A pioneer for sustainable innovation in horticulture
Division Q
Division Q and PATS Drones
Pest control taken to the skies!
Sustainability as a mission
How Koppert Cress makes a positive impact on people and the environment
Climate Positivity in Sight
Koppert Cress Group, Sustainable Objectives
How our thermal energy storage (TES) contributes to our Fossil-Free goal
Pack up and Go, but with cardboard!
Stress-free harvest
No stress in the cress, thanks to AI success
Cresstal-clear water with our new cultivation filters
The Emission Forecaster
An innovative forecasting model for Koppert Cress with Gibbs Analytics Consulting
WORKING ON TRUST
Trust as a foundation
A conversation with Dorothea Health and safety
Development & balance
Diversity & inclusion
More than buzzwords
OVERARCHING IKIGAI
The art of connection
Governance at Koppert Cress
STORYTELLING
The power of storytelling
Nutrition and health
Good stories on the Christmas menu
World of plants
Together for a greener future
Hospitality and gastronomy
Together for Dutch food
COLOFON
A note to conclude Colofon
Foreword
Monster, a charming village in the Westland, is part of the so-called ‘Glass City,’ where the estates of The Hague’s elite were once found. Nowadays, it’s a hub of horticultural activity, with Koppert Cress as a prominent centre. In the kitchen of Koppert Cress stands the most impressive stove I have ever seen.
During a visit to Slow Food in Turin, in an old factory brimming with culinary treasures, I was surprised to discover cresses from Monster tucked away in a small corner. I worry about the future of such initiatives, especially as climate change could cause temperatures to rise by 2 to 4 degrees Celsius. This could severely threaten food production in large parts of the world.
The question arises whether there will still be room for exclusive products like cresses, grown under pink LED lights. Perhaps Monster will remain like a kind of Asterix village, guarding top quality as a final bastion – with cresses as the magic potion essential for survival.
In a future where food production becomes increasingly industrialised, with enormous greenhouses where mass is more important than quality, the cresses might become symbolic of the ultimate taste experience, a treasure trove of everything lost elsewhere.
In CSRD reporting, you explain how, in addition to the added value, as with VAT, the value that is extracted must also be accounted for. The environment isn’t free; everything has a price, but the economy doesn’t include those costs, calling them externalities. It’s more accurate to speak of plundering. The ultimate effect is that the earth is being depleted, and that moment is approaching ever faster. Humanity may use the planet’s interest, but not its capital, as is now the norm. CSRD reporting helps to highlight and reduce this depletion.
Koppert Cress’s initiatives illustrate what is possible: with innovations like heat and cold storage, the company saves 400,000 m³ of gas annually. Moreover, Koppert Cress will soon save 2.5 million m³ of gas with geothermal energy. These groundbreaking developments, combined with LED lighting and the use of rainwater, show that the sceptics are wrong.
The CSRD, the ambition to become fossil-free, and the management of water and flavour wealth, prove just how pioneering the Asterix of Monster is. There will be no end to that…
Wouter van Dieren Club of Rome
CRESS AND READY Our story in short
Before you lies Koppert Cress’ sustainability magazine. In this issue, we share our vision, approach, and initiatives regarding sustainability, in anticipation of the CSRD report that will be published in 2025. We take you on a journey guided by our Ikigai, which serves as our compass and guide throughout this magazine.
TRANSPARENCY AS A FOUNDATION
We have identified the themes that are currently most important and where our focus lies in relation to the CSRD report. The CSRD addresses environmental, social, and governance aspects, known as “ESG.” In this magazine, we present our initial vision, goals, and milestones for these three areas.
Sustainability requires us to minimize our negative impact. At Koppert Cress, it is equally important that we maximize our positive impact. From our regenerative philosophy, we feel responsible for ecological restoration. While we are ahead in certain areas of sustainability, such as the environment, we see significant challenges in other areas. For these, we have set ambitious goals.
E FOR ENVIRONMENT
In the context of regenerative horticulture, we have defined five work packages to achieve our goals related to the ‘E’ of ‘environment.’
S FOR SOCIAL
Through an interview with Dorothea Claessen-Koppert and our clusters on health and safety, internal training, work-life balance, and diversity and inclusion, we provide insight into our policy in the social domain.
G FOR GOVERNANCE
Governance is rooted in connection, transparency, and the continuous evaluation of our choices. We strive to make responsible decisions at every level of our company and hold ourselves and our partners accountable by constantly asking: “Is what we are doing virtuous?”
Our vision has been shaped by the various stories we’ve encountered over the past two decades. We have interpreted these stories in our own way to inspire others and accelerate the necessary changes. We are not afraid to stand out. This doesn’t mean we are perfect, but it does show our commitment to our mission. Open dialogue is incredibly important for this. This report is an open invitation to anyone who wants to join us in rethinking food and contributing to a new perspective.
Baan
THE IKIGAI OF Koppert Cress
Stijn Baan, who is commercially responsible for Koppert Cress, likes to compare Koppert Cress to a tree. Robust and resilient in strong storms, yet deeply rooted in fundamental values and DNA. These roots have been translated into a compass: our Ikigai, a Japanese concept that gives purpose to your life or organization.
OUR MISSION
At Koppert Cress, we believe in ‘business as a force for good.’ We aim to make an impact by sharing stories and leading by example, by having our own house in order. “Horticulture has so many solutions for today’s food challenges,” Stijn explains. Koppert Cress creates context by connecting food production and society through horticulture. Our goal is to get people to look at food in a different way. Hence our mission: ‘Let’s change the way we look at food.’
OUR IKIGAI
The Ikigai concept teaches us to do what the world needs, what you love, what you are good at, and what you can be paid for. Together, these form your Ikigai. At Koppert Cress, we apply the principles of Ikigai in various ways to achieve our mission and vision. “This originated in 2018 when I tried to map out our diverse activities,” Stijn notes.
A key part of our Ikigai is regenerative horticulture. Stijn explains, “It perfectly aligns with ‘what the world needs’ and ‘what you can be paid for’.” This ensures that we contribute to restoring the world. Trust is crucial at Koppert Cress, aligning with the Ikigai principle of ‘what you love’ and ‘what the world needs.’
“Telling stories is in our DNA and is an important part in inspiring people,” Stijn explains. By combining our passion for communication (‘what you love’) with our skill in storytelling (‘what you are good at’), we bring about positive change both within and beyond our organization.
BUSINESS
We link our business growth ambitions to ‘what you are good at’ and ‘what you can be paid for.’ Growth is essential because it challenges and helps us to develop new skills. Our ability to work efficiently and make the most of our resources (‘what you are good at’) is combined with our focus on healthy margins and continuous investments in the future (‘what you can be paid for’).
“By applying Ikigai in these ways, we not only stay true to our core values but also strengthen our position as an innovative and sustainable leader in the horticulture sector,” Stijn concludes.
STIJN’S IKIGAI
Sustainability is a continuous process. We want to capture more CO2 than we emit, and we strive to be climate positive. “This long-term thinking is something that gives me a lot of satisfaction,” Stijn remarks. Trust is highly valued by every colleague. A company functions better when there is mutual trust. Thanks to this trust, diversity and authenticity are strongly present at Koppert Cress. “Being authentic in your beliefs is something I wish for everyone. Different perspectives and diverse types of people really enrich our organization,” Stijn concludes.
