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Elio Chiavetta a life between science and research

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Elio Chiavetta was born in Fiume when it was still Italian, in July 1944. When, three years later, the Paris Peace Conference sanctioned the assignment of those territories to the Socialist Federal Republic of Yugoslavia, he was forced to leave his birthplace: his father Giovanni, a member of the Carabinieri Corps, was assigned to the Carabinieri barracks in Termine Imerese (PA). And it was here that Elio spent his childhood until his father’s subsequent transfer. He was little more than 15 when he and his family moved to Los Angeles, California, where he began his studies, first at Foshay Junior High School and later at Abraham Lincoln High School. For any Italian, attending an American school could be quite a cultural shock, but Elio did not lose heart. He attended special courses to learn English and managed to obtain very high marks, especially in mathematics and science. Standing out among many, he was admitted to attend the summer course of Professor Edward Tel-ler, a nuclear physicist of Hungarian-Jewish origin who would win the first Ig No-bel Peace Prize in 1991, as the father of the hydrogen bomb (the first experimental specimen was detonated on 10 November 1952 in the Enewetak Atoll in the Pacific Ocean (Operation Ivy)) and the first supporter of the Strategic Defence Initiative. Helium’s path is now set, his passion for science will guide him for the rest of his life. He thus decided to enrol in the Faculty of Electronic Engineering at California State University. After two years, however, he had to discontinue his studies. Having become a US citizen in the meantime, he joined the war in Vietnam in 1965 as a volunteer in the Air Force, where he spent six months working on communication systems. Long months lived intensely under bombardment, amidst the aftermath of military operations, among a people condemned to hell on earth. After six months, he was sent to Italy, to Montevergine in the province of Avellino, where he was assigned to the USAF Base – Detachment 22 – which was part of the MedCom 486L System for tro-spheric communications of the American network of strategic nuclear systems. At this point, another phase of Elio’s life begins. Shortly afterwards, he won the inter-national NATO competition as Chief Engineer and was assigned to the Supreme Allied Commander Europe Centralized Training Facility in Latina, where he took up his duties on 5 March 1973. Once again, he distinguished himself for his merits: he managed to set up the first NATO training group in the field of ciphers used for secret communications between NATO commands and Atlantic Alliance capitals. During this time, he designed and directed the first computerised system for training technicians, operators and engineers of communication systems used in the deployment of NATO military forces in the war theatres of Bosnia, Kosovo and Afghanistan. After 34 years of service, he left NATO on 30 October 2007 after contributing dozens of publications (classified and unclassified) to the improvement of the International Organisation’s training activities. “I felt like starting something new,” he sincerely admits. And so, after founding Chiavetta Aerospace with the aim of designing and building a star navigator, he decided to devote himself to healthcare and people’s health. As majority and reference partner, he took over full-time as Sole Director of Medical Pontino srl in Latina, a Medical Centre affiliated with the Health System that includes an Analysis Laboratory, Diagnostic Imaging and Specialist Outpatient Clinic. “My life path has taught me to put people at the centre of everything”.

Medical Pontino: a faithful, loyal and supportive company serving the patient

Medical Pontino was born from a far-sighted vision. The basic idea was to transform a small analysis centre, which later became an outpatient clinic, into a facility of excellence, capable of guaranteeing top-quality services at a reasonable price, within the reach of everyone, even the poorest families. Elio Chiavetta and his son Giovanni took over the company back in 1999. Since then, the Latina Diagnostic Centre has become an example of excellence on the national health scene for the high quality, reliability and completeness of its services. In over twenty years, it has combined business and ethics, investing in technological innovation, and providing high-profile specialist services, thanks to a qualified and competent medical staff capable of assisting the patient at all stages of the therapeutic process. A perfect combination of technology and professionalism, entrepreneurship and ethics, thanks to which this virtuous reality has been able to focus on the promotion of increasingly complex care services, making the centrality of the patient its founding value. “The key word of our business model is responsibility towards the user and society,” emphatically asserts Giovanni Chiavetta, Administrative Director of the facility, “an obligation we fulfil both by guaranteeing high-profile services and by enhancing the social role of the company, strengthening its ties with the territory. “Our mission is in fact to maximise customer satisfaction, taking the good of our patients to heart, guaranteeing the high quality of the services we provide in all circumstances (a commitment that requires constant investment in professionalism and technology), and always combining business with ethics and social commitment.

