Longstanding executive chair of British Apples and Pears (BAPL), Ali Capper, is set to take over from Nick Marston as chair of British Berry Growers (BBG) following his planned retirement later this year. 

Ali – a pivotal industry expert in shaping DEFRA policy, and regular face on BBC’s Countryfile, will step down from her own role at BAPL to take up the position in November.  

A top fruit and hops grower, Ali brings extensive experience of fresh produce leadership and advocacy, and her appointment comes at a significant time for UK berry production as growers face ongoing cost pressures, labour challenges and growing competition.  

Drawing on industry leadership perspectives, particularly from Ali’s transition to Chair of British Berry Growers, a clear narrative emerges: the opportunity is substantial - but realising it requires a decisive shift in policy alignment, investment frameworks, and sector prioritisation. 

Pivoting on a Step Change 

The UK fresh produce sector stands at a genuinely pivotal moment. As Ali Capper puts it, she is stepping into a sector that is “really important and incredibly innovative,” but one that is also grappling with structural challenges that now need resolving if growth is to be realised. 

What comes through clearly is this: the fundamentals for growth are strong, but without sharper policy alignment and clearer Government support, the sector risks under-delivering on its potential. 

A Sector Ready to Scale 

There is no shortage of ambition or capability within fresh produce. Over the past two decades, the sector has reinvented itself. 

As Ali explains, the move has shifted away from traditional soil growing. “If you look at what’s happened in berries over the last 20 years” explains Ali, “it’s been nothing short of a quiet revolution—from soil to highly controlled systems.” 

And it doesn’t stop there. Growers are now experimenting with higher-density systems, mechanisation and robotics, and new varieties focused on yield, flavour, and pickability. 

This isn’t incremental progress - it’s a shift toward controlled, precision-based production. 

Ambition reflects that progress. The berry sector is targeting exports to be half of all volume by 2035 for strawberries, while apples are aiming to increase their share of UK retail from 40% to 60%. 

And importantly, this growth is being dictated by the market. British produce puts resilience into food supply, particularly as climate shocks hit traditional import regions. “The opportunity for growth is huge”, states Ali, “and crucially the market wants it, with retailers and consumers actively seeking more British produce.” 

In simple terms: the opportunity is real, and it’s immediate. “Innovation is happening everywhere in this sector - but it needs the right policy environment to turn into real growth.” 

The Productivity Paradox: Innovation vs Profitability 

But there is a tension running through the sector. 

Despite innovation and demand, profitability has been eroded in the last few years. 

This creates a paradox: one of the UK’s most technologically progressive agricultural sectors is struggling to generate the margins needed to reinvest and scale. 

Labour supply lies at the heart of this challenge which means even small cost pressures - or policy uncertainty - have a disproportionate impact on viability. 

Ali is clear on the issue; “There’s no question innovation is strong, but profitability has been eroded in recent years. With labour accounting for up to 70% of production costs, small changes can have a big impact.  We have ambition and demand - but not always the financial headroom to invest for growth.” 

The result is a fragile growth model: innovation is happening, but the financial certainty to accelerate it isn’t guaranteed. 

Policy Misalignment: The Core Barrier 

If there is one consistent theme, it is frustration with mixed policy signals. 

Whilst Ali believes there is genuine political appetite to progress solutions, Government is, in effect, asking the sector to grow whilst simultaneously constraining the conditions needed to support that growth. 

“There are conflicting political drivers, encouraging growth whilst creating uncertainty around labour,” she states.  “We need consistency.  Without alignment, policy risks slowing down growth rather than enabling it.” 

For growers making long-term investment decisions, that lack of coherence is a real barrier. 

The Three Critical Government Asks 

1. Labour, Certainty, and Scheme Stability 

On this point, Ali is clear. “If you haven’t got a seasonal workforce, you haven’t really got a business.” 

The current Seasonal Worker Scheme is working well operationally but lacks permanence and flexibility. 

THE SECTOR IS CALLING FOR IT TO BE MADE PERMANENT, EXTENDED TO NINE MONTHS WHERE REQUIRED, AND SUPPORTED CONSISTENTLY.   

“Confidence in labour supply is critical for investment” concludes Ali. 

2. Planning Reform for Food Production Infrastructure 

Planning remains a major constraint, often being a slow and costly process. 

Additional requirements can add unnecessary costs, particularly for essential food production infrastructure. 

“Planning has become a real pinch point for growers.” Ali explains. “Regulation needs to be proportionate to food production needs and we must recognise food production as strategic infrastructure. Food security supports economic growth and rural employment” 

The biodiversity net gain requirement is also adding unnecessary cost burden to planning applications for food producers.  

Ali is specific on this barrier.  “When you’re putting up polytunnels or glasshouses to grow food, it is simply not proportionate. Food production is strategically important to achieve food security.  BNG requirements ultimately just increases the cost per kilo.” 

THE SECTOR IS ASKING FOR FASTER PLANNING, PRIORITISATION OF FOOD PRODUCTION, REFORM IN BIODIVERSITY NET GAIN, AND PROPORTIONATE REGULATION. 

3. Skills, Education, and Workforce Development 

There is a clear need to redesign how the UK approaches skills in this space. 

Ali believes we need a re-engineering of the education system. “Vocational pathways are critical to the sector’s success, and we need stronger continuous professional development to support growth.” she states. 

THE SECTOR NEEDS A STRONGER FOCUS ON VOCATIONAL PATHWAYS, TECHNICAL SKILLS, AND CONTINUOUS PROFESSIONAL DEVELOPMENT IS ESSENTIAL. 

Regional Opportunity: Greater Lincolnshire as a National Asset 

Greater Lincolnshire plays a critical role, with strong soils, innovation assets, and agri-tech capability. 

However, land use decisions remain crucial to protecting food production capacity. 

“The quality of soils in Lincolnshire is exceptional,” Ali explains. “The region’s agri-tech ecosystem is a major strength, and land use decisions must protect food production capacity.” 

Export and Global Positioning 

Meanwhile Ali believes export presents a significant growth opportunity for the sector moving forward. 

Expanding international markets would strengthen returns, diversify risk, and enhance the UK’s global food reputation. 

“Export is a major opportunity for future growth. Scale is critical to unlocking international markets, and British produce has a strong global story to tell.” Ali enthuses. 

Conclusion: From Fragmentation to Strategy 

There is no lack of ambition or innovation in UK fresh produce. 

What is needed now is alignment.  Bringing together labour, planning, skills, and trade into a coherent strategy. 

The opportunity is clear. The sector is ready. The question is whether policy will keep up. 

“We need alignment across policy areas,” concludes Ali. “With the right support, the sector can grow significantly.”