STIJN BAAN
PERSONAL IKIGAI
My Ikigai is the same as that of Koppert Cress. I don’t know if I have been shaped by Koppert Cress or if Koppert Cress has been shaped by me, but it aligns perfectly. Ikigai helps me connect the things we found to be important; storytelling, trust, being good to people, and sustainability.
“Koppert Cress is not just a company; it’s a family.”
WHAT YOU LOVE
STORYTELLING
WORKING ON TRUST
WHAT YOU ARE GOOD AT WHAT YOU CAN BE PAID FOR
HEALTHY GROWTH
REGENERATIVE HORTICULTURE
WHAT THE WORLD NEEDS
IKIGAI, 生き甲斐, PRONOUNCED AS "ICK-EE-GUY"
Ikigai is a Japanese concept that means “a reason for being.” The word “Ikigai” is typically used to refer to the source of value in one’s life or the things that make one’s life worthwhile. It roughly means “the thing you live for” or “the reason you get up in the morning.”
By applying the Ikigai model to business, we have challenged ourselves to find the four main focus areas that are directly and indirectly connected. This prevents us from blindly focusing on sustainability and jeopardizing business results, or vice versa. We focus on the areas of Regenerative Horticulture, Building Trust, Storytelling, and Healthy Growth.
IKIGAI
STIJN
“The future can’t wait.”
FROM NICHE TO GLOBAL PLAYER
The story of Koppert Cress
Koppert Cress is now a well-known name in the world of greenhouse horticulture, but it started as a modest, innovative company. When Rob Baan and Theo Cuppen, together with their partner Altai Lin, took over the company from Gerrit Koppert, they embarked on a new chapter. Rob and Theo had already worked together at a large international seed company, where Rob was responsible for marketing and Theo for production. As good colleagues, they joined forces to turn Koppert Cress into a leading company in the horticultural sector.
FROM IDEA TO FAMILY BUSINESS
Originally, the plan was to expand Koppert Cress, but over time, Rob, Theo, and their families became more involved. The gentlemen decided to keep the company, evolving it into a family business.
The early years of Koppert Cress were not without challenges. When Rob wanted to take over the company but lacked the funds, Theo decided to help him financially. “In the beginning, it was quite tough. We sailed close to the edge a few times, but we kept going,” Theo recalls.
THE EVOLUTION OF OUR COMPANY CULTURE
When Koppert Cress started, the culture was typically “Westlands”: get to work, no complaints, and long hours. As we grew, the culture became more social while maintaining a focus on employing high-quality “Westlands”employees with fair and equal compensation. Today, we have people from many different backgrounds and ideas, creating a very diverse and creative work environment. The culture of getting things done remains, but has involved into something much deeper, more social, and more professional, and we are very satisfied with that.
INNOVATION AS A KEY TO SUCCESS
Innovation and renewal, also in terms of sustainability, have always been the core of our success. Rob emphasizes: “Being able to constantly improve and try new things drives us every day.” Taking risks and stepping off the beaten path has brought us to where we are now. “Think, dare, be virtuous, act,” Rob summarizes.
Our investment in thermal energy storage (TES) set a new standard in sustainability, even though people initially thought we were crazy. It turned out to be a crucial step toward sustainable cultivation, now widely used by many growers.
» Want to know more? Turn to page 18.
SUSTAINABILITY AND STEWARDSHIP
What sets us apart is our sense of stewardship. “We see ourselves as passersby in life, and we want to leave things better than we found them,” Theo emphasizes. Our aim is to make the world of horticulture more sustainable, and from there, impact the whole world. Our authenticity and sense of stewardshiphashelped us through crises, such as the EHEC crisis and the COVID-19 pandemic. In difficult times, we stayed true to our story and remained creative, which helped us emerge stronger.
LOOKING AT THE FUTURE
Although Koppert Cress has grown tremendously over the years, we still consider ourselves a start-up, “and I hope we never lose that. Otherwise, it will get boring,” says Theo. We remain committed to innovation and sustainability, with the ultimate goal of becoming climate-neutral, fair, and vital by 2026. As Rob concludes: “We will continue to innovate and renew, regardless of the cost. We will keep fighting for virtuous horticulture as a source of healthy food.”
“We still feel like a start-up, and I hope we never lose that. Otherwise, it will get boring.”
ROB BAAN
PERSONAL IKIGAI
My Ikigai begins at 5 a.m. when I look forward to what I will see at work. Innovation and renewal motivate me.
My Ikigai is constantly changing and improving under the motto, “The future is urgent; how can we make it even better?” I enjoy seeing my colleague’s shine.
THEO CUPPEN
PERSONAL IKIGAI
My Ikigai lies in stewardship. I believe we are just passersby in life. As a passerby, you can’t do much more than make sure that what you leave behind is better than what you found. This is my motivation for sustainability: caring for nature and our environment and creating products that add value.
from
Paris Climate Agreement requirements met (14 years ahead of the deadline)
Start of 125% neutralization of residual emissions; climate positive
Gas supply shut off
Koppert Cress wins case on employee benefits regulation for Healthy Employee Lunches at the Dutch Supreme Court
Koppert Cress wins the FSIN Foodcourt Award 2024
Bart van Meurs of Division Q and Leen van Leeuwen of Koppert Cress win the WKO Sustainability Award 2023
Koppert Cress wins the Plantum Sustainability Award for the application of aquathermy
Launch of Division Q
Winner of the CoSta Award public prize with PATS Drones
Rob wins the jury prize for “Agricultural Entrepreneur of the Year” by the Alliance of School Gardens
Official opening of company restaurant Rob & Bob
Winner of the Koning Willem I Plaque for Sustainable Entrepreneurship
Winner of the Chain Award: Link Between Food and Health
Koppert Cress becomes the “most sustainable grower” in the Vegetables Diverse category of Ranking the Grower
Introduction of thermal energy storage (TES)
New greenhouse with a 50% reduction in gas consumption
Opening of the first vertical farm with LEDs at De Poel 1
Grand opening of the new Greenhouse and Cressperience
Launch of Sango Seeds
Acquisition and renaming to Koppert Cress by Rob, Theo, and Altai
Rob starts as CEO at Koppert Trading
Introduction of the first cresses
Founding of ‘Handelskwekerij Koppert by Gerrit Koppert
Rob and Theo meet while working at Sluis & Groot
left to right: Theo, Altai and Rob
KOPPERT CRESS GROUP
Pioneers in sustainability and innovation
Robin started as an intern at Koppert Cress 20 years ago. He quickly fell in love with the company. So, it was a pleasant surprise when Rob called shortly after his internship with the message, “You don’t know it yet, but you’re coming back to work here.” Today, Robin is part of the Board of Directors, alongside Stijn and Ronald.
Three companies form a unique symbiosis within the Koppert Cress Group: Koppert Cress, Sango Seeds, and Division Q. It all began with Koppert Cress and the production of cresses. Over time, we realized that we wanted to have control over the quality of our seeds. This led to the founding of Sango Seeds in 2005.
THE START OF SANGO SEEDS
The goal of Sango Seeds is to ensure the quality of all seeds, including those of other cress growers. We aim to contribute to a strong sector by supplying our seeds to others, raising the overall standard. “Competition is fine, as long as it’s of high quality,” Robin notes.
“I see it as my duty to support people, even in tough times, so they can grow and come back stronger.”
ROBIN
INNOVATING WITH DIVISION Q
Innovation has always been a part of Koppert Cress. In 2022, Division Q was established to drive innovations across the sector.
