Interview with Cesar Claramonte, CEO of Clasol, where we discuss the current citrus campaign and the company’s strategic roadmap for the next few years.
Clasol has closed 2025. How would you describe the year? We closed 2025 quite well. We met the objectives we had set for ourselves, and that allows us to face 2026 with a solid foundation. It has been a demanding year, but the results have followed.
For 2026 you mention an aggressive strategy, especially in Europe. What goals have you set? For 2026 we have planned ambitious growth, around 20% in Europe. It’s a significant figure, but we believe it’s achievable. What we’ve seen so far, along with our planning for stone fruit and watermelon for the summer, makes us think we’re on the right track. Our strength continues to be the major retail chains, and we are present in practically every European country.
Do you plan to open new markets in Europe this year? No, not for now. We are well positioned where we want to be. The strategy is not to enter new countries, but to grow within the clients who already trust us. We believe that’s where the greatest potential lies.
How is the citrus season developing? The second part of the season is becoming complicated. Field prices, both for oranges and for Nadorcott and Orri varieties, are rising significantly, and it’s difficult to pass that increase on to the customer. In addition, countries like Egypt are beginning to close agreements to export oranges. That worries us, because it affects the relationship between field prices and the final price to the customer.
Is climate change affecting campaign planning? Climate change affects everyone, but we don’t believe the main issue is whether harvests come earlier or later. What is really influencing the market is the increase in volume from third countries due to new plantations. Egypt has more volume, South Africa will also have more Nadorcott, and as happened last year, they will end up covering part of next October’s sales. This global increase in supply is what is changing the landscape.
At a corporate level, how would you define Clasol’s strategy and positioning? Our idea is to become the preferred point of contact for most of our clients. We want to be a universal supplier — not single‑category, but multi‑category. That means being able to supply the entire citrus category, stone fruit, part of the berries category, and continue incorporating new families. We are making investments and closing agreements so that supermarkets know that by calling the person designated for each market at Clasol, they get the best solution — not only from Spain, but globally.
Do you plan to incorporate new crops or products soon? We have long‑term plans, but right now we are focused on strongly developing berries and, above all, citrus and stone fruit. These are our current priorities.
