad100 Interpolis FutureOriented Company of the Year Theme Award

2019 Hillenraad100 Rotterdam International Company of the Year Theme Award

The companies in this category do well in terms of a special set of factors related to the family business, such as long-term strategy, innovation, employee development and transparency.

The companies in this category do well in terms of a special set of factors related to a technologically prominent position, such as the application of new technology and related earning models, digitisation, cocreation and large EBITDA growth.

The companies in this category do well in terms of a special set of factors related to futureproof entrepreneurship, such as high adaptability to external development, alertness to processes, problem solving power of employees and futureoriented leadership.

The companies in this category do well in terms of a special set of factors related international companies, such as market leadership, international competitive position, quality standards, digitisation and agility.

Top 5

Top 5

Top 5

Top 5

1 2 3 4 5

Royal Brinkman Koppert Biological Systems Bunnik Plants Looye Kwekers Enza Zaden

1 KUBO Group 2 Viscon Group 3 Certhon 4 JEM-id 5 Delft Research Group

1 Vreugdenhil Young Plants 2 Ansu 3 Bunnik Plants 4 Looye Kwekers 5 FachJan Project Plants

1 2 3 4 5

Nature’s Pride Enza Zaden Hoogendoorn Groep KUBO Group Viscon Group

74 | Hillenraad100 |

Horticulture in infographics

TOP

count

(x 1 mil

The Dutch horticulture industry is globally leading in its assortment, productivity, quality and food safety. However, we are a relatively small industry when compared to the top 10 horticultural countries worldwide. Despite our small scale, we can be justifiably proud of the crème de la crème of the Dutch horticulture industry. In this aerial view of the horticulture industry, we have provided an overview of the relative global position of the Dutch horticulture industry, together with the composition and characteristics of our ‘Premier League’: the Hillenraad100 - edition 2019.

TOP 10 COMPANIES BY TURNOVER*

COMPOSITION TOP 100 BY CATEGORY

from the top 100 (x1 million €) 1

Staay Food Group

2

Nature's Pride

3

FleuraMetz

4

Hessing Supervers

5

Koninklijke Vezet

6

Scherpenhuizen

7

Dümmen Orange

8

Best Fresh Group

9

Enza Zaden

10

417 406 365 364 360 360 333 310 304 301

Levarht

•Production 9 •Sales •Technology & young plants •Genetics Supplies •Services 15 •Foodservice •Biologicals •

6

42

31

100 17

* refers to turnover in horticulture qualifying for Hillenraad100 rating Source: Hillenraad100 research