The greenhouse horticulture industry is one of the top sectors in the Netherlands and plays a crucial role in healthy nutrition. With Division Q, we focus on sustainable and innovative solutions that benefit both Koppert Cress and the industry.
“We work from a place of trust because we believe that when you work from trust instead of fear, you continue to grow. Our aim is to have a positive impact on the entire value chain,” Robin concludes.
» Read on to discover more about Koppert Cress, Division Q, and Sango Seeds and their contributions to a sustainable future.
ROBIN SCHAAP
PERSONAL IKIGAI
My Ikigai lies in listening to people and alleviating their fears. I believe it’s important for people to grow from a place of freedom. My colleagues see me as the “minister of calmness,” someone who connects and ensures that everything remains virtuous. I see it as my duty to support people, even in tough times, so they can grow and come back stronger.
“At Koppert Cress, we believe in combining beauty and flavour, in creating products that both inspire and surprise.”
KOPPERT CRESS
The art of microgreens and cresses
The essence of our payoff, “Architecture Aromatique,” signifies that our products are more than just decoration; they add structure, aroma, and most importantly, flavour to any dish. “This versatility makes them indispensable for chefs who want to create surprising dishes,” says Ronald, who oversees operations at Koppert Cress.
OUR DIVERSE RANGE
Our range consists of seven product groups, each with its own unique character. First and foremost, of course, are our aromatic ‘Cresses’, such as Shiso Purple. Our ‘Specialties’ include various parts of the plant, including edible flowers, leaves, and tops. In addition, our range features a series of ‘Ocean Botanicals’ with underwater-grown seaweeds, such as the salty Moai Caviar. We also offer dark-grown ‘White Vegetables’, such as Sweet Peeper. As the crowning achievement of our work, we proudly present our Premium products, including the uniquely Dutchgrown Vanilla.
THE PRODUCTION PROCESS
While sprouting seeds isn’t rocket science, maintaining consistent quality and reliable delivery year-round is a challenge. This requires thorough control of all cultivation aspects, with the greenhouses playing a crucial role.
The process begins on the seed line, where trays are placed and filled with pulp before seeding. These trays are then covered as the cresses need to remain warm, dark, and moist during the first few days in order to sprout.
Once the seeds have sprouted, the covers are removed, and the climate is carefully regulated with the right amount of light, warmth, and water until the cresses reach the desired size for packaging.
QUALITY AND DELIVERY TIME
Our strength lies in quality and delivery reliability. Ronald explains, “A call at 6 AM means delivery by 7 AM. For our sowing and packing processes, we use data to create plans and forecasts. We never say ‘no’ to a customer, and that’s truly thanks to our colleagues.”
PERSONAL IKIGAI
Doing what you’re good at and what you enjoy is the most valuable thing. Money is important, but it’s not the top priority. People matter, the environment matters. The fact that I get to work for Koppert Cress, with such passionate people, and create such a beautiful product is the reason I’m happy to get out of bed in the morning.
RONALD VREUGDENHIL
RONALD
MICROGREENS,
MACRO IMPACT
Sango Seeds grows sustainably
Maarten, with support from Cornelis, oversees Sango Seeds, a seed company entirely focused on microgreens, supplying year-round to a wide range of businesses. Since it can take up to three years to achieve an increase in cultivation, their focus is on the long term. Together, they explain the operations of Sango Seeds.
UNIQUE NETWORK
What sets Sango Seeds apart from other seed companies is its specific focus on microgreen seeds. “We are a frontrunner in this niche field,” Maarten explains. “Our trusted relationships with growers and our local approach are unique. We often visit the fields to see and understand the cultivation process, this helps us work together with the farmers to ensure the highest possible quality. Good seeds are the foundation of good cultivation.”
Cornelis adds, “We work with a network of growers in various countries, from New Zealand to Peru. Each country offers its own advantages, this dispersion helps us manage risks such as climate change.”
Strong relationships with suppliers are crucial to Sango Seeds’ success. “We pay a fair price and share the financial risks with the farmers,” Maarten says with satisfaction.
SUSTAINABLE SEEDS
Cornelis: “Sustainability is about finding the right balance in everything we do. Our seeds must be produced with as little impact on the climate as possible. We also want everyone in the supply chain to earn a decent living, no matter where in the world they are.” Sango Seeds is more than just a seed company; it is a pioneer in sustainable seed production. With a focus on long-term relationships, fair trade, and a deep understanding of the market, Sango Seeds is leading the way to a greener future in seed cultivation.
PERSONAL IKIGAI
‘Do good, and good will come to you.’ Telling the stories of Koppert Cress is more powerful than telling my own personal stories. I find it wonderful to share these and inspire others to do good as well. Good deeds have a ripple effect.
PERSONAL IKIGAI
My Christian faith is at the heart of my Ikigai. I try to apply this in both my personal life and at Koppert Cress. In business you should treat others the way you want to be treated, just as in personal life.
MAARTEN VAN DER SAR
CORNELIS PAANS
from left to right:
Cornelis, Theo and Maarten
A PIONEER FOR SUSTAINABLE INNOVATION IN HORTICULTURE
Division Q
Sustainability is at the core of Koppert Cress. This passion has led to the establishment of Division Q, a company entirely focused on the sustainability of the horticultural sector. Bart van Meurs, responsible for Division Q, proudly shares: “Who has ever established a dedicated company to make their group more sustainable while serving the entire sector? That’s unique!”
THE FOUNDING OF DIVISION Q
The seed for Division Q was planted in 2016 when Koppert Cress became the most sustainable company in the Netherlands. The name is a nod to “Q,” the inventor from the James Bond series. In this context, “Q” stands for “Quartermaster”.A quartermaster initiates and guides change, paving the way for others to follow. That’s what we aim to be: an inspiration for the rest of the sector.
DIVISION Q IN PRACTICE
Division Q focuses on projects that contribute to the future resilience of the horticultural sector. We work closely with startups developing sustainable innovations and also invest in some of these companies. All our efforts are guided by five work packages that we have developed. We are working on innovative solutions to reduce our emissions in scopes 1, 2, and 3. Since our packaging significantly contributes to our carbon footprint, we are specifically working on making it more sustainable. Our water management is also a core focus, where we are developing new techniques, such as biological wastewater treatment. Interested in learning more? You’ll find further details in the chapter ‘Regenerative Horticulture.’
Our goal is not only to make the sector more sustainable but also more flexible to face future challenges. “Just as I teach my children to clean up their mess, we must do the same as a company,” shares Bart. Investing in innovation is crucial to this.
PERSONAL IKIGAI
What drives me is bringing ideas to life. There is a purity in creating and realizing something new, that is where I find my purpose. While I believe the world can be better, I know that having a good idea alone is not enough; it is the realisation of the idea that truly matters. This constant urge to say, “We should do this too,” keeps me motivated.
DIVISION Q AND PATS DRONES Pest control taken to the skies!
In the fight against harmful insects, Division Q has partnered with PATS Drones, an innovative startup from Delft. Using their advanced camera and drone technologies, they quickly tackle insect infestations, bringing us a step closer to sustainable horticulture.
CAMERAS, DRONES, AND DASHBOARDS
At Koppert Cress, the PATS drones are proving their worth through intelligent PATS-C cameras, which monitor the airspace above crops and register every insect based on its size, speed, and flight pattern.
