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News

Interview: Manuel Vazquez, CEO of Conesa & WPTC President

12/05/2025 - Madeleine Royère-Koonings
Manuel Vazquez, CEO of Conesa and WPTC President, discussed the company's main business of processing tomatoes into ingredients and finished products, with a focus on sustainability and geographical diversification. The company faces challenges such as unpredictable weather patterns, European regulations, and the cyclical nature of the tomato industry, but is open to exploring other possibilities for growth. Manuel also highlighted the importance of having factories and plants in different regions, the evolution of the tomato products market, and the need for the industry to recognize and value the efforts made in Europe.

Conesa's Tomato Processing and Family Business

Madeleine Royère: I have the pleasure today to interview Manuel Vasquez, CEO of Conesa. First, Manuel, would you like to introduce yourself and then Conesa group?

Manuel Vazquez: I am the CEO of Conesa group. The Conesa group is a family business. The company was established by my father in 1976, and our main business is the processing of tomatoes into ingredients, basically tomato paste, diced tomatoes, low brix products and tomato powder. But we also have factories where we produce finished products. Currently, we have 11 production units that are located in 3 continents. We have a factory in the States where we produce tomato powder. We have a factory in China, where we are producing tomato paste. And then we have 9 factories, in the Iberian Peninsula, of which 2 are in in Portugal and 7 in Spain, and from those 7 factories in Spain we have 5 in Extremadura, and 2 in Andalucia.

Madeleine Royère: It is because I was watching a small video that you had made on LinkedIn, and you were talking about 7 production facilities. But it was 7, just in Spain.

Manuel Vazquez: 7 are in Spain, just in Spain, 2 in Portugal, one in the States, and one in China. So, in total, we have 11. Of these 11, there are 2 factories where we produce finished products.

Madeleine Royère: but you're more focused on the ingredients.

Manuel Vazquez: Yes, around 80% of our business is ingredients, and 20% are retail and foodservice.

Madeleine Royère: So, you talked more about Conesa, but what about yourself? Have you had all your career in tomatoes?

Manuel Vazquez: Yes, all my career. I started to work in the factory when I was, I don't know, 14-15 years. So, I spent my whole childhood in in the factory. Then I went to study. I moved to Madrid, and I studied mechanical engineering and when I graduated from the university in 1996, I started to work in Conesa. I started in the technical area, and then I moved to production. I have been working also in the quality area. Finally, 20 years ago, I was appointed as the CEO by my family, my family trusted me so that’s currently where we are. My father is still alive. He's 88 years old and still very active. But the second generation of the family, we are currently taking care of the business. There are 2 more brothers, Rafael and Rogelio, that are also working in the company with different roles. The Board of Directors is formed by the four of us.

Madeleine Royère: Okay, and you have children that will be able to take over.

Manuel Vazquez: Yeah. Well, in fact, I have 3 sons, and the oldest one, who is 27 years old, studied mechanical engineering. He started to work in the company last year. So currently, there's a member of each of the three generations working in the company.

Madeleine Royère: So, indeed, a lot of your family are working there. That's great.

Manuel Vazquez: Yes, that's good. We have, as it's happening in some family businesses, what we call family protocol. So, there are some rules, so that the next generations can enter working in the company. Not everyone for the only reason of being a family member can work in the company. It only happens if there is a place, and if for this place the person needs to have some skills to comply with some specific conditions. There's a protocol in place, just to, let's say, regulate the incorporation of the family members into the into the business.

Global Production & Sales Overview

Madeleine Royère: Thank you. So, Conesa, what are your biggest markets?

Manuel Vazquez: Well, like 80% of our sales are for exports. One of our big markets is the European Union. European Union is like 65% of our sales and 15% in Spain. Inside European Union, our main market is Germany. Our second market is Spain, followed by the Netherlands, UK and France. So, let's say, Germany, Spain, Netherlands, UK, and France are the most important markets. Altogether, European Union is like 65%. and the 35% is abroad. Basically, it's USA. because we have the factory over there. USA. is an important market for us for the powder, but also Japan, South Asia for our Chinese factory. From there, we are selling in the Philippines, in Vietnam, Malaysia, Indonesia, all these countries and also South America for the powder that is being produced in the States in countries like Argentina, Chile, Mexico, and also Canada.