TOP 10 COMPANIES BY NUMBER OF EMPLOYEES

in The Netherlands on the payroll in The Netherlands from the Top100

1

Koninklijke Vezet

2

Enza Zaden

3

Floricultura

4

Floral Trade Group

5

FleuraMetz

6

Heemskerk fresh & easy

7

Koppert Biological Systems

8

Nature's Pride

9

Best Fresh Group

10

Beekenkamp Group

978 769 766 640 598 499 496 476 415 400

Source: Hillenraad100 research

COMPOSITION TOP 100

Overig Nederland

Westland

Zuid-West Nederland

8

by region

48

7 8

Aalsmeer region

10

Oostland

9

West-Friesland

8

4 10

48 9 4

TOP 10 COMPANIES

by number of employees worldwide from the Top100

8

1

10,000

6

2

5,901

7

1,875

3

2,900

8

1,660

Afriflora Sher

Dümmen Orange

Beekenkamp Group

Venlo region

2

Source: Hillenraad100 research

2,058

Van den Berg RoseS

Agro Care

Koppert Biological Systems

4

2,295

9

1,657

5

2,257

10

1,308

4 2

USA

3

Japan

4

The N

5

Brazil

4,4

2,5

2,4

1,7

Tomat

685

RFH en Gr

TOP

with b

14

Rijnland

7

2

7,5

14 14

Barendrecht region

4

China

TOP

16

Source: Hillenraad100 research

1

Enza Zaden

Florensis

Royal van Zanten

Biobest Group Source: Hillenraad100 research

1/Düm

4/Kop

8/Roy

Source: Hi

TOP

(in hect

14

Agro Ca

Source: Hi

esearch

oseS

cal

en

esearch

HORTICULTURE IN INFOGRAPHICS

| Hillenraad100 | 2019 | 75

TOP 10 HORTICULTURAL

TOP 10 HORTICULTURAL COUNTRIES WORLDWIDE IN SALAD VEGETABLES (x 1 billion €)

countries worldwide in floriculture (x 1 million €)

1

China

6 United Kingdom

2

USA

7 Colombia

3

Japan

8 Italy

4

The Netherlands

9 Germany

5

Brazil

10 France

7,553

1,541 1,239

2,512

1,125

2,439

1,108

1,770

1,004

Source: AIPH statistical yearbook 2018

4,434

China

USA

Japan

Spain

19,0 5,5 2,7 2,5

Mexico

2,2

Turkey

1,8

India

Brazil The Netherlands Italy

1,4 1,2 1,1

1,0

Source: divers, edited by Hillenraad

TOP 10 HORTICULTURAL PRODUCTS IN THE NETHERLANDS (X 1 million €) 1

2

3

Phalaenopis

Tomato

470

685

Capsicum

381

4

5

6

Chrysanthemun Cucumber

325

Rose

278

273

7

8

Tulip

9

Lilium

Strawberrie

260

10

Gerbera

144

150

139

RFH en GroentenFruit Huis 2018, edited by Hillenraad

TOP 10 COMPANIES FROM THE TOP 100 with branches outside the Netherlands

12

14 14

12

TOP TOP 10 10 HORTICULTURAL TUINBOUW COUNCILS IN THE GEMEENTEN NETHERLANDS NEDERLAND

45

(in (inhectares) hectare)

Source: CBS

41

14 25

Westland Lansingerland Noordoostpolder Peel en Maas Horst aan Maas Pijnacker-Nootdorp Midden Delfland Zaltbommel Zuidplas Venlo

COMPOSITION TOP 100

BY OWNERSHIP

Family business 79 Stock listed company 9

36

36

2.252 694 285 277 251 240 216 201 196 176

Management 4 Concern 3

1/Dümmen Orange 2/Enza Zaden 3/FleuraMetz

Cooperative 2

4/Koppert Biological Systems 5/Biobest Group 6/Priva 7/Delphy

Investors 2

8/Royal Brinkman 9/Floral Trade Group 10/Van der Knaap Groep

Foundation 1

Source: Hillenraad100 research

Source: Hillenraad100 research

TOP 10 GREENHOUSE SURFACE IN THE NETHERLANDS OF THE TOP 100 COMPANIES (in hectare)

141 116 87 Agro Care

CombiVliet

Source: Hillenraad100 research

Zentoo

78 4Evergreen

78 Greenco

75 RedStar Groep

60 Royalpride Holland

51 50 Beekenkamp Group

Gipmans Planten

44 Vreugdenhil Young Plants

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Through co-creating, and working according to our methodology “design-develop-deliver”, we share our horticultural knowledge and skills.This is how we can innovate and deliver sustainable products and services. According to our clients, we are understanding and reliable.

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•

C R E AT I V I T Y

•

S U S TA I N A B I L I T Y

Smarter solutions for a better and sustainable future Let’s improve together Worldwide, all kinds of technological

Let’s improve together stands for the way in

developments take place that can change the

which Royal Brinkman remains agile; together

horticultural sector in a disruptive way. It is

with growers, suppliers and other partners.

important to be agile: by joining forces, using

With specialised products and solutions we

new technologies and working on innovations

focus on the wishes of the grower with the aim of

with growers, suppliers and startups.

improving horticulture worldwide.

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