In collaboration with Trap-Eyes sensors, they identify harmful insects, after which bat-like PATS-X drones strategically eliminate them by striking them with their propellers.
The drones automatically return to their charging stations, resulting in a fast, pesticide-free, and environmentally friendly solution. Interceptions are recorded and reported via a dashboard, allowing growers to always have insight into the number of harmful insects and to take quick action if needed.
A SUSTAINABLE FUTURE IN AGRICULTURE
Initially, the greenhouses of Koppert Cress served only as a testing environment, but the collaboration between Division Q and PATS Drones quickly expanded. After successful tests, we applied PATS and Division Q became a paying customer. We are now even investors in PATS. With these advanced technologies, the use of harmful chemicals is greatly reduced, and harmful insects are sustainably taken out of the skies!
BART VAN MEURS
from left to right: Sjoerd and Kevin
Sustainability as a mission
How Koppert Cress makes a positive impact on people and the environment
Think, dare, be virtuous, act. Companies shouldn’t just minimize their negative impact; at Koppert Cress, we believe that making a positive impact on the environment is crucial for future-proof business practices. We view the corporate sustainability reporting directive (CSRD) as a powerful framework to measure our sustainability efforts, report transparently, and refine our objectives. Although we are not required to report until 2026, we are eager to stay ahead of regulations and present our sustainability activities in this first magazine.
CSRD & ESG: transparency in sustainability
The CSRD divides sustainability into three themes: environment, social, and governance, abbreviated as ESG. The European Sustainability Reporting Standards (ESRS) provide concrete guidelines for reporting on these areas. Conducting a double materiality analysis (DMA) with our internal stakeholders has clarified which themes we will be addressing. We have mapped and ranked the various themes across three dimensions: importance, effort versus impact, and risk versus return.
» Want to learn more about these terms? Check out the information at ser.nl ‘CSRD: EUR sustainability reporting’
Environment
Our greenhouses consume a lot of energy, we need water to grow our cresses, which are then securely packaged for shipping. This means we prioritize reducing our CO2 emissions in scope 1, 2, and 3, as well as water use and using sustainable packaging materials. This aligns with ESRS E1 (climate change), ESRS E3 (water and marine resources), and ESRS E5 (resource use and circular economy). We’ve translated these into work packages such as ‘Fossil-Free,’ ‘Pack up and Go,’ ‘KCx2,’ ‘Water Management,’ and ‘Paper Sustainability,’ which you can read more about in the chapter on regenerative horticulture (pages 15–24).
Social
Our colleagues are a crucial link in our production process. Therefore, our first focus within the social aspect of ESG is on ESRS S1 (own workforce). In the chapter building trust (pages 26–30), you can read more about our social focus areas, such as ‘workforce policies,’ ‘internal training,’ and ‘health and safety.’
Governance and our Ikigai
Our commitment to these sustainability themes is integrated into our Ikigai, as explained on pages 6 & 7. For Koppert Cress, our Ikigai lies in regenerative entrepreneurship, where we use the business to make a positive contribution towards people, the environment, the economy, and storytelling. For us, our governance policies are deeply intertwined with our Ikigai. You can read more about this in the chapter on overarching Ikigai (pages 32–33).
Climate Positivity in Sight
Koppert Cress Group, Sustainable Objectives
This infographic highlights the impact we have already made, our current status, and our future goals regarding our key sustainability themes. Our top priority is reducing our CO2 emissions in Scope 1, 2, and 3, and neutralising them to achieve our first goal: becoming climate positive by 2026. Our second goal is to become net-zero by 2036, which is 14 years earlier than required by the Paris Agreement. The unavoidable emissions on our path to net-zero will be o seted by 125%. For us, the term "climate positive" encompasses more than just CO2 emissions. We also have sharp targets in terms of water and material usage.
2,7KM
1
De Poel
January 1, 2026
Scope
Scope
January 1, 2036
leading to a significant reduction in packaging material usage
2021 Minimal internal transport, all production centralised. One Koppert Cress
■ A biodegradable tray
■ Recyclable Specialty tray
2023 New cardboard packaging for CressSingle, resulting in an 82.8% reduction in CO2 emissions
■ Feuling at the farmer: Producing hydrogen for road transport and using the residual heat from the process for greenhouse heating
2002 Biological crop protection as a standard procedure to avoid the use of pesticides
2017 Participation in the central water purification system 'De Vlot', connected to a group of CAD systems
2024–2027 Development of an in-house water purification system to remove remaining fertilizers March 2024 Circular company clothing that saves 96% water, 20% CO2, and 36% energy
2023 Investment in PATS drones. Mechanical crop protection; to avoid the use of pesticides
How our thermal energy storage (TES) contributes to our Fossil-Free goal
Currently, we use an energy mix of both fossil and sustainable sources, but rising fossil energy costs, limited availability, and our sustainability goals make the transition to renewable energy essential. That’s why we are actively developing a greenhouse that runs entirely on renewable energy. As part of the ‘Fossil-Free’ work package, we focus on reducing fossil fuel use, with the goal of cutting 100% of our scope 1 emissions and a 45% reduction in our scope 3 emissions (compared to 2022) by January 1, 2026.
In 2010, in collaboration with Certhon, we installed our TES system alongside the expansion of our greenhouse area. This system captures the heat generated by sunlight and stores it underground. In the winter, we can use this stored heat to warm the greenhouse.
Our system utilizes four pairs of wells at a depth of 150 meters. The stored heat is efficiently transported using heat pumps. Thanks to a Green Deal, Koppert Cress is permitted to store heat up to 40°C, instead of the usual 25°C, increasing efficiency and reducing electricity consumption by the heat pumps.
The TES system allows for other systems, that produce heat and cold, to be connected. All the heat and cold we generate is stored for later use. Our LED system is cooled with this water, enabling the reuse of heat. Our energy roof uses a piping system to heat water with solar energy, making the TES system unique. Together with Division Q, we are promoting this technology more broadly so the entire sector can benefit.
We also use an innovative aquathermal system, which extracts heat from surface water and uses it for heating and cooling.
Did you know... we are working on a connection for geothermal energy? You can read more about this on page 22.
“I am proud of our innovative thermal energy storage (TES) system which, since 2011, has saved 400,000 m³ of gas annually—the equivalent of the consumption of 359 households, reducing 710 tons of CO2.”
BART
Although our greenhouses are not filled with open soil, we see a clear parallel with regenerative agriculture: improving our impact with each harvest. By viewing our company as a living organism, we apply the laws of nature to grow rather than working against nature. The term “regenerative horticulture” reflects what Koppert Cress stands for and helps us bridge the gap between traditional and high-tech agriculture.
Pack up and Go, but with cardboard!
Sustainability at the core
Our goal is to reduce our scope 3 emissions by 45% by the end of 2025 compared to 2022. A large portion of our scope 3 emissions comes from our packaging. As pioneers in greenhouse horticulture, we feel the responsibility to make environmentally friendly choices that reduce our impact on the planet. We aim to minimize the impact of our packaging and transportation, which is the focus of the Pack up and Go work package.
We are well on our way to moving away from plastic packaging and, adopting alternatives such as paper, bio-based and biodegradable plastics, and reusable packaging where possible. Our redesigned CressSingle packaging is a key part of this strategy.
