09 Dec Goals for 2026

by Jordi López (General Manager) of RIEUSSET

Before discussing our goals for 2026, let’s take a look at where we are now, as there are many variables we need to consider in order to chart the course for the coming years.

At the geopolitical level, we continue to face many uncertainties due to the wars in Ukraine and Israel, which are destabilizing the energy markets, among others; unexpected shifts in US policy, particularly this year with regard to tariffs; and Europe’s weakness in addressing all these adversities, which do not help to promote stability. When we talk about Europe, we must talk about the excessive regulation to which we are subjected—yes, I say subjected because there is no consensus with companies in the sector—which undermines our competitiveness compared to other markets where regulations are much more lax and which, in a globalized economy, means that we face competitors with much lower costs. In particular, in our sector, the plastic tax that began in 2024 and, incidentally, started at €80/ton but has already been announced to rise to €120/ton, was added this year to the Packaging and Packaging Waste Regulation (PPWR)—a regulation aimed at regulating packaging in the European Union to reduce waste, increase recyclability, and promote the circular economy. Of course, we are not against improving sustainability, but we should modulate the pace at which we do so, as the costs are very high, both in terms of the investment involved and the administrative resources we need to use to respond to these challenges.
Furthermore, in the case of Spain, our government hinders us with continuous requests for documentation from companies to justify how we manage the plastic tax, with inventions such as that, according to the Incoterm used, it is not up to us to request a tax refund—since when is an Incoterm a tax tool?—or with obstacles so that what we buy from companies in the Basque Country is managed by their regional tax system and not through a single window. Really now, doesn’t this seem crazy? Not to mention that the social improvements that have been decreed and the new ones that are being considered for approval are being made without consensus and without deadlines to allow them to be digested. We are talking both about the paid leave that has already been granted and that does not always have a clear legislative interpretation, giving rise to disputes within companies, and about what it would mean to reduce the working day, which they are threatening to impose without negotiation. Without going into too much detail, we must add two aspects that currently make management difficult for many companies: the high level of absenteeism and the difficulty of hiring qualified personnel, or even, we would dare to say, personnel in general.

Rieusset’s goals for 2026

At Rieusset, we are constantly alert to all the challenges that come our way from outside in order to provide the best possible solution, as well as responding to all stakeholders who ask us for both economic results and improved environmental and social impact in our surroundings. Therefore, under the goal of “being a safe, healthy, and sustainable industry” year after year we review our strategy to see if it is still valid within the framework in which we find ourselves or if we need to tweak it. This year, 2025, I would like to highlight that, in addition to all the reasons mentioned at the beginning of this post, we have reviewed our strategy due to the Mission and Vision that GEROSA has defined internally, as well as our Quality, Food Safety, Environment, and Occupational Health and Safety policies.

This point is precisely one of the goals for 2026—not just for this year, as the project has a broader scope—since the development of GEROSA requires all companies in the group to align themselves with a common culture that encompasses all areas of each of the companies in the group, and particularly Rieusset. This standardization of processes requires aligning the best practices carried out to date in each company with the aim of achieving synergies that will make GEROSA an agile company that creates innovative and sustainable solutions.

As innovation is one of GEROSA’s pillars and a belief at Rieusset, we will continue to work with GEROSA’s R&D team to develop materials that respond to the needs of the market and society, while continuing to work on reducing our carbon footprint. The life cycle analysis of our products will continue to be an important part of our daily work to help our customers meet their own objectives. Of course, we also carry out these developments to attract new customers and enter new markets where we can offer the quality and flexibility that characterizes us and positions us as a benchmark for our customers.

The elimination of bureaucracy or simplification thereof is also a goal for 2026. We believe that the challenge posed by artificial intelligence can play an important role in this area, and therefore its incorporation into business management is a key element that we will develop next year.

Managing absenteeism is also a significant challenge. In 2026, we will focus resources on finding solutions that ensure Rieusset is a healthy company where employees can develop their skills without any detriment. This goal is particularly important given the difficulty of finding professionals in the labor market.

Also during the coming year, as we have been doing for some time now, we will continue to develop a culture of continuous improvement and standardization so that it reaches all areas and people within the company. We will even work to ensure that our supply chain is imbued with this way of doing things, finding inspiration through our example.

Finally, in 2026, we will continue to maintain and, if possible, increase all the collaborations we have with schools in our area, with associations that manage groups with difficulties, sponsoring teams that share our values and, ultimately, helping the community to grow with us.

Another year full of challenges and excitement awaits us.