H100 EN

Volume 11 | 2013

From Improvement to Change New category: Hillenraad500+ Interviews with

Yuri van Geest Henk Oosterling Ernst van den Ende

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The one hundred most prominent companies in the horticulture industry

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the entire chain. In the 75-year history of

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

Research and compilation of the top 100 Hillenraad Partners The Committee of Experts www.hillenraad.nl

Editors Henk de Kleine Miranda Koelemij Hans Verwegen Martien Penning

Production co-ordination Miranda Koelemij

Editorial board MiCOMM

Table of Contents 5

Foreword by Martien Penning, publisher of the Hillenraad100, on this edition’s theme: From Improvement to Change

6

Hans van den Ende and Martien Penning of Hillenraad Partners on strategy and organisational development. How do you create flexibility?

8 14 16

10 13 18 19 56

The vision of Hillenraad Partners

Success speaks: professionals from outside the sector discuss the three drivers of change

Technology Yuri van Geest, entrepreneur and specialist in the area of Singularity, on breakthrough innovations Culture Henk Oosterling, philosopher on the role of craftsmanship in society Science Ernst van den Ende, general director of Plant Sciences Group from Wageningen UR, on the developments in plant sciences

Hillenraad100

The Committee of Experts Statement General Overview The Top 100 New: Hillenraad500+

Design and styling Stefan van den Ende Vormgvr

Layout and development

Success speaks: professionals from the horticulture industry on the key criteria of High Performance Organisations – performance, strategy and commitment

54 60 64

Marco van Herk, Commercial Director of Anthura Shawn Harris, founder and CEO of Nature’s Pride Albert ’t Hart, CEO of Ridder Drive Systems

Advertisement bookings

59 62

Top 500+ Companies Worldwide The Continent of Africa

AddingBusinezz B.V. Stefan Toet +31 (0)6 411 6 00 94

66

The horticulture cluster and the Dutch business world

67 67 67 67

Top 10 most horticultural countries worldwide (salad vegetables) Top 10 most horticultural countries worldwide (floriculture) Top 10 most cultivated horticultural products in the Netherlands Top 10 companies from the top 100 by number of locations outside the Netherlands Top 10 companies by turnover from the top 100 Distribution of the top 100 by category

Paul Scholte Peanutsch.nl

Photography Fotostudio Gerard-Jan Vlekke

Printing and finishing Mouthaan Grafisch Bedrijf

Translation Tekom Vertalers BV

© Copyright

All rights reserved.

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

67 67 68 68

Horticulture around the world

The heights of the horticulture industry in perspective

Top 10 companies by number of employees in the Netherlands from the top 100 Top 10 companies by number of employees worldwide from the top 100

| Hillenraad100 | 2013 | 3

Foreword

The theme for 2013: From Improvement to Change From Improvement to Change. That is the theme of the 11th edition of the Hillenraad100. The theme stems from the assertion that the horticulture industry has retreated into its shell in recent years. Due to enormous changes in the economy, society and the market, strategies that were once successful no longer work. Upscaling and ‘doing better business’ are not the solutions to new challenges. We live in a time when change is more meaningful than mere improvement, and that demands new ideas, new action.

That the sector has retreated into its shell

nano and DNA technology, as well as drones,

less successful businesses. After all, a good

might be a good sign. The fact is, in nature,

camera technology and remote growing.

explanation for success should, conversely,

that heralds a metamorphosis, the emerging

But beneath that technological dimension, there

provide a deciding factor for failure. His vision

butterfly. That metamorphosis could occur

is a dimension that is occupied with the reasons

is based on three pillars. One: successful

here too. We are seeing the landscape of the

for implementing technology. What is our aim?

businesses strictly monitor performance

Dutch horticulture industry changing at a

Which problems do we hope to solve? This takes

(statistics provide knowledge to inform

rapid pace. We are moving from ‘Productschap

us into the terrain of the philosopher, whose

continual adjustments).

Tuinbouw’ to ‘Winkelschap Tuinbouw’. That is to

interest lies in the choices we make globally.

Two: they have the ability to be highly adaptable

say: the key to successful business

in a strategic sense (being responsive

is optimum monetisation of your

to changes, the flexible organisation).

product or service. That necessitates

Three: they score highly on commitment

being in tune with your clients. It

to clients, employees and society. That

is about demonstrating flexibility

is akin to the artisanship of yesteryear:

and speed, without losing direction.

know what you are doing, move with

That appears to be a contradiction,

the times, and look after one another.

but strategic manoeuvrability is of

Perhaps the foundation of success

great importance, particularly now;

is indeed that simple. If you are able

searching for leading trends, for

to clearly articulate the vision of your

shifts in the market, thinking in terms

business to clients, employees and

of new revenue modules and then,

society, then everyone knows what is

working with your employees and

expected of them.

strategic partners to interpret these

It is precisely this ‘predictability’ that

into business practice at the speed

proves exceptionally valuable in times

of light. That is the current challenge.

of change.

The horticulture industry is very good in terms of business practicalities. However,

According to all experts, we are at a turning

anticipating developments and incorporating

point in history. Everything is being turned on

The emerging butterfly, the metamorphosis

those into the horticulture industry of the future

its head and it is vital that entrepreneurs know

Every business is searching for its own identity,

calls for a new kind of expertise.

which role they wish to fulfil in the new reality.

for a distinguishing market position, and

Drivers of change

The key to success

Often, new trends and shifts in society are

That brings us to the area of strategy,

will not drown in the Red Ocean, but finds a new

preceded by developments on three fronts:

something with which we are actively busy on

Blue Ocean. In any case, that is no guarantee

science, technology and culture. These are the

a daily basis at Hillenraad Partners. We know

of lasting success. Every new market becomes

major drivers of change. History has shown

that looking ahead is no simple matter. There

saturated at a certain point. Thus, it is about

that changes in trend in the development

is no universal strategy that offers a certain

the ability to change continually without

of economies have usually emanated from

outcome for everyone. Nevertheless, we would

losing direction. That is why we found the

new scientific insights, new technological

like to attempt to take a universal look ahead,

cover image so fitting: a butterfly wing, the

applications, and societal changes. That is what

following in the footsteps of the experts. To that

symbol of metamorphosis. We see a pattern

experience has shown, but what does the future

end, we went in search of the most explicative

of overflowing red oceans and peaceful blue

look like? We presented that question to three

factors for success for this 11th Hillenraad100.

oceans. A butterfly is living proof of the

experts in the field of plant science, technology

In doing so, we delved into many different

assertion that it is change and adaptability

and philosophy. Which developments do they

sources, including Michael Beer, a Professor

which offer the greatest chance of survival.

believe will influence horticulture? Those in

at Harvard University. He has undertaken

the field of science and technology obviously

elaborate research into the explicative factors

overlap the most, for example, in terms of bio,

for success, or lack thereof, of successful and

wants to excel within its area of expertise.

This requires a professional organisation that

Martien Penning

| Hillenraad100 | 2013 | 5

Vision

Hans van den Ende and Martien Penning, strategic advisors at Hillenraad Partners “We are very enamoured with the views of Michael Beer, the man who introduced the concept of High Performance Organisations. He tilted the matrix a quarter of a turn and thus created a diamond shape. At the top, we placed a phenomenon that has, astonishingly, remained virtually underexposed for too long: the customer! The market!”

6 | Hillenraad100 | 2013 |

Vision

Chameleon or dinosaur?

Establish market connections and become flexible, or slowly but surely head towards oblivion. In short, that is how Hillenraad Partners sees the choice facing businesses in the horticulture sector. Hans van den Ende and Martien Penning on crucial measures in a dynamic world.

This is significant. At the time of writing,

Or the area sales manager in Germany who

There is much to do

Werner Vogels, Vice President and Chief

has entered into a partnership with the

“Businesses have a tendency to shoot into

Technology Officer of Amazon, was a guest of

wholesale trade? Medium-sized businesses

overdrive, thinking that everything needs to

BNR Business News Radio. “Agility,” he said.

in particular must find a solution for their

change suddenly. However, the transition

“That is what everything will revolve around in

compartmentalised way of working.”

from product to market-focused thinking does

future. Do you possess the ability to adapt to

not happen within a few days. While market

the market?” The same Werner Vogels also said:

A glittering diamond

“Established businesses can learn a great deal

“You can neatly dovetail the operational and

still those other two success factors: scale of

from the way young businesses are capable of

commercial sides in a matrix. However, the

operations and professionalisation. Optimal

very quickly delivering products and services

matrix organisational structure is no longer

market connection can lead to a business being

for which there is great demand amongst

held in high regard. So now what? We are very

active in a smaller segment. However, how do

clients.” This is significant, because we visited

enamoured with the views of Michael Beer,

you keep logistics streams strong enough?

Hans van den Ende and Martien Penning of

the man who introduced the concept of High

Hillenraad Partners a few weeks prior to the

Performance Organisations. He tilted the matrix

BNR broadcast, and they banged the same

a quarter of a turn and thus created a diamond

drum: the key to success lies in the ability to be

shape. At the top, we placed a phenomenon

flexible and to establish market connections.

that has, astonishingly, remained virtually

Clearly, these are the issues of the moment.

underexposed for too long: the customer!

Constructing organisation

The market! That must be the starting point: your performance in the market. That approach

connection is of critical importance, there are

“Market share is no longer an issue at all.

Build your own community.”

Hans and Martien, Hillenraad Partners’ strategic

generates interplay between the functional

advisors, assert that at some point, every

and commercial activities in the centre of the

business wrestles with the manner in which its

diamond. Depending on what clients want, one

organisation is constructed. “This is becoming

or another activity will lead the way. This way

the case more frequently, because the world

of doing business leans strongly toward the

is changing faster than many businesses can

customer intimacy strategy: you move according

keep pace. However, smaller businesses that

to the desires of the client and the market.

target a single market with a single product can

Whichever business is capable of making the

still manage. With this one-dimensional way

diamond shine in the right place possesses a

Working to create that different organisation

of doing business, the greatest risk lies in the

chameleon-like organisational structure.”

and way of working takes time and requires the

inevitability that every market will lean towards

skill to cut the diamond to perfection.” Finally,

saturation, that you are no longer distinctive.

Building communities

That issue can still be dealt with. The very large

Does that mean all the issues have magically

“As experienced diamond cutters, we take

businesses in the horticulture sector have

disappeared? “No,” say Hans and Martien,

businesses much further with the principles of

often split up their multitude of activities to

tempering expectations. “In our opinion, it

the diamond organisational structure.”

such a degree that one-dimensional business

is of great importance that every business

is being conducted on multiple fronts. However,

– large or small – first fully recognises that

small-to-medium businesses that seek to serve

this is about market connections. Market

many markets with many products face an even

share is no longer an issue at all. It is far more

greater dilemma. Here, it is often the case that

meaningful to build your own community – your

friction develops between the two traditional

own unique proposition for a specific target

‘pillars’ of such a business. On the one hand,

group – step by step and with a clear objective.

there is the process side, responsible for

Such a community can be based on anything.

purchasing, sales, logistics and production. At a

User experience. A taste. A lifestyle. A social

right angle to that, there is the marketing side:

movement. One often sees such a community

a region or country, a particular sales channel

first forming around a single product. Look

or client profile. Eventually, it comes down

at Apple. That is a brand with believers which

to a battle between the competence of the

began making computers. From there, it

operationally minded functional heads and the

extended its palette: telephony, streaming

commercially-minded business heads. Who will

services. There is still a risk that Huawei might

take the lead? Will it be the area sales manager

soon pinch large sections of the market from

in France who wants to supply the retail

Apple, but in any case, Apple is apparently more

market there? Will it be the logistics manager in

flexible than its predecessor Nokia was and it

Poeldijk?

has better market connections.”

Hans and Martien wish to impart the following:

| Hillenraad100 | 2013 | 7

Interview

Yuri van Geest, entrepreneurs and expert in the field of Singularity “Increasingly, it is not so much about ownership as it is about access.

Access to knowledge, to people who can help you further, access to a market. That is becoming more difficult to do by oneself.”

8 | Hillenraad100 | 2013 |

Interview

Onwards to an unrecognisably different world Exponential growth, exponential advances. That is the world of Yuri van Geest. He is an expert in the field of Singularity, a technology-centred way of thinking and working in which all emerging technologies converge to some degree. That convergence is going to change the horticulture industry unrecognisably, in no time.

It is not always easy to follow Yuri van Geest’s

tackling specific problems. That way, thousands

have to go into the greenhouse or out into the

views, let alone to estimate the value of

of people could add input. No in-house R&D

fields. And, something completely different: we

the outcomes of the developments that he

department can compete with that. That is why

know that arctic regions in Russia, Greenland

outlines. He attended Singularity University,

I think that this is the first advance that many

and Alaska will become available for building

a joint initiative of NASA, Google, Cisco,

entrepreneurs can make: change your mindset,

construction in the not too distant future. I hear

Autodesk, Genentech and Microsoft. One of

your business model, the way in which you look

no discussion about that in the Netherlands.

the pillars of singularity is Moore‘s Law; initially

at the world.”

What role could we play there with our current

an observation about the exponential rise

and future technology? In my view, it is rather

in the number of transistors in integrated

Embracing technology

circuits. Moore theorised that this number

“The second advance I believe entrepreneurs

would keep doubling by virtue of technological

in the horticulture sector should make:

Making advances

advances: 1, 2, 4, 8, 16, 32, and so on. His

embrace new technology. Immerse yourself

Yuri van Geest sees the Dutch horticulture

theory proved correct. Singularity holds that

in developments and make your choices.

sector gearing up for action at a somewhat

this exponential growth of technology also

I can name dozens of examples of technologies

slackened pace. “The prevailing view appears

applies to other areas as soon as barriers

and projects that will influence the horticulture

to be along the lines of: ‘oh, we are very busy

present themselves. The growth of the world’s

sector in one way or another. Look at iGEM.

innovating, we are doing just fine.’ But be

population. The shortage of natural resources.

The acronym stands for International Geneti­

warned. Emerging economies are skipping entire

The limits to our healthcare system. The yield

cally Engineered Machine, a global project

steps. There they do not need to think in terms

of agricultural products. Barriers are going

in which students and young entrepreneurs

of what they already have, because they have no

to be levelled by combinations of technology,

grapple with issues in the field of synthetic

legacy yet. In the Netherlands, the driver is often

each groundbreaking in its own right: bio and

biology. They work with so-called BioBricks.

precisely that: ‘What will I lose?’ The observation

nanotechnology, artificial intelligence, drones,

To them, DNA has virtually become like Lego

that high quality education and research is

robots, sensors, solar energy and 3D printers,

with which one will soon be able to build new

under pressure in the Netherlands does not help

important to remain abreast of developments.”

to name but a few. Words that seem very far

either. The ‘equal opportunities’ maxim is very

removed from what a nurseryman or grower in

noble, but it stifles developments. What can you

Poeldijk or Wieringermeer is busy with.

do as an individual entrepreneur? In addition

“But that is not so’, says Yuri van Geest.

to the two advances mentioned, make a third

Changing business models “Already you see that a nurseryman is increasingly becoming a process operator.

That is the technological side. However, all that technology will also have a bearing on the best way of organising your business.

The horticulture sector has always thought in

“What can you do as an individual entrepreneur?

Make a choice.”

that consolidates everything. Think in terms of eco systems, bartering, open innovation, win-win situations. Yes, you do expose your vulnerabilities. Yes, you always run the risk of your counterpart having a different agenda to yours. However, the alternative is: remain on your island, disconnected from technological developments. Make a choice.”

terms of ownership, in terms of the hardware you possess. ‘How can I generate income from that greenhouse?’ Ownership is logical in a stable and non-complex environment.

In the new dynamic and more complex world,

organisms. For example, the development of

it is counterproductive. If you think in terms

plants that generate light without the use of

of ownership, then your business model is

electricity by combining the bioluminescence

based on a concept of lock in, you keep out

gene with the plant genome. Look at the terrific

influences from outside nicely. Increasingly,

speed with which 3D printers are developing.

it is not so much about ownership as it is

You can print protein-rich foods as a solution

about access. Access to knowledge, to people

to global food shortages. You can print

who can help you further, access to a market.

personalised food according to specific needs

That is becoming more difficult to do all by

and preferences. That raises the question of

your lonesome self. Issues are better solved by

what food will look like in future. Then you

harnessing the intelligence of others, by sharing

have developments in the field of camera

knowledge. A prime example is to be seen on

technology and drones. You can virtually

www.kaggle.com. where large businesses

control crops millimetre by millimetre, you can

hold open competitions for the purpose of

direct everything from a PC. Soon no one will

| Hillenraad100 | 2013 | 9

Committee of Experts

a

Willem Vermeend, Chairman Entrepreneur, administrator, professor and former government minister

“The world changes faster than most people anticipate and horticulture won’t be able to avoid wholesale changes in terms of technology and digitisation either. All the more reason for the Hillenraad100 to review its evaluation criteria, which I, as the chair of the committee of experts, endorse whole-heartedly. Let’s look ahead and seize the new opportunities.”

b

Harm Maters Chairman of AVAG

“Technology will play a major role in international horticulture and the Netherlands must go out of its way to maintain its lead. The new criteria allow for more emphasis on international status and innovative strength, placing horticulture in a wider perspective.”

c

Peter de Bruin Managing Director, Bedrijven Rabobank Westland

“In terms of my field of expertise, this is evident from the observation that financially sound enterprises have clearly been moving up on the list, proving that sound financial management does pay off.”

d

Arnold Hordijk Administrator, consultant and supervisory director

“Those companies that make clear strategic choices are doing well. They focus on a client target group and act on it consistently and professionally. They are capable of generating genuine commitment from staff, clients and associates. Involvement, motivation and real client orientation are crucial!”

e

Willem Baljeu Former Managing Director of Frugi Venta

“Within my field of expertise, this is evident from the status recognition of the fruits and vegetables trade internationally. The list clearly shows, that the position of the Dutch cluster, Greenport and business internationally, has been strengthened by the growth in the import of fresh fruits and vegetables.

‘Hillenraad goes international’.”

f

Jan van den Heuvel Entrepreneur and founder of Hagé

“The new criteria have enabled a number of excellent companies to be included in the list that didn’t show up on the radar before. Rightly so, because horticulture has become a global activity, which doesn’t allow itself to be confined by national borders. World-class partnerships are no longer a fantasy – they’re an actual necessity for companies looking to succeed at the highest level.”

g

Cees Uitbeijerse Accountant and Horticulture Specialist at BDO Accountants & Advisors

“In my view, the new list clearly reflects the new criteria for the composition of the top 100. In my field of expertise, this is evident from the fact that financially transparent companies have been ranked higher. The new criteria are more objective, whereas the previous list was more often based on assumptions. As an accountant among sector specialists, it’s nice to be able to contribute to that objectivity during the committee’s discussions.”

h

Niels Louwaars Managing Director of Plantum

“Thanks to the new criteria, innovative companies in the plant propagation material sector have received more prominence, ending up higher on the list. This does make sense, since the closer to the start of the chain you are and the more internationally you operate, the better capable your are of capitalising on opportunities in the chain.”

i

André Nieuwenhuijse Horticulture Policy Coordinator, Public Secretary for the top sector Horticulture and Propagation Materials

“In my field of expertise, this is evident from the increased importance of qualitative assessment data. In order to be prominent in this top sector, parameters such as ‘alertness to environmental and societal changes’ and – perhaps even more so – ‘staff and client focus’ are important and contribute to the success of the companies individually and the sector as a whole, both in the Netherlands and globally.”

j

Nico van Ruiten Chairman of LTO Glaskracht

“In terms of the horticulture production companies, this is evident from the higher average ranking of nurseries which are under excellent and innovative management. Attaching relatively less significance to sales and profit has benefited growers’ rankings, which I think is the right development. It means that growers are fully capable of holding their own with the other chain parties.”

k

Martien Penning Managing Director of Hillenraad

“In the top 100, the three pillars of a successful business according to Michael Beer are clearly more apparent: keen on performance, predisposed towards change and a strong commitment towards clients, staff and society.

Companies have been assessed on these criteria more explicitly, resulting in some remarkable listings. The new Hillenraad500+ category proves that the world league is calling.”

Agnes van Ardenne Chair of the Product Board for Horticulture

“In my view, the new list clearly reflects the new criteria for the composition of the top 100. Smaller and innovative companies that also excel internationally occupy better positions on the list now, and rightly so.

This must be a great incentive for horticulture businesses to aim for a higher spot on the list next year.”

Herman de Boon Chairman of VGB

“In my area of expertise, this is evident by way of an improved and even more meticulous motivation of the rankings given to the companies included in the Hillenraad100. I can clearly see the contribution that these businesses make to the title ‘horticulture cluster: top sector of the Dutch economy’.”

10 | Hillenraad100 | 2013 |

Committee of Experts

c

f

d

h e

j

b g a

i

k

The 2013 committee of experts The experts have been brought in from different branches of the horticulture industry and consist of entrepreneurs, former entrepreneurs, and administrators. They base their expert judgements upon their broad experience and network within the sector, which lends the list an entirely unique perspective on recent developments.

The experts have no direct interest in the ranking of individual companies and provide their opinions in their capacity as private individuals.

In this article, the members of the committee of experts comment on the following statement: “In my view, the new list clearly reflects the new criteria for the composition of the Hillenraad100.�

| Hillenraad100 | 2013 | 11

Join the Best Ideas in Fresh The Best Fresh Group is a group of international and established companies in producing, packing, marketing and distributing fresh fruit and vegetables all year round. www.bestfreshgroup.com

2013 Statement

New era, new criteria, incomparably new list The Dutch greenhouse sector has changed drastically these past ten years due in part to internationalisation, increased scale, market thinking, professionalisation, mergers and takeovers.

The sector has become broader and can rightly be labelled as knowledge and capital intensive, which is why we have adapted our definitions, methods and evaluation criteria to fit the new era.

