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Industry news about Royal Paardekooper

2025-08-22

The Royal Paardekooper Group (KPG) has applied for suspension of payments at the courts in Rotterdam and Amsterdam, a decision that comes as the packaging supplier can no longer meet its financial obligations. The court has appointed Mr. L.Th.A. Boender and Mr. R. le Grand as administrators. Together with the company's management, they will now explore what options are still possible for the future.

Over the past months, shareholders and management have worked hard to keep Paardekooper financially healthy and future-proof. Every effort was made to arrange refinancing and secure enough capital to continue operations, with KPG at one point being close to a solution, only for it to fall through at the end, with the financial pressure becoming so heavy that the company had no choice but to request suspension of payments.
The Royal Paardekooper Group was founded in 1919 as a family business, and now provides packaging to companies across many different sectors, including horticulture. Today, the company is active in more than 75 countries worldwide.

It is currently at a critical juncture. 
Reason:
Rapid expansion and intense mergers
With a debt burden of approximately 130 million euros
Environmental regulations' pressure
Significant losses in key markets (such as Russia)

Current situation
The company can only continue to sell and cannot make new purchases anymore.
Several drivers and managers are working together to find solutions/ways out.

Financial aspect:
Revenue: 400 million euros
Debt: 130 million euros
Annual interest expense: 12 million euros
Operating profit: 3% (12 million euros)
➝ Everything depends on interest income
→ There is no room for repayment. 

What kind of scene would a re-planning process present?
1. Increase in debt - achieved through debt restructuring or debt forgiveness.
2. Attraction of new investors - capital injection for the nuclear business.
3. Ship body sinking - detached or damaged components.
4. Operational optimization - cost reduction, profit increase.
5. If operating from a new commercial company (BV) - then it is necessary to properly store health-related goods and handle waste properly. 

Conclusion
The future of Padcopor Company does not depend on its history or size, but on whether banks, suppliers and investors are willing to participate and promote its development. Without strong rectification measures and new financing support, survival will become extremely difficult.
What do you think: Will this enterprise start over and develop again, or will it come to an end in this 100-year history of the packaging industry?

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