The ‘Lansink’s Ladder’ describes the waste hierarchy, prioritising prevention and reuse as the highest priorities, followed by recycling and energy recovery, with incineration or landfill being the least preferred options. Within the Pack up and Go work package, we align with this hierarchy, by focusing not only on making our packaging materials more sustainable, but also on reducing and reusing our packaging.
A fresh new look
In addition to using more environmentally friendly materials, each cress packaging now features a unique colour and attractive design that reflects the flavour and flavour pairings, serving as inspiration for the user.
“The CressSingle is an innovative packaging solution that satisfies both customers and end users. The old packaging method used excessive plastic and was no longer sustainable. A dedicated project team designed a new packaging that enhances marketing value, solves internal production challenges, lowers costs, and reduces the ecological footprint by over 80%! This significant improvement is essential, given the annual sale of millions of units.”
BART
“At Koppert Cress, we continuously innovate to make our products better and more sustainable. No stress in the cress is a great example of this. Recently, together with Gearbox, we developed an AI tool that detects plant stress early. What initially worked only in the lab now functions in the greenhouse too. Thanks to this technology, we can quickly intervene when needed, ensuring a better harvest while making our cultivation methods increasingly efficient.”
Stress-free harvest No stress in the cress, thanks to AI success
Maximizing the use of our space Building and maintaining new greenhouses generates a lot of emissions. Within the KCx2 work package, we focus on using our current facilities more efficiently and sustainably expanding them. This contributes to our goal of reducing 45% of our scope 3 emissions by the end of 2025 compared to 2022. By optimizing the performance of our existing greenhouses, we significantly reduce our scope 3 footprint, increasing production capacity without the need for building new greenhouses.
AI in the greenhouse
With Gearbox’s latest AI technology, we will optimize our cultivation processes through real-time monitoring of cress growth and the automatic adjustments which follow. This advanced tool uses artificial intelligence to detect early signs of plant stress caused by factors such as light, heat, or water. The AI tool analyses images of the plants and flags any abnormalities that could indicate stress. By integrating this technology into greenhouses, we can closely monitor plant development and intervene immediately if necessary. This not only improves the quality of our products but also allows for more efficient management of our climate and energy resources.
Did you know... Koppert Cress will be connected to geothermal energy in 2025? This will reduce our annual gas consumption by 2,500,000 m³, equivalent to nearly 2,400 households. It will also reduce our annual carbon footprint by over 4,700 tons of CO2.
BART
Did you know... Koppert Cress sources all its electricity from guaranteed green sources? In 2023, this amounted to over 10,000,000 kWh—equivalent to the annual usage of more than 4,000 households. By purchasing green energy, more than 5,500 tons of CO2 emissions were avoided.
Cresstal-clear water with our new cultivation filters
Work package ‘Water Management’
A key focus within our sustainability strategy is water usage. Under this work package, we aim to use water more efficiently and reduce emissions into water. Specifically, our goal is to discharge 100% clean water by 2025.
Water purification
One of our latest initiatives focuses on minimizing the impact of our drain water, the nutrient water not absorbed by the crops. Our ambition is to purify this water so thoroughly that it’s even cleaner than the standards currently required for surface water. With approval from the water authority, we aim to return this purified water back to surface water; positive discharge!
Innovating with cultivation filters
In collaboration with partners Onderwaterboer and Bransen Group, we’ve developed a series of working prototypes of bioreactors and helophyte filters. These systems use natural methods to remove nutrients from the water. Currently we are working on further developing these prototypes into a practical solution for Koppert Cress and other greenhouse companies, taking additional steps towards making our sector more sustainable.
Using rainwater
By the end of 2025, Koppert Cress will switch entirely to using rainwater. This will save over 58,000 m³ water annually, the equivalent to the water usage of more than 830 households. Tap water is far less sustainable than rainwater. Whilst using rainwater brings challenges, such as preventing fibres from entering the system and managing the higher risks associated with recycled water, these steps contribute to more sustainable water usage.
“We’ve made a significant step in our water purification approach by focusing on cleaning drain water using a special cultivation filter. Currently, we have a full-scale prototype in operation at our largest cultivation site, yielding extremely positive results.”
BART
from left to right: Bas and Hendrik
The Emission Forecaster: An innovative forecasting model for Koppert Cress with
Gibbs Analytics Consulting
“I want to set a movement in motion, make an impact; it’s not even about making money. We don’t want greenwashing; we want to take action, to do the right thing, no matter how abstract those figures might be.
That ’s why, together with Gibbs Analytics Consulting, we developed the ‘Emission Forecaster,’ a forecasting tool for future CO2 reductions.”
BART
Work package ‘Paper Sustainability’
Within our ‘Paper Sustainability’ work package, we focus on analysis, reporting, and certification around sustainability. Sustainable change starts with insight, demands, constant adjustments, and requires transparent reporting. This can only be achieved with the right tools. Within this work package, we have developed an innovative predictive model in collaboration with Gibbs Analytics Consulting.
The ‘Emission Forecaster’
This tool helps us achieve our goal of cultivating in a climate-positive way by 2026. By linking emission calculations to our revenue forecasts, we can better estimate the impact of our sustainability efforts. Using different scenarios, we can determine the most effective route for CO2 reduction.
Sustainability reports and CO2 reporting map out the emissions from the past year, which is essential to identify the largest emission hotspots in our operations. However, looking ahead is just as important
in achieving our ambitious reduction goals. With the ‘Emission Forecaster,’ we are taking a significant step towards regenerative horticulture.
“The collaboration with Gibbs Analytics has resulted in an innovative CO2 forecasting tool, which allows Koppert Cress not only to measure its current footprint, but also to simulate future scenarios. By comparing the footprint with forecasts, we can run and assess different scenarios. This process is not only educational but also enjoyable. Moreover, this tool has the potential for broader use, as other growers can also use it to analyse and improve their own CO ²footprints and future scenarios.”
Did you know… The electrical efficiency of the LED lighting used by Koppert Cress is about twice as high as traditional high-pressure sodium lamps? This saves millions of kilowatt-hours of electricity per year.
In 2010, Koppert Cress was one of the pioneers of LED lighting in horticulture, and it is now widely used.
This photo was specifically taken to highlight the LED lighting. Normally, the greenhouse screens are closed, preventing any light pollution.
TRUST AS A FOUNDATION a conversation with Dorothea
At Koppert Cress, we work from a place of trust, allowing passion and creativity to flourish. We strive to create a healthy, safe, and inclusive environment where colleagues can be their authentic selves and where everyone’s contributions are valued. In such an environment, the best ideas come to life.
TRUST AS THE CORE OF THE ORGANIZATION
“Trust is the essence of how we work together,” says Dorothea, who is responsible for HR at Koppert Cress. “We fully support each other, regardless of one’s position or role.” This trust forms the heart of our culture and is the driving force behind everything we do.
The strength of this trust is tangible in how everyone feels respected and valued, whether they are permanent or temporary colleagues. Ideas become reality, and we learn from our differences. “Together, we are one Koppert Cress,” Dorothea explains.
HEALTH AND SAFETY
“We want everyone to reach their retirement in good health,” Dorothea emphasizes. “That’s why we intervene as soon as we notice that a colleague is struggling, offering support from a psychologist or a budget coach. Our goal is to prevent mental and physical challenges as much as possible.”
We have an internal confidant to ensure the health and safety of our colleagues. As part of our absenteeism policy, we employ a permanent company doctor and a prevention officer who actively work to prevent accidents and improve working conditions. Mechanization and ergonomics play a critical role in helping colleagues to stay healthy for a long time.