Open competition

Cluster model

Evaluation criteria

The Hillenraad100 is an open competition

The strength of the horticulture cluster lies

Hillenraad employs a multi-disciplinary

for companies in the knowledge and capital-

in its completeness, and a complete cluster is

business model based on the three pillars of an

intensive horticulture industry. We are now

self-perpetuating. That is why the list includes

organisation: market position, characteristics of

specifically looking beyond the greenhouse

companies from seven categories: propagation

the organisation and both the quantitative and

products themselves to focus on the companies

material, delivery, cultivation, processing, supply,

qualitative financial results. The quantitative

within the entire cluster. The emphasis is on

trade and services. Companies are evaluated

evaluation mainly focuses on the trend

businesses in the knowledge and capital-

on the basis of intrinsic and comparable

development of the key figures over time.

intensive greenhouse industry that have a

characteristics. Additionally, various evaluative

For a number of quantitative key figures, a

healthy international perspective. Of the more

and adjustment factors have also been applied,

progressive average will be employed from now

than 7,500 companies in the sector, Hillenraad

depending on a company’s position in the chain.

on, which will temper fluctuations in future.

closely tracks a selection of 250, looking for the

This approach insures that all the links and

The qualitative evaluation is marked by three

most innovative companies in the horticulture

segments of the horticulture chain are properly

cornerstones:

industry. The Hillenraad100 is the chief monitor

addressed. However, the number of openings

z Performance (market position, handling of

of developments and dynamics in the industry.

is limited per category and per segment,

New model

because these openings must accurately reflect the sector.

We have chosen a new model to correspond

We also looked at the perspectives of the

to all the latest developments in horticulture.

market in which the companies operate –

The pillars of this model are based on a greater

companies in a difficult market could

amount of information and we have now made a

temporarily receive a lower listing, just

distinction between companies with a turnover

like the stock market rates.

of up to €500 million and those with a higher

business processes and operational results); z Strategy (adjustment of market approach, product innovations and organisational development); z Commitment (strengthening ties with customers, employees and society).

Via a point system, we evaluate such elements as market position, internationalisation, process

turnover. The characteristics of an enterprise

Criteria for admission

with a turnover of more than €500 million

The Hillenraad100 aims to be a powerful

competitive strength, innovations, strategic

are vastly different and will therefore also be

indicator of the top level of the Dutch

focus, innovative entrepreneurship, staff policy,

measured differently. On account of this new

horticulture sector. The criteria for the

reputation, transparency and sustainability.

methodology, a one-to-one comparison with

admission of companies are:

The assessment entails 21 factors in total. Only

last year’s listing is no longer viable, which is also

z A firm position with recognisable, innovative

under special circumstances will companies

control, turnover and EBITDA development,

the reason why we are not noting last years’

activities in the knowledge and capital-

that have suffered several consecutive years of

rankings. Companies that were evaluated last

intensive horticulture sector of the

losses retain their position on the list.

year could be ranked surprisingly this year due

Netherlands;

to the new model. Newcomers and returning entrants can appear anywhere on the list.

Research

z The company/entity is established in the

Sources and topicality

Netherlands and declares its turnover in the

The Hilleraad100 is based on public sources

Netherlands;

of information and press releases. In addition,

z Horticulture operations should form a

many companies furnish us with detailed

The Hillenraad100 is compiled according to

substantial proportion of the overall business

information upon request, which is crucial in

a careful procedure. The starting point of

activities;

weighing and assessing the company’s listing.

the evaluation is an investigation by the Hillenraad100 editorial board together with the

z The company has been active in the industry for at least five years;

Those companies that did not supply us detailed information, may be unexpectedly undervalued.

advisers from Hillenraad Partners. The results

z The evaluation is based on correlated group

The listing is among other things based on the

of the evaluation are subsequently combined

activities. Subsidiaries are not eligible for

latest financial information available; in most

with an analysis performed by our committee of

separate listing;

cases, the annual reports for 2011/2012. For

experts. It is an intense process of weighing and

z Industry or trade organisations and generic

2013, all qualitative developments up through

measuring and the final listing is the combined

service providers such as banks, insurance

the end of August have been included and

result of facts, noteworthy information and

companies, accountants, employment

whatever happens after this date could turn out

the opinions of the experts. This makes for a

agencies and transport companies are

to be a surprise for us too, especially in these

vivacious list with a distinctive twist.

excluded from participating.

uncertain times.

| Hillenraad100 | 2013 | 13

Interview

Henk Oosterling, philosopher “We know that transition to a cyclical and green economy is essential.

If there is one sector that understands the meaning of green and cyclical – then it is the horticulture sector. To me it is logical that it should take the lead in inevitable changes.”

14 | Hillenraad100 | 2013 |

Interview

“Everything we need to facilitate change is to be found in this sector.”

“I want to speak frankly, otherwise this will be nothing more than hot air.” Philosopher Henk Oosterling makes no bones about it. That is to be expected from the man who, in addition to countless other qualities and activities, once held the title of Dutch Kendo champion. Hardly ordinary. But who else will be able to shake things up?

Change can be spurred on by three so-called

is mistaken. As it happens, he is a practical

All change

drivers of change: technology, science and

man through and through: practice what you

“Everything we need to facilitate change is to

culture. Henk Oosterling is just the person

preach. In his place of birth and residence, Henk

be found in the horticulture sector After all,

with whom to speak about change and culture.

Oosterling established Rotterdam Vakmanstad.

nourishment is the basis of education and

As a young boy in Rotterdam in the fifties, he

That makes him one of the driving forces behind

means ‘culture’ – it comes from the Latin – to

gradually saw the world around him changing

the Rotterdam Food Council. This food council

‘cultivate’. For me, the question is: what is your

drastically. And then some. “I watched the

seeks to introduce sustainable food chains in

approach to life, how do you want to conduct

harbour disappear slowly from the city, and

the port. Henk Oosterling: “In the council, we

business? Do you want to continue along a path

with it, craftsmanship. I saw our prosperity

asked ourselves: what needs to happen for us

of development that replaced the Bonobo chimp

increasing and at the same time, how that

to change the foodprint – with a d! – of this city?

with the Bonus Bonus chimp? It’s an option.

set us adrift. We manoeuvred ourselves into

Education is essential. Well, we have at least

However, there is another way. This sector

a remarkable paradox; we are so affluent, we

two hundred primary schools in Rotterdam. If

contains everything necessary to make the

gorge ourselves to death. We became caught

we included school meals structurally in the

world a different place. Sounds deep and heavy,

up in a world focused on linear production. The

standard package and we charged € 1 per child,

‘the world’. However, that world starts with your

entrepreneur who now persists with production

that would amount to € 5 million. If we invested

own conscious choices, your day-to-day life. It’s

that in five urban farming operations, we’d be

actually no more complicated than that. Those

on to something. In that way, we want to bring

choices are driven by how you seek to co-exist.

about a change in the mindset of young people.

If I were to put it very radically and robustly,

We offer children at a number of Rotterdam

it now entails not making certain choices any

schools a whole spectrum of activities.

more. Even though the globe appears to be

Judo, cookery lessons, gardening lessons,

without boundaries, we are butting up against

environmental education and some philosophy.

our limits locally. Society demands boundaries:

We want to instil in young people artisanship in

‘That is enough’. In my view, you need to

its broadest sense: a return to an appreciation

consider that very seriously if you are in this

for quality and proportionality. It is a lifestyle.”

sector. What kind of world do you want to be

“Never waste a good crisis.”

From linear to cyclical

part of? Will it be “business as usual’, or will you think outside the box? Naturally, there are

Henk Oosterling believes it is important for

consequences linked to those choices. Every

people make conscious choices again. “We want

thought generates an action. I say: ’Never waste

to teach children about choices at a young age,

a good crisis‘.”

on the scale of what you can do. You make a on the basis of quantity – rather than quality

choice to buy that battery farmed chicken. You

and proportionality – is working according to

make a choice not to eat seasonal vegetables.

old model of enterprise in my opinion. Thinking

What choices do you make and why? Children

in terms of ‘it’ll be alright during my lifetime’.

live on a much smaller scale than their parents

Essentially, it means that you are taking from

do, or a large paprika producer does. Things

what should be coming to your children and

need to change on all those scales. On a

grandchildren. You are taking an advance on

business’s scale, corporate responsibility will

their future. If you are so morally corrupt, you

need to move to a different level. Entrepreneurs

have no place on this earth. Let’s be absolutely

need to realise that we are in transition and that

frank. We know that transition to a cyclical

it is about more than innovative modifications.

and green economy is essential. If there is one

We are moving from linear to cyclical production

sector that understands the meaning of green

lines. So do not limit yourself to solutions that

and cyclical – it’s surely the horticulture sector.

fall into existing frameworks. Look beyond that

To me it is logical that it should take the lead in

context that gave rise to those issues. That is

inevitable changes.” So, we’ve made a start.

my bugbear with technological developments.

From theory to practice

Technological issues should not be approached purely in terms of technological solutions. You

After this barrage, whoever thinks it is easy for

must make other choices as well, otherwise you

Henk Oosterling to speak from behind his desk

will be caught up in a vicious circle.”

| Hillenraad100 | 2013 | 15

Interview

Ernst van den Ende, Plant Sciences Group Managing Director at Wageningen University “A demand-driven mindset entails: solving the issues of today. A solutionfocused mindset is preferable; for solution-focused research. What are the major issues facing us in the coming period? That’s what it’s about.”

16 | Hillenraad100 | 2013 |

Interview

“Our thinking is too narrow.”

What are the fundamental issues with which every entrepreneur in the greenhouse horticulture sector should be concerned? Ernst van den Ende, Plant Sciences Group Managing Director at Wageningen University, has an idea. “We need to expand our thinking.”

In this Hillenraad100, we have asserted that

fed on plant waste, for example, could become a

organisms, is an extension of that DNA

science is one of three drivers of change.

potential business model.”

research. We are seeking to combine our

Compared to just ten years ago, fundamental

knowledge of plant processes with our

and applied scientific research has changed

An abundance of opportunities

the world unrecognisably. And this is just the

Ernst has endless examples when it comes

with life-science researchers, wherein cancer

beginning, believes Ernst van den Ende. “DNA

to scientific research and its commercial

research features prominently. Nanotechnology

research, synthetic biology, nanotechnology,

application. “We regard health as a strategic

is the fourth pillar of our research. It already

bioinformatics, the pace is frenetic. The crucial

field of research, after sustainability. It leads

enables the increased light production of the

question, of course, is: how will that benefit the

to discoveries like, for example, the one that

greenhouse glass. That technology will soon aid

horticulture industry? How are you going to

daffodil bulbs contain galanthamine, an alkaloid

in better detection of plant diseases, a prospect

deliver products for which there is demand? In

that delays the progression of Alzheimer‘s.

that is of interest to businesses active in that

my view, our thinking is too narrow in searching

That transforms bulbs into a completely

specialism. Nanotechnology also offers the

for the answer. We need to expand our thinking.

different product. Increasingly, we are looking

potential for controlled release of substances

The hairs on the back of my neck stand on end

at the components of plants, at their uses. If

via coatings, thus enriching seeds with yield-

when I hear someone mention demand-driven

we can find a good sugar substitute, Coca Cola

increasing technology.”

research. Issues that are current need solutions

would of course be knocking on our door. Then

now. Sounds logical, doesn’t it? You could think

you will want to be the grower that produces

Share, share, share

of it in the following terms: farmers that still

that substitute.” In the field of DNA research,

The issues and opportunities are so complex,

have tractors, require people to drive them.

developments are occurring at breakneck speed.

believes Ernst van den Ende, that no

Thus, the education system offers demand-

“Within a few years, that research will lead to a

entrepreneur can take them on individually

driven training. Farmers of the future work with

completely different setting for breeding. People

any more. “You need to operate in networks,

drones that fly over their fields. So much for a

sitting at computers will facilitate that soon.

otherwise you’ll never keep up. Preferably

demand-driven approach. A demand-driven

Already I have a greater need for bioinformatics

international networks, because overseas

mindset entails: solving the issues of today.

than anyone with green fingers does. If that

is where it’s all happening. That’s where the

A solution-focused mindset is preferable; for

cycle were to become much shorter, you could

expertise is, that’s where you find like-minded

knowledge of DNA. In doing so, we collaborate

solution-focused research. What are the major

partners with whom you can create and

issues facing us in the coming period? That’s

develop concepts. Also consider social and

what it’s all about.”

scientific developments outside the sector!

Revolutionary “How is the world’s population going to be fed in future? How are we going to dispose of waste? How can we find a use for it, instead?

How can we do twice as much with twice as little? Not forgetting: how do I, as an individual entrepreneur, stay abreast of developments?

What will be my concept? Who are my allies?

Those questions are completely different to ‘how can I realise greater returns per square metre?’. Now, if I was a tomato grower, I would be interested in the research we are conducting with Philips, in which we can double the amount of Vitamin C in tomatoes with led lighting, just to name an example. Something else: if I was seeking new business, I would be interested in the enormous opportunities presented by the production of edible insects. We know the world population’s protein requirements cannot be

“Within 24 hours, our research paper on insect consumption was downloaded 2.3 million times across the world.

That is a sign: something revolutionary is going to happen.”

Everything revolves around open innovation.

That is where I take issue with Dutch top sector policy, which is obstructing the system.

As if we have sufficient mass, knowledge and expertise in the Netherlands to keep on top of major global developments. What’s more, there is the tragedy of the demise of funding for scientific research with the disappearance of Productschap Tuinbouw. In response, some entrepreneurs have established their own research funds. A drop in the ocean. And: these funds finance demand-driven research. It would be preferable to identify fundamental challenges and issues, and partners with whom you can address these.”

met if everyone continues or starts eating meat.

Already, insects are a regular dietary component for two billion people. Recently, we produced a research paper about insect consumption,

produce in a very consumer-focused manner.

commissioned by the FAO. Within 24 hours, it

I see bulk production disappearing from the

was downloaded 2.3 million times across the

Netherlands and opportunities shifting to

world. That is a sign: something revolutionary

production for specific niches.

is going to happen. Thus, production of insects

Synthetic biology, the creation of new

| Hillenraad100 | 2013 | 17

2013 General Overview

Resilience propels the top upwards and over the border 2007 was a year of celebration in the horticulture sector, but now, only five years later, many businesses have little cause to celebrate. In 2012, the sector displays entirely different results. Although the overall view is showing diminished returns, if we zoom in on individual companies, we also find growth and expansion. The gap between companies on the list and those off the list is widening. The Hillenraad100 companies have shown impressive resilience, which is precisely why they earned a listing.

In the past year, three large companies from

shift towards international markets occurring

on the import from Africa. Among potted

the Hillenraad100 have definitively disappeared

on a massive scale, as nearly every engineering

plants, the strong position of Phalaenopsis

from the playing field. Despite their desperate

company’s foreign sales share is currently

continues to thrive, however in all segments,

efforts, they were unable to connect with the

bigger than their Dutch domestic market. It was

any slight expansion in volumes is quickly met

mores of our time. On the other hand, most

a different story five years ago. The suppliers

with a decline in price. We see a general trend

of the companies from the Hillenraad100

of base materials and additives are feeling

here in companies searching for a more direct

are surprisingly recovering their profits and

the heat in the sector, with payment periods

connection with the market.

turnover. It should comes to no surprise then,

stacking up and their loyal customers showing

that a majority of these companies

Trade

are firmly represented internationally.

In the trade, the markets are

After all, it is easier to build up a

extremely volatile. Retail remains

position in a growth market as

strong as ever, however, winning it

opposed to a market that is shrinking

a formidable negotiating position.

and showing signs of over-saturation.

Traders need to make sure that

An entrepreneur from one of the

they have direct access to the

Hillenraad100 companies travelled

source, and we have noticed

across five continents and upon

that many players are indeed

arriving home he remarked, ‘Europe

emphatically looking to make

is like a museum.’ In his eyes,

this connection. Others are busy

this continent is too focused on

transforming themselves into

preservation and there is not enough

service providers and putting a

drive for innovation. Consumers and

great deal of energy into logistical

employers here haven’t yet recovered

services, closely-knit distribution,

their optimism and drive, but, we

market penetration and smart

are seeing that the Hillenraad100

digital systems that match up

companies are well on their way to

supply and demand.

recovering the conviction that this new era does offer opportunities.

Processing

When we examine the sector as a

Pre-cut fruits and vegetables

whole, we find a resilient group of

remain undiminished in

leaders.

popularity. Instant meals during the week are seamlessly

Propagation material

more conservative purchasing behaviour.

combined with home-cooking on the weekend

This is the highest achiever in the class.

The innovative power hasn’t yet returned in

and the convenience shelves are filled with a

From top to bottom, this segment is strongly

full-force and we’re still waiting for that real

wide range of products. The companies that

represented internationally, with the larger

innovative breakthrough.

develop a knack for this will be standing tall, but

companies often active on every continent.

will also find that they have to watch their step

All of the companies invest heavily in R&D in

Production

order to keep up with developments in the fields

The number of growers is diminishing rapidly.

of genetics and technology. By selling their

Across the board, production companies’

Services

products worldwide, enough coverage exists

profits have been under pressure for years, but

Here too, we see strong internationalisation.

to be able to make those investments. We see

the players in the Hillenraad100 have made

The number of service providers will remain

mergers and takeovers here in an attempt grow

considerable headway. For many of them, 2012

limited again this year, and it’s only the

and become the market leader in a specific crop

was a good year; they have their business in

sector-specific service providers with in-house

group. This the strongest sector of our Dutch

order and prices were decent. Still, this remains

knowledge development facilities that have

horticulture industry.

a volatile segment, with the tomato being a

earned a spot on the list. The potential here lies

top product in 2012 and in 2013, paprika and

especially in horticulture’s developing countries,

cucumber earning more. In the ornamental

where there is a burgeoning need for Dutch

For the first time in years, we are seeing an

plants and flowers segment, they are looking

expertise.

upturn in this category. Striking is the strong

to create an assortment that is less dependent

Supplies

18 | Hillenraad100 | 2013 |

at all times.

Top 100 |

How was this top 100 compiled?

Over the past ten years, the Hillenraad100 has given an impression of the one hundred most influential companies in the greenhouse sector. This year, not only have we changed our methodology, but our aim is different, too, and our new model corresponds to all of the latest developments in the horticulture industry.

We are now specifically looking beyond the greenhouse products themselves and focusing on the companies within the entire cluster. Our emphasis is on businesses in the knowledge and capital-intensive greenhouse industry that have a strong international perspective. Companies evaluated last year could have a surprising new ranking this year. Furthermore, as opposed to previous years, new companies are now able to jump right into the higher echelons. The new evaluation model has made a one-on-one comparison with last year’s listings no longer viable, so we won’t be noting last year’s rankings. With the simultaneous introduction of the Hillenraad500+, we are creating a new perspective for the top 100 companies.

Legend

100 Berg Hortimotive Turnover NL-Q 12 million Employees NL 40 www.berghortimotive.nl

99 Advisor ICT Solutions Turnover NL-Q 5 million Employees NL 49 www.advisor.nl

Turnover NL-Q Turnover WW-Q Employees NL Employees TOT *

Turnover reported in the Netherlands in euros Worldwide turnover in euros, horticulture-related Staff working in the Netherlands Staff working worldwide including the Netherlands Estimated by the Hilleraad100

This year, our list opens with an old acquaintance that is blazing new trails. Berg Hortimotive wants to be the company that delivers a total solution in greenhouse logistics – from production and harvesting all the way through to packaging. The equipment has not been limited to the well-known pipe rail trolley for some time now and as a result, the company’s new vision has become ‘from picking to packing’.

They’re also using a lot of English terms, which is the direct result of their international scope becoming increasingly more important. International customers must be approached differently than their traditional Dutch clientele; new customers are often technologically inexperienced and mostly require a complete turn-key product. Berg Hortimotive offers them one-stop shopping, which is why they’ve expressly begun strategic collaborations with their fellow suppliers. Consider their alliance with Advisor ICT Solutions, which became official in July 2012. Berg Hortimotive admits that internal transport coupled to business process software has produced a new way of working that has taken some getting used to. Suddenly, it’s you who has to be seen at international expos, as modern customers love meeting producers directly and Berg Hortimotive needs to tighten its ties with its fellow businesses. As they say themselves: “Cooperation isn’t in our DNA. Cooperating well is an art and requires a specific mentality.’

We’ve seen Berg Hortimotive make impressive progress in this area and certainly, they have a lot to offer their partners and customers. The same autonomous software packages make it possible to integrate all processes from the greenhouse on down to the loading dock. Robots, internal transport, cameras, scanners and other systems for in greenhouses – they’ve all been linked together to form one well-oiled machine. Steps have even been taken in the area of employee involvement and regular 3P (Passion, Prestige and Pleasure - key areas of interest at Berg Hortimotive) meetings are organised.

Finally, if honesty was an aspect of CSR, then Berg Hortimotive would score big here. All the information they provided stated clearly that they’re new to CSR, but they are making it their priority. This is a great company that, with the right mindset, will undoubtedly go far.

Advisor ICT Solutions refers to ‘challenging times for the floriculture industry’. Traditional revenue models are no longer sufficient. Funds for additional costs are not available and everything and everyone is focused on added value. For Advisor ICT Solutions, that value lies in the way ICT platform Match-Online directly matches growers and retailers. Increasingly, end users desire functionality, without the ICT product itself, making SaaS (Software as a Service) a logical solution. Subsequently, an ‘installation rate’ that is as high as possible is necessary, or your own investments in upgrades and updates will never materialise. Therein lies the challenge for this ICT service provider. Its ‘fan base’ was expanded by coupling the popular presentation software for in-store promotions to Match-Online. As a result, impressive digital marketplaces have been created at a number of large garden centres. Orders from these chains go directly to growers and strong digital relationships are created through the Match-Online academy, the exchange of user experiences on Facebook, and new iDeal and PayPal functionalities. Advisor ICT Solutions fill a unique role.

| Hillenraad100 | 2013 | 19

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Top 100 |

98 Lek/Habo Groep Turnover NL-Q 50 million* Employees TOT 324 www.lekhabo.nl

97 SV.CO Turnover NL-Q 14 million* Employees NL 42 www.svco.nl

96 Holstein Flowers Turnover NL-Q 12 million* Employees NL 100 www.holsteinflowers.nl

95 Vida Verde Turnover NL-Q 28 million Employees NL 44 Employees TOT 50 www.vida-verde.com

The Lek/Habo Groep encompasses 25 companies and the group participates in two corporations.

