This interview is part of the series ‘Those who leave a mark’, a joint project of Prensa Ibérica and KPMG to publicize the opinions of prominent family businessmen in the country and which will culminate in the publication of a book.
At 91 years old, he still goes to the office every day. From a company born in 1933 with a single truck, it has created a diversified group – logistics, real estate, hotels and agriculture – with a fixed idea: to grow with control, reinvesting and maintaining values. The Aragonese firm has 52 branches, 700,000 square metres of warehouses and will end the year with 1,000 vehicles.
91 years old and still comes to the office every day. How do you live it?
I have worked all my life: every day, many nights and many early mornings. That’s what I know how to do. Without realizing it, the years have passed and I don’t even know that I’m 91 years old. Sometimes I say: “But am I so old?” Since I haven’t stopped, I continue doing what I always do.
The company is a year older than you. What is the current state of Carreras Grupo Logístico?
We enjoy an excellent position. We are a leading logistics and transport company. We manage more than 2,000 vehicles a day, although not all of them are ours, and we will soon reach 1,000 trucks in ownership, which is very important. We have 52 of our own logistics facilities, with 700,000 square meters of storage capacity.
If you had to summarize in three ideas what the Carreras Group is today, what would they be?
First, work. Without work you don’t do anything: work, work and work. I learned that from my father. Secondly, seriousness and honesty are important. And third, the illusion: that work is not a punishment, but a tool that develops you, makes you better and allows you to bring out what you have inside.
When you talk about Carreras, are you only talking about logistics?
We have created a diversified group: in addition to Carreras Grupo Logístico there is Eizasa, with real estate development, and also Eizasa hotels, a small chain of hotels. And we have farms.
Why the jump to new crops?
For years we exploited the traditional: barley, pea, corn… But six years ago we saw that there was a lot of competition in that field. We thought we had to run away from that and we started planting trees.
And that’s where almonds and olive trees come in?
Yes. We saw an opportunity: Spain is deficient in almonds. We started planting and today we have 250,000 almond trees, more than 200 hectares. This year, for the first time, we have harvested a good harvest. Later we saw that the oil had a journey in Aragon. We already have 200,000 olive trees planted. And we are going for more.
Today they talk about 1,000 trucks in ownership. I think it started with two, right?
My father started with one. When I entered, there were two trucks. I was finishing my studies as a commercial professor at the School of Commerce, but I preferred to focus on the family business, which was what I liked, and I joined from the bottom. I started as a driver’s assistant.
What did you learn in those early years?
I spent three years living the life of a driver. Before we were very cold and very hot, there were no comforts. The trips to Barcelona lasted eight hours, to Madrid eight and a half. From Barcelona to Seville, two days, night and day. It was hard, but I was happy. I adapted, I acquired knowledge of life and, above all, virtues: work, sacrifice, endurance, honesty, humane treatment. That has always accompanied me, especially with the drivers: family, humanity and affection.
What is the secret for a company founded in 1933 to continue standing?
The human team, commitment and values. Without our employees, those of the past and those of today, we would not have been able to achieve anything. And then there is the commitment to provide a good service to our customers. Promises must be kept. And, of course, values must be maintained.
In your business, the relationship with customers is very important. What is the key to maintaining them and making new ones?
When a customer is a friend, some think you can relax. I interpreted it the other way around: you have to serve your friend better, with a lot of energy, because in addition to being a customer, you are a friend. I have had business relationships for four decades, even with two generations: the father and the son. Keeping customers for so long today, with the competition and bidding processes that exist, is not easy.
You have always defended reinvestment over dividends.
My father taught me that you had to live off your salary. The company’s money is for the company itself. Here we all live on our salary. We have not paid dividends in 92 years.
What difference do you see between family management and that of an investment fund?
It is the north and the south. In the family there is austerity, cost control, justice with the staff, promoting those who are most valuable, and leading by example: do not send something that you have not done. That, in difficult times, is what makes people follow you.
He spoke of giving back to society part of what has been achieved.
