At its AGM on October 12, CNB's director, Leo van Leeuwen, announced that this Dutch flower bulb and plant cooperative once again realized record revenues. Its 2022/2023 fiscal year's brokerage turnover was €344 million, thus surpassing 2021/2022's €317 million. Leo qualified the good news, saying, "Looking ahead, we see challenges arising for the profession and our members. We must be fully committed to that."
CNB's orders show an upward trend, and sales were higher than expected. "There's healthy growth on the Refrigeration and Preparing side and in mediation. Over the past ten years, we've invested some €25 million in Cooling & Preparing, with the aim of being 'the best storage facility'. We have excellent, reliable refrigeration facilities. So we can deliver on our promise to our customers. Demand currently exceeds our capacity. Things, thus, look good for the future."
'Good score'
Mediation showed a sharp rise in turnover, too, especially with tulips and lilies. "More than three percent of tulip volumes were brokered, and sales grew by 14%. In lilies, we saw a five percent rise in numbers and a 12% higher turnover. That's a good score, considering acreage development. Also, we managed to keep costs well under control and once again achieve a good result. Needless to say, we're delighted with that," Leo explains.
At the meeting, members approved a 10% return and adopted the financial statements. "We chose to have an in-person members' meeting again this year, which was great. It was good to have the members physically gather again. Then in-depth questions are asked, and you have good, spirited discussions about our sector and the CBN's future."
Research fund
Given the good numbers, the CNB has no short-term concerns about that. "The bulb sector is, of course, facing significant challenges maintaining its public support. Think of the crop protection products discussion, the controversial lawsuit, and also, for example, the rising costs and needed investments for the future. Research is needed to meet these kinds of challenges," Leo points out.
"We also need effective communication with all kinds of social organizations, politicians, and residents about our goal and how we intend to achieve it. That costs money, which the sector must raise. We talked about whether CNB could put part of its profits into some kind of fund. So, alongside our brokerage role, the sector expects more from us. That's a responsibility from which we won't shy away."
Jan Menting, CNB's Board of Directors Chairman, indicated its 'willingness to invest' on the condition that good plans are put forward that are sufficiently supported by CNB members. "After all, we work with members' money, which we have a duty to handle carefully," adds Van Leeuwen.
"This is right at the top of the agenda in the Flower Bulb Sector Consultation, which I currently chair. CNB is also doing its part financially and committing to various projects. If there's a good plan, we must support it." But not getting behind a plan is not an actual option. That is vital, also for CNB. "If no more bulbs are being traded, we no longer have a reason to exist, either," Leo concludes.
Source: CNB