Building a Legacy
How Hansie Viljoen became South Africa’s Grain Producer of the Year
When Grain SA announced Hansie Viljoen as the 2025 Grain SA/Syngenta Grain Producer of the Year, few in the agricultural sector were surprised. The award recognises far more than exceptional yields. It honours producers who are innovative, sustainable, diversified, financially disciplined and leaders within their farming communities.
Hansie embodies all these qualities. Together with his wife Wilmarie and their sons Kobus, Dihan and Henrikus, Hansie runs Viljoen Boerdery near Leeudoringstad in South Africa’s North West Province.
What has developed into one of the country’s most respected farming operations today is the result of generations of hard work, a willingness to embrace change and technology, and an unwavering commitment to family values.
Their story is not merely one of agricultural success. It is a story of adaptation, diversification, teamwork and the pursuit of continuous improvement.
A Family Farming Legacy
The roots of the Viljoen farming operation stretch back several generations. Hansie’s grandfather was a schoolteacher, while his grandmother inherited farmland that became the foundation of the family enterprise. After his grandfather passed away at a young age, Hansie’s parents continued building the business together, farming successfully for more than six decades.
Hansie joined the operation in 1985 and spent the next 35 years farming alongside his mother. During this period, the family expanded beyond mere agriculture, purchasing mills, feed businesses and soybean-processing facilities in town. These ventures created additional revenue streams and established the family’s presence throughout the agricultural value chain.
After his mother’s passing, the next generation stepped into active farming roles. Today, Viljoen Boerdery still is a true family business. Hansie’s sons each play crucial roles in the operation. Henrikus manages the centre pivot irrigation operations, and he works alongside Dihan on the dryland grain enterprise. During planting season, Dihan typically works during the day while Henrikus plants through the night and oversees spraying operations. Kobus works with Hansie’s father in the family’s milling and feed businesses. Dihan also manages the cattle enterprise while Henrikus manages the game farm close to Botswana, where the family are breeding herds for eland and oryx.
Although responsibilities are clearly divided, decision-making remains a collaborative process. According to Hansie, one of the best things that has ever happened to the business was seeing his sons become actively involved in the farming operation.
A Diverse Farming Business
Diversification lies at the heart of Viljoen Boerdery’s success. The business produces maize, soybeans and potatoes while also maintaining a significant cattle operation and feedlot. This diversity provides resilience against fluctuating markets, weather events and production risks.
Today, approximately 70% of the grain enterprise consists of maize and 30% soybeans, while potatoes are grown under irrigation. The family is currently in its third year of potato production, supplying both the fresh market and the processing industry. Soybeans have become an increasingly important part of the rotation system. Hansie notes that over the past five years, fields with soybeans as a previous crop consistently produce roughly one tonne more maize per hectare in the following season.
The cattle enterprise provides another important layer of security. Hansie describes their cattle as the farm’s “bank.” When grain markets become difficult or cash flow is under pressure, livestock provides flexibility and liquidity. The integration of livestock and cropping enterprises also creates valuable synergies. For four to five months each year, cattle graze maize residues after harvest. This allows the farm to carry significantly more livestock while making effective use of crop residues.
The family also breeds its own bulls, focusing on Simmentaler, Charolais and Droughtmaster. Their objective is to improve feedlot performance and maximise weight gain. As Dihan points out: “Even an additional 100 grams of daily gain can significantly increase profitability over a feeding cycle.”
Learning Through Change
Like many successful farmers, Hansie’s greatest breakthroughs often came from challenging conventional thinking. When he first entered farming, the operation focused on maize, groundnuts and a dairy enterprise of around 200 cows. Groundnuts also served as a valuable feed source for the dairy herd.
However, years of wind erosion and soil degradation forced the family to reconsider their production system. The North West Province is notorious for strong winds, and conventional ploughing practices left soils vulnerable. Plough pans developed beneath the surface, restricting root growth and limiting access to deeper moisture reserves.
For years, the family unknowingly farmed only the top 30 centimetres of soil despite having accessible water reserves a meter below the surface. Everything changed when they introduced ripping practices. By breaking through compacted layers, crop roots could penetrate deeper into the soil profile and access previously unavailable moisture. During dry periods, crops became significantly more resilient. Hansie credits a ripper and an Aco tractor (South African tractor brand) as the tools that transformed their farming system.
The shift away from conventional tillage also dramatically reduced wind erosion. Fields retained more residue cover, protecting valuable topsoil and improving long-term soil health.
This experience reinforced one of Hansie’s strongest beliefs: farmers have to remain open to new technology and production methods. “You don’t have to be the first person to try something,” he says. “But you also can’t afford to be left behind.” He encourages farmers to learn from one another, visit neighbours, ask questions and build networks of trusted advisors. Whether seeking advice on irrigation, crop production or a new enterprise, Hansie believes successful farmers are those willing to learn from others.
Farming as a Business
While agriculture remains central to the family’s identity, Hansie believes one of the most important factors behind their success has been treating farming as a business.
Two influential mentors helped shape this philosophy. Neither Brand Pretorius nor John Trollip came from farming backgrounds, yet both taught Hansie to view agriculture through a broader business lens. Their guidance helped him understand that long-term success does not only depend on production, but also on management, strategy and disciplined decision-making.