Madeleine Royère: You mentioned you have a factory in in China, one in California, and you also have one in Portugal. So how do the activities differ from one country or one factory to the next? How is that organized? You mentioned in California you have the tomato powder, is it only the tomato powder that's being made over there? Is it the product that comes out of the California factory? Or do you also have, like other types of products over there?

Manuel Vazquez: No, in California, we don't have a tomato paste production. We buy the paste over there in California, and we process into powder. It is just tomato powder that we are producing over there. 

In terms of differences. Well, between Spain and Portugal there are no big differences, and also the Portuguese factories are very close to our main headquarters that is in Badajoz. Badajoz is at the border with Portugal, so from there to our main factory in Portugal is just a hundred kilometers, so it's very close to here. And there's not that big a difference. Of course, they're always in each country different cultures. And you need to adapt to the country cultures. But it's Portugal, Spain. Let's say it's not big differences. 

China is totally different. In China, on a daily basis, we are not involved too much. We have a partner there and he is taking care of contracting with farmers and production. We are more involved in financing and in the sales. We are taking care of sales and the financing, but our partner is on the daily basis, because you can imagine, it's China and to manage from Spain is not easy. I used to go there at least once a year, and over there the culture is totally different. It's totally, absolutely different.  We have a Spanish managing the business together with a Chinese that speak fluent Spanish. The language is a great barrier over there. 

In the States we have a full American management team. Well, also the culture is different. For instance, one of the main differences we have in our California facility versus Spain and Portugal is the rotation of people. Rotation is huge. It's very difficult to have a stable team over there. Rotation is very high, and this is one of the main differences as here in our area, in Extremadura or in Andalucía or in Portugal, rotation is much, much less.

Madeleine Royère: So, the same people come back every year to work.

Manuel Vazquez: Yes, if not the same people, most of them, and we are talking about temporary people. Well, this is not having a big impact. But in California, for example, we are running the plant the whole year and we need to have a stable team for the whole year. The rotation is very high, and this is not happening in in Spain or Portugal.

Madeleine Royère: I understand. And in China, what products is it? Is it just tomato paste?

Manuel Vazquez: It is just tomato paste in China. 
Well, here in the Spanish factories we're doing a lot of things, tomato paste, tomato powder, dices, passata, crushed tomatoes. We have also we have food service. In this category, we are producing cans and pouches. And in the retail, we are producing products in jars, basically sauces, and we are doing also ketchup in pet bottles and for the Spanish market a very popular sauce is tomato Frito in Tetra brick. In Spain, we're doing many different, many different products.

Madeleine Royère: So, in all your products, you mentioned tomato powder. I think you're world leader in terms of tomato powder, and you process it in California and in Spain.

Manuel Vazquez: Yes. We have 3 factories where we produce tomato powder. The one we mentioned in California is called Agusa, and then in Conesa Badajoz we are producing tomato powder, and in Agraz we are producing tomato powder too. So we have 3 factories where we produce tomato powder.

Madeleine Royère: Okay, so, and the one from California is going to South America.

Manuel Vazquez: It's going to the USA, Canada and South America, and the powder we produce in the 2 factories in Spain is basically supplying Europe, but also Japan and the rest of the world. We are selling it to Australia, Asia, many different countries. So California is basically for the American continent, and from Europe we are supplying the rest of the world.

Madeleine Royère: Are there many other producers of tomato powder?

Manuel Vazquez: There are not many, the tomato power market is a small, it's a relatively small market, where there are few producers and not so many consumers. 

Madeleine Royère: So, what is the tomato powder used in?

Manuel Vazquez: Well, basically it has two main uses. And it's funny, because it also differs from geography to geography. 
If we look at Europe, basically, the tomato powder is used for the dry/dehydrated products like soups. In Central Europe, the UK or Northern Europe, a lot of soups are consumed and there are a lot of soups that are sold in dry format. Then you add water, and you have a soup. So basically, in Europe, it's more for this kind of products, or like for instance cup soup noodles, where you have dry noodles and dry sauce. The tomato powder is  an ingredient of this kind of product that you rehydrate, and you have a ready-to-eat meal. This is the most use here in Europe whereas, for instance, in America it’s more for seasoning mix, spice mix. 