Additionally, we have a health management team that frequently organizes workshops, ranging from sports activities to training on healthy nutrition. We also offer a new remote work policy that contributes to optimizing the work-life balance.
» Want to learn more about one of our initiatives to safeguard our colleagues’ health? You can read about it on page 28.
DIVERSITY AND INCLUSION
At Koppert Cress, connection is key. Because without connection, there can be no trust. We provide a free healthy lunch every day and regularly organize activities such as company parties and holiday celebrations. These events are open to everyone, from permanent colleagues to freelancers. “This ensures that everyone has the opportunity to feel connected with the rest of the team,” says Dorothea.
“We embrace connection and believe in working from trust.”
DOROTHEA
Inclusivity at Koppert Cress is also reflected in our team compositions. We aim to balance different forms of knowledge and skills, regardless of background or gender. The division of roles between the sexes is well-balanced, and the multicultural composition of the team is cherished.
» Want to know more about diversity and inclusion? Continue reading on page 30.
INTERNAL TRAINING AND WORK-LIFE BALANCE
At Koppert Cress, the personal growth of colleagues is important. Dorothea: “We look at the person behind the resume. Colleagues who are motivated and show potential for further development are encouraged and supported in their growth.”
The training budget is used to continuously improve the skills and knowledge of our staff. We also offer extensive internal training opportunities tailored to the evolving needs of current and future generations. Many colleagues have found new career opportunities through this philosophy, both within and outside of Koppert Cress.
» Interested in seeing some examples? Turn to page 29.
By investing in the health, safety, and personal development of our colleagues, we build a strong and resilient organization. As Dorothea puts it: “Trust is the key to success, both for Koppert Cress and for the people who work here.”
DOROTHEA CLAESSEN-KOPPERT
PERSONAL IKIGAI
My Ikigai is the perfect blend of my dedication towards helping others, my expertise in building strong teams, and my passion for supporting growth and development. This balance gives me the energy and joy to live and work each day with enthusiasm and commitment. Knowing that I have a positive impact on those around me fills me with deep gratitude and a sense of purpose.
&HEALTH safety
Reaching retirement in good health is not just something we say. We feel responsible for creating a positive work environment. As Rob puts it, “When you have so many colleagues and know so much about nutrition, you can’t let people unknowingly eat unhealthy.”
AWARENESS IN THE WORKPLACE
Ever y day, we provide free, tasty, and healthy lunches in the company restaurant ‘Rob & Bob.’ Because we believe that everyone should have access to a healthy lunch. We started with our own colleagues, making them aware of the importance of health and showing them that healthy eating can be delicious. No salt or sugar is used in the preparation of these lunches, and we serve significantly less meat and more vegetables than an average restaurant.
GOING HOME HEALTHY
For us, this lunch program has a broader societal meaning. “In the Netherlands, we often don’t eat enough vegetables, and we primarily consume them during dinner,” emphasizes Dorothea. “That’s why we ensure that our colleagues can enjoy a nutritious lunch.”
VICTORY AT THE SUPREME COURT
Offering free healthy lunches led to a dispute with the Tax Authorities, who argued that these lunches should be
taxed. This sparked a public debate, and the support for our vision and for Rob was overwhelming.
On May 24, 2024, this issue resulted in a historic ruling by the Supreme Court, which decided in favour of Koppert Cress regarding the tax regulations for healthy colleague lunches. We remain committed to our mission to make healthy lunches available for everyone.
WE TAKE RESPONSIBILITY
A conscious approach to nutrition and well-being contributes to a healthier and happier workplace, as well as to the productivity and well-being of our colleagues. We take full responsibility for this.
Did you Know…
We offer a comprehensive health check for all our colleagues. This check includes personal measurements, consultations, and tailored advice. Everything takes place in a specially equipped bus, and the results remain completely anonymous.
“When I started working at Koppert Cress, I had never seen anything like it. I was immediately impressed by the cresses. Over the years, I’ve been given a lot of freedom to do my job as well as possible. I can’t imagine a better employer than Koppert Cress.”
Aad - father of Melvin Has been working at Koppert Cress for 26 years
“When I was a kid, I would visit Koppert Cress with my father, Aad. I stayed because of the family atmosphere and the great opportunities. Now, I proudly work alongside my father; I’ve found my own place within the company, and I’m incredibly happy about that.”
Melvin - son of Aad Has been working at Koppert Cress for 12 years
INTERNAL TRAINING: GROWTH DRIVEN BY PASSION
At Koppert Cress, a lot of attention is given to training and courses. Since 2018, we have been offering leadership training to our managers. When selecting a course, the focus is not on whether it is directly related to a colleague’s work area, but on the colleague’s motivation to pursue the course. We find investing in the growth of our team so important that we try to exceed the budget for it every year.
WORK IN PROGRESS
The needs of millennials differ significantly from previous generations and require a new approach. How do we address this? It’s a question that constantly occupies our minds.
& DEVELOPMENT balance
An example of this is a colleague from the seeding department who wanted to do something entirely different: working with youth. “He felt intrinsically motivated to pursue the ‘Social Pedagogical Worker’ course. Two years later, he received a job offer in Youth Care,” says Dorothea. “We want our colleagues to follow their Ikigai, within or beyond Koppert Cress. Isn’t it great when colleagues leave as ambassadors of the organization?”
WORK-LIFE BALANCE
At Koppert Cress, work-life balance is important. “We have very dedicated colleagues, and it’s important that they don’t take their work home with them,” says Dorothea. In production, this rarely happens, which contributes to a healthy balance. For colleagues in the office, it can be different; we need to remain attentive to that,” Dorothea adds.
To ensure this balance, working from home is kept to a minimum. This is important not only for the connection between colleagues but also to maintain a clear separation between work and private life.
“When I joined Koppert Cress, I was given the opportunity to develop personally through various training programs. After a few years in production, I moved to an office support role, which was a huge leap in my career. Thanks to an intensive Dutch Language course, I improved my customer service and problem-solving skills. Two years later, I successfully applied for another position. Now, several years later, I work in IT at Koppert Cress. The company truly invests in the development of its employees and offers everyone the opportunity to grow, as long as you show the desire.”
Anja Has been working at Koppert Cress for 7.5 years
&DIVERSITY inclusion MORE THAN
BUZZWORDS
At Koppert Cress, we believe that diversity and inclusion are more than just buzzwords. It’s about actively managing diversity within our organization. This is a challenging task, as we recognize that differences do matter. Inclusion doesn’t mean ignoring differences; it means acknowledging and valuing them.
APPRECIATION AND CONNECTION: THE ROLE OF LEADERSHIP
Every leader faces the complex task of appreciating their colleagues for their unique qualities while also ensuring they feel fully included. We highly value diversity and inclusion, as we believe a diverse team drives innovation and creativity.
We also focus on supporting people who are distanced from the labour market. We work closely with Patijnenburg, an organization that supports people with disabilities. “We are very happy with our colleagues from Patijnenburg; they help us tremendously, with labelling work for example,” adds Dorothea.
THE ESSENCE OF DIVERSITY
Inclusion is essential for fosteringa diverse and healthy workplace. It is the standard within the company culture that makes diversity possible. Inclusion starts with yourself and how you approach others. People often connect based on shared characteristics, beliefs, and so on. But there’s always another reality: what we don’t yet know about each other. Belonging to one group doesn’t mean we can’t also be part of other groups. This diversity of personalities is what defines us. So many unique colleagues; one Koppert Cress.