Human capital, innovation and sustainability: the keys to success for Green Gear Transmissions

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Innovation, valorisation of human capital and respect for the environment: these are the strengths of Green Gear Trasmissioni (GGT), an engineering company specialising in the design, production and marketing of power transmission components for the control of rolling stands in steel mills. Founded in 2011 by Michela Sciorato, Mario Martone and Fulvio Graziano, this innovative company from Baldichieri has established its leadership in a highly competitive market thanks to niche products of high technological quality, and thanks to a strategic vision focused on the centrality of people and the environment.
by Roberta Imbimbo

Dr Martone, what is GGT’s core activity?
From its operational headquarters in Baldichieri d’Asti, GGT is able to manufacture niche products with high technological content destined to drive the rolling stands of steel mills, such as gear couplings, gear spindles and cardan shafts, of medium and large size, which are used in steel plants all over the world; in particular, gear spindles are very sophisticated and innovative, safe and reliable products that, with a single application, connect the gear to the rolling stand. Thanks to a consolidated experience gained over many years of activity, a highly qualified team and a dense sales network present on all continents, this all-Italian excellence is now operating throughout the national and international territory, where it has managed to increase its customer base, reaching a turnover of around 7 million Euros per year.

How important is human capital for you? How much do you invest in corporate welfare?
The 30 or so people who work for us and with us are our most precious resource, the foundation of all our success because it is also thanks to their competence, intelligence, motivation and determination that we are able to offer high value-added products today. Human assets represent for us an asset that is not secondary to the financial one, a great opportunity for growth – not only economic but also and above all ethical – on which we are investing considerable resources. Continuous training, valorisation of the individual, company welfare policies (for example, not only do we recognise the fourteenth month’s salary for each employee, even though it is not envisaged by the CCNL, but our salaries are significantly higher than the industry average), work-life balance, and sharing environmental sustainability objectives: this is how we at GGT strive to create a stimulating and safe working environment in an increasingly innovative cultural context, firmly convinced that innovation should not only be product and process innovation, but should also and above all develop corporate welfare, protect health and safety in the workplace, and enhance the value of all our employees. Men and women who, with their professionalism, contribute every day to building the history of GGT. Innovation means having the ability to rewrite new business models, focusing on a policy centred on quality, sustainability and safety (it is no coincidence that we have chosen to certify ourselves ISO 9001, ISO 14001 and ISO 45001). So, for us, human capital, innovation and sustainability are the three axes on which we focus to win the future challenges imposed by an increasingly globalised and digitalised market, in which, however, people will continue to play a key role.

GGT is definitely a company with a green heart. How do you manage to combine the goals of economic growth with a low environmental impact policy?

In order to best venture into the fourth industrial revolution, we have equipped ourselves with a company compliance inspired by Industry 4.0 paradigms, to be increasingly oriented towards digitisation, production and energy efficiency, environmental sustainability and circular economy, as required by Europe. Not only that. Over the last few years we have invested heavily in R&D, precisely to develop an environmentally friendly product, i.e. one with a low environmental impact, patented and offered to the global market: a type of extension that automatically lubricates from the inside, so as to prevent grease from escaping from the product, keeping the rolling mill clean. Even more so, the toothed extensions with the compact internal hermetic oil system are now a truly innovative solution because, once installed, they do not require lubrication for about nine months, whereas competitors’ extensions generally require lubrication once a week (in other words, in one year we use only 4 kilos of oil, whereas our direct competitors use hundreds of kilos; there are even players who, instead of oil, use grease, which is then harmful to the environment). Thanks to these prestigious results, and nevertheless to a strategic vision, over the years we have received important recognitions that testify to the goodness of our work, such as the prestigious Le Fonti Awards®, which consecrated GGT as Excellence of the Year 2021 in Innovation & Leadership; and the FT 1000 award in 2022, organised by the Financial Times for European companies with the highest growth rate.

