Production blueberries In South Africa, production has expanded steadily over the past decade, with annual output now averaging between 25,000 and 26,000 tons. However, despite this growth, producers operate in an increasingly competitive global market.

According to Corne Oosthuizen, general manager of the farm blueberries Le Arc, near Franschhoek, which is part of Six33, one of the most important sources of pressurized coal comes from Peru, which currently produces around 400.000 tons of blueberries per year.

It points out marked differences in the scale and pace of expansion. While South African producers typically plant or replant between 2 and 5 hectares per year, Peruvian producers operate on a much larger scale and often establish or renew 100-hectare blocks when new varieties become available.

The size of farms there typically ranges from 500 ha to 600 ha, compared to the average of 20 ha to 30 ha in South Africa.

This advantage of scale is reinforced by significant government support and a highly integrated value chain. In Peru, dedicated vessels quickly transport the fruit to export channels. A highly specialized workforce is deployed at every stage of production, from teams focused solely on planting or installing shade netting to those dedicated to harvesting, packing, and quality control.

The result, according to Oosthuizen, is a system that offers significant cost advantages through scale and logistical efficiency.

© Le Arc

Premium quality approach

For Six33, competing in this environment is less about matching volume and more about standing out in quality. The company has deliberately positioned itself at the premium end of the market, where consistency and differentiation matter as much as performance.

“Agriculture in Peru is highly mechanized due to its scale, which can result in inconsistent quality. We focus on producing excellent fruit and offer specialized packaging for buyers looking for something different. This is difficult to achieve in mass production,” he says.

South Africa has some structural advantages over its competitors. Labor is more readily available than in many European countries, but this is offset by cost and efficiency challenges.

“While wages are lower than in developed markets, they are still a significant expense locally, and productivity can be up to 50% lower,” explains Oosthuizen.

Genetics and efficiency

In this context, Six33 focuses on improving yield per hectare through a combination of genetics and refined farming practices. A key shift has been towards new blueberry varieties that produce larger, heavier fruit, making harvesting faster and more efficient.

While older cultivars typically produced berries weighing between 1,8 and 2 grams, newer selections can reach between 2,4 and 4 grams. These varieties often offer additional advantages. Larger berries are in higher demand, have a longer shelf life, and are generally easier to pollinate.

Some older varieties, Oosthuizen points out, have flowers with very small openings, making it difficult for bees to access them effectively.

Even so, no variety is adopted without thorough testing. On-farm trials play a crucial role in determining whether a cultivar will perform well under specific local conditions.

“It’s not enough to know that a berry is in high demand and has numerous advantages. You need to make sure it’s suited to your production environment,” he says.

“Our neighbor and we, for example, are producing a variety that almost all the producers in the rest of the country have withdrawn, because it works on our farm, but not on theirs.”

Some newer varieties are easier for bees to pollinate. © Le Arc

Managing work dynamics

Work remains one of the most complex and unpredictable parts of the system and requires a careful balance between motivation and supervision. At Six33, this is managed through a combination of training, incentives, and performance tracking.

The training is part of ongoing skills improvement efforts aimed at enhancing efficiency and consistency in field selection.

Workers are also given clear targets, with income directly linked to production. The more they choose, the more they earn. This is supported by attendance bonuses designed to reduce absenteeism.

However, incentives alone are not enough. The company uses technology to monitor individual performance, track production per worker and per hectare, and analyze patterns across teams and production areas.

This insight has revealed some of the behavioral dynamics at play. For example, some workers slow down toward the end of the day if they realize they are unlikely to reach a bonus threshold, while younger workers appear to be more likely to skip shifts than their older colleagues.

© Le Arc

A refined approach

“Understanding these patterns has allowed Six33 to refine its approach, adjusting goals and incentives to keep workers engaged and productive. The aim is not only to improve efficiency, but also to create a system where performance is consistent and aligned with the demands of producing high-quality fruit,” says Oosthuizen.

At the same time, a workers' committee has been created to improve communication between staff and management and to address problems before they escalate. The committee consists of 20 members elected by the workers.

“A broad committee is needed to ensure that decisions are truly representative of the workforce. People are much more open to listening to someone they voted for than to someone appointed to their position,” he adds.

In a market shaped by scale and efficiency elsewhere in the world, Six33 prioritizes control over volume. From varietal selection to labor management and employee engagement, the focus is on refining what happens in the vineyard and ensuring that quality, rather than quantity, remains its strongest competitive advantage.