Antoni Pont, president d'honor de Borges: "Businessmen should not get involved in politics; those who only rely on subsidies are bad."

ReusAntoni Pont (Tàrrega, 1934) receives the ARA Award at his home in Reus. This morning he did an hour of gymnastics and doesn't look his almost 91 years old. Surrounded by memories and photographs from a lifetime (with Henry Kissinger, George Bush Sr., Juan Carlos I, John Paul II, Felipe González, Bill Clinton, José María Aznar, Felipe VI, and Leo Messi, among many others), he reviews his career and that of the family business, an agricultural giant of his. Four people were in charge; he was only president because he was the oldest.

Your grandfather started the business. What did he do that was special?

— They were farmers from a small village between Tàrrega and Cervera called Tordera. He married my grandmother, from Cervera, and decided to go into business. I'd also like to highlight the figure of my godmother, Dolores Creus, his wife, because she lived through the entire Civil War and faced the difficulties that arose. After the war, she headed the women's selection. She was a pioneer and managed to keep the company from closing.

Towards the 1950s a new generation arrived.

— In 1939 and 1940, my father and uncle bought a pomace oil extractor and a soap factory and started an oil refinery and a new almond crusher. And in 1957, on October 4th, the day the Russians launched Sputnik into orbit, they launched me into orbit and told me, "Kid, now you've finished your degree, we have a form to export, and instead of selling the almonds to the exporters in Reus, if you get smart, you can export them."

At a recent event, you spoke fondly of your professors at IESE. Some people have very little faith in business schools, and others have a lot of faith in them. What do you think?

— Everyone must know their strengths and abilities. I obviously believe in the role of business schools as thought engines. However, on the other hand, practical and ongoing training is essential.

He talked about a teacher who asked them "Do you have a will of iron or clay?", and that this led him to shower with cold water.

— He was a teacher, one brother, when I was at the Jesuit residence. To motivate us, he set us this challenge, because from a health perspective, it's highly advisable to shower with cold water. This created a habit in me. I've never showered with hot water. It's no achievement, because my body has adapted to it. It's important to keep it routine.

He also said that security is something to be avoided.

— Sometimes, trying to analyze too many things can lead to analysis paralysis. Opportunities arise. Entrepreneurs must face risks.

In the half-century that you've been at the helm of the company, would you point out any moments of risk?

— We had the misfortune of experiencing some very significant fires [in the factories]. One in Tàrrega and one in Reus. The one in Reus occurred during the campaign against hazelnut imports from Turkey, in which farmers complained. It was a very windy day, and 40% of the factory burned down. It was a momentous moment. Fortunately, my father was very forward-thinking and had everything covered. An advisor suggested that, instead of rebuilding the factory, we invest in promotion and marketing, and the other question was whether we should rebuild the factory in Reus. We received many offers from many city councils, including two regional presidents, who told us that if we wanted to build the factory in their region, they would give us the land for free. But we negotiated with the Reus City Council and rebuilt. Two months later, Prince Felipe came to inaugurate the factory.

Would you name any other delicate moments?

— When the Tàrrega fire occurred, we had to rebuild the extraction plant and build the refinery at the same time. We had to decide between one or the other, and in the end, we decided on both.

It's not often that shared leadership like yours works. How did you do it?

— There were certain areas of activity. One was in Tàrrega, more involved in industrial matters, the other was involved in oils and commerce, and I was more focused on nuts.

What if there were discrepancies?

— We tried to reach an agreement. It wasn't always easy. It's like marriage, isn't it? There has to be reflection, patience, and goodwill.

His brothers and his cousin decided to leave the management of the company outside their family.

— Family businesses are not all the same. But there is one principle: what is valuable in business is meritocracy. In family businesses, there is the promoter, but the children don't necessarily have the same abilities. Picasso's son isn't necessarily a painter. If there is a family member with entrepreneurial ability, it's a plus, but that's not always the case. The four of us tried to ensure that the 14 members of the fourth generation could have jobs, with a few precautions (that they wouldn't report to their father, that they were valued according to the market). Theoretically, it was fine, but we're human, and we came to the conclusion that it was better for the family to be in charge and for the management to be carried out by the best professionals. Because we want the company to do as well as possible, to generate dividends, and for growth.

It's very unusual for a company in its fourth generation to have 100% of the shares held by the family. Have you ever considered going public?

— Yes, we considered this when we developed our agricultural activity, which is long-term. We even tried it with a fraction of the group. We've remained independent, although we've had acquisition opportunities, like all companies with a certain profitability, but we've always wanted to remain independent.

How have you seen agriculture change? What difference do you see in the relationship with the agricultural world, as an agri-food company, over these 50 years?