So many achievements in so many years. Future goals?
One of our priority objectives is certainly to broaden our target audience, reaching out to serve the end consumer directly, in order to maximise customer satisfaction with other high added-value services; we will also expand further from a commercial and territorial point of view, both by participating in prestigious international trade fairs with the intention of making our brand known to an increasing number of users, and by opening new branches abroad in strategic countries: last July we opened a branch in India, a choice that proved to be a winner because it allowed us to be closer to the local state-owned steel mills. The innovative challenges will obviously continue under the banner always of environmental sustainability and the enhancement of human capital!

For more info (https://ggtsrl.it)

The importance of wealth planning and protection

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Founded in 1997, Studio Legale Marchionni Romagnoli is a legal boutique in Foligno specialising in providing out-of-court and in-court advice and assistance (at every stage and level of proceedings, up to the Supreme Court), in specific areas of expertise. Thanks to a highly qualified multi-disciplinary team – each lawyer has professional expertise in a specific legal matter – it is able to offer its clients a 360-degree, highly qualified, reliable and strictly tailor-made advice, i.e., tailored to their specific needs. Its ability to successfully deal with all legal issues, putting its experience and expertise at the service of Italian families and businesses, is a peculiarity with a high added value that has allowed it to obtain in the last two years important recognitions, such as the prestigious Le Fonti Awards, as Excellence Boutique of the Year 2023 Asset Protection Law and Trusts; it has also been included in the list of the nineteen Italian excellencies in the field of family and inheritance law, the important award of Sole 24 Ore and Statista dedicated to Italian realities that have particularly distinguished themselves for growth and professionalism. “Our key strategy is to provide tailor-made legal advice, rigorously qualified and customised, through the establishment of a valuable partnership with the client,” says lawyer Massimiliano Romagnoli, who in this interview talks about the legal instruments aimed at protecting assets.
by Roberta Imbimbo

Mr Romagnoli, how important is estate planning and protection today?
In Italy there are about 16 million people with tax debts (the total debt of Italians with the tax authorities exceeds 950 billion, i.e. more than half of our GDP); 130 thousand houses are auctioned every year, 309 per day, 13 per hour, and 27 companies go bankrupt every day. Data in hand, our country is moving faster and faster towards indebtedness for Italians. In this economic and financial context, estate planning plays a role of primary importance precisely to protect assets (preserving them over time) from negative events in the financial market, from the erosion of inflation, and from life’s unforeseen events (job loss, company crisis, health problems). Our priority objective is to support the client in the protection of his assets and in the management of possible risks, starting from an in-depth analysis of his patrimonial situation and from a mapping of the potential causes of aggression, arriving at a true and proper consulting activity aimed at choosing the best solutions to protect and pass on his assets according to his specific personal needs.

Today there are several legal instruments – each with its own peculiarities – that allow one to protect and safeguard one’s assets from attack by creditors, banks and the tax authorities. Can you tell us about the Trust?
Acknowledged in our legal system with the ratification of the 1985 Hague Convention, the trust is a legal institution of Anglo-Saxon origin, linked to the protection of corporate or personal assets, also with a view to generational transition, by which the possessor of certain assets (the settlor), by an act inter vivos or mortis causa, has the possibility of separating them from his availability, disposing of them. Separated assets are managed by a person, the trustee, for a certain lawful purpose in favour of one or more persons (the so-called ‘beneficiaries’). Generally, this particular legal institution is resorted to in order to meet the need for asset protection and efficiency, as the assets transferred to the trust, constituting a distinct and separate asset from the personal assets of both the settlor and the trustee, cannot be attacked by their particular creditors. And so, those who set up a trust do so, for example, to remove assets from their business activities, to take advantage of preferential taxation on dividends received from corporations in which the trust has an interest, or to provide assistance to weak individuals (minors, interdicts or incapacitated persons) who are unable to administer their assets, to manage operations relating to the generational transfer from one beneficiary to another of tangible or intangible assets, and finally to allocate the assets in trust to a philanthropic initiative. In short, the trust is a ductile and flexible legal instrument that has a very broad field of application, also following the issuance of Circular 34/E that put an end to certain interpretative problems in the field of direct and indirect taxation.