For instance, we are not selling directly, but we're selling to companies that are making a spice mix, and then those companies are selling, to companies like Taco bell, Kentucky Fried Chicken, Wendy’s all these chains, where in the spice mix is tomato powder, or, for instance, to the snacks in the Doritos. They are very popular, and there are all the fried potatoes with barbecue taste, in all these kinds of snacks you broadly use the powder. So basically, seasoning snacks and dry products. 

Then there are many small different uses, like, for instance, in Spain, and in some part of Europe, there is the dry colored pasta  where the red pasta is colored with tomato powder, for example.
So, there are many different uses for a relatively small market. 

Madeleine Royère: but it's a market we don't really know much about. 

Manuel Vazquez: No, because it's small. There are few producers, and not so many users.

Madeleine Royère: What about sustainability? What is Conesa doing in terms of sustainability? We have recently seen and reported that you started a collaboration with Green Spot Technologies, a company based in France. So how did that come about? And are there any other initiatives like that?

Manuel Vazquez: Okay. In terms of sustainability, we must separate what we're doing in the area of farming and in the area of industries. I forgot to mention that also inside the Conesa group, we have a farming company called Roma. So, we're also doing our own farming. This represents like 20% of our needs. Therefore, it's an important area, because we are farming around 2,000 hectares of tomatoes. We have an important focus on farming. 
In terms of farming, not only in our own fields, but also with our external farmers in the sustainability area, we have been doing many things since many, many years. Now everything is moving to what is being called regenerative agriculture, regenerative farming. The main topics over there is that we are trying to use as less as possible chemical fertilizers and use more organic fertilizer. The use of cover crops to incorporate these to the soil and improve the healthiness of the soil and increase the organic matter. Also try to improve the biodiversity around the tomato fields and try to use less water with the help of satellites images. These are basically the 3 main areas. So, we are very focused now on trying to implement these practices among our farmers, because, sustainability, that was, the use of less chemicals or less pesticides, or less water comes first, but now we are going further with these techniques. So, we are very involved in trying to implement these practices among our farmers.

Moving to the industries, you know that the tomato industry in Europe is under a system called ETS, Emission Trade System. Currently, we are paying for the emissions, for our CO2 emissions. So, one of our focusses is trying to reduce as much as we can the CO2 emissions. In the last years, we have invested a lot in our factories, in systems that are technically called MVRS, mechanical vapor recompression systems that is a technology that reduces a lot the use of natural gas. We have also installed, for instance, in 3 of our factories photovoltaic plants for generating electricity to supply basically the tomato powder plants or other facilities.

And we are looking at different investments like biomass boilers or thermal solar facilities. So, we are really, really focused on trying to reduce the emissions  not only because we want to reduce the impact in  the environment and but also to reduce the economic impact because we are paying for the emissions. So, we have a great activity in this area trying to adopt any technology that help us to reduce emissions.
And then you mentioned Green Spot Technologies. Well, we have in our company an R&D department, the Research and Development Department, and they are continuously looking for opportunities. And in this case, we are collaborating with this French company in trying to give a use to the seeds and skins. In our production, the byproduct is seeds and skins. So, we are trying to find a use for this residue.

Madeleine Royère: Exactly, and they are doing fermentation with those residues.

Manuel Vazquez: They are doing fermentation and trying to convert this by-product into an ingredient that can be used in the food industry. As I mentioned, we have an R&D Department, so the R&D Department is always looking for opportunities and trying to promote different projects. 

Madeleine Royère: Definitely, another opportunity might be turning it into an oil, because there was an initiative like that with Kagome, Australia. And there's another one in France happening as well where they reuse the seeds and the skins.

Madeleine Royère: So still on sustainability, last year you gained the Global Cap certification. That must have been a big piece of work. 

Manuel Vazquez: Big effort.

Madeleine Royère: From what I understand, definitely. Was it a necessary certification to gain? 