An immense cluster of activities, thus. The market is served from branches in the Netherlands, Belgium, Germany and Poland. From here, the group fans out across the whole of Europe and environs. A CHP installation for Gazprom Neft in Serbia. A CHP assignment in Belarus. The range of activities is broad and varies from supplying the horticultural market and universities (Wageningen UR), energy systems, engineering, steelworks to real estate. Lek/Habo has been a partner of Stadium Grow Lighting (SGL) since 2004. Back then, they looked at options for improving PSV’s turf. Now, SGL works for 108 top European football clubs, including Barcelona and Bayern Munich. That makes this partnership one of the most lucrative today. The synergy between all those activities remains to be seen. Is a conglomerate still relevant in these times? Another risk is the reliance on trade from the Netherlands. A new course is charted towards internationalisation, but more focus on the business portfolio is also a good option.

‘Strijbis and Verbeek, that won’t work when we go international.’ Something in this vein must have been said in the boardroom of SV.CO, the plant growers from De Lier and Maasdijk. So, in 2011, the name was changed to the far smoother SV.CO, making the name much easier to pronounce for the people of Ugandan Xclusive Cuttings, of whom SV.CO own a share. The CO could stand for many things, but here it stands for Connect. SV.CO’s strength is their focus on the day trade, with same-day delivery. SV.CO forms good combinations with trading parties and is keen to collaborate with exporters. And let’s not forget: the consumer! That’s what the CO could also stand for. With their crisp website, they have a beautiful showcase for their broad assortment. Trends are closely being monitored and SV.CO is clearly riding atop a wave: flowering plants are on the rise and the consumer might be growing bored with Phalaenopis.

SV.CO to the rescue!

You will not find any decent bouquet worth buying without these in it: gerberas – especially if they come from Holstein Flowers. This great dynamic enterprise even dares to make anti-cyclic investments and Mark Rutte and co. are no doubt proud of Leo van Holstein and his family. In 2012, the antiquated Futura nursery was transformed into a hyper-modern production location where 82 different kinds of gerberas and mini gerberas are grown on 12 hectares. Furthermore, their propagation and breeding program is also progressing at full steam. This recent investment is bold, because prices have dipped. This is a time for caution and the Holstein family know this all too well. One advantage of cultivating gerberas is that they are almost never imported from Africa or South America. Cause for concern, however, is the increase in scale of gerbera cultivation in the Netherlands, which is constantly threatening to put pressure on prices. Here too, they are shifting gears in order to stay up-to-date.

Marketing is what sets the pace at Vida Verde. The specialist horticultural trade is spoilt for choice with a broad product range and nurtured with a great deal of promotional support. Customer intimacy has been intensified through utilisation of IT platforms like Florecom, PlantConnect, FloraXchange, as well as an improved online shop. The acquisition of Thermex – a flower and plant exporter focused on the French market and strong in merchandising – gave the client and market strategies a boost in July of this year.

There is room for greater expertise, not to mention European market share, because it is abundantly clear that Vida Verde harbours European aspirations. Now that Fred Jansen has taken care of a shareholder issue that dragged on for years, he is free to get to work on this with his new team and build a strong European network of local outlets. That makes Vida Verde attractive to growers with aspirations in terms of their own sales, hence the recent and enthusiastic partnership with Decorum. All signals here point to further growth.

| Hillenraad100 | 2013 | 21

| Top 100

Lady Gaga, the pope and the wealthy among us, all have a connection to De Gooijer International.

The flowers and plants of this driven Aalsmeer business regularly come under the spotlight. Here, the core product is continually imbued with emotion and passion in an original way. Lady Gaga was driven through Paris in a limousine heavily decorated with flowers from DGI – a striking image. DGI seeks to position flowers and plants emphatically as part of a far larger whole; a lifestyle. DGI moves in the same circles as Anco pure Vanda and jointly hosting an exquisite Flower Party with them to highlight the online G-Fresh concept is typical of DGI. Collaboration with PTMD, a leading home furnishing brand in Europe, was also a logical development. Luxurious vases give unique added value to exceptional plants and flowers and vice a versa. When it comes to sector responsibility, DGI is very down to earth and heavily engaged. They are certainly an asset to our list.

This is an unusual company. Plantenkwekerij Gitzels from North Holland produces propagation material for professional field vegetable growers. In the ‘t Grootslag greenhouse region outside Enkhuizen, they have made their name with the cultivation of cabbage plants. But that by itself is not enough to warrant a place on this list. What particularly intrigued us were the activities set up years ago and that are now being eagerly expanded, i.e. Gitzels’ so-called ‘Breeding Services’ used by renowned companies like Enza Zaden, INCOTEC and Rijk Zwaan. Just like that, you’re in with the big names from Seed Valley and beyond. These customers can utilise Gitzels’ disease tests, the facilities for plant propagation, sprouting tests and Grow-Outs. A Clean Plant department keeps diseases at bay and was specifically established for Enza Zaden. Gitzels is the first Dutch plant grower working to this end while adhering to GSPP protocols. However, in order to adhere to those protocols, chrysanthemum cultivation was discontinued. This decision clearly shows the direction Gitzels wants to take. Fascinating.

This family business is not the most forthcoming or open business on our list. Their new website certainly looks good, but does not provide much of an insight into the company. The most recent figures we have relate to 2011, when turnover was up on 2010 and a remarkably sharp rise in international trade could be seen. This year brought a challenge in the shape of the dreaded PlAMV virus. Caution is called for, but this will not put a dent in a stable business such as P.F. Onings. Within the sector, and especially among experts, P.F. Onings has the Dutch Lily Days to thank for its excellent reputation. This even is an important showcase for this exceptional product, of which P.F. Onings produces and supplies over 1,200 varieties. Comprehensive test results are compiled for each variety, and these are published on the website. P.F. Onings is the worthy ambassador of a superb product.

This technical systems provider sees the Netherlands as full of ‘challenging conditions’. Loosely translated: ‘Business is tough here. Let’s explore beyond the border.’ Dutch clients are only impressed by technology so innovative that it’s irresistible. For example, Van Zaal developed unique coupling sleeve technology for an electric welding connector that offers 100% insulation, the new Klimaat Beheers Systeem and they are engaged in the more complex ‘blue farming’. The latter involves cultivation using running water. This technology was developed in response to prospective, more stringent European legislation regarding emissions generated by greenhouse horticulture. Now the Netherlands is so ‘challenging’, opportunities are sought mainly internationally, where you can still impress with lowenergy solutions for greenhouse heating. There is more scope beyond the borders. We are impressed with the cross-over of Van Zaal’s sister company, Crea-Tech, which developed a ‘lolly robot’ for Chocolate Cake Pops for Starbucks in the US. Van Zaal anticipates much growth in that type of international assignment, and for the activities of its affiliate STS, which provides integrated engineering for theatres and shows.

22 | Hillenraad100 | 2013 |

94 De Gooijer International Turnover NL-Q 28 million* Employees NL 66 www.dgi.nl/nl

93 Plantenkwekerij Gitzels Turnover NL-Q 7 million Employees NL 22 www.gitzels.nl

92 P.F. Onings Turnover NL-Q 49 million Employees NL 41 www.onings.nl

91 Van Zaal Turnover NL-Q 18 million Employees NL 97 Employees TOT 100 www.vanzaal.com

Top 100 |

90 Wesselman Flowers Turnover NL-Q 10 million Employees NL 37 Employees TOT 42 www.wesselmanflowers.nl www.tulpen.nl

89 Delft Research Group Turnover NL-Q 7 million Employees NL 52 www.agrocontrol.nl www.fytoconsult.nl www.agroexpertiseburo.nl

88 Vereijken Kwekerijen Turnover NL-Q 28 million* Employees NL 30 www.vereijkenkwekerijen.nl www.tastytom.nl

87 Moerings Turnover NL-Q 8 million Employees NL 68 Employees TOT 96 www.moerings.nl

Surprising and working together with clients, that is the strategy here. Those clients – retailers like Jumbo and Plus – benefited from a fixed seasonal price in spring 2013 that was below the clock price on numerous occasions. That enabled Wesselman Flowers to dispose of greater volumes, while buyers did not have to contend with dreaded price fluctuations. A connection with the client was achieved through alignment of the business’ quality control process with that of the client and pro-active delivery through checkout-driven orders, which enable a quick response to demand. Maximum sales, minimum stock, flexible tailoring to meet client demand; keeping up the pace together. Their marketing is sound.

Step by step, Wesselman is building the Tulpen.nl consumer brand and its logo appears on products on supermarket shelves. A noteworthy development is the establishment of a production facility close to New York, achieved in partnership with three other Dutch specialists – ‘clever clogs’ so to speak. Via Tulips Farm USA, Wesselman Flowers hopes to get a piece of the action in that enormous market. Go West!

With the Hillenraad100, we showcase capital and knowledge-intensive horticulture companies and an enterprise like the Delft Research Group cannot be ignored. Ever-increasingly, the products from this sector are being examined, literally and figuratively. The risk factors are enormous and that explains the Delft Research Group’s solid position. The ‘OK’ from one their specialists is extremely valuable.

The group is active in the areas of laboratory research, advice and training, and technical expertise.

The 58 specialised researchers are, of course, not only concerned with ‘damage control’ – rather, it’s all about contributing to increased, higher-quality production. A new project like OpnameAnalyse looks at plants’ actual absorption of fertilizers. The FutaGrow project focuses on continuously cultivating tomatoes with hydroponics. Remarkably, the focus is placed almost exclusively on the Dutch market, making the Delft Research Group the odd man out on our list. It remains to be seen if their national focus can sufficiently compensate all of the R&D investments made. We believe the Dutch horticulture industry simply isn’t big enough.

Good news! With Tasty Tom, Vereijken Kwekerijen has a tomato which has wrestled free from, (how appropriate), the Red Ocean, which has many tomato varieties bobbing around in it. No generic product here, but one with its own distinct ‘face’. A website that will please consumers, and where we come face-to-face with the people behind Tasty Tom. The acreage needed to meet the demand for Tasty Tom comes largely from Vereijken, and the market savvy surely can be attributed to work of Ton Janssen.

That creative thinking is not only expressed in recipes and a pleasant product experience, but also in a new project like TomatenCascade. This project examines the possibilities of utilizing tomato foliage in the production of paper. Nice piece of bio-thinking, that. If it succeeds, tomato foliage could become an interesting ‘sidetrack’ as a raw material for packaging. But, let’s wait and see. For now, they are doing well with Tasty Tom and that alone is enough to merit a warm welcome to the list. Savvy market thinkers are always welcome.

Having made the Hillenraad100 previously, Moerings is back again. We’ve reacquainted ourselves with an entrepreneur extraordinaire that charts its own course completely. Moerings is a major player specialised in water plants. Approximately eight million units pass through its doors annually in over 250 different varieties. That success is boosted partly through clever marketing. For a number of years, Moerings has been sponsoring the popular TV programme ‘Robs Grote Tuinverbouwing’, and another good marketing strategy is in store for 2014. Their motto is: seeing stimulates sales. Ronald Moerings is very good at titillating consumers with beautiful images and powerful inspiration, just as he is good at thinking beyond the existing market. Note the successful sales of green roofs in America, where Moerings Sempergreen® sedum mats cover the roofs of offices, supermarkets and fire stations. Clearly, business is very good, because in-between, Ronald still finds sufficient time for other projects: a new wellness centre in Roosendaal, where soon a hotel and bowling alley will also arise. What an energy.

| Hillenraad100 | 2013 | 23

SINCE 1932

Specialist in the field of hi-tech horticulture • • • • • • • •

Greenhouses Heating Cooling Irrigation / water management Screening Electrical installations Computer Controls Combined Heat & Power, Biomass integration • Mushroom farms The Dalsem Group Woudseweg 9 2635 CG Den Hoorn, The Netherlands Phone: +31 (0)15 - 269 58 00 E-mail: info@dalsem.nl www.dalsem.nl

083-1_Adv 220x152,5mm Dalsem FC.indd 2

23-04-2010 08:50:40

Exploring opportunities for green growth!

Logistics Internal Transport solutions for horticulture

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Climate & Energy Customised solutions for horticulture and utility

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Service & Advice Service for horticulture and utility

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Worldwide knowledge and experience regarding Logistics, Climate control and Energy supply

Frans van Zaal Totaal Techniek BV | Bedrijvenweg 10 1424 PX De Kwakel | The Netherlands Tel.: +31 (0)297 344 344 | Fax: +31 (0)297 326 280 | Website: www.vanzaal.com | E-mail: info@vanzaal.com

Top 100 |

86 4Evergreen Turnover NL-Q 19 million Employees NL 180 www.4evergreen.nl

85 Worldwide Satter Flowers Turnover NL-Q 70 million* Employees TOT 165 www.satterflowers.nl

84 Nieuwkoop Groep Turnover NL-Q 36 million Employees NL 97 www.nieuwkoop-europe.com

83 Starre Group Turnover NL-Q 14 million Employees NL 225 www.starregroup.nl

In order not to be entirely dependent on the paprika commodity product, 4Evergreen is looking for outlets such as in the roll out of the Pura Natura concept. Father Wim and his son Jim even went to the European parliament to champion bio-certification for the Dutch market. In the US and in Scandinavia, Pura Natura is labelled as organic, but not so here on the home market. That label is key, because 4Evergreen wants to expand its range with, amongst others, cucumbers, aubergines and courgettes. With the hybrid growing system that 4Evergreen employs, growers have maximum control over cultivation and the customer can appreciate a beautifully natural root environment with a beautiful story and a beautiful product. But European laws are rigid and the Grootscholtes rightly say, ‘no client, no plant.’ The other trump card that 4Evergreen is holding is the supply of a fully shop-ready product. Neatly packaged just how customers like it, and retailers love it.

To the outside world, of which we are expressly a part, the folks in Nieuwaal seem to operate in their own world. The world’s largest chrysanthemum growers group is located in the river area just outside Holland, not quite in Brabant, but in a kind of free state. Work hard for your money and stick to your principles; these are the applicable credos here. Information is not shared with others. The in-crowd, on the other hand, is nurtured. Worldwide Satter Flowers works closely with a number of fixed and renowned partners, including Fides, Deliflor and Dekker Chrysanten. Seeing as the company controls the largest part of the chain by itself (from cuttings and cultivation up to distribution), contact with the outside world isn’t really necessary. The chain can remain closed and within it, you can excel. Besides chrysanthemum, pot rose and Phalaenopsis also come out of this chain. These eccentric entrepreneurs feel right at home between the two great rivers.

Clients often consider the products delivered by Nieuwkoop Europe to be the icing on the cake. A gigantic tree in the lobby of a bank’s head office. The green foliage in a shopping mall, or the decorations in a hotel lobby. Unfortunately, many clients cannot afford these extras just now because priorities must be made.

Fewer new builds, increased economising, that is how matters stand. This has been causing difficulties for Nieuwkoop Europe for some time now. Previously, they had already increased their focus on (much) smaller clients. That broadening remains ongoing, and the market is being approached with increasing intensity. In addition, Nieuwkoop Europe has started producing more itself in order to gain greater leverage on costs in the chain. Financial management, marketing and operational activities are being monitored ever more closely; every detail, like every cent, counts. Employees are on high alert, everyone is well aware that the situation is serious. Lower costs and higher service levels. That is the challenge.

Starre Group is well aware that ‘You are only as good as your last act’. Service providers must pull out all the stops to keep clients satisfied. That is precisely what the business strives to do: maintain very close contact and make itself virtually indispensable. A detailed ROI calculation certainly helps, clients really find it useful. In order to serve different clients with appropriate products, Starre Group implemented an account-focused marketing strategy in 2010. Garden centres, DIY stores and supermarket chains are approached with product combinations developed in-house. Designstar in particular, was a success, because it generated growth in double digits over the last two years. This jewel in the Starre crown has meanwhile expanded from an internal service department to a full-fledged marketing and promotions operation with 22 FTE. At Starre, there is innovation in all directions. On one hand, they are hard at work on methods to reduce cultivation time, and on the other hand, intelligent sales concepts. Great synergy, because good products need a good story. This group offers both.

| Hillenraad100 | 2013 | 25

| Top 100

This Cyclamen and Primula specialist from Twello is working steadily and conscientiously on gaining a strong market position. Their focus is on the desires and needs of growers. Initially, mainly cultivation support was offered, but activities now centre on marketing and business support. Schoneveld Breeding is intensely engaged in the product-grower-market chain. The market demands high decorative value and long shelf life, so these aspects are viewed critically in terms of genetics. The market also demands yearround deliveries of hybrid seeds, necessitating the establishment of a production facility in the southern hemisphere. Schoneveld Breeding seeks opportunities for cross-pollination everywhere. Note the strategic collaboration with the Addenda Telersvereniging that focuses on ‘the introduction of new Campanula breeds that meet market demands’, or the establishment of a growers’ association for Primula Touch Me®, focused on maximum profits throughout the chain. There’s also the partnership with Japanese breeding companies for the purpose of developing genetic material for the European and Japanese markets. Schoneveld Breeding thinks in terms of ‘we’ and that is in keeping with the current trend.

Newcomer Pligt was somewhat reserved in responding to our request for information. ‘We are busy building the organization and making it more professional.’ Most likely, Pligt does not consider this the right time to announce their ambitions and results. We often encounter companies that want to maintain their advantage and stay off the radar. We are getting acquainted here with a company that has a rich history and much ambition for the future. The name Pligt has been around since 1900, then still a vegetable grower in Hoeksche Waard. In the 1970s, they switched to flowering (bedding) plants and today, Pligt annually produces roughly ten million plants in a wide assortment. Each individual product has its own website and its own special bond with customers. Pligt knows that it all starts with the end customer, and has its corresponding marketing well-organized – an entire team of sales professionals stand ready to do business. Interesting detail: in that list, the Director is at the bottom. Here, they give each other all the room they need.

Last year, we reported drastic changes happening in this group, and now we’re finding out just how drastic. They went from four to six production locations, said goodbye to nearly half of the employees and dramatically curtailed overhead. Positive was the improvement of their business processes with a new ERP system. Nice too, is that sales in the UK, Germany and Belgium are now self-owned and no longer in the hands of others, which has resulted in further cost reduction and efficiency, as well.

The turnover may have dropped, but the gross margin has increased. Internationally, Grow Group is working hard and with new activities in South Africa, Algeria and in the Philippines, the group is now active in 45 different countries. The strategy here is new. In the past, foreign growers were regarded as customers. Now, they’re partners and the local grower is waited on hand and foot. The Grow Group is the most international plant grower, and if ‘local for local’ catches on, they will be in pole position.

With growers’ associations, we critically weigh the concept of ‘own-risk entrepreneurship’, but the collaborative shape of Decorum is something of a mystery to us. How do we assess this group? Well, we see a clear rise in the turnover that Decorum generates by itself, certainly now that they supply end customers through the recently founded Fresh Chain Company, even paying for shelf management itself. We will ignore the turnover-dependent commission that is part of the total turnover, because we are charmed by the steps Decorum is making towards the market. Decorum chairman Eric Moor is the driving force and Decorum is becoming more of a brand name. It supplies the trade from a range of approximately 150 quality products and in retail, it’s all about winning the role of category manager. In closing: under the new Decorum Flowers label, seven associated flower growers supply their cut flowers directly to German retail chains, Belgian garden centres, the British Marks & Spencer, and Dirk van den Broek in the Netherlands. A strong contender.

26 | Hillenraad100 | 2013 |

82 Schoneveld Breeding Turnover NL-Q 9 million Employees NL 160 Employees TOT 225 www.schoneveld.nl

81 Pligt Professionals Turnover NL-Q 7 million Employees NL 32 www.pligtprofessionals.nl

80 Grow Group Turnover NL-Q 31 million Employees NL 75 Employees TOT 114 www.growgroup.com

79 Decorum Turnover NL-Q 159 million Employees NL 9 www.decorumcompany.nl

Top 100 |

78 Sjaak van Schie Turnover NL-Q 16 million Employees NL 90 Employees TOT 210 www.sjaakvanschie.nl

77 Visser Group Turnover NL-Q 43 million Employees NL 170 Employees TOT 172 www.visserite.com/vissergroup

76 Van Dillewijn Group Turnover NL-Q 60 million Employees NL 126 www.dillewijn.nl

75 Prominent Turnover NL-Q 177 million Employees NL 81 www.prominent-tomatoes.nl

Clearly, Sjaak van Schie is a business that focuses first and foremost on efficiency. In order to monitor internal processes closely, a controller has been recruited and the MT will be expanded with a director of operations. Thus, Sjaak van Schie intends to retain a firm grip on its position as a leader in Hydrangeas. The business excels in cuttings, but is gradually moving to young plants, which requires some modification to operational practices and product management, but Sjaak van Schie demonstrates flexibility in this sense. In partnership with various breeders, the market is closely monitored. The remontant Avantgarde is a successful product, the likes of which Sjaak van Schie would like to see more in coming years. The business still sees many opportunities; the word ‘recession’ does not feature here. To fully utilise those opportunities, employees are encouraged to give their best.

Site managers in Uganda and Portugal are also given free rein. As they grow, so the business grows.

Strong entrepreneurship.

The Visser Group is busy trimming its sails. It has become increasingly difficult for this technical supplier to be successful in western Europe these days, so it has set its sights on the BRIC countries where there is much demand for complete projects. And now that our regional banks are watching expenses, the Group’s searching for investors elsewhere. The Visser Group is actually busy with thinking big and preparing for change. The organisation is being thoroughly adapted, the professional standard of staff is being taken up a notch. The Group is also trying hard to recruit young people – pure missionary work, as the younger generation here is not exactly keen on technical jobs. And, also key, more than ever before, they are emphatically searching for networks and a partnership. See, for example, the strategic collaboration with Metazet. Another good example of their new thinking is the sale of a warehouse system that was originally developed for horticulture to a supermarket chain, which will utilise it to automatically deliver groceries to their customers. Impressive developments.

