EN 
PT_BR 
Access to rural credit is undergoing changes that require greater financial organization from producers. Although the Plano Safra (Harvest Plan) continues to be one of the main sources of financing for Brazilian agribusiness, the advancement of the capital market and the conditions of subsidized credit increase the importance of diversifying the resources used in agricultural activities.
For the 2025/2026 cycle, R$605 billion in rural credit was announced for commercial and family farming. However, the proportional reduction in subsidies and the increase in interest rates reinforce the need to seek alternatives to traditional financing, according to an analysis by Henrique Galvani, CEO of Arara Seed.
This movement accompanies a broader transformation in Brazilian financing. According to a survey by Rio Bravo Investimentos, based on data from the Central Bank, the stock of private securities will surpass, for the first time in 2025, the volume of traditional bank loans in the country.
In agribusiness, Galvani estimates that between 25% and 30% of the credit stock already comes from the capital market. The participation of these resources represents an alternative for financing rural operations, but it also establishes new requirements for companies and producers interested in attracting investments.
Among the main obstacles are the lack of organization in financial statements, the absence of structured cash flow projections, the informality of contracts, and the mixing of personal and business assets. These conditions can hinder access to private resources even when the activity shows satisfactory productive results.
Instruments such as structured Rural Product Certificates (CPRs) and Agribusiness Receivables Certificates (CRAs) expand financing possibilities. However, unlike traditional forms of bank credit, these operations require information that allows investors to assess risks, monitor results, and understand the financial and operational capacity of the businesses.
In this scenario, financial governance becomes important for rural properties and smaller businesses as well, not just for large agribusiness groups. Formalizing contracts, monitoring indicators, and separating personal and business accounts are among the measures Galvani points to in order to improve management structure.
Organizing this information can facilitate the evaluation of businesses by different financial agents and expand the negotiating power of producers. With greater predictability regarding revenues, expenses, and commitments, rural activity tends to present more favorable conditions for analyzing financing alternatives. The diversification of credit sources does not eliminate the importance of the Harvest Plan, but it highlights the need to prepare rural operations for different fundraising models. In Galvani's assessment, the advancement of productivity in the field needs to be accompanied by improvements in financial management, so that producers and companies are prepared to access resources destined for the continuity and expansion of their activities.