Manuel Vazquez: This was a very difficult and big decision that we took 2 years ago, and it was because, as we are supplying a lot of different customers, each of them was trying to ask for compliance with a specific farming protocol, good agricultural practice protocol. And then each company was asking for different things. It was crazy for us, because we cannot have 5, 6, 7, 8 protocols. At that time, we had our own Good Agriculture Practical Protocol, and we were trying to convince our customers to accept it. But it was difficult. So, we were thinking, which is a global agriculture protocol that could be accepted by everyone. And we said, the Global Gap is one of them and we knew that this was very hard, very difficult to achieve. But we took the decision to do that, because from the other side it was crazy to try to comply with all our customers protocols. So that was the main reason to take the decision to move on Global GAP. And it was also a decision to try to put in value what we had been doing for many, many years in the farming area. But it was a big decision, because it takes a lot of work, of time to keep it on.

Madeleine Royère: Okay. So now all your customers are happy because you have the certification. They are not asking for anything more.

Manuel Vazquez: Exactly. That's right.

Madeleine Royère: Great. What about the future for Conesa? Are you planning to expand geographically, even more? Or are you planning to do more finished products? Or what are your plans?

Manuel Vazquez: You know, since 2014, we have had a big expansion, basically acquiring companies and investing in new lines. We have basically tripled our size since 2014. During the last years we have been trying to put everything on track. We have been consolidating all these acquisitions. Now we are really consolidated. We have all the companies working on the same information system. We have the same protocols. As I mentioned, we are a family business, and all our efforts are focused on tomatoes. We don't have any other business than tomatoes, so we are always looking for opportunities in the sector. If there are opportunities in the market, we'll take it for sure. And we also focus in growing in the finished products. As I mentioned, we have 2 factories for retail products. We don't want to grow fast, but we are growing on this area, and we’ll have a focus there, but are also open to exploring any other possibilities to grow, even in other geographical areas.

Madeleine Royère: I get it. What do you see as the biggest challenges for your business in the next few years?

Manuel Vazquez: Well, one of the big challenges is the weather. The weather in the last years has been a big challenge. 2, 3 years ago, we were talking about the lack of water in Spain. If you ask me today, we are talking about a lot of water. We have had so much rain this year. We really have a delay in transplanting here in Extremadura and Portugal, we have a huge delay. For example, for tomorrow our forecast is more rain… So weather is a big challenge. So weather is really unexpected. The unpredictability of the weather is a really big challenge. One of the positive points that we have in Conesa, as we have explained before, is that geographically, we are very diversified. We have factories in Portugal. In Extremadura we have factories that are 120 kilometers away, one from the other. We have two factories in Sevilla, and the weather is not impacting at the same time all the areas at the same level. Being geographically diversified is important for us, because if you have just one factory in one place, then you are more vulnerable. Our geographical diversification is important. We even have a Chinese factory. Also, having our own farming operation allows us to allocate the farms in places where there's water or availability of land. So, this is important for us, but weather is a big challenge.

Next, the huge regulation that we have in Europe is a big challenge. We have been talking before about CO2 emissions. But if we look from a farming perspective, in the last 5 years we have seen the banning of 21 products that were key for tomato farming operations. One of them that is already banned is the metribuzin. It’s an herbicide that's broadly used in tomato farming, and since this October it’s going to be forbidden, farmers cannot be using this herbicide. It's used a lot in Europe, generally for tomato production. It's cheap, it's effective. And there are not really many alternatives. So, and this is this is impacting the productivity of the farmers, the competitiveness of the sector at the end. We have so many restrictions in Europe in terms of labor, environmental. This matter of pesticides, herbicides and fungicides that are banned in Europe but not in tomato producing countries outside Europe, like Egypt, Turkey, Iran, China is impacting the European sector. All these countries can enter their product into Europe and there is absolutely no barrier. So, this is a big challenge for the European sector. So, I will say these two challenges basically, weather unpredictability and the European regulation environment versus what is happening outside Europe.

Madeleine Royère: Let's talk about this year. What's your expectation for this year's crop in Spain? You already mentioned that the transplanting was delayed.

Manuel Vazquez: Before all this weather problems that we're having currently in Spain and Portugal, the forecast for Spain is 2.6 million metric tonnes versus 3.05 last year. That is because there is an important reduction in Extremadura in contracting area, like 18%. Because last year our production was huge, so processors have overall stocks and unsold stocks. 

On the contrary, in Andalucia there is an increase in in surface, because last year there was one company that was not producing and this year has decided to produce, but overall, in Spain contracted surface has been less, and production expected is less. This was before, in February. Then in March, it has been raining a lot, in April, it's been raining a lot…

Madeleine Royère: I think it was 50 rainy days in 2 months.