The amalgamation of Dillewijn, Zwapak, Basic & Trends and Victory has worked out well. There is evidence of autonomous growth in trade and greatly improved results. Management is highly focused on innovation and even greater improvements in results. So highly focused, they were not distracted by an information request from Hillenraad, which remained unanswered. Nevertheless, we do have some insight into matters. We see a steady stream of product innovations. The development of Flowermate is ingenious. It allows professional flower arrangers at the (overseas) site to automatically arrange bouquets that appear to be hand-made. In the Netherlands, on the shop floor, that facilitates substantial savings during peaks in terms of time and money. The Watch-itT is handy too, a sticker that indicates, at a glance, the remaining vase-life of a bouquet. They are working on stability and continuity, and not just in the form of product innovation. Stock and sales systems are integrated, their own shops underwent a make-over. When local florists benefit from an economic upturn, the Van Dillewijn Group will be fully prepared.

In the Hillenraad100’s new approach, we only evaluate Prominent’s own activities, which consist of the two production companies and the packaging plant and exclude the collective ‘association turnover’.

Prominent growers association sees the world changing rapidly and is quick to respond. The collective is responding to the demise of the HPB and has founded its own collective innovation centre, financed by a collective research fund. It’s all about sharing together and increasing standards together.

A less fortunate step was the transfer from The Greenery to FresQ, but that’s Professor Hindsight talking.

It’s going well in other areas. Prominent approaches the market pro-actively and even has its own Knowledge and Innovation Manager. The Prominent Greenhouse Academy, which production companies from outside the Netherlands can also join, is typical of that focus on renewal. This is how they bolster each other, the collective constantly getting stronger with more and more individual strength. Prominent has clearly outgrown its provincial parameters, as witnessed by their activities on the Russian market with the Galicia Greenery project.

| Hillenraad100 | 2013 | 27

It was love at first bite

The expert in taste The Netherlands | info@hillfresh.eu | hillfresh.eu

The expert

in taste

Top 100 |

74 Bom Group Turnover NL-Q 24 million Employees NL 29 www.bomgroup.nl

73 Adomex Turnover NL-Q 71 million Employees NL 90 www.adomex.nl

72 Van der Knaap Groep Turnover NL-Q 34 million Employees NL 75 Employees TOT 625 www.vanderknaap.eu

71 Gipmans Planten Turnover NL-Q 38 million Employees NL 96 www.gipmans.nl

The departure of Director of Finance Piet van Vliet from Bom Group is the end of an era. After forty years in the business, he retired for health-related reasons. The disappearance of that one constant factor could be symbolic for the position in which the Bom Group finds itself. Everything is shifting and changing. Here in the Netherlands, investment in greenhouses has long not been what it once was.

Thus, Bom Group has looked beyond the borders. And how. Already, 80% of trade comes from abroad and there are still many opportunities to be grasped. An expanding global population and rising economies are the drivers here. New Export Manager Ton Versteeg has his work cut out. In China, the Bom Group is engaged in collaboration with greenhouse manufacturer Shanghai Dushi Green Engineering and a demo project on Chongming Island. Expansion is underway at Thanet Earth, a large project has been completed for Westhof Bio in Germany, and Spain has been ‘conquered’. The Bom Group is fighting its way up in a difficult market. Admirable.

Adomex has always been the expert in decorative foliage and increasingly, it strongly presents itself as such. A product such as this centres on experience. That notion is bolstered with the help of a new website, an online promotional video and Facebook. The market is processed by means of tailor-made client sessions that generate extra market share. In sales, relationships are strengthened with the aid of Match-Online, which facilitates lining inventories with buyers. The decision to offer import services to customers, fellow businesses and others, in addition to purely the physical import product, was a smart strategic move. It generates additional revenue on top of the original core business. Also: there are developments on the export side. Here, Adomex is working with its own Orca Green label. The inherently generic product distinguishes itself via recognisable blue boxes. And when greenery is your business, you naturally need to be green too. Adomex supports Oxfam Novib and is accredited with every possible certification, from Fair Flowers Fair Plants to MPS GAP.

Binding source and buyers together in the most logical way. Van der Knaap Groep has been working towards that goal with heart and soul for years. With that vision, the supplier of peat, coconuts and substrates has built up a strong position both nationally and abroad. The Group purchased its own sites in Sri Lanka, India, Thailand and the Dominican Republic to provide the global professional horticulture market with a guaranteed coconut supply. As they put it: ‘We followed our clients.’ They opened their own production and sales facilities in Spain and Turkey. At the opposite end of the spectrum, a sturdy structure now exists in sales, brimming with clever market concepts. The sales strategy gives due consideration to growing criticism of peat and the destruction of peat lands in particular. Therefore, the Group wholeheartedly supports the principles of Responsibly Produced Peat, which strives to achieve responsibly sourced peat, reduced-peat, even peat-free products. So, the implementation in its coconut production of sustainable practices and CSR activities that benefit the local population is logical.

Gipmans Planten from Venlo is original, creative and a few steps ahead of the game. When asked, Eric Gipmans says ‘We like being different.’ Gipmans found success as a supplier of young vegetable plants to professional gardeners, but increasingly, they are targeting consumers. After all, it’s in client’s kitchens where the magic happens. Gipmans wants to win a unique position with consumers and slowly but surely they’re gaining ground. Its new and strategically significant collaboration with a commercial party to establish Via Verde Venlo is aimed at making direct deliveries to retailers. In the future, it will include developing concepts, receiving feedback on consumer needs, and creating conscious demand. They’re not ready to produce their own brand yet, but the ideas are there. Ties to customers are being tightened via mijnkeukentuintje.nl, where beginners and experienced amateurs can find everything needed to start their own vegetable garden. As proactive thinkers and quick businessmen, Gipmans would be more than happy to supply the plants and herbs. Seems the strategy here is to reap what you sow.

| Hillenraad100 | 2013 | 29

| Top 100

This newcomer to the list calls itself ‘the refreshing alternative for the import and export of vegetables, fruit and exotics.’ It is a group symbolic of the Netherlands’ pivotal role in the trade – ‘we’ are the fruit and vegetable hub for the European market. If ‘we’ want to stay on top, we’re going to need revolutionaries like these. This unconventional outfit of predominantly young people is capable of uninhibited thinking and taking pioneering action. They’re not just rookies here – some considerable experience was added when The Greenery joined up. The formula is crystal clear: under the motto ‘The source is yours,’ Hillfresh forges exclusive collaborative ties with growers and buyers. The supplier is guaranteed perfect marketing and logistics, and the buyer, products of consistently high quality. Hillfresh spends an above-average amount of time on testing taste and food safety. Really interesting are their plans for creating their own brands. We will be keeping track of this company, which has achieved spectacular growth since its inception.

Wider and deeper, that is how Hoogendoorn operates. To maintain its market position, the widest possible client package is sought: high, mid and low-tech segments. Those clients cover seventy countries and are served via a professional dealer network. Hoogendoorn invests at least 15% of turnover in R&D. Specific solutions are devised for specific markets. For example, particularly small and medium-sized overseas clients, are delighted by the far-reaching visualisations of the management of climate and process control in the greenhouse complex. They’re wooed in their native language: pure artistry. Also, computer training is provided via the internet, so one virtually sits at the same table as the client. Hoogendoorn Asia opened in Beijing to provide a physical presence in this large growth market. This is the springboard to China, Japan, Korea and Vietnam. Closer to home, there is the Hightech Greenhouse 2000 project, a superb example of international perspective. The high-tech greenhouse system of the future is being developed together with German companies. As a technology provider, Hoogendoorn is fully focused on the future.

Fantastic.

The Anco pure Vanda story is a special one, and a long one, because it took years before Steef van Adrichem and his partner Ed Helderman were able to bring this exceptional flower – or is it a jewel? – to the Dutch market. The Vanda is an exclusive orchid grown in Thailand. Anco pure Vanda imports and supplies the orchids to a global market. It is the national market leader in this tiny niche. The bar has been set so high and the varieties so well protected, that new contenders will quickly be disheartened.

In that sense, Anco pure Vanda enjoys a privileged position and has control of a luxury product.

The Black Magic Vanda in particular is so exclusive that only the rich and famous are seen with it at highprofile events. The Vanda is a favourite with leading flower arrangers, publishers and wedding planners.

The Facebook page depicts a colourful collection of beautiful people, adorned with living jewels and other magnificent creations. We’re reminded of Koppert Cress: just as unique, just as exclusive – and soon to be just as successful?

New markets, new products, new varieties – that is Metazet Zwethove’s story in a nutshell. It’s clear that change is the core business here, because many developments are underway simultaneously. Excellent examples of the new mindset are seen in the spin-off of existing products to new markets. Indeed, the logistics systems built here are ideal for application elsewhere. A new department specialises in electric vehicles, which are also suitable for industries beyond horticulture. The development of the Virto electric tricycle is impressive. In terms of partnership, Metazet demonstrates vision and its collaboration with other leading businesses like Priva, Arend-Sosef and Viscon is a smart strategic move. The idea is that together, businesses such as these complement one another and can offer the market a more comprehensive proposition. For this technical service provider, that market is increasingly to be found overseas and it is demonstrating good growth in countries like China, Russia and the US, where new staff members have even been employed in new businesses. Full speed ahead.

30 | Hillenraad100 | 2013 |

70 Hillfresh International Turnover NL-Q 174 million Employees NL 76 www.hillfresh.eu

69 Hoogendoorn Turnover NL-Q 24 million* Turnover WW-Q 161 million Employees NL 5 Employees TOT 115 www.hoogendoorn.nl

68 Anco pure Vanda Turnover NL-Q 10 million Employees NL 40 www.anco-pure-vanda.nl

67 Metazet Zwethove Turnover NL-Q 43 million Employees NL 87 Employees TOT 131 www.metazet.nl

Top 100 |

66 DLV Plant Turnover NL-Q 19 million Employees NL 159 Employees TOT 208 www.dlvplant.nl

65 KUBO Tuinbouwprojecten Turnover NL-Q 58 million Employees NL 80 Employees TOT 83 www.kubo.nl

64 Lans Turnover NL-Q 41 million* Employees NL 320 www.lans.nl

63 Dool Industries Turnover NL-Q 61 million Employees NL 90 Employees TOT 105 www.doolindustries.com

DLV Plant Glastuinbouw is the world’s largest commercial service provider in the field of crop expertise and crop-related processes. Various DLV professionals operate as self-employed specialists, thus personal drive is high. In 2012, DLV Plant achieved better results than in 2011, and – here too – growth came mainly from overseas. In the Netherlands, the disappearance of the PT naturally had implications.

Research reached a low ebb. Only logical then, that DLV Plant should engage in a close strategic partnership with competitor GreenQ. The new duo strives for, quote: ‘Strengthening of research, knowledge development, training and consultancy’. Furthermore, research is bolstered by Fundaplant, a new platform for obtaining funds via crowdfunding. The acquisition of the greenhouse horticulture operations of PTC+, an organisation that provides training and more, was smart too. Clients are served via new apps such as FAB4All, DLV Groenmeter and the QMS Chrysanthemum app. There are many things happening simultaneously at DLV Plant. This is entrepreneurship with vision in a rapidly changing horticulture market. But, this is what one would expect from consultants.

KUBO Sustainable Greenhouse Projects know what they have to do. From now on, they will only invest in total concepts with Ultra-Clima® Kas as their star player. With this decision, they have firmly chosen a higher segment in the market. Unprofitable projects will be phased out and KUBO is to invest in innovative – and preferably also sustainable – projects. True, turnover will decline, but the gross results, however, will increase. A wise change of direction. The company has outlined a five-year plan which maps out their course until 2016. Clients are pampered with more advice, intensive climate and energy studies, and robust after-sales. That renewed emphasis on knowledge-intensive concepts has naturally affected the whole organization – with much coaching and training, the staff and even the management is expanding its expertise. The new ambitions can be clearly seen at the new office, which better suits the new KUBO: innovative and state-of-the-art. All this renewal also includes looking towards new markets, like sustainable ways of oil extraction and urban farming. The ‘seeds of tomorrow’ have been amply sewn.

If we hadn’t known that tomatoes were their core business, we would have thought some kind of press agency was at work here. The website is bursting with news bulletins. It says a lot about the passion at Lans. Take the new partnership with seed producer Axia. Lans assigned them to develop new varieties.

The business is involved in flooding solutions in the Westland, the education of young people, and VP Asscher paid a visit. In short, Lans is a modern tomato producer firmly based in the community.

However, that offers no escape from the recession and other developments. The results from ‘normal’ business declined, but that was compensated by positive results generated through partnerships. That is indicative of the tomato producer’s new business style: revenue must be earned partly by participation in a packing station, employment agencies, sales companies and IT. In the coming period, Lans, like a great many associates, will encounter the GM debate. Fortunately, this solid business has already arranged for subsidies that are still outstanding. Far-sighted entrepreneurs, these.

At Dool Industries, it is the client rather than the product that is in the spotlight. The idea is to establish what the client wants, then provide the appropriate solution. That could comprise an exceptionally modern initiative to offer grow lights on an operational lease basis. Clients enjoy the benefits, without the investment burden. The charge is based on output, rather than time: light for seven years, 100% guaranteed. Perfectly in keeping with Jeremy Rifkin’s philosophy and his book The Age of Access. Lighting solutions are coupled with services such as cleaning, maintenance and renovation. The consultancy role has been developed with a refreshed website and special client events and more. There is also much to report in terms of products. There is room for improvement and greater sustainability. The HSE NXT II is currently the most popular fixture in the world and the new HS Daylight fixture is forging a path to new markets, increasingly found overseas. This is a highly organised family business that is making excellent progress.

| Hillenraad100 | 2013 | 31

Hillenraad ENG 2013:Layout 1 29-8-13 15:12 Page 1

Natural solutions for professional horticulture.

Van der Knaap Group of Companies take up a unique position in the world as supplier of organic solutions for rooting and growing of plants. We thank our reputation to three major qualities.

• organic solutions We use in particular materials based on peat moss and coco peat that are 100% recyclable and therefore environmentally friendly.

• innovation In close collaboration with growers and growers’ associations,

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we continuously develop new solutions for professional horticulture.

• complete control We control all stages of the production process, from raw material to finished product. This results in high quality products.

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Top 100 |

62 ZON Turnover NL-Q 353 million Employees NL 188 www.zon-business.com

61 Grodan Turnover NL-Q 50 million* Turnover WW-Q 332 million Employees NL 100+ Employees TOT 1,206 www.grodan.nl

60 Royal Van Zanten Turnover NL-Q 67 million Employees NL 191 Employees TOT 1,034 www.royalvanzanten.nl

59 Agro AdviesBuro Turnover NL-Q 4 million Employees NL 27 www.agroadviesburo.nl

ZON’s hundred-year history has resulted in a comprehensive horticultural collaboration in the South East of the Netherlands. However, size and achievements do not need to expand at the same pace.

Director Gerjo Scheringa is fully engaged in a ‘House Cleaning’ reorganisation plan. The title indicates that everything is not going as desired. That applies to both business models: the sales collaboration and the real estate branch. Downsizing and refurbishment are essential in getting things back on track.

Costs must come down, because member growers are facing diminishing margins and lower revenues.

The Logistics Department has been scaled back, the Commercial Department has been completely shut down. Many were let go here and role profiles have been revised. That stems from the formation of new business units for tomatoes, paprika and vegetables. A separate business unit for soft fruits existed already. A great deal of hard work is being undertaken, but the departure in April 2013 of Commercial Director Hans List is an indication that the house is by no means in order yet.

Grodan is proof that a clear focus and well-defined strategy lead to success in the market. Grodan has two trump cards to play: the Precision Growing concept and, as an extension of that, sustainability.

By concentrating on an optimal root environment, Grodan offers breeders and growers the advantage of considerably higher returns per square metre. In fact, the concept extends beyond just root zone management, the element that Grodan focuses on. The new concept encompasses genetics and climate, aspects that specialised partners contribute to. The result is a proposition that clearly resonates: reduced water consumption, more sustainable breeding, higher yields. This has put Grodan firmly back on the map. The world map, to be precise. Growth in North America and Central and Eastern Europe continues. There, substrate breeding is even referred to as ‘Grodan breeding’. In Canada and Poland, new production lines have been established to enable efficient delivery to both continents. The emphasis on sustainability is wise, because this is becoming an increasingly bigger issue.

Royal Van Zanten is already looking ahead to 2015, but not with longing; it thinks it will need the time to stabilise. There has been some internal rummaging, what with the new composition of its Supervisory Board, and – in particular – the serious blow suffered by the trade in bulbs and lilies. This meant reorganising and reorienting; all activities in Scandinavia, Iceland and Latvia were dropped and a social plan was composed for the employees who had to be let go. These developments are nothing to be proud of. Under the management of Henk Jacobs, Royal Van Zanten is actively working to optimise its operations and it’s anticipating increased returns from the nurseries. This, however, is no sure thing.

Everyone at Van Zanten Flowerbulbs has their fingers crossed, but at Van Zanten Breeding, where their ambition is to provide high-quality varieties to professional floriculture companies around the globe, they seem to be doing better. By applying thorough account management, Royal Van Zanten hopes to reinforce their bonds with an increasingly more powerful group of partners.

The house and writing style (‘Buro’) of this club of engineers and advisors appears dated, but looks are deceiving. Agro AdviesBuro is a business with its finger on the pulse. It knows exactly what is going on in the world, because Agro AdviesBuro’s advisors spend virtually more time overseas than they do in the Netherlands. That brings them right up to speed with developments like urban farming and the upsurge in the ‘local for local’ concept. It gives an insight into the pace at which food nationalism is on the rise: ‘own crops first’. In the US, the advisors see technical feats which we can only dream of. Further developments at Agro AdviesBuro came with the inception of a new board of directors in February 2012. The brokerage pillar produced the initiative for a platform for transparent online offers of real estate in the field of greenhouse horticulture. Naturally, the Buro is also involved in developments such as geothermal energy. Intelligent thinkers at a state-of-the-art knowledge specialist.

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| Top 100

The Artemis website opens with: ‘Ornamental plant cultivation is experiencing great changes worldwide.’ Here too it‘s: all change. This business group consisting of Van den Bos, Leliekwekerij De Plas and Southern Bulbs is very busy making changes. Firstly, the client base was examined critically. Expansion is no issue, but the quality of clients is. That can cause margins to rise. Additionally, we observe a strong shift from Europe to China and South America. Now that Chilli has outgrown the status of a developing country, costs there are rising. So the switch was made from pure bulb cultivation to total bulb service provision. Here in the Netherlands, the Nieuwkoop site was sold. So, much renovation is going on under the inspired leadership of a new triumvirate. The number of varieties is being reduced and greatly refreshed, so the range is also under development. Furthermore, there is an unwelcome development: the threat of the PIAM virus. That demands impeccable hygiene. We see here a healthy business that is energetically seeking its way in a new world.

In 2012, the bright minds governing Horticoop pondered the question of what exactly this company is doing. Horticoop supplies requisite materials and additives to vegetable and ornamental plant and flower growers. In addition, consumers can purchase via the Horticoop stores and florists are served at Alflora.

One of the conclusions was that the earlier regional division was no longer effective and that services ought to be based more on specific target groups. They are also working to increase the competency levels of their staff by way of the Horticoop Academy. Creating more bright minds. These efforts and the tightening of business processes are urgently needed in order to keep activities in the Netherlands profitable. No easy task, but fortunately, a quarter of the turnover already comes from abroad. All in all, much work is in store, but the bright minds depicted on the annual calendar are still smiling. As long as they put a lot of energy and also a bit of money into it, it won’t be so bad after all.

‘Dreams on the Maas’ or ‘Living on Plasweg’, are not catchphrases you expect from a business that operates at the pinnacle of Dutch horticulture. In that sense, Wayland Groep is the odd man out.

Here revenue is generated by grower Wayland Plants and land developer Wayland Development.

New land acquisitions are developed for horticulture, as well as corporate and residential purposes.

As far as the plants go: Wayland Plants reports that the two Dutch cultivation businesses Hollandplant and Fortaplant, and Belgian BPK, are unaffected by the crisis. Client loyalty is strong, as is that of the employees. This may not be the trendiest company, but is it certainly a very stable bunch. In terms of land development, the Siberië and Glasparel+ projects (in the Zuidplaspolder) are the eye-catchers, because a special long lease construction was devised for them. A large section of Businesspark Siberië was sold for a distribution business. In short, main and side businesses are difficult to distinguish here, as with many market gardeners for that matter. Either way, Wayland is crisis-proof.

The motto of W. Heemskerk is ‘Fresh & easy’ and that is how the new website looks, too. An impressive showpiece of a modern business. It’s not only the house style that has been revamped, but also the style of working and the way they approach the outside world from out of Rijnsburg. On Inspiration Day, suppliers and clients were informed of the new direction the business is taking. The ladies and gentlemen from Rijnsburg illustrate that they understand the world looks different to how it did in 1960, the year W. Heemskerk was founded. Now, we see a business that is active internationally and is growing despite the recession. W. Heemskerk is benefiting from growing consumer demand for greater convenience.

W. Heemskerk provides the requisite added value through exceptional quality, tightly managed logistics and advice in the fields of marketing and product development. The retail market is titillated with a great deal of attention to shelf yield, category management and current Nielsen data. A business that looks beyond its own back yard. Smart entrepreneurs.

34 | Hillenraad100 | 2013 |

58 Artemis Nurseries Turnover NL-Q 75 million Employees NL 71 Employees TOT 158 www.artemisnurseries.com

57 Horticoop Turnover NL-Q 121 million Employees NL 383 Employees TOT 408 www.horticoop.nl

56 Wayland Groep Turnover NL-Q 75 million Employees NL 180 www.wayland.nl

55 W. Heemskerk Turnover NL-Q 71 million Employees NL 303 www.wheemskerk.nl

Top 100 |

54 Dalsem Groep Turnover NL-Q 64 million Employees NL 95 www.dalsem.nl

53 Heemskerk Flowers + Turnover NL-Q 60 million* Employees NL 170 www.heemskerkflowers.com

52 Van der Plas Groep Turnover NL-Q 78 million Employees NL 167 Employees TOT 210 www.wvdplas.nl

51 Olympic Food Group Turnover NL-Q 235 million Employees NL 67 www.olympicfoodgroup.com

Since Dalsem was established in 1932, the world has changed beyond recognition. For Europeans, China represented another universe. Europe and the US carried the burden of a deep crisis. In terms of the latter, nothing much appears to have changed. In 2013, Dalsem hasn’t been affected by that yet, because this supplier of complete turnkey greenhouse projects has always been one of the most internationally-oriented businesses on our list. That provides more flexibility in moving with the tide and the fickle economic climate. Moreover, Dalsem is apparently well placed to read developments, because changes were already in place here in the Netherlands before the economic crisis struck. Therefore, the business does not need to bear a national burden for years and it was able to direct its full attention to international markets. It constantly looks closely at collaboration with the right regional partners in order to optimally serve and understand local markets overseas. The purchasing policy is closely managed and a tight rein is kept on logistics with SAP. An impressive showcase company for the Netherlands.