This thinking is evident throughout the Viljoen operation. The family’s milling and feed businesses work independently from the farming enterprise, yet both support each other strategically. The mill purchases grain at competitive prices and creates additional marketing opportunities, while the farming business remains focused on production efficiency.
Every major investment is evaluated carefully. Machinery replacement decisions are based on financial realities rather than fixed timelines. Dihan explains: “Equipment is only replaced when the figures make sense.” If market conditions are difficult, machinery may remain in service longer.
Maximising Equipment Efficiency
One of the most striking aspects of Viljoen Boerdery is its approach to machinery utilisation. Dihan points out: “If we only use our equipment during daylight hours, we would have needed double the capital investment.” On their farm, equipment works around the clock. Their rippers run day and night from late May through August. Large tractors accumulate between 1,700 and 2,000 hours annually, maximising return on investment. Only combines do not work at night.
The family works with five large tractors and generally replaces them after approximately five years, before they exceed 7,000 to 8,000 operating hours. Harvesters were previously replaced after 5,000 to 6,000 hours, but with increased harvesting volumes, replacement is currently at around 3,000 to 3,500 hours.
This disciplined approach ensures that machinery remains reliable while delivering maximum productivity.
Hansie next to his maize field in Leeudoringstad 
Henrikus in the maize field 
Hansie's Maize fields in Leeudoringstad
The HORSCH Journey
Few innovations have had as profound an impact on the Viljoen farming operation as HORSCH equipment.
Ironically, Hansie was initially hesitant to buy a HORSCH planter. He smiles as he remembers: “My childhood friend Sarel Haasbroek, co-found and CEO of the dealer TerraTill, sold the machines. And I did not want to have machine arguments with a friend during planting season.” This changed when he later purchased an older-generation HORSCH planter at an auction. What began as a cautious experiment soon convinced him that he was looking at a fundamentally different way of farming.
Hansie had long believed precision planting would become increasingly important as seed variability technologies advanced. While yield maps had been available for years, HORSCH was among the first manufacturers to offer practical variable-rate seeding and fertiliser application.
The results were transformative. Previously, ten planters were required to plant approximately 400 hectares per day. Today, four 24-row HORSCH Maestro SV planters routinely achieve between 800 and 1,000 hectares per day.
For a business operating within a narrow two-week planting window, this improvement has been game-changing. The benefits extend far beyond productivity. Fuel consumption has fallen dramatically from approximately 100–114 litres per hectare to around 50–60 litres per hectare. Labour requirements have decreased, operation has become easier, and planting quality has remained exceptionally consistent, even at speeds of 16 km/h.
Hansie, Henrikus and Dihan particularly value the simplicity of the machines and their large carrying capacity. With the ability to carry approximately two tonnes of seed and six tonnes of fertiliser, downtime is significantly reduced.
Equally important is the relationship with the company itself. Hansie explained they appreciate working with another family-owned business and value the accessibility of the HORSCH and TerraTill teams. Whether seeking technical support or discussing future product improvements, they know someone will answer the phone.
Dihan recalls being particularly impressed after hosting members of the Horsch family on their farm: During discussions, the Viljoens asked whether adjustments could be made that would allow planters to operate deeper in certain conditions. When the next generation of machines arrived, many of those improvements had been implemented. The Viljoens were very surprised that the Horsch family would consider one farmer’s request and simply make it happen.
Family, Faith and Decision-Making
Despite its size and complexity, Viljoen Boerdery remains grounded in family values. Every day begins with prayer and a short reading. The family then plans the day’s activities and allocates responsibilities.
Communication plays a central role in the business. Hansie believes one of the major advantages of a family enterprise is speed: “In a family business, you grab the spanner and tighten the bolt”. Unlike large corporate organisations, where you have to call someone who asks someone’s permission to then send someone who tightens the bolt. Being directly involved improves efficiency.
When disagreements arise, they are handled constructively. Hansie often refers to a lesson learned from Michael Horsch: If emotions become heated during a discussion, postpone the decision and revisit it later.
Dihan & Henrikus emphasise the importance of speaking of “our plan” and “our business” rather than individual ownership. They make the big decisions together, as it is easier to say it is “our” problem than “mine”.
The family also places enormous value on employees. Hansie believes successful businesses require capable people who can take ownership of their responsibilities without constant supervision.
Looking Ahead
Despite receiving one of South Africa’s highest farming awards, the Viljoens are far from complacent. They believe that the future depends on further diversification. Additional irrigation development remains a priority, while the family is exploring opportunities beyond traditional grain production. Geographic diversification is another important strategy.
Hansie notes that sometimes the only difference between a good and bad farmer is a burst of rain. Dihan and his brother Henrikus live only 20 kilometres apart but received rainfall differences of more than 100 millimetres. For this reason, the family aims to spread the risk across multiple production regions and climatic zones wherever possible.
Hansie’s advice to young farmers
When asked what advice he would share with young farmers, his answer is strong and simple: “Build relationships. Learn from other farmers, even if they farm differently from you. Stay open to change. Embrace technology when it makes sense. Diversify wherever possible. And never stop seeking advice.”
Farming will always be filled with uncertainty. Markets change, technology develops and sometimes a single rain shower can make the difference between a good season and a poor one. But the Viljoens have shown that success is not built on a single good year or a single good decision. It is built over generations by hands-on management, strategic diversification, continuous learning and the willingness to adapt.
The story of Viljoen Boerdery is proof of exactly that.