WORK IN PROGRESS
We are making strong efforts to improve our diversity and inclusion, however we haven’t yet established concrete, documented goals. We’re actively working on it!
from left to right: Chantal, Mariska, Enrico, Haye and Yorgos
THE ART OF CONNECTION Governance at Koppert Cress
As a company, we take pride in our approach on values and our focus on long-term relationships. We sat down with Bodine, corporate affairs expert at Koppert Cress, to explore how these principles shape the organization and lead to our success.
A FAMILY BUSINESS WITH A MISSION
At Koppert Cress, we believe that strong governance starts with our culture. “What defines us is the sense of connection,” Bodine proudly shares. “This connection is felt throughout the entire company.” Building sustainable relationships, both internally and externally, is essential to us. Togetherness and connection are important for us, and this is reflected in everything we do.
THE ASIAN APPROACH
In the Netherlands (NAY-therlands), the first reaction to something new is often ‘no.’ This contrasts with Japan (YEAH-pan), where people are more inclined to listen to each other and say ‘yes’ to new ideas. This Japanese approach, as noted by Robin, serves as an inspiration for how governance is structured at Koppert Cress. “If you’re a leader who fails to gain people’s attention,
colleagues will leave quickly,” Bodine explains. The goal is to give colleagues as much freedom as possible while maintaining a strong feedback structure. We want our colleagues to speak up and have the space to develop their own creativity and ideas.
GOVERNANCE IN PRACTICE
For us, governance is more than just a set of rules; it’s an integral part of our daily practice. “We say as we do, and we do as we say,” Bodine clarifies. Transparency is not just a word for us; it’s a way of life. We are open about our goals and challenges, which builds trust. This transparency and accountability are crucial for maintaining a strong reputation and promoting ethical business practices within Koppert Cress.
SUSTAINABILITY AND GOVERNANCE
Sustainability is a core part of our governance strategy. “With every decision we make, we ask ourselves how it contributes to a better future. We want to make a positive impact,” Bodine explains. By placing sustainability at the heart of our governance, we ensure that our growth is not only economically sound but also ecologically and socially responsible.
EXTERNAL RELATIONSHIPS
Trust lies at the heart of our governance. Our relationships with both colleagues and suppliers, are built on mutual trust and understanding. We know we can’t do it alone, especially in challenging times. “In difficult times, we stand by our suppliers, and they stand by us. That’s the foundation of a good partner ship,” Bodine notes. This approach helps us develop long-lasting partnerships, in both good and bad times.
“With every decision we
PERSONAL IKIGAI
“Our relationships are based on mutual trust and loyalty. Take the Bransen Group, for instance,” Bodine shares, “founder Hans Bransen was around in the early years when Rob had just taken over the company. Over the years, they became friends. Now, Hans and his wife Mariska have handed over the company to their sons, who know exactly how we operate. They’ve grown with us and are always there for us, in both prosperous and challenging times. And that support goes both ways.”
Our strategy for long-term relationships also extends to finances. We invest in the well-being and development of our suppliers and colleagues. When they grow, we grow with them.
I find it beautiful to see how people come together with their unique talents. My passion lies in discovering and connecting these talents so that they can grow and reach their full potential. My strength lies in making the choices people can make to realize their potential visible. The world needs people who work together in kindness for the greater good; through this collaboration, we can achieve common goals and bring about positive change.
The power of storytelling
Storytelling is one of the oldest forms of communication and plays a crucial role in connecting people. At Koppert Cress, storytelling is deeply embedded in our DNA. We hope our stories inspire and motivate others to do good.
This focus emphasizes not only the importance of communication and connection but also the necessity to share our stories to bring about positive change both inside and beyond our organization. Stories have the power to shape thoughts, which can lead to sustainable change.
OUR STORIES
In the following pages, we showcase how Koppert Cress uses storytelling to change the way we look at food. We do this through various themes, each with its own case study. For example, we demonstrate how food is crucial for a healthy lifestyle in our collaboration with the ‘Nierstichting’ (Dutch Kidney Foundation). The role of greenhouse horticulture as a solution to social problems is highlighted through the EatThis project. We explore the world of plants through our collaboration with We’re Smart. Additionally, we have amazing stories to tell about sustainability, this magazine is a testament to that. Finally, storytelling is a key element in hospitality and gastronomy, with Dutch Cuisine as a leading example.
At Koppert Cress, storytelling is not just a way to be heard; it ensures that our message is remembered and passed on, allowing us to make a lasting impact.
CRESS LESSONS:
BOOKS THAT INSPIRE US
Not only do we enjoy sharing stories, we also draw inspiration from the stories of others. Below are our book recommendations.
DRAWDOWN – PAUL HAWKEN
This book presents the most comprehensive plan ever proposed to reverse climate disruption. It includes a foreword by Ruud Koornstra, a ‘friend of Koppert Cress’.
CHURCHILL’S MINISTRY OF UNGENTLEMANLY WARFARE – GILES MILTON
This book explores the clever, unorthodox strategies used in World War II. It highlights the importance of innovation, breaking conventions, and thinking outside the box.
FOOD FOR THOUGHT – KADIR LOHUIZEN
Food for Thought is a visual exploration of the world of food production. This book raises awareness about our food sources and emphasizes the importance of sustainability.
RADILICIOUS – FRANK FOL
In Radilicious, Frank Fol focuses on cooking with radishes, highlighting the versatility and health benefits of this vegetable. The book is a source of inspiration for creative and healthy dishes.
MERIAN – MARIA SIBYLLA MERIAN
Merian is a stunning collection of works by the renowned naturalist and artist Maria Sibylla Merian. This book showcases her detailed illustrations of plants and insects, which are impressive for their scientific precision and beauty.
THE OMNIVORE’S DILEMMA – MICHAEL POLLA
In this book, Michael Pollan explores the complex choices consumers have to make about their nutrition. The book offers a critical look at the modern food industry and encourages readers to think more consciously about what they eat.
THE FOOD HOURGLASS – KRIS VERBURGH
The Food Hourglass explains how certain dietary choices can slow down aging and the effect nutrition has on our health.
NUTRITION AND HEALTH
Good stories on the Christmas menu
Healthy nutrition is crucial for a healthy lifestyle. We want fewer pills and more peppers on the menu. For this reason, Koppert Cress joined forces with Nierstichting (Dutch Kidney Foundation) to raise awareness about salt consumption. This collaboration resulted in a salt-conscious Christmas menu, where the versatile flavours of cresses were used as a substitute for salt in dishes.
SAVOR THE FLAVOUR, SKIP THE SALT
The partnership with Nierstichting gives Koppert Cress the opportunity to highlight the impact of low-salt nutrition on a healthy lifestyle. Through culinary creations, we inspire chefs and consumers to be more mindful of their salt usage.
STORYTELLING
Storytelling is crucial in this collaboration. It makes people more aware of their salt use and introduces them to enhancing flavour with cresses. We inspire with stories and delicious recipes where our cresses are used as natural flavour enhancers.
Through this partnership, Koppert Cress demonstrates that culinary enjoyment and health can complement each other, with storytelling being a powerful tool to convey this message.
HORTICULTURE: EATTHIS
The horticultural sector provides solutions for issues such as the shortage of healthy food and the demand for energy-neutral production methods.