In recent years, Heemskerk Flowers + has quietly delivered fantastic achievements. This flowers exporter has reduced its transport routes to a few profitable ones, but today, the core of the business lies elsewhere. In Europe, Heemskerk Flowers + has built an enormous, close-knit network of florists who receive daily deliveries from Rijnsburg that have been tailor-made in the webshop. In principle, even a single bouquet of flowers is an option and it can be on sale in a store in Bucharest, Milan or Warsaw within 24 hours. That immense network of florists is carefully curated by 20 sales employees and their motto is keep the chains short and call the shots yourself. Heemskerk Flowers + firmly believes in a personal approach; they’re not interested in anonymous digital contact and certainly not social media. Their logistic flow is more than in order and the entire business is in fantastic shape. Heemskerk Flowers + has created its own market niche that others won’t easily copy or equal. That’s how you keep competitors at arm’s length. Nice work.

This Rijnsburg exporter of flowers and plants never really tooted its own horn, but quality always distinguishes itself. The Van der Plas name is mostly associated with exports to France, but the newly formed Van der Plas Groep is much more than that. It consists of five Dutch and five international corporations, to which a 50% participating interest in Heembloemex was added in July of this year, giving the import/export activities even more weight and power. The Group’s roots lie in transport and for France, Italy and Germany this remains an important pillar for them, though of course, the ubiquitous state of the art webshop and indispensable app have reached these markets too. From its own dealing room, purchasing and sales are under complete control and thanks to a workforce won locally (Katwijk, Rijnsburg), the mentality is harmonious: roll up your sleeves and carpe diem. They’re hard workers with their heart in the right place, as evidenced by the establishment of the charitable Van der Plas Foundation.

As a traditional import business, the Olympic Food Group initially grew like wildfire. The trading margin proved to be a gilded cage. New European market relationships made it necessary to abandon it and switch to the role of full-service provider. That other role is coupled with high costs, more transactions, a different organisation. The bulk product must offer added value by, for example, repackaging according to specific retail demands. On the retail side, there is intensive collaborative effort regarding the form of greater traceability, product promotions and category management support, amongst others. To streamline that whole process, there is heavy reliance on an IT system developed in-house.

Furthermore, that IT system facilitates a paperless data stream. Here, cost efficiency and real-time information go hand-in-hand. They summarise it themselves in three words: inform, inspire and bind.

The ‘table-talk’ events with growers and suppliers are part of that strategy. In terms of up-scaling, things are also on track as seen by the acquisition of fruit juicer Fruity Line by Fruity Pack. New thinking in a new world.

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Specialist in total solutions

Greenhouse solutions

www.certhon.com

Top 100 |

50 Westland Bloemen Export Turnover NL-Q 133 million Employees NL 193 www.wbe.nl

49 Certhon Turnover NL-Q 36 million Employees NL 86 Employees TOT 91 www.certhon.nl

48 Vroegop-Windig Turnover NL-Q 277 million Employees NL 493 www.vroegop.nl

47 BVB Substrates Turnover NL-Q 103 million Employees NL 253 www.bvb-substrates.nl www.bvb-sublime.com

Westland Bloemen Export (WBE) has been slowly climbing up since 1977. They have done so in an absolute silence, by the way; the most current annual statement we can find is dated 2011! In it we see that the acquisition of Javadoplant, the expansion of the concern in Duyvenvoorde and a whole slew of participations have led to a turnover jump to €133 million. Dutch customers make up roughly 40% of sales; Europe as a whole was good for 75% and the other 25% came from ‘overseas territories’. Except for their new webshop, their presence online is rather scant. The ‘news’ item on their site is not kept up-todate and their Facebook page leads a quiet, dull life. Undoubtedly, WBE is just plain too busy to concern itself with these things. Only the results matter and this company proves that even in hairy times you only need to do the math and always be watching your step. They stayed standing where others fell.

Frankly, 2012 was a difficult year for Certhon, which went into the red for the first time. They responded attentively and the signs are promising. Certhon is particularly centred on overseas trade. That is where 70% of turnover is already generated, so efforts are focussed there. Certhon is busily engaged in getting a good grip on the various markets. In Russia, Mexico, Poland and the Ukraine, the game is played differently to the way it is in the Westland of North Holland. That is why Certhon composes teams that include local people. All possible languages are spoken in the sales department, including Arabic.

Certhon strives to think internationally, but act nationally. Overseas customers are delivered ‘Dutch’ Certhon quality, but purchasing locally is becoming more frequent. Thus, Certhon keeps transportation costs low, avoids foreign exchange risks, and boosts the local economy. Customers, investors and authorities appreciate that, and so, the order portfolio remains well-filled. On top of all that, they are hastily at work on innovations like the SuprimAir greenhouse. Certhon is not be conquered.

Interesting news in the summer of 2013: the media reported that Dutch companies do little to cater to an event like the (Islamic) Sugar Feast. Apparently, the immigrant customer has escaped their attention.

Remarkable then, that Vroegop-Windig did offer diversity with an expanded assortment of dates.

They have a good feel for the market at this company, but that could not prevent big losses in 2011.

On the upside: this very solid group survives without big bank loans, which allows one to work without big brother’s watchful gaze. Vroegop-Windig can calmly search for new activities to augment their trusted supply of fruit and vegetable products to retailers, caterers and the out-of-home market. Setting up a cold storage warehouse, a processing facility and VersCentrum Almere has only yielded start-up losses so far. Sister company De Kweker has been a solid mainstay for years. With delivery on location and a cash & carry, the client is well-served. Strong headwinds for Vroegop-Windig, but no reason for panic.

The annual accounts of the BVB Substrates parent company lists many participations with such wellknown names as Euroveen, Nico Haasnoot, Bogro and the German Merholz. In the most current public sources we were able to consult, we see steady turnover, but low profits. This is a solid company that can withstand a few knocks. They are undoubtedly active in utilising opportunities as they present themselves, however, little or nothing of that comes to the fore. We do know that a specific substrate for orchids was added to the immense product list. Also nice is that a specific target audience like gardeners are approached with a new concept, Jardino XL. The professional can get everything delivered in a single order, from garden soil to shingle and fertilisers. BVB Substrates is conscious of the fact we only have one earth (sic) and that we need to treat it with respect. Therefore, the business is fully engaged in the Kenyan Asante Sana project, intended to provide more financial leverage to the local population by way of geranium cultivation.

| Hillenraad100 | 2013 | 37

| Top 100

A Blue Ocean strategy provides the impetus at SO natural. The business observed the market for pot orchids rapidly becoming more congested, so repositioned itself. SO natural recognises that the large retailers of Europe enjoy contact with growers themselves. They reacted responsively with the development of (marketing)concepts that retailers could put to use immediately. For example, the introduction of Just add ice® and the Ethyleen Buster. In France, that led to a hefty increase in market share. There is an appetite for more; in America they are already collaborating with the largest pot orchid grower there. The business does its name proud by placing a great deal of emphasis on sustainability and ‘stewardship’. That appeals to consumers: a beautiful product with a beautiful story. In order to provide optimal service to both consumers and retailers, SO natural employs demand-driven production, in which a new planting and sorting machine play an important role. With lower emissions and quicker order processing, retailers and their customers are happy. And you escape the dreaded Red Ocean.

Royal Pride Holland has every reason to be proud. This tomato giant is the centre of the universe in all respects. There is strong emphasis on Corporate Social Responsibility and Royal Pride Holland has a good name to uphold in that regard. We love Stichting Samen Werken’s ‘Boeregoed’ initiative, which helps people experiencing social isolation to participate in society. The business’ worldview extends beyond Wieringerwerf and De Lier to as far as China and Japan, where, in the latter, Royal Pride Holland regularly features in the news. It had its brochure translated into Chinese for the Chinese InHolland students undergoing training at Royal Pride. A Horticultural Business School was established with Prins Group and Stolze to train people for the emerging markets overseas (read: Turkey and China). The business is financially sound, thanks to closer collaboration with end customers. The ‘wish-them-well factor’ is growing stronger. Royal Pride has a strong position in the market. They deserve it.

‘Greenhouse growing has really changed these past years.’ This sentence opens the Arend-Sosef website. Here, you have 125 years of horticultural history bundled together within one organisation.

A logical move, turning two struggling installation companies into one solid business partner that is capable of doing business internationally. And not a second too soon, because in the Netherlands, one can no longer make big money with only those activities. Dutch customers are frugal now, while abroad, large and complex projects are in the offing. Russia, China, Mexico – that’s where Arend-Sosef is setting its sights now. The Dutch market is still in the doldrums, which makes it even harder to have to dismiss dozens of employees after a successful merger. However, Arend-Sosef simply had to slim down to stay financially fit. The synergy between the business activities is excellent: first you install the systems and installations, and then you supply the requires basic materials and accessories, and vice-versa.

Bart Sosef works the market and Ron van der Arend guards the processes – together, they’re building something good.

This Phalaenopsis grower has one clear ambition: to take a leading role in as many fields as possible.

Its highly unusual location symbolizes that. Brains and beauty go hand-in-hand here, because at this location they are working on new crops together with Floricultura, Anthura and Orchidee Nederland.

This has led to the exclusive Rio Grande®, amongst others, that was licensed to Anthura. With other partners, the unique hexagonal Plant Groei Cel, which yields more returns per m2, was developed – a nice innovation. If that wasn’t enough: Ter Laak Orchids is looking into the (im)possibilities of an energy-saving Daylight Greenhouse. In short, they are brimming with ideas to help the sector progress. ‘Together’ is their absolute motto, and reason why Ter Laak Orchids has ambitiously joined up with Decorum. So that everyone can keep up with all the developments, a management consultancy established the ‘Groei van de Organisatie’ project. They will also soon be searching for growth in China and North and Central America because Ter Laak Orchids thinks way beyond the Middenzwet street in Wateringen.

38 | Hillenraad100 | 2013 |

46 SO natural Turnover NL-Q 44 million Employees NL 160 www.sonatural.nl

45 Royal Pride Holland Turnover NL-Q 34 million Employees NL 247 www.royalpride.nl

44 Arend-Sosef Turnover NL-Q 98 million Employees NL 288 www.arend-sosef.nl

43 Ter Laak Orchids Turnover NL-Q 25 million Employees NL 143 www.terlaak-orchidee.nl

Top 100 |

42 Greenco Turnover NL-Q 30 million Employees NL 71 www.greenco.nl www.tommies.nl

41 Floricultura Turnover NL-Q 61 million* Employees TOT 700 www.floricultura.nl

40 Vezet Turnover NL-Q 197 million Employees NL 562 www.vezet.nl

39 Opti-flor Turnover NL-Q 22 million Employees NL 99 www.optiflor.nl

Since Greenco delighted humanity with the successful introduction of cherry tomatoes, a number of copycats have emerged. Hence, 2012 was devoted to brand distinctiveness: to instil in consumers a genuine preference for Tommies, and for good reason. That reason must lie in high and especially constant quality. That is the true sign of a genuine brand. Meanwhile, Greenco has implemented a whole series of activities to guarantee just that. They keep their fingers on the pulse with weekly store and product checks. And, Greenco is even more geared towards year-round delivery of tomatoes with the desired constant quality. In addition, consumers are pro-actively approached, via social media, for example. By now, consumers are now also located in the US, thanks to a sweet deal with Walmart.

These stores receive delivery from a production site in Mexico. Japan is on the wish-list too. To manage its strong growth, the organisation was bolstered in 2012 with a director of finance, a market researcher and a quality manager. The copycats are struggling while Greenco goes full steam ahead.

The national market leader in propagation material for orchids works in peace and quiet. Apparently, the Hillenraad100 has always underestimated the company due to this subdued demeanour. We see a first-class business in Heemskerk, which has been engaged in establishing a new production facility in California for years now. Floricultura may strike the outside world as somewhat insular, but there is, in fact, intensive communication among associates. Newsletters go into detail about cultivation techniques, demonstrating how modern greenhouse floriculture has developed into a very complex manufacturing industry in which the smallest details matter. Floricultura controls this artisanship down to the finest detail and gladly shares expertise with others. That is evident from the establishment of the Klaas Schoone Memorial Award for contributions to orchid culture and from the organisation of a miniseminar. Together, you will achieve more. This is certainly true for Floricultura, because the most recent annual accounts available illustrate an impressive increase in results. As such, they are able to invest in geothermal energy to avoid rising energy costs. Great company, great products.

Albert Heijn’s house supplier is not as well known further afield under its own name as is the retailer.

However, that does not bother co-owner Frans Kramer, because business is good. He is aware that the economy precludes the pleasing growth figures seen previously, but many opportunities remain.

In his view, growth should now be sought via creativity and originality. No problem, because Vezet produces endless product innovations. There are indeed concerns about the constant threat to food safety in combination with the use of social media, which Vezet regards as a latent, poisonous cocktail.

Take for example the situation surrounding EHEC, horsemeat and salmon. One misconstrued tweet can cause serious problems, but Brothers Piet and Frank have matters firmly in hand. The new website is a wonderful showpiece for an energetic business that clearly also invests in its employees. Here, too, they have their own Academy, something that the modern business can no longer do without. Vezet is approaching its centenary with vigour.

‘From improvement to change’, is this year’s Hillenraad100 theme and Opti-flor demonstrates exactly how it is done. The business recognised that Phalaenopsis was increasingly displaying the characteristics of a commodity, so they took the next step. In recent years, Opti-flor has put much effort into the development of specials. Balletto, Singolo®, Theatro are just a few names from a long, growing list.

A special R&D site in Poeldijk was established one year ago. That is the way to hold the attention of fickle consumers. Opti-flor saw a 10% increase in clients as a result of the continual stream of new products.

Growth was achieved mainly in new markets such as Russia and Turkey. Those are the regions where affluent individuals with a predilection for showing off their wealth are to be found. Those overseas markets are intensively processed via so-called distance marketing: viewing screens in cash & carrys in Russia, the Ukraine and Kazakhstan. A wonderful family business that has demonstrated good flexibility in an ever-changing world for the past 85 years.

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Top 100 |

38 Noviflora Turnover NL-Q 91 million Employees NL 115 Employees TOT 125 www.noviflora.nl

37 Sion Turnover NL-Q 26 million Employees NL 125 www.sion.eu

36 Porta Nova Turnover NL-Q 21 million Employees NL 36 www.portanova.nl

35 Vreugdenhil en Klugt Combinatie Turnover NL-Q 46 million Employees NL 250 www.plkwvreugdenhil.nl

Businesses on the list this year have been evaluated mainly on the three pillars of performance, commitment and technology. Noviflora is a first-class business that combines this trio in one fell swoop.

The strategy is centred on customer intimacy; Noviflora almost wants to know clients better than they know themselves. They utilize such tools as an app, an interactive website, E-trade supply chain, and online client registration for this. To achieve a genuine bond, business partners must maintain the same high standards as Noviflora itself. A set of behavioural competencies titled BeFIKS has been developed for employees. The letters B and S stand for Betrouwbaar (Reliable) and Samenwerkend (Team Player) and that is how Noviflora operates. With strong focus on both personal and organisational quality, this business is looking more like a High Performance Organisation. Business processes are very tightly organised through the implementation of, amongst others, QlikView; a series of dashboards that enable 24/7 insight into national and international developments. At present, Noviflora is still in the top 3 Dutch plant exporters, but it aims higher.

In January of this year, Eric Moor of Sion was awarded the 2013 Horticulture Entrepreneur Award by Sharon Dijksma, State Secretary for Economic Affairs. The jury described him as ‘market-oriented, innovative, cooperative, and a good example for the sector’. In short, we see here an entrepreneur whose achievements have not gone unnoticed. Praise is due not only for how Sion has developed into a leading producer of young plants for orchid cultivation. Eric Moor intentionally looks beyond the company’s own interests. Via Decorum, they are working on both a strong brand and increased ‘brand consciousness’ in the sector. ‘The future of ornamental plant cultivation lies in category management’, that is the vision.

With Sion Young Plants, a connection is made between international agriculturalists and growers and their clients. Speaking of vision: Sion is going global. They have ambitions in America, Brazil and Eastern Europe, and apparently China is also on the list. Eric Moor is an entrepreneur with vision, who enjoys letting others win, too.

Red Naomi! It sounds like an SOS, but this perfect red rose doesn’t need saving. Red Naomi is the product belonging to the second rose grower on this list. In the rose growing world, the men have been separated from the boys. A handful of players are able to stay afloat and make a good business of it, but only if that one iron-clad condition of delivering the absolute best and consistent quality is met.

Porto Nova has mastered this: bulk production and top quality all-in-one. Porta Nova’s Red Naomi has everything it takes to become a full-blown A-brand. The website and the Facebook page are set and Porta Nova maintains their high standard of quality by leaving nothing to chance. Their planning is meticulous: if necessary, they are able to harvest several times a day. Unusual techniques like crop cooling are being utilized; a risky technique for these growers, but with which they are currently realizing terrific cultivation results. Naomi will surely prosper; Porto Nova is making a 24/7 business out of it.

Sometimes, one and one equals three, as in the partnership between Plantenkwekerij Vreugdenhil and Plantenkwekerij vd Klugt Bleiswijk/Klugt De Lier. One is strong in the cultivation of tomato plants, the other, in paprika plants. Together, the duo is able to better fulfil orders and the merger facilitated the expansion of a five-hectare new build. That, in turn, attracted new clients, so the investment can easily be recouped. The new build is in accordance with the most stringent GSPP criteria, compliant with Good Seed and Plant Practices requirements. This takes the entire process to a new level, from tracking and tracing, to hygiene protocols and risk reduction. Outdated facilities were decommissioned; ‘PVPvdKBKDL’ has progressed nicely. The way they approach clients also shows they’re on the track. Remarkable: the Pick and Joy product is even available on bol.com. An in-house recruitment agency was set up with Prominent in relation to staffing levels, handy when you feel the heat. Speaking of which: in the Westland Agenda, they are looking into the potential of geothermal energy. Good stuff.

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| Top 100

In the context of ‘thinking at a higher abstraction level’, Koppert Cress is now opting specifically for the domain of Nutrition & Health. In the view of this wilful business, that is the niche that still offers abundant growth. Consumers have become more astute, as has Rob Baan. He is irritated by ‘cooking with a pair of scissors’: opening little packets of ready-made food. Rob wants to go back to basics, as do many consumers, because there is clearly an upturn in pure, natural cooking. The trend is also being fuelled by masterchefs on TV, and Rob’s joint-initiative 24Kitchen is immensely popular. In short, Koppert Cress is a vanguard moving with the times. In the unabated stream of ideas – another 15 new products in 2012 – they have nevertheless sought to plug some gaps. The organisational structure has been modified and the second generation of Baans is warming up. Incidentally, a legal case regarding the intellectual property of Sakura Cress® was won. Never a dull moment here. Koppert Cress remains a wonderful figurehead.

Van den Berg RoseS went ’Royal’ on 30 April 2013. The flower arrangements seen at King WillemAlexander’s succession to the throne contained plenty of Avalanche Peach+, the crown jewels of the rose growers from Delfgauw. The polder there has long been too small to accommodate the ambitions of Arie van den Berg. This is a genuine international player, with 72 hectares in Kenya and 11.3 hectares in China, where Van den Berg RoseS is the driving force behind the new Yunnan Greenport initiative. We could be witnessing a giant in the making. Part of growing operations in Kenya was switched from small to large flowered in order to serve multiple markets in Europe. The organic rose that is doing very well in Germany also comes from Kenya. Here in the Netherlands, Avalanche growers have formed a cooperative to position this product in the market more effectively. Another significant development is the increased partnership with other rose breeders in order to keep the necessary research afloat following the demise of PT activities. An iron-clad rose grower.

All companies on the Hillenraad100 were approached with an informational request opening with a provocative sentence: the results from the past offer no guarantee for the future. Jiffy Group took this seriously. The company has a rich heritage and strong position in the professional horticulture industry, but it always keeps its eyes open. They see great opportunities in the growing global attention for sustainability and ‘green towns’. Jiffy Group capitalized early on this with a lightweight substrate Green Roof. Roof gardens are the future and Jiffy Group wants to be king of the hill. Smart, and it’s equally smart to want to stay close to your market. Hard work is put into the redistribution of product capacity.

These changes didn’t happen overnight and put pressure on the results. Because they have their hands full with the professional market, the home gardening activities for American consumers was dropped.

To provide optimal service to their professional clients, they’re raising their staff’s level of education up to higher vocational standards. Jiffy Group knows what is needed.

Still going strong, and that is no mean feat in these times. The Van Vliet Flower Group is positioned in a market where it all comes down to pro-active and intelligent enterprise, or it is over before you know it.

That is apparent from the fate of one of the businesses within the group, bouquet company Primeflora.

It was closed because of aggressive competitors, while the competitors themselves no longer exist, either. Another far-reaching development: purchasing for a third party was scaled back, which caused a sharp reduction in trade. However, that has meanwhile been compensated with other activities.

The business has been very active overseas, opening its 21st cash & carry, for example. This latest jewel in the crown is in Lithuania. There is much focus on part local sourcing for the overseas cash & carrys while they provide part Dutch produce. One way or another, the client receives delivery within 24 hours, thus the Van Vliet Flower Group retains control of the logistics. Dynamic and flexible entrepreneurs.