The trust is particularly effective in the case of generational transition. Why?
Ninety per cent of Italian businesses are family-run and generate 80 per cent of the gross domestic product. Many of them, however, do not survive the death of the founding father, and very few make it to the second generation, precisely because very often a proper generational handover is not put in place. Precisely in order to safeguard business continuity, a precise strategy must be adopted so that the generational passage does not have a negative impact on the business, but becomes an opportunity to transfer experience, know-how and business values to specific heirs. In fact, the trust allows the entrepreneur to properly evaluate the choice of the successor, avoiding that upon his death the legitimate succession opens and the company falls into hands that are not capable of appropriate management. In fact, the entrepreneur may appoint a trustee, entrusting him/her with the task of managing and subsequently transferring the business to the person who will manifest the most suitable characteristics to take control of the business. From this point of view, the trust is an ideal instrument for planning the generational transfer of the company in a prospective perspective; however, it is a technically very complex instrument, which must be handled with great care and attention; this is why the recourse to experienced professionals, capable of providing high value-added services, in this matter is of paramount importance.

Studio Legale Integrato, excellence at the service of businesses

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Born in October 2021, from the brilliant intuition of the three founders Manuel Verde, Maurizio Vicino and Marco Zaia (as well as partners and long-standing friends), Studio Legale Integrato is a young and dynamic firm of lawyers that has succeeded in establishing its leadership in the market of business consultancy on the strength of a strategic vision and a multidisciplinary team of 24 highly qualified professionals, capable of promptly and effectively meeting all kinds of needs. Manuel Verde, a lawyer specialised in corporate and tax consultancy, an expert in Innovative Finance and new financial instruments such as bitcoin and crowdfunding, and a member of STEP Italy (International Association for Asset Management, Protection and Transfer), reveals the future challenges that today’s businesses must face in order to gain a competitive advantage in an increasingly dynamic and globalised market.
by Roberta Imbimbo

Avvocato Verde, with what mission was Studio Legale Integrato born?
Founded in Bologna in 2021, the Firm is without a shadow of a doubt a young, dynamic and future-oriented firm that has managed to become an important reference point in the consultancy sector for companies of all sizes (start-ups, SMEs and large corporations), on the strength of a strategic vision, an innovative business approach oriented towards client centrality, and a multidisciplinary team of 24 professionals able to proactively anticipate the needs of a highly competitive and constantly evolving market. From its offices in Bologna, Milan and Naples, the firm is able to operate throughout Italy, where it has increased its brand reputation thanks to a tailor-made, highly qualified and reliable consultancy, tailored to the real needs of each individual business. The objective is obviously to maximise customer satisfaction with high value-added services aimed at increasing the competitiveness and development of virtuous businesses in their target market. Our leitmotif is create, organise, and share. We believe that in an increasingly globalised and digitalised world, every good entrepreneur must be adequately assisted in creating a business while reducing risks (and this is only possible by analysing/studying in advance the market niche, the target audience, and direct competitors, developing an effective penetration strategy, and resorting to the new forms of Facilitated Finance); and in organising the company structure in an advantageous manner, to obviously increase productivity and consequently turnover and growth.

What are the distinguishing features of your consultancy approach that set you apart from your competitors?
In addition to highly specialised know-how in the civil, corporate, tax, labour, banking and administrative fields, our main competitive advantage lies in our ability to be a qualified and reliable partner capable of providing all-round assistance both to large corporations in specific sectors (Legal, Strategy and Governance, DLgs 231/2003 management models); and to ambitious SMEs that want to create a solid and long-lasting project that will obviously decree their success in the market. Global competition and strong technological innovation have created a changing, competitive and complex environment in which companies must be able to grow, innovate and evolve. In Italy, unfortunately, we have a lot of small family businesses and very small local businesses that in today’s globalised and highly competitive world struggle to survive and succeed (thousands of companies are in fact forced to close every year). Our most ambitious challenge is therefore to create a new business culture, sensitising entrepreneurs anchored to often obsolete beliefs and methodologies to overcome conceptual prejudices and to open up to the change taking place, entrusting the management of certain business activities to experienced professionals (a choice that must obviously not be causal but pondered and conscious), who are able to accompany the company on a virtuous path of innovation, renewal, growth and development with highly customised strategies and with a daily and ongoing partnership relationship. Even and above all, small entrepreneurs must begin to look to the future with a more innovative approach, disowning old management models (even if they have proved successful in the past), adopting new entrepreneurial schemes more suited to the evolution of the markets, acquiring greater self-awareness and the new tools available today to achieve their business objectives.

