Farmers who have been members for a long time will undoubtedly remember his father, known in arable farming circles in the Netherlands for his leadership role in the arable farming actions of the late 1980s and early 1990s. Leo and his brother Pieter, who is mainly responsible for the company’s administration, took over the family business from him.
Biggest Challenges
Seed potatoes are the most important crop for the Vogels, alongside sugar beets, wheat, onions, and some table potatoes. The biggest challenges they face? “Weather extremes and regulations,” summarises Leo. “Think of water management in relation to periods of drought and heavy rainfall, the reduction of crop protection products, and the need to grow cover crops to prevent nitrate leaching.”
Increasingly complex
At the same time, Leo sees: “Challenges also bring opportunities. Lower yields often come with price increases. I just wonder: how long can we keep going like this? The more we switch to organic control, the more complex it becomes. Virus and weed control will be the biggest challenge of the future.”
The role of Cosun
According to Leo, Cosun’s role in all this is clear: “Providing a good beet price. Then we, as farmers, can invest more in new techniques. Of course, their support in knowledge is also important, but one way or another, we still have to make the investments. Without a good beet price, that won’t work.”
Looking at the other side
Leo realises that farmers depend on the results that Cosun achieves with all its organisational units. “It was one of the reasons why I once joined Cosun’s Youth Council. To also look at that side of the organisation and discover how you can contribute or make a difference there. At the same time, it seemed like a great opportunity to broaden my world and knowledge.”
We have to do it together
After years in the youth and members’ council, Leo is now chairman of the Friesland/Groningen district. “You are then, as it were, the point of contact for the members’ council, other district chairmen, and the board of directors. If something comes up, I, for example, take stock of how other districts view it or what the district board thinks. At the same time, I also find the role of district chairman a bit of a paper tiger. I’m all for ‘we have to do it together’, so if someone else is better versed in the matter, they can take the lead as far as I’m concerned.”
Therefore growth
Over the past year, there has been much discussion in the district about the new strategy Unlock 30. “My main point was that the farmer’s earnings model should not be forgotten. In that context, the growth of the organisation is very important. It is necessary for a future-proof company. If you are bigger, you have more say in the chain, you can be decisive and absorb rising costs.”
Critical discussions
“In the district meetings, we have had critical discussions among ourselves and with the directors about that growth. What do we think about investing in countries outside Europe? Do you leave the world market behind? Or do you simply have no chance of success if you look at world market products purely with European standards? These have been interesting and good conversations.”
A beautiful crop
Leo agrees with the chosen strategy. “This way, we can achieve a higher payout price for farmers, so that they can also continue to invest in a future-proof company. Beets should be part of that. It is a beautiful crop in a crop rotation. Of course, it has its fluctuations, it always has, but the average balance must be good. And that is now under pressure.”
Responsible, future-proof
Challenges will always be there and remain, Leo also relativises. “Our ancestors also overcame great challenges, perhaps even greater than these. Thanks to my parents, who focused on growth, we now have sufficient scale to handle challenges. It is now our ambition, that of my brother Pieter and me, to continue that growth and run a future-proof company in a responsible manner.”
5th generation
This now requires a different role from Leo compared to his predecessors. “Due to the scale, you are more of a manager of your farm than sitting on the tractor yourself. You have to like that. I enjoy it.” Whether his children, as the possible 5th generation of the company, will also enjoy it? “It’s far too early to say. Our three daughters Geerte, Griet-Anne, and Guusje Emilie are only 9, 7, and 5. But I can wholeheartedly recommend it to them.”