42 | Hillenraad100 | 2013 |

34 Koppert Cress Turnover NL-Q 18 million Employees NL 106 www.koppertcress.nl

33 Van den Berg RoseS Turnover NL-Q 37 million Employees NL 205 Employees TOT 1.710 www.vandenbergroses.com

32 Jiffy Group Turnover NL-Q 73 million Employees NL 309 www.jiffygroup.com

31 Van Vliet Flower Group Turnover NL-Q 87 million Employees NL 249 Employees TOT 468 www.jvanvliet.com

Top 100 |

30 Ridder Drive Systems/ HortiMaX Turnover NL-Q 39 million Employees NL 181 Employees TOT 197 www.ridder.com www.hortimax.nl

29 Looije Tomaten Turnover NL-Q 28 million Employees NL 300 Employees TOT 355 www.looijetomaten.nl www.honingtomaten.nl

28 CombiVliet Turnover NL-Q 48 million Employees NL 340 www.combivliet.nl

27 Harting Groep Turnover NL-Q 119 million Employees NL 130 Employees TOT 134 www.hartingholland.nl www.zijtwende.com

‘There are still worlds to discover,’ said R&D Director Ad de Koning at the Ridder Drive Systems acquisition of HortiMaX in 2011. The duo have been well-fused and are a dedicated Global Greenhouse Growing Solutions supplier. Ad’s words ring true today, too, as Ridder Drive Systems/HortiMaX is also seeking its opportunities beyond our horizon because with a hundred hectares of new greenhouses every year, you won’t make ends meet, so, it’s internationalization all the way. First, the countries with the most prospects were determined, then work began building up those footholds – seek the right collaborative partners, expand your sales force and be seen at the international fairs. Ridder Drive Systems/HortiMaX knows that you can’t just show up abroad with a (sometimes too) high-quality Dutch product. ‘It’s not adopt, but adapt’ is the adage. Over the span of 60 years, this company has built itself to being number 22 in the top 100 manufacturing firms in the country. That’s some achievement – one holding promise for the (international) future.

‘Onwards’, is the prevailing mantra at Looije Tomaten. In May, their success in the Netherlands culminated with the award of ‘Best tasting tomato in the Netherlands’. The same way judges on the expert panel ogled Looije’s Piccolos, this business is eyeing new markets, Russia, for one. They were already trading in Germany, but fortification was needed. Knowledge of your own product proves is not enough, you also need to know who you are doing business with. Smart: different propositions are devised for different supermarket chains there, ensuring a match between brand and supermarket. That is one of Looije Tomaten‘s strong points: supermarkets and individual Fruit and Vegetable retailers and wholesalers also receive tailor-made promotional materials. This strengthens the relationship and generates repeat business: ‘Binding’ is an important theme for Looije Tomaten and the business sees that reflected in trends like ‘urban farming’. The closer the consumer and producer are to each other, the better. So, this trend is being observed with keen interest. And of course, Twitter and Facebook are put to full use, too.

The new build at Agriport A7 is managed with ‘military precision’, much like this business as a whole.

They are very responsive to the signs of the time. As they themselves write: ‘Change is the order of the day. Growers that fail to adjust their sails accordingly, lose direction right away.’ CombiVliet recognises the need to get closer to the retail market, amongst others. Processes are already so finely-tuned that there is little to be gained there. Thus, gains must come from more intelligent operations on the sales side. One cost aspect could still be fine-tuned: energy consumption and extraction. In 2012, a new system for energy cost reporting was established and in 2013, the quest for geothermal energy was initiated at Agriport A7. One of CombiVliet’s success factors is the high level of commitment and increasing knowledge and expertise of employees. The organisation is sub-divided into small units and responsibility is delegated to the lowest possible level within the organisation, which makes the business easier to manage in its entirety. A strong contender.

The newly named Harting Groep encompasses the production and trade activities under this collective umbrella. Harting Holland also is the new name of the tomato production operation. Zijtwende International is the equivalent that specialises in Dutch produce trade. Their mantra: no nonsense business, exceptionally reliable delivery to customers. Don’t expect any high-flown added value philosophies here. ‘Our clients want a first class product, they get a first class product’, that’s the story. The sales process is better monitored and directed with the new sales programme. There is also intensive partnership with Seasun from Kapelle in Zeeland. If this is a success, it might be developed further. Internally, there is much focus on optimal commitment from staff, but the group looks outwards too. That is to say: there is a great focus on corporate sustainability, if only to reduce costs. Economy and ecology go hand-in-hand here. That is evident in the drilling for geothermal energy, an initiative supported by the Westland Agenda. This is simply a stable outfit with its corporate heart in the right place.

| Hillenraad100 | 2013 | 43

Precision Growing

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Top 100 |

26 Bunnik Plants Turnover NL-Q 55 million Employees NL 180 www.bunnikplants.nl

25 Best Fresh Group Turnover NL-Q 217 million Employees NL 205 Employees TOT 315 www.bestfreshgroup.nl

24 Agro Care Turnover NL-Q 50 million Employees NL 300 Employees TOT 310 www.agrocare.nl

23 Emsflower Turnover NL-Q 36 million Employees NL 153 Employees TOT 292 www.emsflower.nl

Bunnik Plants is fully engaged in a process of adjustment and reflection following the turbulent − sometimes one-sided − growth of recent years. It’s one of the sector’s many top businesses that understands the need for change. Bunnik Plants saw that it had become dependent on three large buyers, so it worked hard on creating a ‘more broadly supported turnover’ that runs from the trusted green assortment to the finishing touch: ornamental pots, labels, and packaging and store materials.

In doing so, Bunnik Plants wants to become a real added-value grower that thinks from the perspective of stores. One interesting element is the company’s development of a stackable presentation box that fits on a pallet − a smart logistic innovation that may just replace Danish trolleys. In the meantime, the B-Leaf 1,000 days programme, which is intended to raise the internal processes and the role of employees to a higher level, is still in full swing. The seven years of plenty are over for now, but Bunnik Plants can change gears quickly, and that’s good.

From grower to retailer: Best Fresh Group occupies the entire chain with her eighteen independent companies operating under one umbrella. In 2012, they have worked energetically to streamline a number of brands and to create more efficiency in the business process. What was strong has been made even stronger. Best Fresh Group has cleaned out its clientele, managing to get rid of its weakest links. That is why the turnover is qualitatively better and also on the rise amongst its stronger clients. While others were glad that the year 2012 came to an end, Best Fresh looked back on a good year. Mart Valstar is enthusiastically at the wheel again and this is clearly bearing fruit. Consumers are optimally served with five strong brands that are marketed with passion, or sold to the ladies at the Libelle Zomerweek, for example. Even a true convenience brand like EasyToSteam has been promoted in stores and online.

After exactly 85 years, this is how Best Fresh Group keeps on going, full steam ahead.

In the very first Hillenraad100, Agro Care brought up the rear at no. 100. They went on record, saying ‘In fact, we should expand to 100 hectares.’ Ten years later, they’re still growing! In Middenmeer, a 9.5 hectares greenhouse is under construction, bringing the total to 72 hectares. The company’s motto is ‘no limits, no nonsense’ and growth doesn’t seem to be slowing down. Recently, Agro Care’s set up its own production site in Tunisia; it has seen the arrival of the ‘local for local’ trend, but this wasn’t the reason behind the expansion abroad. Their strategy is fully geared to year-round production. This keeps the cash flowing and Agro Care recognises this as a critical factor in times of difficult external financing. Now, the business has achieved a very firm position on the Dutch market, thanks in part to intense cooperation with chain partners. In this sense, Agro Care has found an advantage to the recession: competitors can no longer keep up with them.

Far from the Dutch delta, Emsflower charts its own course. No politics, just simple ‘arbeit’ to titillate mainly German consumers with ‘Erlebnis’ and ‘Preiswert kaufen’. Father Bennie and son Tom head the largest bedding plant business in Europe. They are the exception, proving that focusing on one product or service leads to a blossoming business. Emsflower really does it all simultaneously. The Erlebnispark attracts thousands of visitors annually, they know that experience means revenue. Besides trade, those consumer visits provide much valuable information. For example, the ‘gardening value’ of every one of the nearly 200 (!) different plant groups is provided to consumers. Exceptional too – their bedding plants and tomatoes have been grown alternately in the same greenhouses since 2010. Those tomatoes are marketed under own regional brands, with that ‘home-grown’ feeling. Emsflower appears to be a business that is casually run. Reporting lines are short, decisions are made swiftly and actions are wellconsidered. But don’t be fooled, behind that casual approach lurks an ingenious technical system for the optimal distribution of tasks. Top-notch entrepreneurs.

| Hillenraad100 | 2013 | 45

| Top 100

Eosta is progressing steadily and that is not going unnoticed. In April 2013, the company won the Sustainable Entrepreneurship Award 2013. In doing so, it surpassed 260 companies representing 30 different countries. Eosta had already won the German ECOCARE Award earlier. German consumers are especially concerned about sustainability, as the big ‘Wir Haben Es Satt!’ (‘We’ve had enough!’) movement clearly demonstrates. Eosta has joined a gradually growing movement and does so in all honesty, openness and transparency. Also in Germany, Eosta came out with the impressive Save Our Soils guerilla campaign. With the aid of a Soilmate, consumers were able to grow their own organic tomatoes and basil on an organic seed bed. Eosta clearly goes beyond the core business of importing and distributing organically-grown fruit and vegetables. The business is strongly rooted in a niche that is bursting at the seams and that undoubtedly holds much more potential. Eosta has the tide on its side but does need to keep an eye on the P for profit. All the rest is in place.

In 2007, 700 hectares of new greenhouses were developed; since 2009, however, this has increased by no more than 100 hectares annually. In light of this, it’s no small miracle that a company like Alcomij still exists. The strength of this solid family business stems from its focus on manufacturing and the successful expansion of a stable market position. In particular, opportunity is being found in our neighbouring countries. Hordijk’s second pillar is the production of packaging for (freshly chopped) vegetables. It’s a surprising combination, but Hordijk’s known for years how to run and liquidate a production plant. Besides internationalisation, a secondary strategic path is being followed: that of recycling raw materials. By better using aluminium and plastics, Hordijk hopes to reduce its carbon footprint significantly, because it doesn’t merely want to help the world, it wants to conserve it, too.

Good news for packaging specialist Van der Windt Group: it was taken over by a family business with a solid reputation in packaging, the Paardekooper Group. In terms of culture and product portfolio, they are a perfect match. Before the merger, Van der Windt Group, including the renowned Olsthoorn Verpakkingen, operated under the banner of the larger Clondalkin. In our humble opinion, the new match is better. There now exists a decisive combination with 380 FTE and a projected annual turnover of €250 million. Clients have a choice of 40,000 items. This is a market leader in packaging, focusing on ornamental plant cultivation, Fruit and Vegetables, food and retail. The news was well-received by the market, new accounts were won immediately. Even greater growth in turnover is in the offing.

‘Even greater’, because it was going well before the merger, thanks to a large contract in England. With its online shop and other tele-sales activities, Van der Windt has an excellent chance of success, as with its increased emphasis on sustainability. Most promising.

The world of seeds and seed improvement has come to a point – in this segment – where you could practically call them tech firms. Monsanto has played a leading role in that world for years. In order to stay on top, highly technical specialists are being brought on board. Now that the Dutch organization is in calmer waters again, they are more and more capable of attracting new talent and everybody is working 24/7 to create new patents. The Monsanto earning model is partly based on licensing and that’s a fairly new phenomenon in horticulture. However, that source of income is fuelling their constant drive for new varieties, creating more and more refinement ‘on the ground’. Monsanto is a definite force behind the production of increasingly higher-grade foodstuffs. An important change in 2012 was the bold, renewed market profiles of the De Ruiter and Seminis brands. That trusted familiarity was just what the market needed. Seminis® is now the brand for outdoor growing, De Ruiter® for the heated crops.

46 | Hillenraad100 | 2013 |

22 Eosta Turnover NL-Q 69 million Employees NL 72 www.eosta.com

21 Hordijk Groep Turnover NL-Q 77 million Employees NL 350 Employees TOT 356 www.hordijk.nl

20 Van der Windt Group Turnover NL-Q 150 million Employees NL 162 Employees TOT 192 www.vanderwindt.nl

19 Monsanto Vegetable Seeds Turnover NL-Q 225 million* Turnover WW-Q 681 million Employees NL 700 Employees TOT 4,000 www.monsantovegetableseeds.com

Top 100 |

18 Royal Brinkman Turnover NL-Q 109 million Employees NL 165 Employees TOT 213 www.brinkman.nl

17 Florensis Turnover NL-Q 79 million Employees NL 174 Employees TOT 1,139 www.florensis.nl

16 Priva Turnover NL-Q 66 million Employees NL 337 Employees TOT 418 www.priva.nl

15 Royal Hilverda Group Turnover NL-Q 156 million Employees NL 420 www.royalhilverdagroup.nl

In 2012, Royal Brinkman made a remarkable achievement: growth in a declining market. Particularly overseas, business was very good. That is something not every supplier can say. Clearly, Ton van Mil, the new managing director, has matters well in hand. He captains a business that now operates under one umbrella, so that visibility and recognisability are improving, especially in the international market.

The fact is, ‘Brinkman Tuinbouw Techniek’ does not resonate with international customers. A significant reason for successful developments is the establishment and refining of the webshop. Old Mr. Brinkman started in 1885 with bundling-string; now customers can choose from 30,000 items. The online shop utilises clever techniques such as purchase suggestions and client commitments. Digitally, Brinkman gets very close to each individual customer. Physically too, for that matter, because much effort is invested in local networks overseas. Quite a task, when you are active in 103 countries. Here, they focus on improving the knowledge and expertise of employees, many of whom have qualifications in Higher Vocational Education and research-oriented education. A clever bunch.

Florensis does things completely differently. Where others shy away and wait until the storm has subsided, this business faces the headwind and blasts onwards. In these times, the family business even dares to endeavour in anti-cyclic investments, and how. In Hendrik-Ido-Ambacht, they are looking to the future full of optimism and faith. And overseas too. In Ethiopia, Italy and Switzerland, participation has been strengthened and frequently, the entire property of a partner is acquired. The partnership with Bigler Samen AG is a smart strategic move, because it enables better processing of the market in the French/Italian region of Switzerland. On top of this, autonomous growth is in double figures. Such growth could put pressure on business operations, but that is managed by outsourcing various activities in relation to in-house production of propagation material. The process has been further refined with the ultimately successful implementation of ERP. That is of the utmost importance if you want to manage 7,500 clients, 50,000 production orders and 4,000 items efficiently. A first class business that cherishes clients and employees.

On the homepage of Priva’s slick new website, one can choose between building and horticulture solutions. There are many obstacles in both markets, so Priva has their work cut out for them. As far as horticulture is concerned, Priva is now looking to make their profits internationally. By way of the Priva Expert Centre, they have their sights fully set on large clients in Asia, Australia, and Latin and North America. Priva also sees great opportunities in the so-called mid-segment where it’s playing its knowledge-sharing card. This knowledge provides (up and coming) horticulture entrepreneurs in, for example, China, the chance to improve their returns. ‘If we can help those entrepreneurs further along, it will only be to our benefit later.’ That, translated loosely, is the thought behind the Stepping Stone model that Priva employs. Adapting the international dealer network is part of that far-reaching segmentation.

Generally, Priva invests heavily in market development which must keep turnover levels steady and enable them to continue to make the necessary R&D investments. Full-blown change, then, in De Lier.

The Royal Hilverda Group is not the most open enterprise we’ve come upon on this list. In the calm and quiet of their own offices, steady progress is being booked in what they have already been successful at for more than a hundred years: cultivating, breeding, exporting. HilverdaKooij, Florist Holland, Hilverda De Boer, Anton Spaargaren, are all renowned names. But renowned names also have to work hard. This is what Jan Hilverda revealed in an interview with a news magazine from Aalsmeer. We quote: ‘The returns are under pressure, everyone is struggling. One quarter of the exporters is gone.’ He does, however, express some hopeful expectations: ‘I think, ultimately, the sector will come out healthier from this.’

The company obviously has much faith in the flower exporting business. The Royal Hilverda Group now has some breathing room thanks to the falling away of Florimex and Ciccolella and it clearly finds itself in a segment where survival of the fittest is law. This royalty won’t just fall over. A quiet but solid firm.

| Hillenraad100 | 2013 | 47

www.jiffygroup.com

ISO 9001 ISO 14001

Jiffy Products International BV Tel.: +31 168 41 35 55 Fax: +31 168 41 35 56 sales@jiffygroup.com www.jiffygroup.com

Bringing you over 60 years of expertise, knowledge and innovation.

As a specialist in the production of tomatoes, RedStar has a clear focus: taste. Using only the very best varieties, we are continually striving to produce only the finest of tomatoes. At each growing location we use the most innovative methods to create the optimum conditions for our fruit to flourish, meaning we are able to grow tomatoes for 12 months of the year. And thanks to our automatic tracking system, we are able to trace every tomato from harvest to customer, allowing us to

stay at the forefront of food safety, sustainability and efficiency. Meanwhile, RedStar continues to explore new uses for our tasty tomatoes, whilst keeping abreast of changes in customer perceptions and tastes. So you’ll be hearing a lot more from us!

Celebrate the taste.

With RedStar.

Poortcamp 10 P.O. Box 112 2678 ZJ De Lier The Netherlands T +31 174 531000 F +31 174 531010 E info@redstar.nl I www.redstar.nl

Top 100 |

14 Nature’s Pride Turnover NL-Q 127 million Employees NL 154 www.naturespride.nl

13 Syngenta Turnover NL-Q 355 million Employees NL 1,030 Employees TOT 3,730 www.syngenta.nl

12 Waterdrinker Aalsmeer Turnover NL-Q 164 million Employees NL 212 www.waterdrinker.nl

In one fell swoop, Nature’s Pride appeared in the highest regions of our list, which says a lot about the dynamics of the sector right now. Companies that have been on our list for years, are gone and suddenly, there is Nature’s Pride. We had them in our sights before (see our Top Mavericks in the last edition) but because they couldn’t meet our criteria then, they just missed the boat. But with our new criteria, we’re throwing caution to the wind. Companies like Nature’s Pride are invaluable for the continuity and economic ‘raison d’être’ of the Dutch Fruit and Vegetable cluster. Currently, the Netherlands is still the trade hub for Europe, but that too can change in a heartbeat. If the Dutch Fruit and Vegetable trade wants to lead Europe, it will need to offer the most expansive variety of products. With its ready-to-eat exotics, Nature’s Pride truly enriches the existing selection, but there is another reason why we’re so enchanted by Shawn Harris and co.: somehow, Nature’s Pride succeeds in getting dozens of varieties of ready-to-eat exotic fruits onto retailers’ shelves. They miraculously accomplish this on a daily basis. Quality inspectors in Maasdijk determine when specific varieties are ready to be sent to clients.

At each of their growers in 60(!) different countries, the precise, perfect moment for plucking is carefully considered. The products there are also tested for proper sugar and oil percentages, for instance. At the Contract Center in Maadijk, traders achieve a finely-meshed coupling of supply and demand. The core principle here is: consumer demand takes priority. If Spar or Delhaize want two crates of rambutan, then they will have them within 24 hours. Six crates for tomorrow? No problem. Witness the success story of the Ready-to-Eat avocados in Norway. In the past, avocados were hardly ever eaten there, but then Nature’s Pride stepped in and the Norwegians were blown away. To this day, ready-to-eat avocados are flying off the shelves. Shawn Harris can’t wait to do the same in Germany: ‘There are enormous opportunities there.’ In every aspect, Nature’s Pride is an exemplary company, truly connected to the world. First-rate.

Thinking like a grower. That is the key for Syngenta. Although the international organisation is much larger than the domestic one (26,000 worldwide vs. over 1,000 Dutch employees), their presence here is vitally important. Over a third of the Dutch employees work in R&D, the basis of the ambitious objective that drives Syngenta. The company operates from the perspective that more food needs to be produced with preferably fewer means and maximum food safety. With the production of vegetable and flower seeds, cuttings and young plants, and the activities surrounding crop protection, Syngenta is a real all-around player. And – a real international player, as evidenced by their e-licensing system, which enables growers and researchers to have access to genetic material internationally. Licensed, they are then able to pass this on to farmers and nurserymen at a local and regional level. This is how you speed up innovation and how Syngenta elegantly creates a win-win situation. It could easily become the new earning model based on ‘spinning out’.

Syngenta demonstrates modern thinking in an ever-changing world.

‘Panta rhei,’ the Greeks said – everything flows. At Waterdrinker, they understand this because this organization is increasingly more attuned to a world where you must be faster, better and more unique than your immediate competitor. Waterdrinker can see that ‘regular’ florists are struggling and cannot compete with the big boys with a standard range. So, Waterdrinker supports them – with their own gain in mind, naturally – with plant knowledge and business-economical insights through collaborative efforts like the VBW and Florint. Moreover, Waterdrinker works hard to diversify their product range, which includes many ‘forgotten’ plants. So, they’re investing in valuable relationships, and that also includes the bigger customers: retail chains and garden centres. Much energy is being put into the employees too; witness the Waterdrinker Academy, for instance. Another significant step is the initiative to have their own airfreight, bringing markets in the Middle East and Africa within reach. These activities, amongst others, and the acclaimed new building, have resulted in Waterdrinker being declared North Holland’s Company of the Year in the Large SME category.

| Hillenraad100 | 2013 | 49

| Top 100

In July 2013, FresQ and Kaaij Brothers appeared before the court in The Hague, which ruled that nine of RedStar’s tomato brands were not RedStar’s exclusive property. This was the result of RedStar’s earlier decision to leave FresQ, but as these breeder-entrepreneurs don’t give up easily, this fight is far from over. Since then, the RedStar Group has been busy getting ready to stand alone. The restructuring saw all activities transparently housed under one holding and the entire organisation is working toward further professionalisation. Furthermore, the group is actively spreading its wings and expanding internationally.

RedStar already has production sites in Spain and the UK and has expressly turned its sights toward Eastern Europe and Asia, where cooperating with the right partners should lead to the intended growth.

Not that there is a lot of pressure, because – despite all the chaos – the results are fine. Nevertheless, the group sees the world changing and it wants to join the race. With its new CEO Rob Bal, the RedStar Group is going to expand its horizons.