“The collaboration with EatThis is much more than a business partnership,” says Stijn Baan, one of the driving forces behind EatThis. “As a founding father of this initiative, we strengthen our goals together and work towards regenerative horticulture.”
CONNECTION FROM THE HORTICULTURAL SECTOR
“EatThis helps us connect food production and society through horticulture,” Stijn continues. “By sharing stories and inviting people to take a look inside our horticultural world, we raise awareness about the food problem. With an opendoor policy and inspiring programs, we show that sustainable change is possible.”
CHECK IT OUT!
Scan the QR code and see the mission of EatThis come to life.
WORLD OF PLANTS
Together for a greener future
At Koppert Cress, we recognize the power of nature and are fully immersed in the world of plants. Every cress has its own story to tell regarding flavour, origin, and health benefits. Humans are made to eat plants, but we know far too little about them. Our partnership with We’re Smart allows us to educate culinary professionals through chefs.
A GREEN MISSION
With We’re Smart, we are working together towards a future where plant-based food takes the centre stage. This partnership helps us achieve our shared mission: a healthier world through the power of nature.
STORIES THAT CONNECT
We’re Smart and Koppert Cress pursue the same goals: promoting healthy, delicious, high quality, and sustainable food. Together, we create and share stories for chefs and food professionals, working towards a beautiful and sustainable future.
SUSTAINABILITY: WHY WE TELL STORIES
Nature is our provider, and we aim to protect it. Our goal is clear: to produce as sustainably as possible. From a technical standpoint, this means contributing to the restoration of the earth through regenerative horticulture. That’s why we have integrated a sustainable energy system into our greenhouses. All energy sources within the company (our systems that produce heat or cold) are interconnected for optimal efficiency, as you have read on page 18.
We believe that storytelling is key in inspiring others to adopt a more sustainable lifestyle. By sharing our experiences and successes, we demonstrate the possibilities in terms of sustainability. Stories help make abstract concepts like sustainability tangible and understandable. They enable us to communicate our values and beliefs in a personal and emotional way, which often leaves a deeper impression than facts and figures alone. Additionally, through storytelling, we provide a platform to highlight the innovative techniques we develop, encouraging others to act more sustainable as well.
“That’s how we create a world where healthy food becomes the standard.”
“Together, we are committed to reviving the Dutch food culture and strive for a future where sustainability and health go hand in hand, benefiting both our economy and the planet.”
HOSPITALITY AND GASTRONOMY
The original diet of humans consisted of plants, with only a small amount of animal protein. Over the years, we have strayed from this, resulting in many lifestyle-related diseases. Fortunately, the Netherlands offers plenty of foods that can help us return to this original diet, thereby contributing to our health. Our ambassadorship with Dutch Cuisine is a perfect example of how the power of storytelling can convey this vision. The collaboration allows us to present our cresses and Koppert Cress within the context of a larger narrative, where sustainability and health are central.
DUTCH CUISINE ON THE MAP
Dutch Cuisine is putting the unique Dutch food culture on the map, both nationally and internationally. For centuries, horticulture has been a major supplier of health, with the Netherlands leading the way since the 1600s. Dutch Cuisine plays a crucial role in this by acting as a connecting link to accelerate the sustainability of food consumption. A mission that perfectly aligns with Koppert Cress’s goal: promoting sustainability and health through virtuous food and inspiring stories.
STORIES THAT CONNECT
Food has a direct impact on our health. The chefs of Dutch Cuisine are the change agents who can positively influence eating habits, both in the hospitality industry and at home. This gives our cresses a prominent place in Dutch food culture, where their unique stories about origin, flavour, and sustainability are told. This not only enhances the strength of our products but also contributes to Dutch Cuisine’s mission to make sustainable, healthy, and delicious food more accessible.
STIJN
A note to conclude
At Koppert Cress, we are convinced that businesses should not only minimise their negative impact but also that having a positive impact on the environment is the only way to maintain relevance in the future. Our goal is to leave the world in a better state than we found it. As we have hopefully demonstrated in this magazine, sustainability is interwoven with our history, current objectives, and future ambitions.
IKIGAI AND CSRD
Our business compass is an essential guide for us. It helps us maintain balance between the themes of regenerative horticulture, working from a place of trust, storytelling, and healthy growth. The Corporate Sustainability Reporting Directive (CSRD) provides us with a powerful framework to make these efforts measurable and to report our objectives transparently. Although we are not required to report until 2026, we proudly present our first insights and actions in this magazine.
WHAT’S NEXT?
Driven by our regenerative philosophy, we aim to capture more CO2 than we emit. This requires a clear and transparent neutralisation strategy. Trust remains one of our core values; it forms the basis of our success. When trust exists within an organisation, people and teams function better, and that is reflected in our work. Trust is the foundation on which diversity and authenticity can flourish.
The increasing knowledge about the microbiome – the crucial link between healthy soil, the Earth, and humanity – is opening new doors for us. Our raw-grown plants and seeds have the potential to play an important role in promoting health and may even make valuable contributions to healthcare.
To reach even more people with our stories, we are creating a unique edible jungle, a place where visitors can have an unforgettable introduction to the world of plants. Through this, we hope to inspire chefs, young people, gardeners, policymakers, and healthcare institutions to think differently about food.
We look forward to sharing our progress again next year in our sustainability report. We hope that by doing so, we will not only sharpen our own goals but also inspire and motivate others to continue building towards a sustainable and healthy future together. All of this is guided by our principle at Koppert Cress: “Think, dare, be virtuous, act.”
Think, dare, be virtuous, act
− 2024
Colophon
‘Cress Compass –Think, dare, be virtuous, act.’ is the first edition of the annual sustainability magazine by Koppert Cress B.V.
All Koppert Cress colleagues who contributed to this magazine:
Aad Bronswijk
Altai Lin
Anja Filak
Bodine Baan – van Klaveren
Chris Toonen
Dorothea Claessen-Koppert
Edwin van der Kaaij
Melvin Bronswijk
Michiel van der Spek
Leen van Leeuwen
Rob Baan
Robin Schaap
Ronald Vreugdenhil
Roos van Veen
Stijn Baan
Theo Cuppen
Yorgos van ‘t Wout
All Sango Seeds colleagues who contributed to this magazine:
Cornelis Paans
Maarten van der Sar
All Division Q colleagues who contributed to this magazine:
Bart van Meurs
Freek Herpers
Tim Koning
Lynn van Vliet
With special thanks to:
EatThis
Dutch Cuisine
Forliance
Green Food Lab
De Nierstichting Netherlands
PATS Drones
We’re Smart
Editor-in-chief, final editing, and design
This magazine was created on behalf of Koppert Cress by the team at Food Consultancy & Communications Agency Green Food Lab. Isabel Boerdam, Kim Zoon, Jitske IJlstra, Jade Roelands, and Laura Bolczek worked on this with great pleasure.
This sustainability magazine and all content, including but not limited to text, images, infographics, and other materials, are protected by international copyright and intellectual property laws. Reproduction, distribution, adaptation, or any other use of the content, in whole or in part, without the express written permission of Koppert Cress B.V. is strictly prohibited.
For permission to use any content, or for other copyright-related inquiries, please contact: info@koppertcress.com
This paper (Arctic Volume White 1.1) is Cradle to Cradle Certified® Silver and has the FSC® Mix label.