So many achievements in all these years. Future goals?
Undoubtedly the consolidation of the new operational offices in Milan and Naples, a significant increase in the organisation of events that talk about business (such as the workshop of 12 May, entitled Creating a business from zero to one hundred, organised in collaboration with the crowdfunding portal MyBestInvest; an opportunity to reveal to entrepreneurs all the tools needed to shape a winning enterprise), the strengthening of new strategic partnerships throughout the country and internationally, opening up to hitherto unexplored markets, especially in America and the Arab Emirates, where there are interesting growth prospects.

For more info (https://www.studiolegaleintegrato.com)

Illumilab, the future-oriented company that makes LED crosses 4.0

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Founded in 2012, Illumilab is a young, dynamic and future-oriented company highly specialised in the production of crosses for Pharmacies and Parapharmacies and advertising displays that has established its leadership in a highly competitive market thanks to innovative, technologically advanced and high quality products. Domenico Labate, owner of this all-Italian excellence with a green heart, in this lengthy interview reveals the future challenges that the company from Paola (CS) is called upon to face in order to continue growing in hitherto unexplored markets.
by Roberta Imbimbo

Dr Labate, tell us a bit about the history of your company. When was it born and with what mission?
Illumilab was founded in 2012 to meet the demand of a very dynamic market, which had been affected by the bankruptcy of a large company in the sector for which I had worked as a sales agent. Thanks to the experience gained over many years in the business and nonetheless thanks to continuous investment in R&D, Illumilab presented itself as an innovative and future- oriented company capable of producing products that are more attractive than those of its competitors in terms of the materials used (strictly stainless steel and not aluminium or iron), visual impact, multimedia content, lighting effects, and the LED technology used, which enables intelligent performance and low energy consumption. Being extremely avant-garde products with an original and modern design, they immediately managed to intercept the needs of the most innovation- and sustainability-conscious pharmacies (which represent around 95% of our core business). And so in a short time Illumulab was able to conquer significant market shares, becoming an important reference point throughout the country and internationally (especially in the USA, Bulgaria and Ireland).

What kind of market is it in which you operate? And what are your strengths compared to your competitors?
Although it is a highly competitive market, we have managed to clearly differentiate ourselves from our numerous competitors by investing heavily in R&D to create sophisticated products that are increasingly innovative and long-lasting. Thanks to a strategic vision, highly specialised know-how and the need to continually raise the bar in terms of the quality of our solutions, we have been able to guarantee our customers the highest quality standards, which has enabled us to increase our brand reputation in a very short time. The key to our success – the company has grown exponentially in recent years both in terms of turnover and geographical expansion – has therefore been to create products that are technologically ahead of the competition, investing heavily in research to proactively anticipate the needs of an ever-changing market. Participating every year at the Cosmofarma Exhibition – a very important event for the pharmaceutical sector – we had the opportunity to display the very latest products that were systematically re-proposed by our direct competitors at the following edition, when for us they were already largely outdated. It is no coincidence that, three years ago, we received a prestigious award for Technological Innovation, as we were the first to implement the 4.0 crosses. (customised graphics with 256×256 pixels of definition per side, 20 different types of transition, frames and 3D effects, compatibility with any type of graphic file extension, single, animated and 3D texts with 4 billion colours and over 50 effects).

What are the future goals?
The extraordinary achievements of so many years must be the starting point to achieve even more ambitious goals. In what way? I always tell the guys who work for me and with me (who are without a shadow of a doubt my most important resource) that they must learn to reason with their hearts and only marginally with their brains in order to be able to create products that are unquestionable in terms of quality. That’s it, I firmly believe that passion makes us go beyond our limits, makes us overcome our limitations; and for those who aspire to overcome increasingly complex challenges, intelligence and wisdom of the heart are indispensable requirements that the intellect cannot match. Therefore, relying on our passion, determination and highly specialised skills, we will seek to expand into hitherto unexplored markets (especially those in Europe) that offer great growth prospects, always with a focus on maximising customer satisfaction and orientation towards technological innovation.