Even the provincial authorities had to get involved, but Nunhems was permitted to expand in the Limburg municipality of Leudal, after all. With an additional twenty hectares under glass, the business seeks to be a global player. Nunhems knows that this is no gravy train, because the national market in vegetable seeds is characterised by extreme crop segmentation. So, where do you set your sights?

R&D must respond optimally to market demands. To get a grip on the market, they are now working on a structure for national division, crop specialist teams and a regional and national bedding down of products and innovations. One winner is the Intense tomato, an innovation that the result of ten years of research. Nunhems believes that is too long. Teams composed of agriculturalists, cellular and molecular biologists, seed technologists and phytopathologists are now being composed to reduce the time to market of new inventions. Parent company Bayer CropScience will be watching expectantly, because the 2012 annual figures were not as healthy as those of 2011.

This iron-clad, professionally-run family business fortunately doesn’t have to rely on the hunt for current rates and quarterly figures. From 1951 onward, the Beekenkamp Groep has steadily worked on becoming more international and is thereby a fine example for the Dutch horticulture industry: its aspirations are far too large for our small country and they even extend to Japan. It speaks volumes that in 2012, Beekenkamp Inc. was established. The Groep doesn’t have all its eggs in one basket and everything’s going according to plan. Breeder and propagator Deliflor has a great feel for new products and they have already won the Glazen Tulp award twice now with a new breed – and even with a chrysanthemum for the first time. Beekenkamp Plants knows how to use cross media to win over consumers and Beekenkamp Verpakkingen continues to surprise with new discoveries. For instance, the very successful ‘Specialty’ packaging was developed for tomatoes, and the soft fruits sector was pleased with an innovative packaging and growing system. This strong group is also financially healthy.

Combine the ‘D’ from the German breeder Dümmen with the ‘A’ from Agribio Group and you get DNA – a brilliant double-barrelled name. This new combination has an enormous global network for breeding, propagating and selling cut flowers, pot plant and seasonal products, such as Geranium and Petunia.

Its global top position was already reinforced in 2012 by, among other things, the acquisition of Ecke, an American Poinsettia breeder and propagator. We love the name’s double meaning: DNA is in everything.

Also, it is essential that a business’s DNA is in line with that of a specific market and at DNA Green, this is certainly the case; the company has meticulously positioned its range of product groups in various (growth) markets. A whole series of varieties, including the well-known Calandiva® en Avalanche+, have been put on the market under the brands Fides, Red Fox, Ecke, Oglevee, Oro, Barberet & Blanc and Lex+.

On many fronts, DNA Green is the market leader and is determined to keep it that way.

50 | Hillenraad100 | 2013 |

11 RedStar Group Turnover NL-Q 67 million Employees NL 93 Employees TOT 102 www.redstar-trading.nl

10 Nunhems Turnover NL-Q 159 million Turnover WW-Q 304 million Employees NL 513 Employees TOT 1.842 www.nunhems.nl

9 Beekenkamp Groep Turnover NL-Q 117 million Employees NL 409 Employees TOT 2,500 www.beekenkamp.nl

8 DNA Green Group Turnover NL-Q 86 million Employees NL 176 Employees TOT 2,560 www.dnagreengroup.com

Top 100 |

7 Anthura Turnover NL-Q 65 million Employees NL 150 www.anthura.nl

6 FleuraMetz Turnover NL-Q 279 million Employees NL 389 Employees TOT 1,084 www.fleurametz.nl

5 INCOTEC Group Turnover NL-Q 59 million Employees NL 220 Employees TOT 466 www.intotec.com

4 Royal Lemkes Group Turnover NL-Q 216 million Employees NL 151 www.lemkes.nl

Simply put, Anthura is a great company. As the world’s no. 1 company in breeding and propagating Anthurium, and the leader in Phalaenopsis, it runs a tight ship. Its performance is perfect and Anthura guarantees high-quality delivery. Software developed partially in-house has maximised its grip on cultivation and thanks to numerous technological means, its energy consumption and use of pesticides has been minimised. Technology is also applied to the continuous development of the company’s breeding package. For instance, Anthura developed an app with which growers can document their experiences with the new varieties. Growers then receive constantly updated results by e-mail, keeping them fully involved in the progress and the choices. This interaction is catching on and growers are lining up to visit the display greenhouse and give their evaluations. This mentality even extends to the promotion of exclusive varieties, whereby an intense collaboration with a select group of growers is formed. These activities, in which exporters and buyers are constantly involved in the process, certainly isn’t hurting Anthura, as evidenced by its rising turnover.

FleuraMetz’ maxim is that substantial turnover isn’t everything; what’s important is the foundation upon which that turnover rests. This foundation has seen considerable adjustment this past year, with the merger as the motivation and the recession as the driving force. FleuraMetz said goodbye to less successful locations and customers. That said, seven new branches were opened, each one brimming with potential. As far as the figures are concerned, it doesn’t look like anything’s changed, but the organization has become more robust and now, FleuraMetz can showcase a much larger international spread of activities: the company can profit from the recovering US economy and more or less wait until Europe gets back on track; attractive growth has been observed in France and Canada; and in Scandinavia, the market leader Jens Holst has been acquired. The company’s even accelerated its ICT: its ‘next generation’ webshop will provide even better service to florists and that has also been linked to very effective hub-logistics – FleuraMetz’ strongest asset. This club stands strong where others have fallen.

Literally and figuratively, the INCOTEC Group exerts a force of attraction from here to Tokyo. In July 2013, TV Tokyo came over to document the high-tech horti-developments taking place in the Netherlands.

In the 10 years since the management buy-out, things have been moving rapidly at the INCOTEC Group – so rapidly, in fact, that in 2012, the group won the FD Gazellen Award; a prize for businesses that have achieved at least a 20% turnover growth. Unlike almost every other company, the INCOTEC Group can translate fundamental research into practice – practice that spans the globe. The INCOTEC Group has strong footholds in the BRICS countries and elsewhere. For some time now, the actives have been split into four segments – field crops, vegetables, ornamentals and analytical services – in order to properly guide the growth and market approach. In the field crops segment, a strong position in the American mid-west was achieved thanks to the acquisition of Landec AG. With all its innovations and its centralised product development, the INCOTEC Group has clearly captured the zeitgeist.

‘Entrepreneurs must never be mired in certainty.’ These words were spoken by Cees van der Meij, director/owner of Royal Lemkes Group, in October 2012 as Royal Lemkes was implementing the largest solar panel roof in the Netherlands at its distribution centre in Bleiswijk. ‘Today, we are making an investment we won’t earn back for 20 years, but we’re clearly stating that sustainable business is a must.’ His words can also be taken to mean that, in a world where nothing is certain anymore, you must be able to change with the times and in this, Royal Lemkes excels. Originally, the company was a traditional exporter of plants; today, it’s investing heavily in being a service provider. Retail activities are supported with consumer knowledge and expertise, and category management. In January, Dick Nijland became part of the management team where he’ll use the experience he gained at Ahold to further finetune the company’s logistics and ICT, among other things. Royal Lemkes is not satisfied with a perfect status quo; stand still and you’ll rust in place.

| Hillenraad100 | 2013 | 51

Antonio Garcia Molina, growers’ cooperative Acrena, El Ejido, Spain,

believes in teamwork and open communication.

Abel Kuley, Product Development Manager at Rijk Zwaan Afrisem, Tanzania,

dreams of fulfilling Africa’s potential for vegetable production.

Shawn Geng, chef at the InterContinental Hotel in Qingdao, China,

has the ambition to promote healthy eating.

See our vision and the complete stories of Antonio, Abel and Shawn on rijkzwaan.com.

Top 100 |

3 Koppert Biological Systems Turnover NL-Q 114 million Employees NL 269 Employees TOT 872 www.koppert.nl

2 Enza Zaden Turnover NL-Q 182 million Employees NL 497 Employees TOT 1,400 www.enzazaden.nl

1 Rijk Zwaan Turnover NL-Q 252 million Employees NL 801 Employees TOT 3,020 www.rijkzwaan.nl

Koppert Biological Systems is a textbook modern business and shows how, in this day and age, double growth figures can be realised, i.e. through close cooperation with customers, knowing exactly which market you’re operating in, continuous innovation and international expansion. For instance, African, Indian and South American growers have been plagued by the formidable root-knot nematode for ages and Koppert Biological developed a remedy: the NatuGro system. Moves like this rapidly break open enormous growth markets. The promising Itaforte BioProdutos was acquired in Brazil, marking another important step forward.

In highly-developed markets, emphasis lies with leaving zero residues, and Koppert Biological Systems knows how achieve this. With such frantic growth, it’s important that the company stays in control, and to control the provision of information, it has created its own ERP system. Also: employees are trained for ‘high-level involvement’, given a great deal of responsibility and everyone must contribute. Koppert Biological is very involved in CSR activities, including the establishment of the International Bumblebee Producers Organisation. This is state of the art, sustainable horti-business.

The world was a very different place 75 years ago when Enza Zaden began in Enkhuizen something this company is thoroughly aware of and it does its utmost to be able to meet change head-on. This breeder maintains a clear distinction between global crops (e.g. cucumbers and tomatoes) and local crops (e.g. fennel and radishes in the Netherlands), as well as a clear distinction between high-value, up-andcoming, or developing markets. Enza Zaden knows that this complex playing field can only be entered via a range of products and propositions, which is why it has chosen to utilise a ‘multi-local approach’: locals create innovative products that meet the demands of the local market. This is how you stay ahead and in contact with your customers. Enza Zaden invests heavily in R&D and staff, the latter by way of the Enza Academy. Nor are growers and local/regional consumers forgotten; unique concepts are developed – often fed by the company’s consumer panels – in various countries and with growers. This is a great company that has all the flexibility required.

When you examine everything Rijk Zwaan has achieved, you might almost believe that this company inhabits another universe. These people from De Lier seem to be entirely unbothered by any sort of setback and possess a flawless flow. In the past five years, this company’s market share experienced continuous growth and last year’s 10% growth in sales was one for the books. Rijk Zwaan’s investments in R&D remain singularly high at 25% of turnover, placing the company in first place of all the companies active in the horticulture industry in the Netherlands. Its internal processes are very much in order and the company possesses day-to-day insight into, and control of, the day-to-day business. Within 10 days after the close of the financial year, the annual report rolls of the presses. The key to success can of course be found in how Rijk Zwaan is able to optimally employ human talent and in line with the concept of ‘1 + 1 = 3’ employees are cherished and given the opportunity to develop themselves and the organisation. They can still their hunger for more knowledge and expertise through continuous schooling and they are given much responsibility. They have every reason to be proud of their employer and they show it at the RZ Family Festival, for instance. Rijk Zwaan is emphatically interested in connecting with external talent and intellect. For instance, a new, international service for growers of Rijk Zwaan varieties has been developed with Growing Partner RZ in which knowledge and experience is exchanged between crop advisors and growers, and between growers individually via a digital platform which is also coupled to an app. In addition to high-quality product development, Rijk Zwaan also displays superb commercial tactics. Its retail subsidiaries abroad are responsible for their own sales and in doing so, the organisation is kept lean and mean. These retail subsidiaries are fully focused on their own customers and in order to ensure that breeding and commerce dovetail optimally at the collective level, so-called ‘Core Teams’ have been formed for commerce and R&D. Rijk Zwaan is the definitive number 1. Who’s going to beat them?

| Hillenraad100 | 2013 | 53

Interview

Sharing – the new cultivation How can you serve dozens of new markets with only two product types? Anthura has the answer. Strengthen your ties with your immediate business relations, share developments and use your researchers during cultivation – this is how Anthura expands its market position.

Elsewhere in this Hillenraad100, an article can

to water and fertilize the growing containers

be found wherein technology is regarded as

individually, something that wasn’t available

one of the three drivers of change. Culture is

in the industry. Through an installer, we were

another one. It’s all about the way you think,

able to obtain a bus system as is used in the

work and connect to others. At Anthura, these

automotive industry. This unique system,

two drivers of change come together, illustrating

the only one in the world, has enabled us to

how fast developments can occur. By way of

individually serve 8,000 containers. Before,

demonstration, Commercial Director Marco van

you were glad if you could optimally raise 15

Herk showed us the Anthura Demonstration

varieties. Now, we could handle hundreds, if

Greenhouse in Bleiswijk. On the tables are

we wanted to. If you consider both initiatives

dozens of Anthurium and Phalaenopsis plants

together, the advantages are evident: the

in all stages ranging from experimental to

growers are more involved and we have more options in providing them with tailor-made solutions. Globally, we collaborate with some

“Personally, I don’t see an anthurium equivalent of the bio-industry chicken emerging.”

1,500 growers, approx. 150 of them in the Netherlands. Each and every one of them wants to serve their own market – and is capable of doing so – with a product they feel comfortable with. Fixed combinations of growers and brands work very well. They develop their own promotional material and they’re not trying to poach each other’s market shares.”

Science fiction?

Science, by extension of technology, is the third driver of change and companies like Anthura are very curious as to what bearing the

ready-to-market. Some of these varieties

developments in the fields of bioinformatics and

won’t be at the florist’s for another ten years,

biotechnology may have on them. “Obviously,

others will never make it. “The right choice of

we’re closely monitoring these developments,”

variety is crucial for us,” says Marco. “But how

says Marco van Herk. “However, unlike

do we chose? Well over a year ago, we decided

Japan, the Netherlands doesn’t allow genetic

to take a new initiative. We invited growers

engineering, so it’s up to the policy-makers

to visit our demonstration greenhouse to

to decide whether we are able to exploit this.

find out what they thought of the varieties.

But even so, purely looking at DNA or other

They used to come once or twice a year, now

properties is not the be all and end all. Yes, with

they’re here every other month. In a report,

this technology, we will be able to determine

they receive feedback on their own feedback of

more quickly with which varieties we want to

that moment and on the feedback of previous

continue, but we also need to have a wide range

visits via a specially developed app. We share

of varieties, and each of these still will have to

all the latest developments with them, they

complete the full cultivation programme. These

share their opinions, from their perspective of

techniques will not be able to accelerate growth

the market. We found that they develop a lot

much. Personally, I don’t see an anthurium

more affinity with the complete assortment and

equivalent of the bio-industry chicken emerging.

their personal variety choice.”

Growth takes time and time is money. Also, no

From fifteen to hundreds

technology will be able to forecast which plants are going to do well at the florist’s in ten years’

New techniques also facilitate innovation.

time. That will remain the work of man, as it

At the new production site in Bleiswijk, a totally

should be.”

new way of water distribution and fertilizing, amongst others, is being used. Marco van Herk explains. “We were looking for a technique

54 | Hillenraad100 | 2013 |

Interview

Marco van Herk, Commercial Director of Anthura “Also, no technology will be able to forecast which plants are going to do well at the florist’s in ten years’ time. That will remain the work of man, as it should be.”

| Hillenraad100 | 2013 | 55

| Hillenraad500+

New: The Hillenraad500+ Over the past ten years, the Hillenraad100 has given an impression of the one hundred most influential companies in the greenhouse horticulture sector. Developments are occurring at a rapid pace in the horticulture industry. Today, large-scale businesses have been established in the Dutch horticulture sector and international businesses have become active in the Netherlands. That was the catalyst for us to record this category of businesses in a separate list, the Hillenraad500+. This new phenomenon is an ‘extraordinary category’ of businesses with a turnover in excess of €500 million. This year for the first time, these 500+ businesses appear in this magazine in their own list with their own ranking and they no longer appear in the ‘classic’ Dutch Hillenraad top 100. In taking this step, we are establishing a new, as yet modest, competition for large international horticulture businesses engaged in the production of vegetables, fruit, and ornamental plants and flowers.

Clear differentiation

have a healthy international perspective. We are

Dutch businesses will measure themselves.

In compiling this list, we have limited ourselves

intentionally looking beyond just (greenhouse)

The €500 million limit might still seem distant

to businesses with a turnover in excess of €500

horticulture products and examining companies

to many Dutch businesses yet within 10 years,

million, as reported by their Dutch entities.

that are active in the global horticulture

a number of Dutch players will enter this ‘World

Research has shown that this cut-off point is a

cluster. These could be refinement businesses,

League’, or will be taken over by international

good measure for differentiating between the

propagation businesses, international producers

players – eat or be eaten is the rule that

nature, size and scale of operations. Businesses

of vegetables, fruit and ornamental plant and

applies here. Overall, it provides an apparently

of this size are fundamentally differently

flower products, and business that trade in

paradoxical view. On one hand, downscaling

organised, differently structured, differently

those products. We highlight businesses that

and local-for-local are big trends. On the other

financed and have a broad total market

epitomise green horticulture, and products that

hand, global sourcing or logistics and R&D

approach. In keeping with the character of global

are cultivated for the consumer with care and

costs demand a multi-local approach, in which

horticulture, both companies and cooperatives

attention.

local presence is combined with international

meet our criteria, as long as the vast majority

exchange of knowledge and capacity. We are

of their turnover is achieved via horticulture.

World League

However, we have not included the specialised

There is only a small gap between the

manifest themselves in the coming decade.

Fruit and Vegetable purchasing subsidiaries of

Dutch 500+ list and international players of

We will be watching closely and will develop this

large retailers in this competition.

comparable size. To enable that comparison, we

monitor further. The Dutch horticulture industry,

compiled a separate list of international 500+

a world player, measuring up to the ‘World

businesses, which we have listed according to

League’. It promises to be exciting.

Broader view: the international cluster The emphasis is on businesses in the knowledge

sales turnover for the time being. This gives an

and capital-intensive greenhouse industry that

indication of the world players against which

very curious to see how these developments

Over the years, the Dutch Flower Group has grown into an extraordinary phenomenon. Turnover is over €1 billion and still growing and thanks to the efforts of dedicated subsidiaries, the group has mastered the art of serving divergent customer segments and still maintaining outstanding cohesion and a central management. The key to their success is their flat organisational structure. Under the motto ‘structure follows strategy’, two members from the both the Board of Directors the Divisional Board steer the group together with the management. The Dutch Flower Group is like a unified school of fish swimming through the ocean: flexible and pro-active. They can thank their current, leading position to decisions that were made last century. In 1999, a direction was mapped out and consistently followed. Success in these times is no cinch, as witnessed by the fall of competitors Florimex and Ciccolella, which undoubtedly provided the Dutch Flower Group with new customers. This is how this chain of pearls keeps getting stronger and wealthier – along with the takeovers of Greenex and Oudendijk in 2012, which resulted in the group’s turnover growing much faster than the Dutch export market did that year. In 2013, the Dutch Flower Group makes for a very stable and attractive trading partner thanks to the large scale of both its purchasing and sales factions. Wholesalers will find the biggest flowers and plants assortment in the world here and for many retailers, this group is their ‘category captain’. Much is being invested in virtualisation to accommodate wholesalers, and for retailers, the CHAIN4S chain platform was introduced to enable growers, service providers and retail customers to share order information within a closed chain. CHAIN4S was initially deployed at one of their fastest growing subsidiaries, Van Dijk Flora and for this innovative chain approach, the group was awarded the prestigious Sainsbury Suppliers Award in England. To further bolster the group, one has to cultivate talent and management, and that is amply available via the DFG Academy and Talent Development, amongst others. We say – there’s still more growth potential here and the trophy room will undoubtedly see some new additions in 2014.

A worthy Hillenraad500+ number 1.

56 | Hillenraad100 | 2013 |

1 Dutch Flower Group Turnover NL-Q 1,039 million Employees NL 1,112 Employees TOT 1,817 www.dutchflowergroup.nl

Hillenraad500+ |

2 Total Produce Turnover NL-Q 756 million Turnover WW-Q 2,708 million Employees NL 427 www.totalproduce.com

3 FloraHolland Turnover NL-Q 4,398 million Employees NL 3,073 www.floraholland.nl

4 UNIVEG Turnover NL-Q 960 million Turnover WW-Q 3,088 million Employees NL 692 Employees TOT 4,500 www.univeg.com

5 The Greenery Turnover NL-Q 1,396 million Employees NL 1,820 www.thegreenery.com

What began before 1900 as a little Irish fruit shop, is today one of the world’s largest fruit and vegetable trading companies with an annual turnover of €2.8 billion. It wasn’t until the end of the century that large growth and international expansion began. From the beginning, Total Produce has steadily marched the road to success, always searching for local takeover parties that optimally utilise the skills and expertise of the local management. The Irish management describe it as a quest for ‘like-minded people’. Since 1976, they have acquired 360 companies this way and only three of these takeovers proved to be less successful. In short, they have a great radar for markets, opportunities and takeover partners. In the Netherlands, this method has resulted in the acquisitions of Haluco, Nedalpac, ASF Holland, Anaco Greeve and Frankort & Koning, and in the US, the takeover of Oppenheimer was a major step. By utilising local strength, Total Produce has grown to become a strong global player who is still growing steadily even in these times.

This year’s big news was the departure of top man Timo Huges. The search for a new beacon has been coupled with a reform of management structure. The new management will have their work cut out for them, as the world in which FloraHolland operates is toppling rapidly, putting them at a troublesome crossroads. On one hand, the organisation wants to serve the interests of their associated growers and buyers, on the other looms the promising perspective of optimally serving the end customer.

Clearly, FloraHolland wants to head in latter direction, several recent initiatives to operate as a service company reveal this. Witness the development of their BloemistExclusief service wherein the auction, together with florists, enters the realm of direct sales. These two desires could clash, so diplomacy and leadership are urgently needed, and doing nothing is just not an option. FloraHolland sees the shift from traditional auction sales to direct selling via FloraHolland Connect progressing faster than expected.

Change rarely comes without a fight, and the new management will be put to the test.

Miracles can happen. On 30 July of this year, friend and foe alike were shocked to hear that Hein Deprez had regained control of the UNIVEG group. The new executive chairman was partly helped back in the saddle by a number of wealthy European and South African families looking to invest. Based on this ‘family spirit’, Hein Deprez wants to work on the long term and although outsiders regard it as a quilt of companies with little symmetry, Hein Deprez doesn’t see a ‘motley bunch at all’. Either way, UNIVEG will set a course based on true entrepreneurship from now on, in sharp contrast to the financial managing performed by CVC. Hein Deprez also understands that it is time to further integrate the various companies that have been added. Expertise is currently scattered across the organisation and that has to change. The flower wholesaler Greenex from Poeldijk and the Belgian flower bulb grower Vanderschoot won’t be around to see it, because they no longer fit the mould, while diamonds like Bakker Barendrecht are, of course, cherished. Stay tuned.