Manuel Vazquez: It's been crazy. It's been really, really a lot of rain. In Andalucia, the situation is not so bad, because, in fact, transplant is around  64% done. So over there, we're okay. 

But in Extremadura, we are really, really late. If not one month, like 25 days late. Yes. And it's pretty similar situation in Portugal. So the crop is going to be really, really concentrated in September. And well, it's going to depend a lot on what the weather is doing from now on, as I mentioned, for tomorrow and for the next 2 or 3 days we are expecting again rains. So for sure, the transplant is going to be stop again. The uncertainty for this year is huge, so I cannot tell you if it's going to be less than 2.6 million. But it's not going to be more than this for sure, because, when you have late transplants, typically, those plants are exposed to more temperatures during the summertime, and when those plants are having higher temperatures than normally, there are more flower abortions, so farms have less yield and then you have the risk of rains in the second half of September where the crop is going to be concentrated.

Also this year, as the price we're paying to the farmers is tight, some of them could decide not to plant so late, to go into June with the transplanting. I'm therefore quite sure that there will be less hectares and less production. Also, for instance, what’s happening is that farmers are having problems with the plants. The plants are in the greenhouses waiting to be moved into the fields, waiting for a long time so they're having diseases, they are becoming taller, some of those plants need to be cut, because if they are very high, they cannot be transplanted, because everything is now automatic transplantation. And when you cut the plants, you're not doing the best for them. So because of all these problems, I'm quite sure farmers are going to reduce. How much, it's impossible to give you a figure. But I think there is going to be a reduction in the crop because of  all these factors.

Madeleine Royère: Because of too much rain now.

Manuel Vazquez: Too much rain. Impossible to enter the fields. Impossible to prepare the lands properly. Yeah.

Madeleine Royère: Because of this unpredictability of the weather… So what's your vision for the long term? What do you think the best is? You know, as you mentioned before, just to have factories and plants in different regions…

Manuel Vazquez: This is one of the options, of course. It's one of the options, and there are not many more. Well, of course, with seeds, with new varieties. One is to have varieties more resistant to hot weather, varieties that can, for instance, resist more, inside the greenhouses, very short cycle varieties would be great for years like this.

There are some technologies arriving that are helping to afford weather challenges for instance, currently, with a very wet soil, you cannot enter, to apply herbicide or to apply fungicide, but this can be solved by using drones. Currently, we are using drones to apply herbicides or fungicides or to give treatments. So this is helping. I'm sure technology is going to help to solve weather challenges. There are also some robots that are being tested now for removing weeds. Robots are not so heavy like tractors and so they can enter the fields when it is wet. So I think that the technology will also be a good help to manage these challenges.

Madeleine Royère: Okay, so trying all directions to solve the challenge of the unpredictability. Now for this year’s crop. So, WPTC has a forecast of 40.7 million tons expected. What do you think of this number? Do you think we are going to reach it? Do you think it's the right number? What’s your view?

Manuel Vazquez: Well, in normal circumstances, it could be the right number, but unfortunately, we do not have a right or proper figure about what is the consumption in the world. If you look at different sources like Tomato News or other studies, it looks like the world consumption is around this figure. It's around 40 million so in normal circumstances, it could be the right number. But the problem is that we are coming from a previous year, where production has been 44.5 and there are stocks. And those stocks are basically in the hands of China. There is a big production reduction this coming crop from China. So that's good. That's positive because basically, the stocks are on in Chinese hands. Let's see how the crop evolves. I think that if in the Iberian Peninsula, Spain and Portugal, the crop is as we have been describing before, this is going to help balance the market again.
You know also that in the last months, the use of Chinese paste in Europe has been criticized in some cases. So I think Chinese consumption of paste in Europe is going to be reduced, and this is good for European producers.

It could be better to have a lower figure, but I think it's a good step. It's a good step to reduce from 44.5 to 40. And basically, the reduction is coming from China which is where the stocks are.

Madeleine Royère: Yes, they had the biggest reduction of course.

Manuel Vazquez: Okay, the crop in China is also late. They have been starting late also, in that case due to low temperatures. Well, let's see, how it's evolving. 

