HOW AND WHY DID YOU GET INTO THE FRESH PRODUCE INDUSTRY?

I was born into a family of entrepreneurs; my father was a typically Dutch bulb grower, trading internationally, and this gave me a feel early on for relating developmental aid and business in horticulture.

HOW DID YOU GET INVOLVED WITH PIONEERING FAIRTRADE?

I suppose I am considered to be the founding father of Fairtrade. In 1988 I initiated the launch of the Max Havelaar label for Fairtrade coffee in the Netherlands. This was the first national initiative in Fairtrade labelling and formed the basis for the Federation of Labelling Organisation (FLO) for the world-wide network of national Fairtrade initiatives.

Max Havelaar was an important breakthrough because Fairtrade products were now not only available in the third world shops but also in regular supermarkets, which made a larger market share feasible.

Then in 1996, I initiated the establishment of AgroFair - the first Fairtrade fruit company in Europe. It has grown into a multinational marketer of Fairtrade tropical fruit with the brands Oké and Eko Oké for organics. AgroFair now has a turnover of more than E60 million and operates in more than seven European countries.

ARE YOU PLEASED WITH THE PROGRESS THAT HAS BEEN MADE IN FAIRTRADE? IS THE MARKET GROWING FAST ENOUGH?

In some ways, I am disappointed about the results we have seen up to now. I had expected that a market share for Fairtrade of between seven and 15 per cent would be feasible. If you look back to when Fairtrade started in the 1980s, market research does indeed support this expectation but in reality consumer behaviour contradicts it.

In most of the European countries, Fairtrade is still a niche market with market shares up to three to five per cent. Consumers tend to be loyal to the more common brands. As civilians they support sustainability but as consumers they prefer cheap products.

However, I still maintain that the Fairtrade market has great potential. More recently, a new dynamic has arisen. In a few European countries, the original market share of three per cent has increased - up to a 47 per cent market share for Fairtrade bananas in Switzerland.

HOW CAN FAIRTRADE ACHIEVE GREATER MARKET PENETRATION?

The success of Fairtrade is mainly dependent on the support of the retailers and brands. Solidaridad has learned its lessons; consumers themselves only marginally affect the market. It is mainly brands and supermarkets that can influence consumer behaviour. Where shops do not see Fairtrade as a service product but as a strategic product, growth rates are impressive.

I have high expectations for the future if the Fairtrade movement rejects the ‘no logo’ dogmatism of the anti-globalists and starts branding justice in using the added value of logos and brands.

DO YOU THINK THERE IS POTENTIAL TO GROW FAIRTRADE SALES OF FRESH PRODUCE MUCH MORE SIGNIFICANTLY IN EUROPE? WHICH COUNTRIES IN PARTICULAR?

I believe we are now on the eve of rapid growth in Fairtrade fruit. Under the banana protocol, the European Union had frustrating legislation for Fairtrade in bananas for a long time, but it has now lifted the restrictions.

AgroFair has invested in the availability of Fairtrade produce through the development of production chains in several African and Latin American countries. On the consumer side I assume that the growth will mainly take place in the Scandinavian countries, Italy, France and the UK.

WHAT ABOUT FURTHER AFIELD?

Outside Europe, I anticipate the possibility of significant growth in demand in the US. At this moment, there is a huge revival of the attention for Fairtrade products in the US. More and more players will be entering the Fairtrade market. AgroFair was the first mover and now there is a much higher degree of competition. That keeps our producer-owned company sharp. Moreover, it was our mission to generate a stronger following for our sustainability concept through mainstream market players.

HOW CAN YOU MAKE PEOPLE CARE ENOUGH TO LOOK BEYOND THE PRICE TICKET?

I strongly underline the importance of communication with the consumer on the basis of product quality and product perception. Solidaridad has had positive experiences in this respect with Kuyichi - the first Fairtrade-branded jeans label I started in 2001. Kuyichi has been branded on fashion. It is a brand of high-fashion jeans made of organic cotton that also guarantees a living wage for the employees.

Fairtrade has to be a shadow label, where sustainability is the second message. First and foremost you have to sell products on quality and branding because that is what will appeal to most consumers.

AgroFair is not only a top performer in Fairtrade but also pays attention to efficiency and cost reductions. We have to strengthen our competitiveness to be able to offer the sharpest prices possible. A price difference is only justified when it is related to the absorption of social and environmental costs at the producer level.

FAIRTRADE BANANAS HAVE MADE A PARTICULARLY BIG IMPACT SO FAR. DO YOU EXPECT THE REST OF THE FRUIT BASKET TO FOLLOW SUIT?

I would say citrus has the best potential at the moment and will become the second most important Fairtrade line after bananas. In addition, pineapple is showing important potential and there is a wide range of exotics - mango, lychee and avocado - which are looking positive as well.

WHAT ABOUT VEGETABLES, ARE WE LIKELY TO SEE FAIRTRADE VEG ANYTIME SOON?

We’re only at the beginning of the development of Fairtrade vegetables. The fact is it is mainly the African countries which can play a role as veg suppliers. Flowers is another up and coming category. We’d love to start up a combination of fruit and vegetables. The first production chains are being set up, offering small farmers access to the market.

DO YOU TRULY BELIEVE FAIRTRADE CAN GIVE PRODUCERS A BETTER WAY OF LIFE?

Absolutely. However, I am aware of the importance of volume and the economy of scale of our operations. Social effects will remain limited as long as farmers are not able to sell a substantial part of their products under Fairtrade conditions. In some cases, farmers can only sell 30-35 per cent of their products under the Fairtrade price premiums.

The lack of scale is actually a vulnerable aspect of Fairtrade. Higher market acceptance can change this. I have very high expectations based on the fact that Fairtrade has challenged mainstream companies towards social responsibility for their products. And Corporate Social Responsibility is key to the future of our industry as a whole.

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