The start of the brassica season has been marked by an overlap between European and Spanish productions, along with rising structural costs that are forcing agricultural companies to redesign their planning and accelerate field mechanisation.
In this context, Cricket’s general manager, Juan Marín, anticipates “another difficult year” for the sector. “The latest figures confirm that inflation and rising structural costs are here to stay. Energy has increased by more than 18%, which is driving production processes to continue becoming more expensive. Labour costs are also rising,” he lists.
Although this year’s rains have offered some relief, the long-term availability of water resources remains a concern. “We are worried about the contingencies that may come from 2027/28 onwards, and we must start taking measures. We fully support López Miras’ request (the regional president has called for a moratorium on the closure of aquifers until 2033), but in 2028 we will still need to work and continue meeting customer demand. From our position, we will continue supporting efforts to prevent aquifers from being closed and to build new desalination plants.”
Emergency measures
Cricket has a strong customer-oriented approach: “we exist because of them”. The priority is to ensure service and quality despite the challenges that arise. To achieve this, the company is taking several proactive steps. “We must continue decentralising production,” Marín stresses.
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In addition, the company is finalising projects to acquire mechanised broccoli harvesting machinery, which will complement the harvesting platforms already used in cauliflower. “This equipment will allow us to significantly improve efficiency in the field, optimise timings and reduce our dependence on labour, especially during critical periods.”
Long-term planning
The commercial side is also undergoing profound change. Population is growing, retail is expanding, and the last four years have been marked by abrupt shifts. “Retail has ambitious growth plans and must guarantee its supply. In fact, most retailers are undergoing a transformation. We are seeing how their negotiation model is shifting from short-term to medium- and long-term. As producers, it is our responsibility to align with their needs — we are farmers, and we plan our harvests. In this context, we must strengthen the value chain and work to ensure product availability.”
This trend was clear at Fruit Attraction, where for the first time in a decade they opened conversations with planning horizons extending up to ten years.
Christmas, connections and family
In terms of communication, the department director, Toñi Piernas, notes that Christmas plays an important role in their strategy. As a family-run company, they see this season as a moment of unity and an opportunity to reinforce internal and external bonds. Their campaigns revolve around the concept of family — both the one that initiated the project and the one that has joined with new generations — a narrative the company aims to convey to clients and partners as a reflection of its identity and continuity.
