GREENYARD, Mr Hein Deprez, President: "Our responsibility is to appoint young managers to invent new solutions for the future."

 

The group is the result of a merger carried out in 2015. Three actors then merge: Greenyard Foods, specialist of fruits and vegetables in prepared form (Noliko) and frozen (Pinguin), Univeg: the specialist of fresh products, and the supplier of Peltracom substrates.

 

Univeg was founded by Mr. Hein Deprez, a mushroom producer in 1987. After rapid growth, this distributor becomes a global player in fruit, vegetables, flowers and plants through external acquisitions such as Bakker Barendrecht in the Netherlands, Katopé in France , Atlanta AG the German branch of Chiquita, the Bocchi Group in Italy or Alara in Turkey.

 

The possibility of a takeover of Dole Food Company is mentioned in December 2017, but the case will not happen.

 

Today Greenyard is composed of four divisions, 32 distribution centers and more than 9000 employees:

 

Greenyard Fresh: ex Univeg

Greenyard Frozen: ex Pinguin

Greenyard Prepared: ex Noliko

Greenyard Horticulture: ex Peltracom

 

 

 

 

Fructidor.com: "Mr. Deprez, how do you see the market of fruits and vegetables while you take the lead of the group? "

 

 

 

Hein Deprez: "Our environment has changed, it is essential that everyone becomes aware of the importance of the notion of sustainability. In the fruit and vegetable market too, it is time to introduce this notion of sustainability. "

 

"At home, this notion of sustainability is expressed at different levels:

 

 

1 / Our company is managed by leaders who are also sustainable. Our responsibility is to integrate more and more young managers who must be accountable for the company.

 

For this, we choose people with a good education, but not only from our sector. We need smart people, able to learn every day in our business. Innovation is a key factor for our organization to integrate new concepts.

 

2 / It also means to market the product which is "affordable" by everyone. This is for me the most important thing: Our products must be accessible to everyone.

 

3 / Being sustainable also means respecting all the players in our sector.

 

4 / Sustainable is also respecting the environment.

 

Of course, there are many labels and certifications that give everyone a good conscience. But that's not the solution. Obtaining a label does not guarantee that the actors will adopt the optimum solution forever.

 

A picture?

 

We produce in Flanders which is the most expensive land in the world (up to 100,000 € / ha). We respect the European standards that are the most restrictive in the world, we are socially respectful (our hour costs 25 € / h) and with all that, we manage to be profitable!

 

The proof that we know how to compensate all this with intelligence and creativity.

 

We do not have a Fair-Trade label, and yet what is more sustainable than our organization?

 

Nevertheless, we are very interested in organic, but we must also use the technological contribution to feed the planet.

 

When some people claim that the absolute solution is to plant strawberries in the ground, did they think of the workers who have to pick them up on their knees? At Greenyard, we think the most sustainable solution is to grow them in hydroponics, at man's height. This is difficult to explain to the consumer, but we will get there.

 

With the contribution and popularization of technology, we have been able to create a local-to-local business that makes it possible to obtain sustainable products for producers, and good prices, good quality for the consumer. "

 

 

 

Fructidor.com: "What are the first projects of your presidency? "

 

Hein DEPREZ: "We have to integrate young managers who know how to analyze, who find optimizations throughout the chain. Our society must be open to innovation, with young people able to capture new trends. That's why we've already made changes, giving 25- to 40-year-old managers responsibility to put the company in the right direction. "

 

 

 

Fructidor.com: "What is your vision for technological innovations such as" vertical farming "?

 

Hein DEPREZ: "35 years ago, I already produced mushrooms on 8 levels. Vertical farming is not new! "

 

"I am very interested in all these innovations that will create new opportunities. For example, containers with vertical farming units. These containers give consumers the opportunity to see these units and understand the benefits of technology in this area. "

 

 

 

 Fructidor.com: "You were recently in discussion for the takeover of DOLE. Finally TOTAL PRODUCE won the deal. Is it a failure?

 

Hein DEPREZ: "We interrupted our discussions because the asking price seemed too high. "

 

"But, it's very good that TOTAL PRODUCE has concluded this deal. We need some consolidation in our sector. This consolidation will create some momentum in our sector. "

 

"I'll explain, the more consolidation there is, the more opportunities to create new initiatives, to develop new niches. We need consolidation because it will stimulate creativity. "

 

"It may sound idealistic, but being idealistic, we knew we could do business! "

Fructidor.com: "In your function, what is the most difficult element to manage? "

 

Hein DEPREZ: "Today, the most difficult thing is to change mentalities. It's up to me to create a mindset that can implement changes. This is much easier with young managers. And of course, you have to work a lot. "

 

"I often say to my teams," What we created today - at best - it can be a foundation for the future. But a foundation that stays in the ground. To invent the solutions of tomorrow, we must innovate. "