Martijn van Geel is owner of Van Geel orchids. He took over the business from his father about 12 years ago and took many steps towards making it more sustainable. For instance, they have greatly reduced their energy consumption, are on their way to growing without crop protection and offer people distanced from the labour market a chance to work in the business.
"A cooperative is for everyone, but personally, sustainability is not moving fast enough for me. Certification is just writing down what you do, it doesn't make you more sustainable any time soon. It is a good first step in awareness and comparison. In addition, there should be more positive encouragement and recognition for frontrunners. But should the cooperative take tougher action in terms of certification? I don't think so. That should come more from the market. For me, the main role of the cooperative is the joint supply we create here. This is unique. This includes handling the process: distribution, supply, administration. And because it is well organised centrally, the process is efficient. That makes room for its own business. For me, this is the biggest added value of membership, but I also see the value in initiatives such as the FloraHolland product committee (FPC) Orchids. Acting together, conducting research and arranging promotion. It's great that Royal FloraHolland facilitates that, in belonging you're really aware how we are 'together in our cooperative'. Royal FloraHolland can communicate the added role of the cooperative even more clearly, which provides extra support. In what lobbying topics are they active or what role does the Members' Council play? I have little knowledge of that now. That can also come from both sides, maybe I don't delve into that enough myself. I definitely see a role for the cooperative continuing into the future, still facilitating processes as now. With additional focus on the digital platform and further optimising processes. Nurseries are becoming more professional, so the demands on Royal FloraHolland will also increase."
Olaf van der Voort is owner and director of 'Van der Voort Pot Plants', specialist in breeding, propagation and cultivation of Spathiphyllum, Azalea and Anthuriums. Early this year, they became part of Riza Growers.
"The role of the cooperative is to put members in the best possible position. As Bernard Oosterom (former chairman of the SB) said, "being a member of a cooperative means well-meaning self-interest". You are ultimately in the cooperative together to make it better together. Therefore, we need to stay sharply focused on Royal FloraHolland's objectives and what we spend members' money on. Initiatives outside the core mission of the cooperative – namely bringing together supply and demand – are paid for by members' contributions and should be tested there. Royal FloraHolland tends to be introspective when making strategic decisions, not listening enough to its members and customers. Floriway and order picking are examples of this, where high investments were made without a solid business plan being presented beforehand and insufficient support from its members. I do feel that for a few months there has been more room for input from members and better follow-through. As a cooperative, you should also take on a role as a catalyst to identify the changes in the sector and put growers in the right position to move with it. For example, globally, the floriculture market is growing faster than Royal FloraHolland is growing. In addition, production is becoming increasingly international and is slowly disappearing from the Netherlands. The consequence of these developments is that you are less and less relevant to trade. These are worrying developments in which the cooperative must take the lead."
Recently, Van der Voort Pot Plants became part of the Riza cooperative. "We mainly work together at company level in the areas of sales and marketing. Because I expect these sorts of grower collectives to become more common in the future, it is important for Royal FloraHolland to move with them. Engage with grower initiatives to understand where the cooperative should take the lead and the role of grower collectives. Royal FloraHolland's added value is really in bringing together supply and demand, logistics and financial handling. Other initiatives should be left to others."
Lennart Lekkerkerk is co-owner of JHL Group, breeder of potted gerberas and grower of various seasonal products. Since childhood, he has been involved with the company and fulfils his current role with a doer's mentality. Since 1 January this year he has also been a member of the Members' Council.
"Within our company, we are not into endlessly shoring up the dam. We set out a plan, implement it and adjust where necessary. As a Members' Council member now, I experienced the Two Day and noticed that the new CEO, the Chair of the Member Council and that of the SB, all three discuss the content in a structured way and then put down a plan. That's how I like to approach it myself. I joined the Members' Council myself because I want to help build the institute and contribute to it. Because if you want change, you have to take responsibility. For me, the main role of the cooperative is to unite supply and demand and to remain the most interesting floriculture marketplace globally. There are also investments to be made. As a member's council member, you are a sounding board for the management board and supervisory board, so if policies are developed that you don't like, you can voice your own opinion there. Of course, the other way around is also possible; you can make a case for projects that you think contribute to the general membership interest. I see a role for the cooperative in working with other parties to make the interests of floriculture known to politicians. They may be even more transparent and decisive about that. What projects are they working on and what results are they achieving? I don't expect the role of the cooperative to change much in the future. Continuing to ensure a strong marketplace where supply and demand come together. I also see possibilities for a hybrid variant; a marketplace with a more international focus. In this, Royal FloraHolland's services would have to develop in parallel. With the development of services in forward and backward integration, Royal FloraHolland has to be careful. For example, look at Floriway, which has been very difficult to get off the ground. The cooperative is now set up for sales, distribution and administration. These services bring value to our business. It helps that they exist and if you had to do it all yourself, you would spend more money doing so. When we start with setting membership rates, you will always hear a lot of fuss, but, as rates stand, you couldn't do it all yourself for less."
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