Today we took part in the I International Congress on Families, held in Vitoria-Gasteiz and organized by the Department of Welfare, Youth and Demographic Challenge of the Basque Government. The Congress provided a space for reflection at a time when Euskadi is undergoing profound changes: increased longevity, new family models, and social challenges that require public policies to adapt to today’s reality.
In this context, a key idea emerged: talking about families is talking about social cohesion, about the future, and about the foundations on which our society is built.
The family business as a social and territorial driver
Our participation took place in the roundtable discussion “On the role of the family business in social cohesion and territorial development,” moderated by Gaizka Zulaika (AEFAME – Basque Family Business Association), alongside Carmen Echevarría Guibert (Algeposa), Félix Lascaray (LEA), and our CEO, Eugenio Erhardt.
Following an introduction in which each participant shared the history of their company —some with a long legacy, such as LEA with more than 200 years, and ERHARDT with 144— the discussion addressed the key themes and values that define the nature and impact of family businesses in today’s society.
Identity and values beyond numbers
There was a clear consensus: a family business cannot be understood through profitability alone. Compared to more financial models, where indicators such as EBITDA set the direction, other factors carry greater weight here—long-term vision, commitment, responsibility, and consistency between what is said and what is done.
These values are not static. They have evolved over time, adapting ways of working to each context without losing sight of the core purpose.
Roots and competitiveness: a compatible combination
Another key topic was the role of territorial roots. For the participants, far from being a limitation, it is a strength that provides stability, sound judgment, and the ability to build long-term relationships.
That said, one idea stood out: roots do not mean standing still. Eugenio Erhardt put it clearly:
“From ERHARDT, we can compete globally from Bilbao. Being rooted means going out, seeking opportunities and bringing them back, because without competitiveness there is no well-being, and without well-being there is no future.”
Learning from crises
The participants shared critical moments in the life of their organizations, when continuity was at risk.
LEA spoke about the recent fire at its factory in Vitoria, which has triggered a process of rebuilding and redefining the project. ERHARDT, for its part, recalled several milestones that shaped its evolution: the arrival of containerization, which made its fleet obsolete; the oil crisis and the subsequent industrial crisis in Spain; and the entry of major international insurers following a European directive, which eliminated ERCOS’s competitive advantage in the domestic market.
In all cases, the conclusion was shared: crises force companies to adapt, make difficult decisions, and often reinvent their business model.
To close, the moderator raised a final question: what would society lose without family businesses?
What would society lose without family businesses?
The answers pointed to three key ideas: the loss of a culture of effort and self-discipline, the disappearance of the entrepreneur who takes risks and makes decisions in complex situations, and the decline of projects built with a long-term perspective.
Because family businesses are not designed for the short term. They are built to be here for decades.
A necessary conversation
This Congress has helped to properly recognize the role of families—whatever their model—and family businesses in building a more cohesive, stable, and forward-looking society.
A collective reflection that reinforces a simple but essential idea:
people, values, commitment, and effort remain the foundation of any society that aims to have a future.
