Royal FloraHolland: Global Leader in Floral Trade

About Evert van Helvoort

Since 1 January 2024, Evert van Helvoort has chaired the Supervisory Board at Royal FloraHolland. A third-generation chrysanthemum grower and co-owner of Van Helvoort Company, he brings deep industry expertise and leadership. Under his guidance, the company has become a leading Santini chrysanthemum producer, delivering over 125 million stems annually.

Evert joined Royal FloraHolland in an Advisory Board role in 2010, advancing to the Supervisory Board in 2020. At the age of 35 he was appointed as chairman of this € 5.3 billion organisation. He’s known for approachable yet decisive leadership, balancing flower and plant trade tradition with innovation.

Committed to a sustainable, future-proof floriculture sector, he champions transparency, inclusivity, growth and innovation. 

How has Royal FloraHolland evolved to remain globally relevant? 

Founded over 115 years ago, Royal FloraHolland was built on the power of growers uniting to achieve the best possible price. Today, we're transforming from a traditional auction system to the Royal FloraHolland platform, which is dual-structured, consisting of Floriday for all digital transactions, logistics settlements and financial settlements, as well as a physical logistics platform optimised for handling clock and direct trade. Our digital platform Floriday that now processes almost half of our turnover, aiming for two-thirds by year-end. This evolution is not just technological; it's a mindset shift towards greater collaboration and resilience.

How do you balance the needs of such a diverse membership?

Our 3,200 members range from small family-owned businesses to major international players. We've introduced a differentiated membership model based on size and platform usage to create a fair and transparent structure. This ensures inclusivity, balancing the needs of our diverse members and aligning fees and services with their business reality.

Governance is critical. What leadership challenges did you face?

In 2018, we transitioned from a General Members Meeting to a Member Council, shifting from capital-weighted voting to 'one member, one vote'. This democratisation reduced individual influence but strengthened collective responsibility. My role as Chairman is to ensure decisions reflect our cooperative spirit while steering us toward a sustainable, future-focused path.

What leadership qualities are essential to navigate these transformations?

Balancing tradition and innovation is the key. Many of our leaders come from family businesses, which brings deep sector knowledge but can also resist change. We're embedding digital transformation, AI and sustainability across the organisation, not as separate projects, but as core values. It's about courage, collaboration and vision.

Talent is crucial. How is Royal FloraHolland preparing its people for the future?

We're proud that internal promotions now fill key roles. Focus groups, skill development and longer contracts for our logistics staff are part of our strategy. Importantly, AI and digital tools are becoming everyday essentials, from HR to logistics to finance, ensuring everyone is ready for the challenges ahead.

Is the cooperative model still future-proof?

Absolutely. The cooperative model aligns strategy, operations and values in a way no other model can. It ensures shared responsibility and mutual benefit. In the Dutch context, where collaboration, sustainability and inclusivity are paramount, the cooperative structure remains the best framework for long-term success.

If you could leave one message for global leaders, what would it be?

Leadership today requires humility, courage and vision. Royal FloraHolland proves that by working together - across cultures, technologies and generations - we can build a future that's profitable and sustainable. The challenge is great, but so is the opportunity.

As a sustainability leader, the cooperative is targeting 100% certification by its members and growers by 2026 and is transitioning rapidly to renewable energy. With its mix of digital transformation, AI integration and cooperative governance, Royal FloraHolland is not just a marketplace; it’s a global innovation hub and logistical powerhouse in the global flower and plant trade.

Legend:

• Handles over 100,000 transactions daily - involving more than 24,000 species of flowers and plants, managed efficiently every day.
• Developed Floriday - a digital platform that connects growers and buyers from around the world.
• Achieved a turnover of €5.3 billion in 2024 - trading over 12 billion flowers and plants.
• The largest international floriculture marketplace - covering a total area of approximately 4.5 million m², designed to support both RFH and its customers’ needs, including additional 0.8 million m² of built-up space owned by customers on the RFH premises.