05 Report of the Supervisory Board

“The refined strategy is becoming increasingly visible throughout the organisation. One example is the collaboration between HZPC and STET, as well as the development of the sector business teams. The updated organisational structure supports this progress. The Supervisory Board now also meets with the full Executive Committee. This provides broader insights and perspectives from across the organisation, enabling the Supervisory Board to stay closely connected to developments within the business.”

“The arrival of our new CFO, Marlous Booijink, was another important milestone. Marlous brings the expertise and experience that align well with the next phase of Royal HZPC Group. Her background includes extensive experience with ERP. She plays an important role in further strengthening and professionalising the organisation. As a result, access to up-to-date financial information continues to improve, enabling more effective decision-making and stronger performance management.”

As in previous years, the implementation of the ERP system remained a high priority on the Supervisory Board’s agenda. “Over the past year, NetSuite has undoubtedly been one of the most frequently discussed topics. For us, the key priority is to ensure that the implementation progresses smoothly and that the right checks and controls are in place.”

Ahead of key implementation milestones, the Supervisory Board made use of external reviews and additional checks. One example was the go-live of an updated version of the system in Central Europe and at STET. Cor: “That was an important milestone, although it did not come without challenges. On behalf of the Supervisory Board, I would like to express my appreciation to everyone involved. Teams worked with a system that was not yet fully operational and handled the situation with great professionalism. The experience marked a crucial step in the process and provided valuable lessons ahead of the broader rollout of the ERP system across the group.”

Following the record year of 2024-2025, market conditions looked very different in 2025-2026. “No two seasons are ever the same. Growers understand that better than anyone. In the end, the market lost momentum much faster than expected. Navigating such conditions requires true entrepreneurship and flexibility.”

“Despite challenging market conditions and geopolitical uncertainties, Royal HZPC Group succeeded in delivering a strong grower payment, especially compared with the broader market. “That reflects the outstanding efforts of both management and employees across the organisation. It is in challenging circumstances that the organisation truly demonstrates its strength.”

The combination of a challenging market and significant investments also required a strong focus on financial discipline. “Especially in a year like this, it is important to have a clear understanding of where the organisation stands. At the same time, maintaining a consistent course remains essential,” the Chair emphasises. “Success depends not only on today's performance, but also on where Royal HZPC Group aims to be five or ten years from now.”

One of the most significant strategic decisions of the past year was the acquisition of IPM. The continued integration of IPM within the group also remains high on the Supervisory Board’s agenda. “This investment is fully aligned with the strategy of Royal HZPC Group. IPM strengthens our global position, expands our acreage, broadens our portfolio and provides access to attractive markets.”

According to Cor, the fact that the investment took place during a year in which the market was under pressure did not make the decision any less relevant. “Decisions like these are not made for a single season. They are about creating long-term value.”

Innovation and breeding also remain recurring topics on the Supervisory Board’s agenda. “The development of hybrid true potato seed is becoming increasingly tangible. At the same time, we continue to discuss its strategic positioning. What role will hybrid breeding play in the future? These are questions that extend well beyond 2030.”

The development of new protected varieties also remains important, particularly as the protection period for Innovator is approaching its end. “Developing new varieties is one thing. The next step is ensuring that growers, traders and processors embrace them. That takes time and requires close collaboration between breeding, commercial teams and the market. Throughout that process, we critically assess whether the organisation is making the right choices and setting the right priorities.”

Alongside strategy and results, the Supervisory Board remains committed to staying closely connected to employees and representatives from across the organisation.

“Each year, we meet with the Works Council, both in the Netherlands and internationally. Recently, for example, we held discussions with the team in Argentina. Earlier, we spoke with colleagues in Germany and Finland. These conversations provide valuable insights into what is happening across the organisation and what matters to employees.”

These interactions help us build a complete picture of Royal HZPC Group. “We review the figures and strategic plans, but we also want to understand how progress is unfolding and how developments are experienced in practice.”

While much attention is focused on today’s challenges, the long-term perspective remains firmly in view. “Over the past few years, Royal HZPC Group has taken important steps in strategy, innovation and international growth. At the same time, we recognize that the world around us is changing rapidly. That is exactly why continued investment in the future remains essential.”

According to Cor, the strength of Royal HZPC Group lies in its ability to maintain a long-term perspective. “Breeding is, by definition, a long-term endeavour. The decisions we make today will shape the position of Royal HZPC Group ten or fifteen years from now. As a Supervisory Board, we will continue to keep a close eye on that long-term direction.”

The 2025-2026 financial year marked the first year in which the Supervisory Board was chaired by grower representative Cor Biemond. Although he had completed his second term as a member of the Supervisory Board, a third term as Chair is permitted. The Supervisory Board further consists of Martine Hommes-Gesink, Irina Frolova, John Thijssen and Jean-Pierre Bienfait. Jean-Pierre Bienfait’s term was extended by four years this spring.

Throughout the 2025-2026 financial year, the Supervisory Board and the Management Board of Royal HZPC Group B.V. met on six occasions.

The Audit Committee met three times during the year, each meeting taking place ahead of the scheduled meetings between the Supervisory Board and the Management Board. In addition, the Supervisory Board held two shareholder meetings with the Board of the HZPC Association during the financial year.