Jaap Delleman

The organic potato sector often navigates between these extremes. This was also true for the 2024 harvest year. Late blight struck with unprecedented severity. Growers had to burn off the crop early, with yields ending at rock bottom. The market was demanding, and the supply chain fought for every kilo. A year later, the picture has completely reversed. Due to favourable growing conditions and low disease prevalence, growers harvested an abundance of organic potatoes. The supply chain that struggled with shortages last year, is now looking for ways to responsibly market large volumes. This contrast illustrates how vulnerable the sector still is. During the well-attended Day of the Organic Breakthrough symposium in the greenhouses of Agrico Research in Bant in the Netherlands, organised by Agrico BioSelect and Bioplant, chair Harm Edens also helped steer the discussion. “It’s five past twelve and we need to get the big hand back to twelve. That will only work if we do it together. Actions, not words,” he said, clearly driven by his passion for sustainability and organic agriculture.

From varieties to robust supply chains

In the view of Mark Zuidhof, Director of Agrico BioSelect, stability forms the backbone of the organic future. He reported that the company’s own brand BioSelect is growing rapidly, despite the ups-and-downs. His organisation is expanding its acreage year after year, adding growers, and achieving strong increases in volume. Last season, the 120 growers affiliated with BioSelect harvested around 20,000 tonnes of organic potatoes. This season, the figure is around 40,000 tonnes. That growth provides momentum, but also responsibility. According to Zuidhof, the sector will only fully realise this potential if the chain opts for continuity rather than short-term reactions. That is why BioSelect is focussed on year-round supply of Dutch organic potatoes. Variety selection plays a leading role in this. To control late blight, Agrico Research has already bred nine varieties that demonstrably last longer. New lines with three or four resistance genes are already growing on trial fields and show promise for further stability. In addition, early varieties and polytunnel growing produce uniform size and high quality. At the same time, storage techniques keep the old harvest in optimal condition well into June. “We switch seamlessly from old to new. And we remain entirely within the Netherlands, that makes the chain stronger and more sustainable,” Zuidhof summarised the steps. The market is also asking for segmentation. The demand for baby potatoes is increasing rapidly. BioSelect is therefore developing programmes around varieties suited specifically to this segment, such as Jacky. In doing so, the company is responding to consumer preferences and the need of supermarkets for differentiation, says the CEO.

Balance, varieties, and trust

BioSelect seed potato grower Marien Poppe echoed Zuidhof’s analysis, based on his day-to-day practice. He sees the organic seed potato harvest experiencing significant fluctuations every year. “You can see the fluctuations in volume over the years. We need to make that more stable and consistent,” he says. To achieve this, Poppe is focusing on varieties that offer longer late blight resistance, while also delivering reliable seed potato quality. “We’re getting better at that. But that’s also where our challenge lies for the coming years.” According to Poppe, sustainable cultivation ultimately depends on a healthy balance. Organic seed potato growers face higher risks and more challenging growing conditions. This calls for varieties that perform consistently, as well as agreements that help absorb fluctuations. “We can respond better to the needs of organic supply chains if we stick together. Long-term agreements provide stability. That’s how the chain moves forward.” According to Poppe, it ultimately comes down to trust. “If together you commit to that trust, you can take steps forward together.” Zuidhof added that Agrico is ready for the next step. “We have the growers, we have the varieties and we have the logistics to supply the market. Now is the time to push ahead for the long term. But stability will only emerge if we are willing to make agreements together, on both volume and price.”

