The CEO of Visemar, a New York based company, assumed the presidency of the autonomous marble employers’ association during a stretch marked by repeated crises across the industry. He argues that strong leadership is needed to rally the sector and shape strategies that steer firms back toward profitability.
Marble remains one of the more exposed sectors in Alicante, with production and exports still well below pre-pandemic levels. Against this backdrop, what motivated the decision to lead the regional employers’ group?
That sense of urgency. In challenging times, active involvement is essential to drive change. He had served on Mármol de Alicante’s board for a decade, following a successful tenure by the previous president, and believes the moment is ripe to push the industry toward a more hopeful outlook.
How did the current situation come about?
Marble has endured six crises over fifteen years, creating a highly complex landscape. The downturn began with the 2008 construction slump, followed by market difficulties in Brazil and Russia in 2014, and then intensified as China redirected marble purchases to suppliers in Iran, Turkey, and Greece. The sector also faced competition from ceramic alternatives that imitate marble, impacting demand for whites, grays, and blacks. The Covid era brought transport bottlenecks and higher energy costs, and the Ukraine conflict added further complications.
What explains the overall downturn?
The downturn has been severe. While precise figures require a formal study, activity has roughly halved since 2008 as many firms could not withstand repeated shocks. The surge in costs during the pandemic and ongoing geopolitical tensions left many companies barely profitable, unable to pass higher costs onto buyers.
What steps are companies taking to confront these conditions?
There has been a consolidation trend, with some large and mid-sized firms shrinking and new commercial entities entering the scene. Companies are rethinking material sourcing, leaning toward artificial alternatives or marble imports to meet customer demand. At the same time, business development is being intensified to secure orders globally.
Are the marbles mined in the province still fashionable?
Color trends remain vibrant but shifts can last longer than anticipated. The local palette stays current, yet market preferences can persist beyond expectations, influencing what is stocked and sold.
What are the main goals for the new term?
The priority is restoring profitability across the value chain. Rising costs in recent years have outpaced the ability to adjust selling prices, pushing many firms to cut back. The association plans to help draft a strategic blueprint that addresses inefficiencies and revives activity, with profitability guiding the objectives for all members.
Do administrations provide adequate support?
Support exists from regional agencies focused on internationalization, including participation in major trade fairs. Yet, national energy relief programs have largely bypassed the marble sector due to high energy use in extraction and processing. This gap has a tangible impact on competitiveness and investment capacity.
Will policy changes help this cause?
Public backing is essential, and the industry hopes society recognizes how marble has contributed to Alicante’s economy over decades. The sector plays a powerful role in the region and deserves continued support to sustain jobs and growth.
What about the Monte Coto quarries relied upon by many firms?
There is a need to improve legal certainty through municipal planning regimes and targeted regional plans for Monte Coto to prevent problematic situations and support steady operations.
Recently, sustainability has risen as a central concern across production sectors. Does this apply to marble as well?
Indeed. Work is underway to manage clay waste by collecting it in idle quarries for restoration while pursuing measures to lower the carbon footprint. These initiatives align with broader environmental goals and industry responsibility.
Is representation adequate across institutions?
In Valencia, Mármol de Alicante operates as a solid autonomous employer group. Nationally, there is a gap in unified industry representation that can negotiate with ministries and attract support from entities like ICEX. A mining code revision is also in progress, making it crucial for the sector to contribute and stay prepared.
What about the Valencian Community Business Confederation (CEV) and tensions with other unions?
The focus remains on unity because strength lies in collaboration. Working together yields better outcomes than fragmented efforts when pursuing shared objectives.
What is the view on recent criticisms linking business leaders to broader economic debates?
Public discourse sometimes frames business leaders as adversaries, which misses the complex role they play in economic health. Still, the industry recognizes the need for responsible leadership and values constructive dialogue with policymakers and society at large.