For more info (https://illumilab.it)

Football as an educational and social tool

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ASD VF Pesaro – an acronym for Viri Fortes (from the Latin for brave men) – is a new football club in the province of Pesaro Urbino that this year competed in the Third Category championship. Founded a year ago from the winning idea of entrepreneur Sergio Presicce, former president of Duesse Infortunistica, and his deputy Andi Bregu, the new club has very ambitious goals not only from a footballing point of view (to try to play in the next championship as a protagonist) but also and above all from a purely educational and social point of view.
by Roberta Imbimbo

Dr Presicce, what was the purpose of ASD VF Pesaro? Former President of Duesse Infortunistica, how did you decide to found a football club?
ASD VF Pesaro was born first as an amateur football team, then shifted its focus to young people, also thanks to the meeting with Marcello Del Canto (coach), with the priority objective of becoming an important and central point of reference in the lives of young people in the province of Pesaro Urbino, offering them the chance to cultivate their passion for football with a completely innovative approach, which goes beyond the logic of the big professional clubs. In our club, in fact, the emphasis is on offering a unique sporting, emotional and educational experience, making football a certain and not illusory opportunity for all boys, regardless of their tactical qualities. Firmly convinced that with adequate football practice every youngster has a real chance to grow both sportingly and humanly, we have been committed from the outset to offering everyone (without any selection) the chance to approach the game of football, with the certainty that everyone (no one excluded) can make a valuable contribution to the team. But we have worked even harder to relate to our youngsters (to date, around 140) in a consistently positive and constructive manner, teaching them that every success represents a new starting point, and that important life lessons can be learned from every failure. As a father of two sons who love the sport, I had been observing the training methods adopted by other clubs in the area for years and, in my heart, I wanted to offer young people something profoundly different. Hence the idea of creating not only a football team but also, and above all, a School that would become first and foremost a model of excellence, of healthy and profitable management, a unique reference point for those youngsters who wish to play football in an extremely positive, serene and stimulating environment.

Can sport therefore become a purely educational tool, a tool for social inclusion and for enhancing the territory?
Absolutely yes! The football school must teach football and produce talent; it is no coincidence that our technical supervisor in the youth sector is Flavio Lazzari, a former Serie A footballer with over 20 years of football experience behind him and now owner of the FL Academy, who is entrusted with the delicate task of bringing our youngsters up to sporting level (and getting them to play in the first team). But not only that. He must above all teach young people to listen, to observe the rules, to respect their teammates, to socialise, to feel an active part of a group, to fight together and united to achieve important goals. Football is not and must not be just competition! Rather, it is and must be an important moment of communion and aggregation that is independent of the result, an opportunity for personal growth, commitment and perseverance, a valuable tool for overcoming one’s limits and realising one’s dreams. Today, many young people are experiencing an identity crisis – capable of triggering feelings of insecurity, vulnerability and fragility – and therefore need safe guidance. And this is precisely why sport, as an educational vehicle, takes on a central role, as it helps people to grow as such, even before they grow as athletes. Nelson Mandela stated that ‘football has the power to change the world. It has the power to arouse emotions. It has the power to bring people together like few other things. It has the power to awaken hope where before there was only despair’. So, in line with this high-profile philosophy, our mission is precisely to entertain young people, to get them off the streets, to give them the chance to attend a healthy environment where they can fully express themselves, focusing on their own abilities. Underlying this new entrepreneurial project is also the desire to relaunch the territory, establishing valuable partnerships with other important local realities. One of these is certainly ASD USAV Pisaurum, a historic club in the Pesaro football scene that this year came close to direct promotion to the first category, finishing second in its group. Together with President Roberto Ricci, we are in fact evaluating the possibility of forming a consortium with the aim of further developing the game of football in a province where, unfortunately, the sport is still only played at amateur level (Vis Pesaro, the city’s first team, plays in Lega Pro).

