Jan 28, 2026

David, when you think back to the beginnings of PRONATEC, what was it that shaped the early pioneering spirit?
David:

It all began with the vision of my father, Albert Yersin, a passionate mechanical engineer. He was driven by the ambition to make a positive contribution to society. Originally, he pursued the idea of developing machinery for producing whole cane sugar. Since there was no market for it at the time, he decided to market the sugar himself. With SUCANAT – the first tooth-friendly whole cane sugar – he brought this idea to life. But even before that, he was already exploring topics like solar technology and energy recovery – at a time when no one was really talking about them yet.

When I later joined the company, I was not necessarily out to change the world. My focus was on driving the business forward. I saw a real opportunity in the emerging organic sector. As demand increased, we gradually assumed a pioneering role. Looking back, it was often decisions made in uncertain times that set our course, because we were confident we were doing the right thing.

Today – David Yersin in interview

Then – Albert Yersin in his office

To what extent is that core belief still relevant today?
David:

Fundamentally, it has not changed. Our work continues to be shaped by long-term, trusted partnerships – both with smallholder cooperatives in our countries of origin and with our customers. At the same time, our company has grown, of course, and our set-up is now much more professional than it was back then. In the early years, there were just three of us, and we did almost everything – from accounting to warehouse logistics – ourselves, often under improvised conditions. Today, things are far more structured. What has remained, however, is our determination not to stand still, but to constantly question things and keep on developing.

Were there any moments when it became clear you were setting the course for the future?
David:

Yes, several. A key milestone was the launch of the world’s first organic-certified sugar from Paraguay. At the time, processed organic products were still being made with conventional sugar. When our organic sugar came onto the market, there was a lot of demand for it, and other sugar producers also began to shift towards organic production. It was a similar story with the launch of the first organic Fairtrade chocolate. There was a lot of scepticism – many were saying that no one would buy it. But after the launch, there was so much demand that we could barely keep up.

Perhaps the most important decision we made was to set up our own production facility for manufacturing organic semi-finished cocoa products. It was a move that involved significant financial and strategic risk. For a long time, we didn’t even know if we would secure financing for it. It was an emotional rollercoaster. Once the financing had been agreed, we had to make a decision and take the plunge. For me, there was no doubt: this was the only way we could establish a strong position in the market for semi-finished cocoa products and keep on growing.

SUCANAT – the first whole cane sugar

CHOCANAT – the first organic and Fairtrade-certified chocolate

Successfully in operation since 2022 – in-house production dedicated exclusively to organic cocoa

The Cocoa crisis of 2024 put many companies in the industry under serious pressure. What helps you stay grounded in times like these?
David:

Challenging periods are part of any company’s journey, and they shape its history. But this crisis was especially tough. In situations like these, it is important to stay calm, not least because your team will quickly pick up on any uncertainty. What really helps today is that the responsibility is shared more broadly and we look for solutions together.

I generally find financial pressure easier to deal with than interpersonal issues. Conflict within the team affects me more than any set of figures. At the same time, I need a sense of momentum. If things have been quiet for a while, I deliberately look for new topics and am open to unfamiliar challenges. One example is when we had the chance to get involved in a new vanilla project in Madagascar in 2005. This ultimately led to the creation of our Malagasy partner company, PREMIUM SPICES.

Simon, you now represent the third generation at PRONATEC. How do you handle this responsability?
Simon:

It is a big responsibility, but I approach it calmly – and David has certainly been a positive influence in that sense. My first part-time job was in the warehouse. From there, I moved through various departments, taking on a range of different roles. After nearly 14 years with the company, I know the processes, the people and the challenges inside out.

Today, responsibility at PRONATEC is no longer concentrated at the top – it is shared more widely across the organisation. We work closely together as a team, especially in areas like cocoa, production and regulatory affairs. This close collaboration helps us tackle complex situations efficiently.

What motivates me each day is the variety of topics: diverse products, international markets and the fast-paced nature of the cocoa sector. This combination makes the work challenging. But that is exactly what I like about it.

Looking ahead – Simon Yersin in interview

Looking back – Simon Yersin visiting our partners in Madagascar in 2015

The organic and fair trade sector is constantly evolving. Where do you see the biggest challenges?
Simon:

In the organic sector, regulatory requirements are increasing significantly, and issues like traceability and cross-contamination are becoming more and more demanding. Small-scale producers must not be left to face these challenges alone – without professional support, the administrative burden is almost impossible to manage.

In the fair trade sector, it is essential that the social principles are genuinely put into practice and not just used as a marketing tool. At the same time, the number of labels and certifications is also constantly growing. Managing this complexity in countries of origin is already a real challenge – and it will only get tougher.

What role will value creation and in-house production play going forward?
Simon:

Covering key stages of the process is central to our approach: by managing certain parts of the supply chain ourselves, we can control and monitor them more effectively. This gives us a clear advantage, especially in an environment with stringent certification requirements.

In the cocoa sector, diversification remains key. The cocoa crisis showed just how vulnerable individual countries of origin are. At the same time, expectations around quality and product safety continue to grow. We want to be prepared for this – through broad-based partnerships and deliberate geographical diversification of our supplier base.

And a personal question to finish off: what makes you proud when you look at PRONATEC today?
David:

It makes me proud and happy to see how the company has evolved – from just three people to what it is today. We now manage a substantial part of the value chain ourselves and take full responsibility for it. And when you look at our partner companies in the countries of origin, and at the thousands of smallholder families they work with, the social impact is remarkable.

Simon:

What impresses me most is the production side: the technology, the equipment and the processes. And when you see just how many people are involved at origin, you become truly aware of the responsibility that comes with it.

Dear David, dear Simon, thank you very much for this interview.

PS: You can find key milestones in our news article marking 40 years of PRONATEC, and further insights into the company’s history in our interview with David Yersin on the occasion of 45 years of PRONATEC.

25th anniversary celebration of YACAO, PRONATEC’s subsidiary, in the Dominican Republic

Advanced technology at PRONATEC Production in Beringen, Schaffhausen