— The most permanent thing, the one that has the greatest continuity in economic life, is change. We think of rural Spain in the early 20th century. The mechanization that has occurred in the countryside and in the processing industry is a huge and ever-increasing evolution. Climate change is already influencing harvests; it is an unpredictable and risky factor.

I mentioned the Reus fire earlier. The agricultural unions have always been strongly critical of Borges for the prices and the import of products from outside Catalonia and Spain. What is the reason for such harsh criticism?

— What we were saying about change. In Spain, we came from an autarky during the Franco era that had allowed the Italians to gain control of the oil market when exports were prohibited here. When it was liberalized, it developed to such an extent that there were even years when production was insufficient, and they wanted to start importing it. And there were serious problems in Malaga, because Andalusian farmers didn't want it imported. Agricultural demagoguery, the fact that it went against progress, against liberalization, led to these extreme measures. The villain in the film was the one who mattered. It wasn't us alone. What we wanted was for it to be liberalized, as it has since been liberalized. We buy oil in Tunisia, in Greece, in Morocco; almonds in California. Because the world, despite current Trumpism, is today a world of globalization. Now it's normal, but the moment a status quo non-importation, it harms local production and the complaint is extreme.

At the level of Spanish, Catalan, or even Mediterranean companies, what future do you see for the sector, especially for oil and nuts?

— The moment an American scientist comes along and scientifically demonstrates that eating a Mediterranean diet is good for health, he gives prominence to all these natural products. Spain, due to its climatic conditions, is well-suited to olive trees and nuts. I think there's a future.

Are you worried about Trump and tariffs?

— Obviously. Anything that hinders free trade increases prices and can hamper exports, consumer habits, and profitability. We are citizens of the world, and we have begun a period in which those who know more will succeed more.

He says he should be honored even for selfishness. Explain it to us.

— My father was a great businessman and instilled that spirit in us. He believed that being serious and honoring contracts was vital. In life, you'll think you can earn a much better living by cheating. But sooner or later, things get revealed, as happened with rapeseed oil. There were times when brands that wanted to remain uncontaminated lost money. But holding on in the long run was beneficial, because when the fraud was discovered, the serious ones saw all their effort and losses compensated. It's not just the peace of mind of sleeping well, but it even pays off in the long run.

We have a climate change problem. What message would you give to people?

— It's about being alert and adapting to change. It will happen at an ever-increasing pace. It's about staying sharp, researching, developing new ideas, and taking risks.

Would you cite any successes and mistakes in your life as an entrepreneur?

— Obviously, I've had failures. And I think here in Spain, failure is overly punished. If you fall but know how to get back up, you move forward.

And what about successes?

— Having good luck with marriage. And returning to society. It's something I've enjoyed, even as a student, being involved with the Economic Students' Association. Starting the Young Chamber in Reus, the Rotary Club, the Reus Trade Fair, and organizing the Reusenses de Fora Vila event. When I was director of the Trade Fair, I organized a meeting of global nut operators, and we've been organizing conferences for 42 years now. We created an organization, the INC, the International Nut Council. They appointed me president, and I managed to have the permanent secretariat located in Reus. There are few global institutions, in Spain or Catalonia, and we have this one here.

As an entrepreneur, have you felt recognized by society?

— Rather than waiting for public recognition, which may or may not come, and which also generates envy and awkward situations, one must be content with oneself, maintain one's principles, and be honest. This is what brings satisfaction.

As a Catalan businessman, how did you experience the years of the Trial?

— Businesspeople can't get involved in politics, even if they have their own ideas as individuals. They have to coexist with the politicians in power and rely on their own strength. Those who rely solely on subsidies are in trouble.

Have you ever felt forced to say whether you were an independence supporter or not?

— No.

If you were president of the Generalitat, what would you change about the Catalan economy?

— Excessive bureaucracy is a huge drag, and a lack of competition erodes a country's results. And it's not unique to Spain or Catalonia: there's one in Argentina that wants to take up the chainsaw. And what's behind it? Complacency. The fact that civil servants are in office for life, and if you don't have competition, you tend to fall asleep. Spanish business schools are ranked among the best in the world; in the bureaucratized public universities, the results aren't as positive. And there's another aspect I would address: public-private partnerships aren't sufficiently on track in the country.

Of all the people you've met throughout your life, is there anyone who left a lasting mark on you?

— One of my idols is Valentí Fuster, my cardiologist. This past week I went to New York for my annual visit. He has a very positive, pragmatic approach to life. And he's someone who didn't have it easy, but every day he gets up at 5 a.m. and spends 30 minutes thinking. He's a great Isidro Fainé. Creative people: Ferran Adrià, Vicente Ferrer, who, aside from being a Jesuit, believed in doing good pragmatically.