Artificial Intelligence in the context of Special Situations

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Founded in 1909 and now in its third and fourth generation, Studio Legale Giovanardi is a historic firm in Milan, active both nationally and internationally, highly specialised in providing judicial and extrajudicial assistance in the areas of commercial law for companies and financial intermediaries. Thanks to a multidisciplinary team of over 60 professionals and the experience gained in handling complex corporate situations, today it is a legal boutique particularly focused on the corporate and financial sector, extraordinary transactions, distressed M&A and special situations. Lawyer Carlo Alberto Giovanardi, who has been animating the Firm originated by his grandfather for years, in this long interview talks about the way artificial intelligence is revolutionising the legal world, amidst the challenges, limits and opportunities that the technological revolution inevitably brings with it.
by Roberta Imbimbo

Lawyer Giovanardi, how is artificial intelligence revolutionising the legal sector?
Artificial intelligence (AI) is one of the central themes in the current debate on the future of the legal profession. In recent years, even a profession that is often castigated as traditionalist is powerfully moving broadly towards an increasingly digital future, embracing innovative tools for facilitating and industrialising certain operational processes. In the era of digital transformation, many law firms have decided to innovate their business model by transforming and shaping the classic profession of the lawyer, from defensive to advisory and business support, to invest in training and the development of digital skills and to adapt to new frontier technologies, in order to increase the efficiency of their professional services and thus maximise customer satisfaction, responding in an increasingly adequate and timely manner to their clients’ requests.However, if on the one hand the use of algorithms and mathematical formulas can help to decongest the judicial machine, which has been in a sluggish state for years, and can streamline the work of lawyers and judges, obliging them to approach the profession not only from a legal but also from a technological point of view, on the other hand we cannot ignore the fact that not all legal activities can be easily standardised and automated: some require a precise personalisation that cannot be separated from human judgement.

Are your firm’s areas of specialisation easily standardised? How have you, at Studio Giovanardi, dealt with the rapidly advancing innovation drive that is affecting the entire market?
Trying to proactively anticipate market trends, we have had to choose whether to position ourselves in those segments where technological innovation is a critical success factor, or whether to privilege those areas where it represents a mere efficiency tool, without replacing the professional. Today, AI – suitably trained – finds fertile ground in the automated drafting of contracts and acts that can be standardised, in the management of certain stages of due diligence, in the management of certain industrialisable credit recovery activities, and in predictive research on specific issues. But in critical situations, in which atypicality requires a critical analogical approach, evaluations and intuitions in a context with a strong negotiation component, AI does not seem to be able to offer real added value today. The world of so-called Special Situations is characterised by complex contexts that cannot be typified, with respect to which critical thinking offers a range of scenarios, outside any scheme, left to the sensitivity, experience and vision of the professional. For this type of activity, the figure of the lawyer remains central, both in providing highly qualified tailor-made advice and in identifying trial strategies tailored to the individual case. In the name of a more than century-old tradition – Studio Giovanardi was founded by my grandfather back in 1909 – and of highly specialised know-how on matters that are difficult to standardise, firmly convinced that not everything that is thought up by a machine is better than what is done by a man, we wanted to position ourselves in that segment of the market where AI still leaves room for analogue thinking and critical thinking. Today we use intelligent technology only where it actually streamlines processes, without delegating to it those choices that must necessarily be supported by the critical thinking of the professional, by his ability to recognise, choose and weigh up the specificity of a particular situation that cannot be objectively or intentionally ascribed to a predictable scheme, by his ability to balance secondary elements against those that would represent the primary drivers of decisions; all of this in order to identify, in contexts that are undoubtedly not repeatable, the best solutions that can balance the various interests at stake, as is required today by a system geared towards giving due dignity to an increasingly broad range of stakeholders. Special Situations are concluded by the will of the people more than by the will of the machines, precisely because the interests at stake cannot be traced back and reduced solely to certain categories that, with respect to the enterprise, have a specific role (think of the entrepreneur, the administrator, the different types of creditors, the workers, the territory, the allied industries, etc.).

In conclusion, what is your assessment of this revolutionary tool?
What we can say is that AI can and should be seen as an innovative tool at the service of the lawyer, capable of supporting him in becoming more efficient in certain activities where the focus is not on analogue critical thinking, such as certain due diligence operations, allowing him to concentrate on more value-added advisory and assistance activities, where the critical and analytical judgement of the individual professional continues to make the difference. It is therefore necessary to observe this ongoing revolution from a particular perspective, not to be short-sighted or resilient to change, but also not to be overwhelmed by the excessive attention that AI is currently receiving. We at Studio Giovanardi have decided to focus on specialised skills with a high competitive value, which allow us to face present and future challenges with solidity, with an adequate capacity for critical evaluation of every possible innovation (however revolutionary AI may appear today, other innovations are on the way that will soon make it obsolete; in fact, the innovation market is in constant turmoil), but without losing the references to an identity that has distinguished us on the market for years.