Madeleine Royère: We will see if we make the 40.7, time will tell. So, you mentioned the Chinese tomato paste and that it was mostly in the hands of China. How do you see the evolution of the tomato products market for this year and next year, after that high production that we had last year?

Manuel Vazquez: Well, you know that for many, many years, the tomato sector all over the world is cyclical so I'm quite sure this is going to continue. So, this cyclicity will continue, in the past the cycles were basically regulated by offer and demand, nowadays and in the future, apart from offer and demand that is the most powerful input, other matters like weather or land availability could have more impact in the length of the cycles. We are in a cycle now where production is going down. And well, the length of these cycles depended a lot on weather conditions around the different area. In the last cycle, it was difficult for the world to produce above 38 million, because of a drought in California, a drought in Chile, a drought in the Iberian Peninsula, not having water enough, then market was disbalance and when weather conditions were propitious, and alternative crops have no value. It grew too much. 

Typically, in the last crisis of the sector in 2013-2014, there was a consolidation all over the world. In California, some companies disappeared. In Spain, some companies disappeared. In Italy, some companies disappeared. So, I think the world is now a little bit more balanced than it was in the past.
Having less production companies in important areas like California and Europe, this is better. It's better because production can be  regulated better. Of course, there are new players like Egypt or Iran. I think, as I mentioned before, it is not clear how much the world is growing in terms of consumption. But if we look at the Tomato News export or import figures, it looks like it's growing. It's growing, so that's positive. This, let's say, helps to absorb production from all these new countries. 

Well, as I mentioned, I think it's going to be pretty similar to the past. The flows of products are very clear. California is basically producing for America. So around 80% of the production in America goes for America. They are exporting like 20%. Europe basically is producing for Europe. China is trying to sell all over the world, but it looks like it's going to be difficult for them to sell into Europe. And those new countries like Egypt, Iran, Turkey, well this is not a new country,  but Turkey in the last years has been exporting  more to Europe. 

The European producers need to put into value what we are doing, we don’t have the same regulations than other countries outside European Union. We have more restrictions, but also, because of this restriction, the products we are producing have more, I don’t want to say just more quality, but more... They have more trustability. We have many more regulations in terms of social responsibility, environmental conditions, traceability,  we have in Europe different conditions and this needs to be put into value. And the consumer needs to understand what European tomato sector is doing, and they need to pay for it. And it's something that needs to be done, not only by the factories, by the industry, but also our customers and the supermarkets need to put value into European tomato products. 

Madeleine Royère: I agree. To conclude, as WPTC President, how do you see the future of the industry globally? You mentioned some consolidation of the companies? That we hope the consumption will grow even more, and you just talked about recognizing all the efforts that we're making in Europe. And you're not the only one saying it, I mean the Italians have been saying it as well. Anything else you want to say about the future?

Manuel Vazquez: Well, I think we have summarized before. This sector has been cyclical for many, many years. I am sure it's going to be the same. It is true that the consolidations have helped to reduce the negative impact of the cyclicity. I think that probably consolidation will continue. During a crisis, as previously, probably some companies will suffer, and other companies will take advantage and acquire them. And this could continue happening. And this would be healthy for the sector.

Global consumption is growing. I think it will continue growing. Tomato ingredients are related to both cheap products and healthy foods and this will help to increase consumption. China is making a big effort to promote internal consumption, I know that some Chinese companies are making a big effort to try to promote internal consumption. This is good, and consumption is growing in China. And it could be great, if it continues to grow.
There are not many more areas in the world where tomatoes can be grown. Tomatoes need to be grown in certain conditions of water availability, weather, fertile land, and there are not many places in the world where this can be found. There are some existing production areas with growing restrictions, like in California where there are many permanent crops, like almonds, nuts, but also in Spain, Portugal, where there are many permanent crops, like olive trees. The available land is limited in some areas like Spain and Portugal or California.

It's not easy to grow a lot. I think that with the typical cycles, the sector will be moving on, and for sure there will be some changes or adaptations like China, probably not producing so much like in the past, and trying to keep a reasonable level of production. There will be some adjustments in the production countries mix for sure, depending on weather conditions, availability of land, availability of water, markets where every everyone can sell, tariffs, regulations, production specialties, customer requests...

Madeleine Royère: Well, thank you very much, Manuel, for the interview and for your points of view. 
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