I believe in giving back to society part of what I have received from it. That’s why we created a foundation six years ago. With a vocation to help in social and educational issues, etc. And we have endowed it with Carreras actions to guarantee its continuity.
How do you approach succession?
Everything is ready. My children have been with the company for decades. With the current size and so much complexity, in addition to them we have excellent professionals, because otherwise we would no longer be able to control the companies.
You have said that you would like your grandchildren to continue. How is the fourth generation?
There are 13 of them and those who are of age have studied or are all studying university degrees. One has already joined, after three years away. Those who want to join must do so with humility and will occupy the position that corresponds to them.
What would you like Carreras to be in five years’ time?
I would like us to consolidate ourselves as one of the leading logistics and transport companies in Spain and Portugal, especially in FMCG, and as an important company in southern Europe, since we are also present in France and Italy.
What is your main concern in the management of Grupo Carreras?
Growth. There are projects, but the important thing is how they are executed and how they are controlled. Large companies disappear due to lack of control: when you realize that you have fallen into the ravine, it is too late.
Do you contemplate acquisitions or alliances?
We have grown organically. We have bought some small, complementary companies, but Carreras has taken over our effort. We have no interest in large purchases: each company has its own way of working and mixing systems is complicated. We want our book, that is, to grow in our own way.
In a sector with tight margins, what levers have been key to increasing profitability in recent years: occupancy, efficiency, technology, customer mix, value-added services?
The logistics and transport sector is complicated, demanding and has very low margins. It is also a sector that faces many difficulties and is very competitive. For all these reasons, the keys to staying afloat are innovation, investment capacity, efficiency and austerity. At Carreras Grupo Logístico we are also committed to technology and digital tools. In fact, we work with conversational artificial intelligence to streamline routine and administrative processes. We also work to improve the efficiency of our processes and ensure quality service for our customers. Carreras is a comprehensive logistics operator that offers all the services of the supply chain, which gives us added value. We carry out 14 different activities that cover all the logistical needs of our customers.
What costs are you most concerned about – fuel/energy, wages, maintenance, financing – and how much have you been able to pass on to prices?
We live in a turbulent time both in the international and national markets. All our costs are going up. The increase in labour costs is very high, with absenteeism skyrocketing and an acute shortage of talent. There is currently a shortage of many professionals, especially drivers, and the only way to attract them is by treating them better and paying them more than the competition. The regulations are also becoming stricter on all fronts and increase our costs.
Where are you investing the most right now? Do you have a sustainability plan?
At Carreras we seek to be balanced in our investments in order to grow homogeneously. We invest in expanding our logistics capacity, through new warehouses, and in expanding and renewing our own fleet of vehicles. Carreras has a meticulous comprehensive sustainability plan to achieve environmentally committed transportation and logistics. Our warehouses are built under BREEAM criteria, the most sustainable, and we are investing in renewable energies – solar panels, wind farms – and in sustainable energies such as hydrogen and biofuels. What’s more, this year we have managed to be the first logistics operator in Spain and Portugal to achieve the Third Iberian Lean & Green Star, awarded by AECOC, for reducing our CO2 emissions.
“Zaragoza is the epicentre of logistics, a key node between Spain and Europe”
They have grown throughout Spain, but they are still deeply rooted in Aragon. Why?
Because we are Aragonese. Despite many invitations to move the plant to Navarra, Barcelona or Madrid – with promises of tax advantages – we have not trembled. We have always been clear: we wanted to be in Aragon. Really our business in Aragon is very minority, it may be 4%, but we are committed to our region and we are still here. It is, in the end, a matter of love for the land.
Zaragoza is an increasingly powerful logistics hub, the Plaza industrial estate is a reference throughout Spain. How do you see it?
Zaragoza is emerging as a key node between Spain and Europe: from here, a large part of the country is less than 300 kilometres away, which reinforces its logistical potential. Aragon is experiencing a historic opportunity; Zaragoza is gaining economic weight. But the impulse will bring tensions: there is already a shortage of labor and absenteeism is high. If tens of thousands of workers are needed, they will have to be brought in from outside.
