MPS grower Rob van Haaster has partnered with several growers and other players* operating in the bulb-growing industry to develop a new, sustainable cultivation system for growing disease-free hyacinth bulbs. The partners’ main purpose is to reduce crop cycles, as the current long cycles increase the risk of disease and pests. As Van Haaster, owner of Van Haaster Vijfhuizen, which operates 35 hectares of land used for hyacinth cultivation, explains: ‘This project gives Dutch hyacinth growers the opportunity to introduce more sustainable practices. Even if you’re not making the world a “greener” place for yourself, then at least you’re doing it for future generations.’
The growing market demand for healthy, residue-free bulbs and flowers has coincided with stricter regulations for the use of crop protection agents (which has reduced the number of authorised products). Since the current 3- to 4-year crop cycles increase the risk of disease and pests, growers use a large number of chemical agents. Making hyacinth cultivation more sustainable will require a radical change in cultivation practices.
The Vitale Teelt Hyacint (‘Vital Hyacinth Cultivation’) project is a POP3 project that receives 70 per cent of its funding from the South Holland Provincial Authority, using European Union subsidies. The remaining support is provided by plantation insurance company Stichting Hagelunie and the partners involved.
Clean parent material
Van Haaster: ‘The methods we currently use to grow bulbs have become virtually unsustainable. If the industry is to survive, we’ll need to start and finish the production process with clean and low-residue bulbs. That way, we won’t need as many chemical agents, which is better for the environment. This project allows us to learn from each other and implement changes more quickly.’ Van Haaster keeps a record of his use of crop protection agents and fertilisers and his energy and water usage level for MPS-ABC, as well as being MPS-GAP-certified.
In the current bulb cultivation systems, any diseases and pests are simply transmitted to the next generation of plants, as part of the harvest is used to grow the next set of crops. In other words, the bulbs are grown in cycles. The new method involves the use of clean base material, which is grown under accelerated conditions in a greenhouse: a protected and optimum environment. This material is then developed outdoors for one year into commercially marketable bulbs.
Reducing cultivation time by half
Developing a new cultivation system obviously requires specialised expertise. Van Haaster: ‘We’re currently conducting a series of trials using the new practices. The system needs to be economically viable, greenhouse conditions need to be right, and bulb production needs to meet a certain standard. It has traditionally been common in the industry to grow bulbs in open fields rather than in greenhouses, so that’s one major change right there.’ The transition to the new system is expected to reduce cultivation time by half, which in turn reduces the number of harvests, as well as processing and storage, so there’s less risk of bulbs developing diseases and pests.
This could potentially also lead to a reduction in the use of crop protection agents, which means less of an impact on the soil. Finally, the shorter cultivation time also means we save money on water and fertilizer. ‘Although it would be unrealistic to expect this new cultivation method to be adopted across the board within five years, we are seeing a shift in people’s mindset. More growers seem to be open to innovation, as almost everyone recognises the impending threat. Sitting back and waiting for someone else to step in with a solution is not an option – we need to share our knowledge in order to help everyone move forward.’
* The partners are Markglory, P.C. van Saase & Zn., K. van Haaster & Zn., Van Haaster Vijfhuizen B.V., Apeldoorn Bloembollen VOF., Th. A. Pennings en Zn. VOF., Bulb Quality Support B.V., Iribov B.V., Alb. Groot B.V., the Royal General Bulb Growers’ Association (KAVB) and Wageningen University & Research.
Watch the video below (in Dutch) to learn more about the project.
Over 30 years ago, my journey at MPS began after I saw an advertisement in the newspaper. After the birth of my daughter, I was looking to return to work and joined the data entry department. At the time, all data was still entered manually from paper forms. Since then, I have seen the organisation grow and change, and I have grown along with it.Today, I work in the Service & Support department. No two days are the same: one day I help a customer with questions about record-keeping, the next I help them understand requirements from the auction or the UO. It is precisely this variety and the personal contact with customers that make my work interesting every day.
In 2008, I joined MPS through a recruitment agency as a secretary. I then held various positions within MPS and MPS-ECAS, including roles in the Service & Support team and as a planner. In 2018, I left the organisation for a while, but in 2023 I returned to MPS-ECAS as a back-office employee. The people are simply too much fun and the world of ornamental horticulture is so innovative that it kept drawing me back. Shortly afterwards, I started working at MPS as Coordinator Netherlands.
During the final year of my Environmental Sciences degree, I joined MPS for an internship. The internship worked out so well for both sides that I was able to stay afterwards. It felt like a natural next step, because I immediately felt at home here and was given the opportunity to continue developing myself.My work is very varied. I work on different projects and products, carry out research and analyses and contribute to practical solutions. I also manage various systems, support customers with complex technical questions and work with external parties. It is precisely this combination that makes my work interesting and ensures that no two weeks are the same.
I first joined MPS through a friend who worked in MPS’s student team. I continued working here while studying Commercial Economics, and at the end of my studies, in 2004, MPS asked if I wanted to join the organisation permanently. It seemed like a great opportunity, and more than twenty years later, I am still here.No two days are the same, and that is exactly what makes my work so enjoyable. A large part of my week consists of project meetings and translating needs from within the organisation into practical solutions. Thursday afternoon is a regular fixture, which I set aside with a colleague to make MPS 1% better every week. For example, we experiment with AI, build prototypes, improve processes or develop new ideas. The goal is always to work smarter and create more value for colleagues, customers and the organisation.