for Dutch Horti Sector & Structural transformation improvement China

highlights on basics for structural transformation to a modern Horticulture Industry in China

To perfectly design the Chinese New Horticulture Industry, the following key projects and
most important points of attention  are required. They must meet the high requirements without any exception. DGOG's involvement and cooperation partners made this priority.
  • optimal operational settings and conditions; logic steering climate and crop

  • skill and training of workers and management working with a correct functioning production machine-glasshouse, so they can adapt and forward their experience and knowledge. Also shorten the learn curve

  • energy saving and control; sustainable operating

  • understandable and proven cycles in operational costs and procurement

  • availability of produce in time at best prices and to meet take-off agreements

  • operational lifespan of 25-30 years

  • enough project developments

We assume to design a greenhouse with the right technical interpretation, with the right budget and correct operation. If a greenhouse design is not respected fully during construction; let say for example 10% is built differently in a technical sense in one way or another, this can be at the expense of 20% to 60% of the production capacity that should normally be able to come out from a good technical greenhouse. High risks are involved for investors and must be minimized as much as possible. So the investor need to be sure the greenhouse is built as the design requires. He need a good design office, functionality office, experience construction team and independant governance on his site.


'building the optimal and optimized production machine'

#1.Correct built production machines/glasshouses/ greenhouses for:

  • The traditional hierarchical corporate structure in China cannot function properly within the requirements for effective and successful operational processes in production greenhouses

  • very unnatural situation for decision making in greenhouse operations is actuall. A grower is in charge of operational management, labor management, operational procurement and cultivation and must be in the lead. If this is not respected it will cost the new company lot of money anytime. So higher management must do everything as wished by a grower to have the best results possible.

In The Netherlands the grower is often the owner of the greenhouse not just an employee, and should earn back his investment (loan)

#3.What about the traditional hierarchical corporate structure in China for Modern Horticulture operations

  • Dutch horticultural Industry localization in China, preferably clustered. To lower costs, to increase capacity for local market and to have an new and better export position

  • Long term good and respectful position for JV structures is the requirement and commitment to the Dutch

Start together, grow together, profit together.

#5.Localization in China is the future for the Dutch, together remain the biggest.

  • Horti Centers are a first stage of a well-considered investment to bind existing networks from both the Netherlands and China in order to offer the subsequent follow-up investments more security. Transformation of the horticultural sector is a major task in China that will demand and take a lot of attention and commitment in the coming decades 

  • the impact and services a Horti Center fulfills can be measured by developments in horticulture in relevant regions. Developments and renewal of horticulture in China will become more structured through all services and knowledge that is shared and expanded. China self will indirectly have to realize its capacity expansion on the basis of cooperation with the Dutch horticulture industry and knowledge institutions. DGOG will contribute to that

  • Horti Centers have all disciplines together to shape the new standard for horticulture in China. They are the future. This standard in combination with capacity increase in all areas offers the prospect of a major roll-out of The Horti Center Model. Strive for Horti Centers having a common mission and uniform working method. That is the future of a network of Horti Centers. In the Netherlands the World Horti Center has been developed as the last part of the chain, in China a Horti Center is the first part in the new chain and can be set up properly based on existing experience. It's presenting industry in the Netherlands and for China in beneficial contradiction helping and creating industry to finally promote the presence of Dutch-Chinese industry.

  • if functionalities within the Center have been created specifically for the Chinese market and provide for an easy combination with existing facilities, it is possible to switch quickly for numerous disciplines such as; practical lessons, training, structural education, research and science, innovation and development of horticulture in general

in China the Horti Center challenge can be called special and has more then one extra dimensions

#2.Dutch-Chinese  functionalities and cooperatives in Horti Centers have a lot of benefits for structural change.

Really an added value

  • Contributing regulation by government and it's institutes on food safety, residu levels, tracebility and origin of produce can help transformation to new horticultural industry on Dutch level.

  • investing on one side for modern horticulture can use on the other side regulations on outdated farming.

  • More requirements for selling produce to consumers can safeguard quality, food safety and tracebility.

  • Meet uniform clear standards and norms on selling products to consumers can benefit transformation positive.

Some help in restructuring of current horticulture farming will benefit in balance the new modern way of horticultural farming and boost investments

#4.Contributing regulation

Dutch Greenhouse Operation Group B.V.  


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