Chris Taylor

NEW YORK (Reuters] – You may not be thinking about how complicated the supply chain was that brought you your Chipotle Mexican Grill (NYSE) order.

That is Brian Niccol’s job.

As Chipotle’s CEO and chair, the buck stops with Niccol when it comes to all those logistics. But Niccol does want you to consider the land and workers needed to make it all happen because without them, you’re not getting that meal.

Niccol discussed with Reuters the disturbing and real implications of farmers’ disappearances and land loss.

Q: How do you feel that farming is facing such a crisis?

Q: Many farms don’t transfer generationally, and much of the farmland is going to developers. Because we want land to go into the hands of farmers, we have launched a new campaign.

The United States has lost over 20 million acres of agricultural land in the past decade. In addition, 400 million acres will need to be cultivated by new farmers.

If young farmers can’t find affordable land, that’s just not going to happen. We want to make sure government is aware of this, and people are aware because a lot of folks don’t even realize this is happening.

Q: Since the 1970s, there has been a decline in farmers. This is what does it mean?

A: Supporting small farmers is something we love. Our commitment to integrity in food means that we want organic produce and animals raised responsibly.

Small farmers are needed, so we will buy from them. They are also given tools and resources to help them produce high-quality food. It is something we keep in our thoughts and for which we are accountable.

Q: Which support do you offer them in particular?

A: One thing that is most important is to create long-term agreements. A three- or 4-year agreement is a great idea. They know that they will have a buyer and are able to make investments accordingly.

Our other service is to provide financial assistance for young farmers looking to get started in farming and who require money to buy or plant their first crop.

Q: The supply-chain nightmare is a topic that everyone talks about. Do you feel it is causing constant headaches for your health?

A: We are fortunate to have many great partners. They have enabled us to be able to intelligently forward-buy key items where needed. But it’s not getting any easier, that’s for sure. It’s a constant conversation between freight and labor problems.

Q: Is it more difficult to get certain menu items than others?

A: We have long-standing relationships with many Americans who grow and raise so many of our products here. We knew what to plan for, and we didn’t run into any real problems.

Recently, the biggest challenges in building restaurants have been those related to getting HVAC equipment and enough steel for grills.

Q: How have you felt about the labor market?

A: It is an intense labor battle. I’ve never seen it so tight. That’s why it’s really important to talk about purpose.

It is also important to be able to earn the right wages and grow them. Our benefits include debt-free educations and reimbursement for tuition. On the benefit and wage front, we have been leaders.

Q: Which leadership lessons did you learn from the COVID Era?

A: From a management standpoint, you can’t communicate enough in times of uncertainty. You can’t be afraid to say, “This is working” or “This isn’t working.”

Communication must continue to flow. Be transparent in what you know and what you don’t know, and then ask for feedback because it can’t be just one-way communication.

Q: Name a favorite dish on your menu.

A: Barbacoa beef It is my favorite. It is my favorite thing.