More appreciation – that was what the Rolink family had wished for from their former dairy. A visit to DOC provided the decisive impulse for making the change. 

Mirthe Rolink, 22, dairy farmer in De Lutte, a small town in the Netherlands:  
“Our farm is located close to the German border. Together with my parents Jan and Peggy, and my partner Manuel, I run a business with around 100 red-and-white dairy cows and 60 young animals. In addition to dairy farming, we carry out all field work ourselves, operate a leisure business and manage 70 hectares of forest. About ten years ago, we started talking to farmers who also had land in the ‘Het Lutterzand’ nature reserve. We believe that preserving the landscape and the area should be financially rewarded. At the time, however, there was no dairy willing to support this initiative financially. So the only option we saw to generate additional income was to bring our own cheese to market. Unfortunately, this was not possible with our previous dairy - at least not in a way we could truly stand behind.  

The right step    
During the farmers’ protests in 2019, some colleagues mentioned the dairy DOC. We became curious and visited the plant in Hoogeveen. It quickly became clear to us: this cooperative suits us. DOC really listens. We were particularly impressed by the ‘Tuurlijk!’ milk stream initiative. From this new sustainable milk stream, DOC Kaas produces a wide range of cheeses sold under the Jumbo private label in the Netherlands. We already met almost all of the criteria, which meant we could join immediately. With our previous dairy, value-based remuneration – for example for VLOG milk – was only possible if it benefited the company itself. At DOC, by contrast, collection and bonuses are clearly regulated. My father, in particular, appreciates this reliability. Since 2022, together with five farmers from our region, we have also been marketing cheese under the name ‘Kaas oet Twente’. As my mother, my partner and I also work off the farm, good planning and clear processes are essential. We do not have permanent employees; the family mainly steps in during peak periods. Distances are short, communication is open, and members are at the centre. Even today, as members of DOC, this way of working is possible. We live our business model and are satisfied. When the planned merger of DOC/DMK with Arla was announced, we were initially not very enthusiastic. What ultimately mattered, however, was the open and transparent communication. Every question was taken seriously and the background was clearly explained. This made us realise that, under current market conditions, this step makes sense. Arla shares many cooperative values – and by joining forces, it is possible to remain competitive in a challenging dairy market.
We hope that the cooperative spirit and the short distances will remain in the future. Because that is exactly what makes DOC so special for us – and something we can be proud of.”

When two brothers set up a dairy farm, every decision is far-reaching. For Alexander and Sebastian Peters, DMK offers a system that suits them and is tailored to their farm.    

Alexander Peters, farmer from Stemmen, Lower Saxony:   
“My brother and I wanted to create a farm that is truly future-proof. We both come from agricultural backgrounds, studied agriculture, and made a conscious decision to build a completely new dairy farm – one geared towards sustainable milk production that will still be viable in 30 years’ time.
It was clear to us that we needed partners we could rely on in the long term. With today’s construction costs for modern cow housing, you have to think in decades, not years. That is why we looked very closely at different dairies. In the end, DMK convinced us the most. Feedback came quickly, the field service is competent, reliable and personal. You can really tell that farmers are taken seriously.
Of course, we were also in contact with other dairies. But we realised that many of them only offer a uniform base price. That is not sufficient for a farm like ours. We need a system that genuinely takes performance, quality and sustainable practices into account. DMK offers exactly that – a differentiated value-added system tailored to the farm we are currently building. That was a decisive factor for us, because we have to remain economically viable and want to amortise our high investments over the coming years.
Sustainability is another key issue for us. Our barn already meets the requirements for higher animal welfare standards, including housing system level 3. That was important to us from the outset, because we take sustainable farming, future security and social acceptance seriously. DMK has a good system that not only demands sustainable performance, but also rewards it.
We therefore made a conscious decision in favour of DMK – as a long-term, stable partner that wants to grow with us and offers us development opportunities. For the future, I hope that we can work economically stable while producing sustainably. We want to show that modern dairy farming and responsibility for animals and the environment go hand in hand. Now we have the right partner at our side.”