There will be a change of guard at Cono Kaasmakers at the end of this month. General manager Wim Betten (62) will retire after 12 years at Cono and almost 8 years as CEO. He is succeeded by Jerry Griep who moves up one place in ranking. Together they join Betten's office - where the moving boxes are already there - for a double interview.
In part 1, we look back with Betten on what he says is an unforgettable time. According to him, it will take some getting used to to let go of 'my baby', but Betten transfers the responsibility in confidence. "Cono's organization is rock solid." Betten says goodbye to the 'market' today with a reception, but it's not quite finished after that. On Saturday, he and Griep will fly to New York for a few days, to properly transfer the American activities of the cheese maker. Moreover, he will continue to be associated with Cono as an advisor for another year and a half. With Betten's departure, Cono loses a classic dairy director; Someone who knows the ins and outs of the cheese dairy or warehouse and who knows all the options for milk valorisation. In addition, you could characterize Betten as a people person and pacesetter.
After 8 years you say goodbye as general manager at Cono, how do you look back on this?
"It was a wonderful time with many highlights. Together with the organization and the members of the cooperative, a lot has been achieved. A highlight was the construction of the new cheese dairy in Middenbeemster, which was opened in 2014 by Queen Maxima. to the American growth market was successful. I am extremely proud that Beemster has been the largest A-brand in the cheese aisle of the Dutch retail for a few years now. Our cheese factory is now completely climate-neutral, something that fits in perfectly with the current times. I am proud of how Cono's organization has developed, it is solid as a rock.With a relatively small team of 200 people, we know how to value the milk of our approximately 400 members above average and also to have an impact that is well above our scope. Although I have tried all these years to look beyond the Polder and think ahead, that is and remains the mission of our cooperative."
They certainly weren't all highlights.
"Of course not. These are turbulent times in the agricultural sector and dairy farming. This calls for leadership and sustainable choices. I also experienced the corona pandemic as challenging. Both in the company with remote working and in the market, which was shaken up considerably "Something goes on with us. As a director, unlike at a much larger club, you can't hide behind anything. Yet there were no major issues. Not even with our customers or competitors, with whom we all get along well. through a door. There are certainly members who asked difficult questions with certain choices, but that's not a bad thing, because they keep you focused."
Is saying goodbye still hard for you?
"Somewhere, but not really. Of course I have to let go of my baby and that will take some getting used to. At the same time I can transfer my activities well to Jerry, with whom I have been working intensively for almost 10 years. For the continuity of Cono it is great that he will now lead. The organization is rock solid and that is why I can let it go." Betten grins and then says with a roaring laugh: "I don't expect scenes in my farewell speech like those of Toine van Peperstraten, when he said goodbye to NOS years ago."
William Betten
Cono was always praised for its high milk price, but in recent months that reputation could not be lived up to. How do you explain this?
“We have indeed increased our payout price in 2022 by less than our competition, but this was a very conscious choice. We are a cheese factory and a brand factory. This combination functions fundamentally differently from the commodity market, which is characterized by high peaks and deep troughs. With our brand strategy we opt for the long term. That is why we have not increased our prices excessively, as this would probably be at the expense of our market share. If we had raised strongly, we would probably now have a tear in our pants. We could also have chosen to keep milk out of the cheese bin and switch to powdered milk. As you know, we have the capacity to process almost two-thirds of our supply into milk powder. Another option was to sell the milk on the spot market. Even then we could have paid the highest milk price in 2022. So we didn't do that at all. We continued to focus on our branded cheese strategy, which enabled us to expand our sales volumes. Cheese has always been our fixed value and we stick to that. The medals are awarded at the end of the competition, so we aim for a milk price that yields the best returns over a longer period. We have communicated this honestly and openly and most of our members understand this."
What does your future look like after next week?
"It will be quieter, but I will remain active. In any case, I will remain connected to Cono as an advisor for another year and a half. I will probably not make a switch to another sector. I started in dairy and want to continue my career in this wonderful sector would also like to end."
Part 2 of the double interview will be published early next week. In it, future general manager Jerry Griep discusses his plans and ambitions in the field of sustainability. We also talk about the rise of plant-based cheese and the expected contraction in Dutch dairy farming.
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