Management update: March

In this update, our interim CEO, David van Mechelen, looks back on the past month and looks ahead on behalf of the Royal FloraHolland (RFH) management team.

Annual Report 2025

The 2025 annual results were published last Friday. We look back on a year in which, despite Pieter Bootsma's sudden departure, we achieved a strong result together: a product turnover of 5.4 billion euros and a net profit of 12 million euros. This is an achievement to be proud of, made possible by our own financial improvement programmes, as well as by higher average prices and smart service provision. And above all, thanks to the dedication of our employees, members, customers and partners. With the implementation of Strategy 2030, we also took significant steps in 2025. For instance, we invested in sustainability and new construction, continued to develop Floriday, further rolled out order picking for flowers in Aalsmeer and introduced multi transaction auctioning. Floriday Daytrade has also proved to be a great success. These are just a few examples.

At the same time, we know that 2026 will look different: early signs indicate that volumes are under pressure and that market conditions are becoming more challenging, partly due to ongoing uncertainty. This requires us to remain realistic and focus sharply on costs, efficiency and productivity, so that we can continue to operate competitively even in a more complex environment. Despite the difficult start, we are fully committed to returning to profit in 2026. We are continuing undeterred with the implementation of our strategy, including the roll-out of 100% order picking of flowers in Aalsmeer, the introduction of digital auctions in Floriday, and the further growth of Floriday Daytrade.

Flora Spring Expo

This month saw the very first edition of the Flora Spring Expo, and what a wonderful first edition it was! The fair attracted many visitors, and the combination of spring sunshine and a strong, colourful range created an energetic atmosphere on our own site.

Exhibitors and visitors found each other easily; valuable conversations and new contacts sprang up everywhere. For the first time, visitors could also take part in knowledge sessions, which were an instant hit thanks to their relevant and inspiring topics. All in all, we can look back on a very successful first edition of this new spring trade fair, a promising start to the season.

Sustainability in the floriculture chain

Within RFH, we are taking further steps to safeguard transparency and sustainability throughout our chain unequivocally. The FSI route remains the starting point: 100% certification as the basis for clarity towards the market, society and one another.

At the same time, we realise that not everyone can move at the same pace. That is why we are offering additional support and an alternative interim solution with adjusted levies and checks, so that all members and suppliers, whether certified or still in transition, can continue to operate responsibly. We have actively communicated on this subject this month.
All members and non-members who are relevant have received a personal email from us. The choice now lies with all suppliers who are not yet certified; everyone can move forward.

Trading companies are now also fully equipped to purchase certified produce, both via the auction and using filters in Floriday. In doing so, we are keeping our shared goal firmly in mind: a transparent, future-proof floriculture chain in which we move forward step by step, with clarity regarding the frameworks and confidence in the direction we have chosen together.

Collective labour agreement negotiations

Last month, Royal FloraHolland held several meetings with the trade unions to conclude a new collective labour agreement. During discussions with FNV and CNV, various topics were carefully and at length addressed. As is customary in collective labour agreement negotiations, there was scope to exchange perspectives and work step by step towards a balanced agreement.

For us, one principle remains clear: we want a collective agreement that does justice to our people. Royal FloraHolland is a solid employer offering good terms of employment, and we want to continue to offer our employees an attractive and stable working environment in the future.

At the same time, the overall package we are currently working on requires a broader assessment. Although we are currently showing good results, looking ahead, we see that our sector and our cooperative will face more challenging circumstances this year and in the years to come. That reality calls for careful and well-considered choices.

Peak update

We are in the middle of the peak period, during which our operations continue to perform well despite the busy workload and challenges. We are currently achieving strong product revenues, and our logistics services are performing excellently despite the high volumes. This is partly thanks to the efforts of office colleagues who are stepping in as ‘peak help’.  

Unfortunately, over the past month, we did experience two disruptions in the order picking system. With the most important trading days of the year approaching, we understand very well how much impact such an incident can have on our buyers; every delay is one too many.
 

Our colleagues in Operations and IT have worked tirelessly to get everything back on track as quickly as possible, and together with our software partner, immediate measures were taken, such as additional server capacity, more intensive monitoring and a daily intervention team at start-up. Thanks to these steps, we are looking ahead with confidence and expect to conclude this peak period on a positive note, both in terms of our commercial results and the quality of our service. I would also like to take this opportunity to thank everyone once again for pulling out all the stops on the days when the disruptions occurred; the visible commitment to continuing to serve our customers as well as possible, despite the difficult circumstances, deserves every praise. Well done!

War in the Middle East

The recent disruptions in the Middle East are putting pressure on sea and air freight worldwide; for the Netherlands, we are currently still seeing only a relatively limited direct impact. For our members in Israel and surrounding markets, among others, the situation is different: there, the consequences of diversions, congestion and flight cancellations are much more noticeable. 
At the same time, we see that rising transport and energy costs also demand attention within our supply chain; consider the recent sharp rise in petrol and diesel prices, which are directly felt by transporters and logistics partners.

As we head into the European production season in the autumn, energy-intensive crops in particular remain vulnerable to further price rises. Despite these uncertainties, we currently see no cause for concern regarding RFH’s results; there is no reason to adjust the budget at this time. Calm and realism remain important in this regard, so that we can offer stability to our members and our sector whilst continuing to monitor developments closely.

Horticultural Entrepreneur Award
 

March also brought several moments when the sector shone. During the 40th edition of the Horticultural Entrepreneurship Award, Ronico was announced as the winner for 2026: a family business that demonstrates how innovation, craftsmanship and sustainable entrepreneurship can go hand in hand. Their progressive approach to working says everything about the direction our sector is moving in.
 

What made it even more special was that this festive award ceremony took place at Keukenhof, which has now reopened its doors and where the sector shines once again every year for a global audience. We see that same energy at ‘Kom in de Kas’, of which we at Royal FloraHolland are proud sponsors. It is an initiative that perfectly illustrates where our strength lies: transparency, innovation, and connection. The glasshouse horticulture sector is opening its doors and giving visitors a glimpse into the world behind flowers and plants, from sustainable cultivation to high-tech greenhouse innovations. It is on days like these that I feel once again just how unique our sector is: driven entrepreneurs, curious visitors, and a collective pride that is almost tangible. Especially in a period of great change, it is wonderful to pause and reflect on what we are achieving together.