07 Report of the Supervisory Board

On 1 October 2021, Meerten Ubbens stood down from the Supervisory Board. His maximum term of 12 years had lapsed; he had been chair of the SB for the past five years. Michael Kester succeeds Meerten Ubbens in this role.

We will once again discuss the past financial year with Meerten Ubbens. We speak to him about his experiences in his twelve years as member of the SB and take a look into the future.

“It’s been a very special year. We were already dealing with Coronavirus in the last financial year but its impact had been limited. In 2020/2021, we can see the huge impact in the results. It is significantly worse than we had hoped or expected. On the basis of what we can now see, I think that the old consumption patterns will recover and that the problems will soon be behind us so that HZPC can once again get back on track."

“As well as Coronavirus, the new Business Transformation Program has also been a particular focus of the SB. In October 2019, a decision was made to cease the implementation of an ERP system and to go back to the drawing board. This type of process requires a clear and well-organised approach. If it goes wrong, you must ask why it was unsuccessful and how you can do things better next time. Then, it is wiser to accept your losses and move on.

HZPC has started again, this time with Aurora. A successful implementation and broad support among employees is vital. It is important for everyone to buy into the process and for wishes and requirements to be effectively translated into a new, automated environment. This takes time, focus and energy because everyone will have to acclimatise. Good supervision and explanations are indispensable."

“HZPC invests heavily in Research & Development. This will stay on the agenda in discussions between the Supervisory Board and the Executive Board. This concerns questions such as: What should HZPC do in that situation? How much money should be invested? In which areas can you cooperate?

Developments in biotechnology are always moving forward and we can’t miss the boat. At the moment, there is talk of potatoes from seed. This could be a game-changer for the grower's approach. It also involves issues for the longer term. We must be disciplined in order to maintain a focus. The Executive Board leads and the SB follows, advises and critically reviews whether we are on the right track.”

“What stands out in the twelve years I have been a member and then chairman of the SB is the open dialogue with the Executive Board. It is an exceptionally constructive relationship. The Executive Board is open and does not shy away from tackling problems. That makes your work as a commissioner extremely pleasant because you can resolve the issues constructively and critically together.

“I come from farming stock. My family comes from Noord-Groningen. My grandfather and uncles had a farm so I was familiar with the seed potato growing process and was keen to become involved as a supervisory Board member. This opened up a whole new world for me and I have enjoyed every second. The resilience of this organisation in both good and bad times has made a real impression on me. HZPC has developed substantially on an international level.

It is a well-positioned business with good shareholders' equity and an underlying cash flow. If there's one organisation that can tackle the challenges facing the potato world, it’s HZPC. Things may not always runs smoothly, but there is huge potential to continue to play a prominent role on the global stage. And all from our base in Joure!”