Between Boulevard Mettewie and Place Docteur Schweitzer, Didden moved a few years ago to this location in the heart of the city, yet just a stone's throw from the ring road. The 8,000 m² of the former Takeda warehouse not only provide the company with a comfortable space to produce its sauces and condiments in Molenbeek, but also allow it to reaffirm its roots in Brussels. We meet with CEO Michèle Didden, who heads this family business that is over a century old.
A family business passes on its values from generation to generation: what are yours?
With 35 to 45 employees depending on the season, the company itself is one big family guided by respect, sincerity, trust, and authenticity. Most of our employees have been with us for over 10 years, such as my sales assistant, our operator, our production manager, logistics manager, and warehouse manager. This loyalty, which is rare today, touches me deeply and is living proof that these values remain firmly rooted. Beyond that, there is inspiration. We have remained faithful to the philosophy of my great-grandfather and grandfather, which consists of transforming traditional recipes into unique and innovative experiences. Our slogan, “the good moments in life,” reflects a desire to share and emulate around the table. Finally, there is expertise. If we are still here, it is because we have been able to perpetuate a legacy. Transmis de génération en génération, l’esprit d’excellence fait vraiment partie de notre identité.
How can we survive when tastes and consumer habits are constantly changing?
We still use a series of iconic recipes that have stood the test of time, such as Pickels and Grand-Mère mayonnaise, created by my grandfather for Expo 58. His traditional method of emulsifying with a mixer has remained unchanged. But we remain attentive to market trends. That's how my father created our range of confits in the 1990s. Today, we make original dressings, such as the one with toasted sesame oil and a blend of seven spices. The requests of our customers and partners are also a source of inspiration. For example, we transposed the Pickels du “Comme chez soi” for Delhaize, and created the Kermesse sauce, born from a collaboration between Pierre Wynants and Patrick Decorte, a figure in the Brussels fairground world.
Throughout its history, what major challenges has Didden had to overcome?
It was founded in 1925 by my great-grandfather Jean-François and his two sons, François and Théodore. The former passed away in 1939 and my grandfather François died just one year later, on the first day of World War II. It was difficult for my great-uncle, who was left alone at the helm until my father joined him. There was also the dioxin crisis in 1999. More recently, the rise in raw material and energy costs following the war in Ukraine was a real challenge. But that's behind us now.
“Despite the excessive tax burden on businesses, we decided to stay in Brussels, and to this day, we don't regret it.”
You weren't destined to take over the business before it became a passion. What motivates you on a daily basis?
Every day is different and brings its own set of challenges, but also exciting opportunities and potential to be seized. I love following trends and thinking about new products. And I'm not alone. My son Pierre joined the company in 2019 and my daughter Laurence joined us 15 months ago. They complement each other very well in terms of their interests and skills. With a focus on numbers and efficiency, Pierre is responsible for finance, production planning, and the digitization of processes and sales support. Laurence is involved in sales relations and marketing. It really gives me a boost. Being a family business allows us to look to the future, even when the present is complicated. This is important to me, but also to all our staff, who see family continuity as a guarantee of stability and security.
When you moved a few years ago, you chose to stay in Brussels...
Honestly, Nivelles was also an option. We even purchased a building there, which we resold when it became clear that it would not meet our technical requirements, but also because we realized what we would lose by leaving Brussels. In particular, the members of our staff, whom we are very fond of. And then this new, very large building makes our daily lives easier. Despite the excessive tax burden on businesses, we decided to stay, and to date, we have no regrets.
Does the “made in Brussels” label matter?
We generate 15% of our revenue from exports, mainly to the Benelux countries and a few other European markets. I would say that, apart from a few countries, such as Japan perhaps, “made in Belgium” resonates more than “made in Brussels.” And in that respect, we are proud of our roots!
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