The Flower and Plant Wholesale Association (VGB) has undergone a significant transformation in recent years, laying the foundation for a dynamic new era. To delve into this strategic shift and the challenges and opportunities it presents, VGB’s independent communications specialist, Walter Landesbergen, engages with Cees van der Meij, Board Chairman, and Matthijs Mesken, Managing Director.
Q: Why this strategic acceleration?
Matthijs Mesken: “We recognized the need for a recalibration. Over the past six years, we’ve been reconstructing VGB. Now, in 2023, it’s time to assess our progress and consider expanding our activities. This process has culminated in our Strategic Plan 2023-2025. In this plan, we outline our commitment to both our traditional roles and new activities, given the considerable challenges facing the floriculture industry.”
Cees van der Meij: “The global landscape exhibits a common trend of fragmentation and heightened individualization. Prosperity and evolving regulations have fostered a perception that we no longer depend on collective action. However, a closer look reveals the persistent need for connection and a sense of community, be it among individuals or businesses. The old adage ‘Alone you go faster’ holds true, especially during prosperous times, but ‘together you get further’ is equally valid. Our sector, with the myriad challenges it faces, now requires this unity.”
Q: What are the key challenges facing VGB?
Matthijs Mesken: “VGB has identified six critical policy themes encompassing sustainability, labor, public affairs & promotion, market access, standardization & logistics, and data & digital. These themes present formidable challenges. For instance, meeting the obligations of the Greendeal, ensuring a steady influx of skilled workers, maintaining the market’s preference for flowers and plants among consumers, addressing Brexit-related issues, optimizing logistics, and enhancing cybersecurity are complex matters that impact the entire industry. For such non-competitive policy topics, a powerful, neutral voice, representing the sector at a higher level, is essential – and that’s the role VGB plays.”
Q: What’s distinctive about the new VGB’s approach?
Matthijs Mesken: “The new VGB operates as a facilitating expert on key policy themes. It boasts exceptional listening skills, a finely tuned antenna for industry dynamics, a persuasive ability to convey a collective message, and a reputation for reliability.”
Cees van der Meij: “Yet, members remain at the forefront and claim the credit. Our organization adheres to the democratic principle that the right to speak is exercised in our members’ meetings.”
Q: Will VGB have a figurehead?
Cees van der Meij: “At present, we are not considering appointing a nationally prominent or former politician. Our focus is not on figures but on substance. Influencers, although often prominent, may lack adequate knowledge of the sector. Currently, we believe that we can effectively represent our interests without a traditional figurehead.”
Q: How does VGB unite large and small members?
Matthijs Mesken: “Managing diversity within the collective is indeed challenging, given the spectrum of company sizes and interests. VGB addresses this complexity by ensuring clarity about the diverse interests, focusing on common objectives, and demonstrating the value of the collective. While large companies often make significant financial contributions and lead in areas like sustainability, it’s essential to communicate that sector-wide benefits accrue to all members.”
Cees van der Meij: “Companies, regardless of their size, balance their individual interests with the collective good. However, individual interests are crucial to driving commitment within VGB. Every member must find value in being part of VGB, and the organization must demonstrate how sector interests equate to self-interest.”
Q: What has VGB accomplished thus far?
Matthijs Mesken: “VGB, representing approximately 80% of the market, stands as a dominant force in the sector. It played a foundational role in establishing FSI and is a founding member of EPT. We lead in developing a sector-wide sustainability dashboard and address critical issues such as market access, Brexit-related concerns, and phytosanitary matters. The latest achievement is the successful negotiation of a new collective labor agreement reached this year.”
Q: Looking to the future…
Cees van der Meij: “In light of global challenges related to overpopulation, food security, environmental and climate concerns, and more, it would be advisable to be part of a broader agriculture and horticulture collective. The collective contribution of our industry cannot be underestimated. The Netherlands houses the world’s premier agricultural university, and Dutch companies, whether in chicken or chrysanthemum farming, are renowned as the best. Our collective influence on the world stage is substantial. Our achievements, both in terms of products and the family-business-oriented industry structure, are matters of great pride. These family businesses, comprising 90% of the sector, are not privileged with tax benefits, yet they drive innovation, contribute significantly to the nation’s gross domestic product, and serve as the largest employers in the Netherlands. Our role is indispensable.”
Matthijs Mesken: “The sector’s contribution to the national economy, employment, and overall societal well-being positions us for collaboration at higher levels within the agricultural sector.”
Cees van der Meij: “Indeed, an exciting prospect. Floriculture offers immense value to the nation, and our collective effort will continue to ensure our industry’s leading position for decades to come. That is VGB’s mission, and our Strategic Plan reinforces this vision – ‘With ambition towards the future.'”