INTERVIEW: NAMIK KEMAL PARLAK

Building on more than 240 years of milling heritage, Loulis Food Ingredients is transforming a historic Greek family business into a modern European ingredients powerhouse. In this exclusive interview, seventh-generation Chairman Nikos Loulis explains how the group is leveraging its strong position in Greece and the Balkans, expanding into value-added bakery ingredients, and investing in storage, sustainability and digitalization to drive sustainable, export-led growth across Europe and beyond.

Nikos Loulis
Chairman of Loulis Food Ingredients

Loulis Mills is one of the oldest food companies in Greece, with roots that stretch back to a small watermill in Epirus in 1782. Today, that family business has evolved into Loulis Food Ingredients, the largest milling group in Southeast Europe, operating four state-of-the-art sites in Greece and Bulgaria and supplying more than 20 countries. For Nikos Loulis, seventh-generation Chairman of the group, this legacy is not just a point of pride but, as he puts it, “a source of deep responsibility and inspiration.” Over more than 240 years, the company’s values of “quality, reliability, improvement, passion, respect and sustainable growth” have been “tested and forged over centuries” and now underpin a vision focused on delivering innovative, high-quality ingredients that support better nutrition and long-term growth.

In this in-depth interview with Miller Magazine, Nikos Loulis discusses the company’s leading role in Greece’s milling sector, where Loulis alone accounts for around 30% of national flour production, and explains why Greece’s limited grain output makes imports from the Black Sea and beyond indispensable. He reflects on how the Russia–Ukraine war reshaped supply chains and pushed resilience and risk management to the top of the agenda, and he outlines a broad investment program in storage, automation, sustainable energy and digitalization, including Artificial Intelligence. The conversation also explores the group’s strategic expansion into bakery and pastry ingredients through KENFOOD and KAIZEN, rising exports to Europe, the Middle East and sub-Saharan Africa, and the six strategic pillars that will guide Loulis Food Ingredients over the next decade. “Our goal is clear: sustainable and profitable growth,” he says. “We want to be a European leader in food ingredients, known for our quality, ethics, and forward thinking.”

Against this backdrop of deep-rooted heritage and forward-looking ambition, we sat down with Nikos Loulis to discuss the company’s role in the Greek and European milling sectors, its investment priorities, and the future of grain and food ingredients.

FROM 1782 TO AI

Loulis Mills is one of the oldest food companies in Greece, with a history dating back to 1782. How has this long heritage shaped the company’s values and vision today?

Our roots go back over 240 years, and that heritage shapes everything we do. Loulis Mills began as a small watermill in the area of Epirus in northern Greece, and evolved into a modern food ingredients group operating across Greece, Bulgaria and beyond. 

Our longevity is not just a statistic bur rather it is a source of deep responsibility and inspiration. I am the 7th generation of a family-run business that has weathered wars, crises, technological shifts and globalization. Our values of quality, reliability, improvement, passion, respect and sustainable growth are not abstract ideas. They have been tested and forged over centuries. They are embedded in our DNA.

Our vision remains focused on creating value for human nutrition and we aim to serve it by producing top-quality, innovative and responsible food ingredients that support the health, nutrition and growth of our society. It’s a blend of honoring tradition while investing boldly in new technologies and future growth.

Could you tell us more about your production facilities, manufacturing capacity, and main product categories?

We currently operate four state-of-the-art production sites: three in Greece (Sourpi, Keratsini and Thiva) and one in Bulgaria (General Toshevo). Collectively, we are the largest milling group in Southeast Europe with a daily wheat grinding capacity of over 1,500 tons.

Beyond flour, we have significantly expanded our presence in food ingredients through our subsidiary KENFOOD, which specializes in bakery and pastry mixes, improvers, and related products for B2B clients. Our KAIZEN line serves the premium market with high-quality specialty mixes.

How would you describe your company’s role and position in the flour milling sector in Greece and across the Balkan region?

Loulis is the market leader in Greece and a growing regional player in the Balkans. In Greece, our brands are household names, from our professional ranges, such as LOULIS MILLS, KENFOOD or KAIZEN to the consumer brands such as ST GEORGE MILLS. In Bulgaria, we are currently the third mill by size and operate one of the country’s most efficient and technologically advanced mills, running close to 100% capacity.

We strive to be the best in quality, technology, and service. That is why we invest constantly in operational excellence and in our digital transformation, while also remaining agile and close to our customers.

A MATURE BUT FRAGMENTED MILLING LANDSCAPE

Could you give us an overview of the Greek milling industry’s overall size and infrastructure?

Greece’s milling sector is mature but fragmented. There are around 130 flour mills across the country, but only a handful have industrial-scale capacity. Loulis Food Ingredients alone accounts for 30% share of the national production, with an annual output exceeding 300,000 tons.

How has the industry evolved in recent years? Are we seeing consolidation or growth in the sector? What are the main challenges facing local millers today?