Bioplant connects cultivation and strengthens innovation

Bioplant is an association that brings together two to three hundred organic arable farmers. It gives the sector a national voice and connects regional groups, practical experience, research and supply chain partners. This allows the sector to respond more quickly to challenges such as late blight, cultivation techniques, soil management, and storage quality. In projects like Hutspot, Bioplant works with growers, supply chain partners, and the retail sector to strengthen and better position Dutch organic produce in the market. Board member Jaap Korteweg, a potato grower, entrepreneur and founder of De Vegetarische Slager, spoke at the event as a driving force behind the Hutspot project. He observes that the Netherlands leads in knowledge and innovation but still lags behind in organic market share. However, transitions can happen quickly when policy and the supply chain move in the same direction. Korteweg outlined two essential pathways. The first pathway focuses on affordability. He compared organic produce to the energy transition towards green electricity. Once prices matched those of non-renewable power, adoption accelerated quickly. According to Korteweg, consumers will also switch to organic en masse once the price gap disappears. The second pathway centres on long-term certainty. He advocates contracts of at least five years, ensuring growers have a guaranteed market for their entire harvest. “That certainty reduces risks, encourages investment, and enables scaling and cost reduction. It creates the foundation for a real breakthrough towards 2030,” he emphasised.

Lidl: from hesitation to decisive action

Lidl’s contribution to the Day of the Organic Breakthrough showed how powerfully retail can shape the organic market when clear choices are made. Quirine de Weerd, corporate affairs manager at the chain, openly described how Lidl hesitated for years. The retailer found organic produce too expensive and doubted whether customers actually wanted it. “We didn’t really have a good story,” she said. “We thought organic didn’t fit our customers.” That hesitation faded once Lidl entered into discussions with organic supply chain partners. The retailer realised that organic produce was often perceived as elitist, and that Lidl itself could help break that perception. “We can make luxury accessible to everyone,” De Weerd said. With five million customers a week and 440 stores, Lidl has the scale to do exactly that. Lidl then moved away from caution and took decisive steps. What followed was a fundamental strategic shift. “We decided that organic should not be a niche product, but an important part of the range we offer,” the corporate affairs manager explained. The retailer started replacing produce; for example, organic herbs became part of the range. The chain also introduced price promotions via its app, which brought thousands of customers on board and provided valuable insights into purchasing behaviour. “We noticed that customers return more often when organic produce is presented attractively. Then the penny dropped internally. Organic became an interesting cash generator,” De Weerd shared.
With that realisation, the strategy changed. Lidl set a clear target: by 2026 the retailer aims to double its organic fruit and vegetable turnover compared to 2022. The goal builds on growth that is already visible. During the event, De Weerd shared that the share of organic potatoes on Lidl’s shelves has already risen to 15 percent. The Lidl top executive also highlighted a broader systemic issue: supermarkets still earn more from unhealthy and non-sustainable products. “The incentives are wrong. We compete on volume, not on health or sustainability.” She called for government support that rewards sustainable sales. “If we receive incentives from the government for selling more organic produce, the market will follow rapidly.”
With that message, Lidl stressed that the transition can accelerate when policy and the market move in the same direction.

“Come and exchange ideas with us”

In her contribution to the organic day, Caroline Wolberink, Agro-Nutri coordinator at the Netherlands Authority for Consumers and Markets (ACM), firmly challenged the deep-rooted belief that competition law prevents collaboration. “Companies often think cooperation is not allowed. But when it comes to sustainability, there is room – much more than people think.” She gave practical examples. The ACM approved the structure of Stichting Milieukeur, in which companies are required to include a fee for sustainability costs in potato cultivation. In her view, this decision shows that supply chain agreements are possible when they contribute to a higher sustainability objective. Wolberink invited companies to exchange ideas. “Come along. Exchange ideas with us. We are happy to provide input. When parties share their plans early, we can jointly explore what is possible.” She stressed that the organic sector in particular with its sustainability standards that exceed legal requirements, offers significant scope for agreements on volumes, prices and long-term cooperation.

Opportunity to move forward

The Day of the Organic Breakthrough revealed a sector that is increasingly acting in unison. Agrico BioSelect is building on varieties, volumes and year-round availability. Bioplant is bringing growers together. Jaap Korteweg shows how affordability and certainty can accelerate change. Lidl demonstrates that a retailer can rapidly move organic produce from niche to mainstream. And the ACM shows that collaboration is possible from a legal point of view. Taken together, the chain now feels both urgency and momentum. The tools are ready to use. The intent is clear. And as Harm Edens put it: “We know where we need to go, it’s time to get moving.” ●