The calm has not returned to the Greenery as they hoped it would after the departure of T-telers and the closing of Coforto Verkoop. At first glance, we see an ‘ordinary’ sales company with a wide range of vegetables, fruit and exotics. The members that have stayed loyal to The Greenery see the organisation purely as a sales channel, but that simplified structure doesn’t automatically make life easier, because The Greenery still has some housecleaning to do. The costs of SAP were high in recent years and the organisation of personnel needs tightening. With that behind them, The Greenery hopes to realise better results from its core business again. Currently, their results are coming from investments and these too will have to be improved because The Greenery chooses to offer its members the highest payout price. They are walking a thin line, as the organisation also wants to stay competitive in the market at the same time. The departure of Philip Smits makes room for a new captain – one who can weather this storm.

| Hillenraad100 | 2013 | 57

Zijtwende 28, 2678 LJ De Lier T: +31 (0)15 251 23 00 F: +31 (0)15 251 23 02 E: info@hartingholland.nl www.hartingholland.nl

Zijtwende 24, 2678 LJ De Lier - Holland T: +31 (0)15 251 28 00 F: +31 (0)15 251 28 01 E: info@zijtwende.com www.zijtwende.com

adv-hartingholland-240x340.indd 1

17-09-13 09:20

Hillenraad500+ |

The top 500+ businesses active worldwide in vegetables, fruit and ornamental plant and flower products The ‘World League’, featuring international 500+ businesses listed according to sales turnover. This gives an indication of the world players against which Dutch 500+ businesses can measure themselves. company name

1

country

products

sales

1

Dole

USA

produce

€

5,721,000,000

2

FloraHolland

Netherlands

floriculture

€

4,398,000,000

3

UNIVEG

Belgium

vegetables & fruit

€

3,088,000,000

4

Fresh Del Monte

USA

produce

€

2,842,000,000

5

Total Produce

United Kingdom

vegetables & fruit

€

2,708,000,000

6

Chiquita

USA

produce

€

2,486,000,000

7

Syngenta

Switzerland

breeding/horticulture

€

2,022,500,000

8

Landgard

Germany

horticulturals

€

2,014,000,000

9

The Greenery

Netherlands

vegetables & fruit

€

1,396,000,000

10

Vilmorin

France

breeding

€

1,338,000,000

11

Dutch Flower Group

Netherlands

floriculture

€

1,039,000,000

12

ITOCHU International

Japan

fresh food

€

1,000,000,000 +

13

GF Group

Italy

vegetables

€

984,000,000

14

Pomona Terre Azur

France

vegetables

€

862,000,000

15

Chaoda

China

vegetables

€

852,500,000

16

Finlays

United Kingdom

horticulturals

€

738,000,000

17

Monsanto Vegetable Seeds

USA

breeding/vegetables

€

681,000,000

18

Agrial Floréal

France

vegetables

€

626,000,000

19

Groupe Compagnie Fruitière

France

vegetables

€

619,000,000

20

Argent Group Europe

United Kingdom

vegetables

€

615,000,000

21

Antonio Munoz

Spain

vegetables

€

520,000,000

22

Anecoop

Spain

produce

€

508,000,000

23

KYOKA Royal

Japan

fresh food

€

503,000,000

24

Gemüsering Stuttgart

Germany

vegetables

€

500,000,000 +

25

Esmeralda Farms

USA

floriculture

€

500,000,000 +

17

6

25 4

20 2/9/11 5 16 3 8 10 24 7 19 14 22 18 13 21 15 23 12

| Hillenraad100 | 2013 | 59

Interview

The time is right for enterprises like Nature’s Pride The Dutch horticulture cluster will greatly benefit from people like Shawn Harris and her team. Making just the right market connections, importing, adding value and then exporting – that’s exactly what we need, preferably for the widest assortment possible. It seems so simple, but it’s easier said than done.

The new Hillenraad100 provides clear evidence

can be dispatched to a retailer. This is critical.

of the fact that we have discarded part of our

We never just send out a bulk load. The whole

previous criteria. We believe that the strength

process is demanding and labour intensive. It’s

of the Dutch horticulture industry lies in the

an uncertain business as well, since we never

completeness of the cluster. As a result of

know what our customers are going to order

these changes, Nature’s Pride appeared on

next. We only find out on the day. But whatever

the radar. A company such as Nature’s Pride

they order, they know for a fact – with almost

plays a pivotal role in the combined Fruit and

100% certainty – that the fruit they receive

Vegetables sector. So what does Shawn Harris

will be ready for consumption. With that feat,

and her staff do differently? And how can it be

by deploying ripening, we have changed the

going so well all of a sudden? “We picked up the

retailers’ shelves.”

ball that others dropped,” is her simple answer.

The ball here is a metaphor for tropical fruit.

What happened? “I first noticed how difficult it was to buy a truly nice and ripe mango in a supermarket, years ago,” Shawn Harris explains.

“It’s one of those products that too often disappoint customers. We wanted to prove that we could do better.” Shawn Harris and her ripening experts devised and refined the Ready-to-Eat concept. “We always approach it from the customer’s perspective standing

“We picked up the ball that others dropped.”

in front of the shelves,” says Shawn Harris.

“That customer wants to buy exotic fruit that is perfect at precisely that moment. And look what has happened – 200% growth over the past four years. And this is just the beginning.”

Shelf-changing experience

CSR across the board Elsewhere in this Hillenraad100, philosopher Henk Oosterling holds court. He argues that

With that last sentence, she’s not bragging.

the horticulture industry in particular must

Shawn Harris outlines Nature’s Choice’s

understand that ‘we’ need to start producing

achievements in Norway. “In 1995, Norway

and living differently. Oosterling will likely be

consumed 1 tonne of avocados per week.

pleased with what Shawn Harris is saying. “It’s

Then we introduced an avocado in that market

no longer about more, more, more, it’s about

which had exactly the right oil content and was

being better and different. In everything we

ready to eat and presto, each Norwegian now

do, we have to keep our children’s future in

consumes some seven avocados annually – 150

mind. It’s not just about minding your own

tonnes per week. In comparison, Germans only

shop in the here and now. This industry is

eat one to two avocados per week. Imagine the

lagging behind in several ways and I would like

opportunities on the German market, serving 80

to actively contribute to making our chains

million people. And we’ve found many examples

more sustainable. That’s why we support our

like this.” It’s a tough job to provide some thirty

growers with education and childcare, we

retailers in Europe with tailor-made deliveries

emphasize proper working conditions and audit

of dozens of types of ready-to-eat fruits. “It

them regularly. Also, we invest in renewable

turned out that we had to educate our growers,

energy generation as much as possible. I would

because they often picked their fruit too early.

love to have a windmill, for instance, but the

So we told them to harvest a little later, because

council objects to the idea – That’s one more

this would improve their produce. Each day,

battle I’m happy to take on. There is much good,

our ripening experts decide when a shipment

sustainable work ahead of us.”

60 | Hillenraad100 | 2013 |

Interview

Nature’s Pride’s founder and CEO Shawn Harris “It’s no longer about more, more more, it’s about being better and different. It’s not just about the here and now. This industry is lagging behind in several ways and I would like to actively contribute to making our chains more sustainable.”

| Hillenraad100 | 2013 | 61

Out of Africa

Modern African horticulture production is focused on export With a population of over one billion, the total African economy is still smaller than that of Italy.

However, the African economy is the fastest growing in the world. Food multi-nationals have already taken an interest in the middle class, which comprises one third of the population.

EU-15 value of imports from Africa in millions of € 1000

Fresh vegetables

800 Ornamental plants 600

400

200 2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Africa is familiar territory for Dutch horticulture.

Much Dutch activity in Africa

Collaboration in Africa offers an abundance of

Many national businesses have production sites

There are also many propagation businesses

opportunities for the greenhouse horticulture

there, mainly for the cultivation of tomatoes,

active in Africa that produce seeds and

cluster, as was evident at the international

roses and beans. Old colonial ties, the recent

cuttings. A number of these businesses

Seed 2 Feed food conference. Dutch expertise in

dynamism of Dutch businesses, and the

are listed in the Hillenraad100: Rijk Zwaan

crop improvement, seed refinement, modern IT

enthusiasm of Arab investors are the drivers

(Afrisem), Beekenkamp Group, DNA Green

applications and sustainable cultivation offers

here. Modern cultivation already takes place

Group, INCOTEC Group, Florensis, Emsflower

potential solutions in terms of food security.

across the whole continent on a significant

and many others. The Grow Group also has

Preceding the conference, Wageningen University

scale for predominantly the European and

several joint ventures in Africa. Van den Berg

& Research, Alliance for a Green Revolution

Arab export markets. In terms of export to the

RoseS is probably the most well-known grower

in Africa (AGRA), Greenport Holland, Rabo

EU, at present the export of fresh vegetables

in the top 100. However, Agro Care also recently

Development and Rabobank International signed

is valued at almost €1 billion and ornamental

started producing its own tomato crops in

a declaration of intent to professionalise the

plants at three quarters of €1 billion. In addition,

Tunisia. Then there are the supply companies

greenhouse vegetable chain in Africa. Meanwhile,

significant volumes of young plant material are

with African sites, such as Koppert Biological

five pilot projects have been selected to receive

exported. The centres of activity are in Kenya

Systems and Van Dillewijn Group. Finally,

material support from Dutch businesses.

(which accounts for almost 60% of EU flower

virtually all businesses in the top 100 that are

A conference is planned this year, during which

imports) and Morocco (also 60%, but in this case,

engaged in vegetables, fruit and ornamental

projects will be matched to businesses, and

vegetables). Rabobank set up the Seed 2 Feed

plant cultivation have direct lines to African

financing models will be agreed.

project, an initiative of the Dutch horticulture

producers.

sector aimed at facilitating greater self-

Please go to www.raboseed2feed.com/vervolg.

sufficiency and production of healthy food with

for more information about Seed 2 Feed and

the aid of Dutch green technology.

subsequent developments.

62 | Hillenraad100 | 2013 |

Out of Africa

Top 10 players Who are the ten biggest players in Africa? It is the ornamental plant producers in particular that dominate with enormous surface areas and high export figures. A top 10 based on size appears below.

The most important products are roses, tomatoes and beans.

1

2

3

4

5

6

7

8

9

10

Finlays Kenya

Sher Ethiopië Ethiopia

This business has been involved in tea estates in Africa for 150 years. Finlays supplies virtually all English supermarkets with flowers and vegetables. The company is part of the Swire Group, originally British, but now under Chinese ownership. Omniflora markets the flowers from Frankfurt. Finlays collaborates with Best Fresh Group in Poeldijk to supply vegetables to the European continent.

After Gerrit Barnhoorn sold his business in Kenya, he had 540 hectares of greenhouses constructed in Ethiopia where he produces flowers, mainly himself. A section of the greenhouses is hired out to new growers seeking to set up in Ethiopia. Gerrit Barnhoorn himself produces 600 million roses annually.

Oserian Flower Farm

Oserian was one of the first flower producers in Kenya and is now the largest with over 225 hectares for flowers. Over sixty countries are served from hubs in Europe, the US, Dubai, Japan, Russia and Australia. Its own flower business in the UK entered into a strategic alliance with the Dutch Flower Group.

Jittu farm

Jittu farm is part of the imperium of Sheikh Mohammed Hussein Ali Al-Amoudi, who has leased over 100,000 hectares from the government. There, Jan Prins produces over a hundred varieties of vegetables, fruit and flowers all year round. Dubai is the most significant market, but – remarkably – European certifications are the norm.

Azura Group

This group was established in 1988 and now comprises the production business Maraissa and French distributor Disma in Perpignan. Under the Azura brand, the group offers a year round supply of a range of cherry tomatoes, but also produces fruit and products such as basil, dill, mint and lemongrass. The group’s acreage is impressive: the 68 production sites together comprise almost 900 hectares.

Soprofel Idyl

The French-Algerian Puech family has been active in Morocco for over 35 years, first with Azura, amongst others. Growing also takes place in Dakhla in the western Sahara. The sales operation is managed from Châteaurenard in France. While they are known mainly for tomatoes, they also cultivate other crops.

Van Oers United

Van Oers is the unofficial bean champion in Africa. The business is active from Morocco to Senegal and Ethiopia. There are direct lines from Africa to Heerlen in Brabant. Products are transported by sea and air. A pioneer that perseveres with resilience and has built up a solid imperium.

Kenya

Ethiopia

Marokko

Marocco

in both West and East Africa

Delassus Marocco

Karuturi Kenya

Timaflor Kenya

A business that has been in operation for sixty years. Together with Spanish Duroc, Delassus produces large volumes of cherry tomatoes. These are exported mainly to the UK. The company is also active in citrus fruit, grapes, carnations and roses.

This long established flower producer was originally one of Gerrit Barnhoorn‘s ‘babies‘. It was subsequently acquired by an Indian business, but is by no means a success as yet. Although there are jubilant figures on the website, the business is experiencing issues regarding payment of taxes.

Closure is even a potential threat.

Timaflor is Simon van de Burg‘s new business, the man who nurtured Oserian. On the slopes of Mount Kenya, he demonstrates what quality is all about. Moving up to 100 hectares in no time and then producing top quality, that is a superb achievement!

| Hillenraad100 | 2013 | 63

Interview

Adaptation is the new way of exporting Customer Value – that’s what Ridder Drive Systems is all about and that’s why Enhancing Customer Value is the family business’ 60-year anniversary theme. In fact, because their end customers are mostly foreign, Ridder Drive Systems have made a policy U-turn.

Albert ’t Hart, Ridder Drive Systems CEO,

not our product itself. What is financially

doesn’t care for ‘product leadership’ as a

feasible while keeping in mind the desired Total

concept. He knows that some suppliers to the

Return on Investment?” Albert places some

horticulture sector traditionally love it, but

documents on the table, full of co-ordinate

he is also aware that it’s a thing of the past.

systems and other data. “This is how our clients

“For example, Dutch greenhouses are the most

perceive us. We have asked 80 of our clients

advanced in the world for large areas. In the

to evaluate us on values that matter to them.

U.S.A. however, 60% of indoor horticulture is

With 30 of them, we will engage in further

carried out in greenhouses of less than half

in-depth discussions. It seems our clients are

of a hectare in size. Or take Vietnam, where

primarily interested in customer value drivers

they’re on the verge of switching from open field

in relation to operational excellence, and it

production to covered horticulture. Additionally,

transpires that we, as a supplier of components,

Mexico is an enormous growth market, where

score exceptionally high in just that. These are

a mere 10 to 15% of the market is high-tech

aspects such as the speed and reliability of

driven.” The more examples are provided, the

delivery, operating reliability, technical lifespan,

clearer the course Ridder Drive Systems and

and the fast and efficient handling of questions

its subsidiary HortiMaX hope to take becomes.

and complaints. However, as these aspects can

Albert ’t Hart: “Market fit is more important than

be copied to a greater or lesser extent, we want

product leadership. For that reason, we are very

to make the move toward customer intimacy

accurately mapping who our clients are and what

for a number of our core clients. That will enable

it is that they need, for the 20 countries or so in

us to really move forward together and share

which we want to be active. Subsequently, we

developments.”

will tailor our assortment and service provision to the resulting map. We develop entry models

Custom engineering

and provide training courses, because in our

It is interesting to see how Ridder Drive Systems

opinion, to export doesn’t exclusively mean

is discarding generally accepted terminology

selling Dutch products abroad. The key word

for reasons of insignificance to the company’s

is ‘adaptability’ and our motto is: Thou shalt

new reality. Product innovation is one of these

adapt!”

terms. “We’re not in the business of inventing

Customer value strategy

new products as such. We have much more faith in custom engineering, i.e. adjusting your

The crisis hasn’t affected Ridder Drive Systems.

product in order to offer maximum added

“There is no crisis, only a new reality,” says

value in the eyes of the customer. To do, you

Albert ’t Hart. “Which says that you must

must thoroughly know which products from

exactly know what you want your role to be

your assortment meet end customers’ needs

in which international market. How clients

and also fit the development process of the

experience our product and what we have to

specific market in which those customers

offer them should be our point of departure,

operate. This often results in us, in our view, taking one step back. For example, at HortiMaX, we have developed a kind of ‘entry model’,

“We have moved on from the crisis, also because crises never affect the whole world at once.”

which is perfectly tailored to nurserymen working in developing countries such as China, Vietnam, Mexico and Africa. In fact, significant international growth can often be found at, what to us, is the bottom end of the scale, and because we have been investing countercyclically and with our own money over the past few years, we can now seize our opportunities. We have moved on from the crisis, also because crises never affect the whole world at once. In addition, being a family business is a distinct advantage because we don’t have to satisfy the shareholders, only our most important stakeholders – our clients.”

64 | Hillenraad100 | 2013 |

Interview

Albert ’t Hart, Ridder Drive Systems CEO

“In our opinion, to export doesn’t exclusively mean selling Dutch products abroad. The key word is ‘adaptability’ and our motto is: Thou shalt adapt!”

(On the left: Leo Nugteren, Managing Director and Majority Shareholder of Ridder Drive Systems)

| Hillenraad100 | 2013 | 65

Horticulture in Perspective

The horticulture cluster and the Dutch business world The companies in the Hillenraad100 lead the platoon of the nearly 30,000 companies in the entire Dutch horticulture cluster. This cluster is of great value to our economy, and is regarded to be one of our top sectors by the government. Its innovative and competitive power is huge, as is its importance to the Dutch economy and the following figures amply demonstrate this.

Horticulture

The Netherlands

300,550

6,735,000

± 4.4%

€ 7.9 billion

€ 607 billion

± 1.3%

€ 16.5 billion

€ 429 billion

± 3.9%

€ 7.1 billion

€ 40.3 billion

± 18%

Jobs Production value Export value Contribution to trade balance

% of national economy

Ups and downs

way to consumers via our country grew more

This is also due in part to forces from another

Under the influence of the crisis, the production

than the value of last year’s national production

top industry: Logistics.

value of the of the horticulture industry declined

again. Due to this, the impact on transport and

slightly in 2012. The actual drop of €100 million

on the Mainports Rotterdam and Schiphol has

Large volumes, the vulnerability of the product,

compared to 2011 is relatively less severe than

grown. These two economic clusters are just as

activities focusing on added value while at

the decline in the gross national product, i.e.

important to the Dutch business world, as they

the same time, consumers are calling for

€3 billion. Relatively speaking, the horticulture

are comparable in size with the horticulture

sustainable products: all of these elements

industry is doing even better if we also include

industry.

make the combination of fresh produce and

the increase in export value of €300 million.

logistics one with great potential. The coming

So in 2012, the trade in and processing of import

Competitive strength

products were on the rise once again, despite

Within the horticulture cluster, production and

horticultural industry as a pioneer in logistics in

the poor economic climate and in total, were

trade strengthened each other. These past

the combination of these top sectors. You’d be

responsible for a significant portion of the

years, we have noticed that increasingly, the

surprised what a small country can be big in.

positive trade balance of 18%.

horticulture industry and the Mainports have

Hub

been teaming up in order to improve their competitive strength. In such initiatives as

Contrary to all trends, the volumes handled by

Fresh Corridor, GreenRail and HubWays, parties

the Netherlands handled as a ‘logistical hub

collaborate across sectors in order to bolster the

for fresh produce’ grew in 2012. On balance,

position of the Netherlands in the international

the stream of import products that found their

fresh produce chain.

66 | Hillenraad100 | 2013 |

years will see opportunities arise for the

Source: Various, edited by Hillenraad100

Horticulture in Perspective

Top 10 most horticultural countries worldwide (salad vegetables; in billions of euros)

Top 10 most horticultural countries worldwide (floriculture; in billions of euros)

China 10.5

China 5.0

USA 4.3

The Netherlands 4.1

Japan 2.6

USA 3.2

Spain 2.1

Japan 2,5

Turkey 2.0

Germany 1.7

Mexico 1.4

Italy 1.4

The Netherlands 1.4

Spain 1.2

Italy 1.2

Colombia 1.0

Brazil 1.0

France 0.9

India 0.8

Canada 0.7 Bron: AIPH yearbook 2013

Top 10 most cultivated horticultural products in The Netherlands (in hectares)

Top 10 companies from the top 100 by number of locations outside The Netherlands

Tomato 1,691

FleuraMetz 59

Paprika 1,313

Koppert Biological Systems 32

Flowering pot plant

876

Enza Zaden 30

Cucumber

622

Rijk Zwaan 28

Chrysanthemum

504

Monsanto Vegetable Seeds 21

Green pot plant

484

Nunhems 15

Bedding plant

447

INCOTEC Group 12

Rose

407

Priva 10

Strawberry

245

Royal Brinkman 10

Orchid

213

Top 10 companies by turnover (in millions of euros) from the top 100

Florensis

8

Distribution of the top 100 by category

Syngenta 355

Production 27

ZON 353

Supplies 25

FleuraMetz 279

Base material 21

Vroegop-Windig 277

Trade 19

Rijk Zwaan 252

Sales organisation

3

Van der Windt Verpakking 250

Services

3

Olympic Food Group 235

Processing

2

Monsanto Vegetable Seeds 225 Best Fresh Group 217 Royal Lemkes Group 216

| Hillenraad100 | 2013 | 67

Horticulture in Perspective

Top 10 companies by number of employees in The Netherlands from the top 100

Top 10 companies by number of employees worldwide from the top 100

Syngenta 1,030

Monsanto Vegetable Seeds 4,000

Rijk Zwaan

801

Syngenta 3,730

Monsanto Vegetable Seeds

700

Rijk Zwaan 3,020

Vezet

562

DNA Green Group 2,560

Nunhems

513

Beekenkamp Groep 2,500

Enza Zaden

497

Nunhems 1,842

Vroegop-Windig

493

Van den Berg RoseS 1,710

Royal Hilverda Group

420

Enza Zaden 1,400

Beekenkamp Groep

409

Florensis 1,139

FleuraMetz

389

FleuraMetz 1,084

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www.anthura.com

Hillenraad .indd 3

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