The trend is toward consolidation, as smaller mills struggle to compete on cost, efficiency and compliance. Meanwhile, consumers and clients demand more in terms of quality, traceability and sustainability. Energy prices, grain market volatility, and geopolitical uncertainty add further complexity.

Our response has been to invest in sustainable energy, automation, and product innovation. These allow us to remain competitive while reducing our carbon footprint and improving performance.

How would you describe the current state of grain production in Greece? Which are the main cereal crops cultivated, and what are their average annual yields?

Greece produces wheat and durum along with barley, corn, and oats. However, grain production is limited by the country’s topography, climate, and water availability. Annual wheat yields vary, but are generally lower than the European average, making imports a necessity.

How self-sufficient is Greece in wheat production? Could you provide details on Greece’s wheat imports, and which countries are its main trading partners?

Greece produces an average of 1 million tons of durum wheat per year, and exports approximately 550,000 tons of that per year, the balance is processed localy for the past and bread industry. Greece also produces approximately 350,000 of wheat, mainly feed quality, and imports another 1 to 1.2 million tons per year to cover its flour and feed production needs.

So if we exclude durum, Greece is not self-sufficient in wheat—domestic production covers about 10-20% of the milling industry’s needs. The remainder is imported, primarily from countries in the Black Sea region, such as Bulgaria, Ukraine, and Romania. Russia was a main source before the war, but with current tariffs it is out of the market. We also import from France and occasionally from North America.

A WAKE-UP CALL FOR GREEK MILLERS

Given Greece’s reliance on wheat imports, particularly from the Black Sea region, what are the key consequences of the Russia-Ukraine war for the Greek grain and milling sectors?

The war significantly disrupted supply chains and created intense price volatility in 2022 and 2023. It also highlighted the strategic vulnerability of depending on a few export corridors. We had to act quickly and decisively to secure alternative supply lines and protect our clients.

Currently we do not import Russian wheat as there is a 95 euro tariff which makes it uncompetitive. Since then, we have emphasized supply chain resilience as a core strategic pillar, diversifying sourcing and investing in risk management tools. It has been a wake-up call for the entire European food system.

GROWING EXPORTS ACROSS EUROPE AND THE MIDDLE EAST

Loulis has seen significant expansion in recent years. Are there any upcoming projects or expansions that you’re particularly excited about? Do you have plans to further extend your footprint across broader Europe?

Absolutely. We are currently undertaking a €4 million investment plan in our ingredients plant, aiming to modernize production, improve working conditions, and increase capacity. The facility is expanding into new product lines and cleaner production environments.

We are also steadily expanding our wheat storage capacity. Currently we are investing in adding another 45,000 tons of wheat storage capacity.

As we are increasingly active across domestic and exports markets we believe in laying the foundations for future growth by building long-term relationships and maintaining top quality across borders.

In terms of exports, which countries or regions are the main destinations for your products, and how important is international trade to your overall strategy?

Our products reach over 20 countries, with key markets including Romania, Cyprus, Bulgaria, Albania, and more recently, the Middle East and Western Europe. Exports are growing steadily and now account for approximately 15% of our turnover.

Over the last years we have also significantly expanded our ingredients exports to sub-Saharan African countries. We believe a lot in Africa’s potential and we are committed to growing this markets as well.

International trade is critical to our long-term strategy. It allows us to scale, gain insights from new markets, and ensure business resilience.

SIX STRATEGIC PILLARS FOR THE NEXT DECADE

Loulis Food Ingredients has diversified into baking mixes, pastry improvers, and other food ingredients alongside its core flour products. What drove this strategic expansion? What are the main factors shaping flour consumption and demand in Greece today?

We saw the need to evolve with our customers. Bakers today want more than just flour, they want ready-to-use, high-performance solutions. That’s why we expanded into baking ingredients through KENFOOD and KAIZEN.

At the same time, the Greek market has changed. Artisan bakeries, premium and health-oriented products are rising. Consumers care about nutrition, provenance, and quality. Our response is to support our clients with tailored ingredients, technical training, and consistent quality.

Last but not least, the growth of the industrial sector has created a need for tailor made improvers to tackle specific productions challenges. Hence our ingredients business unit provides solutions to these customers. Ingredients and flour cover the same needs to the same customers, and this is why we build on this.

Looking ahead, what are your top strategic priorities for the next decade?

We are focused on six strategic pillars:

• Product excellence through continuous investment in R&D and in quality.
• Operational excellence through investments in automations, efficiency and safety.
• New technologies by investing in Artificial Intelligence, digital tools and innovation.
• Sales growth, as we believe growth is the only way to success
• Empowering our people as in the end it is not machinery, but people who win
• And fueling future growth as we need to lay out today the foundations for a sustainable and successful future

Our goal is clear: sustainable and profitable growth. We want to be a European leader in food ingredients, known for our quality, ethics, and forward thinking. And we will get there with a committed and talented team and with one good decision at a time.