(https://www.giovanardilex.it)

DizioInoxa, excellence at the service of the customer

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Founded in 2015, DizioInoxa is a company highly specialised in the design and production of plants and tanks for industry, with a turnover of around €18 MM/year. Its offices and two production plants are located in Spoltore (Pescara) and employ more than one hundred highly qualified employees. The company carries out all stages of job development in-house, starting with the identification of customer needs, designing the products, manufacturing and installing them in Italy and the rest of the world. Renzo Coletti, Managing Director of this all-Italian excellence, in this long interview talks about the company’s role in the market.
by Roberta Imbimbo


Mr Coletti, with what objectives was the company founded?

DizioInoxa was established in 2015, merging INOXA, founded in 2000, with DIZIO Costruzioni Meccaniche, founded in 1968, with the aim of asserting its leadership in the market for the design and production of plants and tanks for industry. Thanks to a far-sighted vision and an innovative business approach, over time the company has focused its core business in the food sector (with its many segments such as wine, fruit juices, spirits and non-alcoholic drinks), and has also diversified its core business by opening up to new strategic markets, such as the industrial market (in the oil & gas, chemical, pharmaceutical and cosmetics segments); a market that is constantly growing and offers many prospects for development, in order to compensate for the cyclical nature typical of some food segments. The third market sector served, which can be defined as emerging, is the ecological one, covering segments related to the circular economy, such as proximity composting of organic waste, the extraction of nutraceutical components from selected waste, and the conversion of civil sludge into soil improver.

What is your innovation aimed at the proximity composting market?
In this field, DizioInoxa has conceived, developed and installed at several municipalities in Italy a chain of proximity machines under the brand name EcoKompos.T®, which convert Organic Waste into compost, in strict compliance with the principles of the circular economy and the km 0 approach. In other words, the citizen generates waste that is transformed into natural fertiliser and then used for the benefit of the community. What used to be called waste becomes raw material to be transformed for the benefit of our increasingly desertified soils. In addition to the agricultural benefit, there is also an economic one, as the citizen can benefit from a reduction in the TARI, as the municipality avoids the costs of transport and treatment in large plants, and an environmental one, as transport to large plants that are always far from the collection points is reduced. All in strict compliance with the principles of the ‘blue’ economy and the increasingly stringent dictates of European standards. Thanks to this highly innovative line, DizioInoxa was awarded the Confindustria CH-PE innovation prize, while one of the municipalities served (Zagarise, in Calabria) was defined as a model of sustainability. In the fourth quarter of 2023, the company will present to the market its new line of branded proximity composting machines, representing a further step forward in the realisation of an automated system capable of meeting the needs of municipalities and communities ranging from a few hundred users to several tens of thousands of citizens.

For more info (https://www.dizioinoxa.net)

ACN Contract, an innovative company projected towards a more sustainable future

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Solar photovoltaic panels on the greenhouse under the sun in the sunset

Circular economy and corporate social and environmental responsibility: the business project of ACN Contract, an innovative company with a green heart that has been active in the construction and photovoltaic engineering market for over 50 years, starts from these ethical values. Fabrizio Aniello, COO and Founder of this all-Italian excellence – a far-sighted entrepreneur who in 2006 understood the importance of focusing on renewable energies to reduce our ecological footprint and preserve the future of our Planet – in this long interview talks about the future challenges that the Latina-based company is called upon to face in an increasingly globalised, competitive and sustainable market.

by Roberta Imbimbo

Fabrizio Aniello, COO and Founder di ACN Contract


Dr Aniello, with what mission was ACN Contract born? And what is its core activity today?
Founded back in 1975 with the aim of asserting its leadership in the building construction and renovation market, in 2006 the company expanded its core business to other strategic activities, investing significant resources in the field of renewable energy and, in particular, in photovoltaic engineering. Thanks to a far-sighted vision and an innovative business approach, ACN Contract is today an important reference point for the development of large-scale photovoltaic systems throughout Italy. An all-Italian, future-oriented excellence with a green heart, which has been able and willing to combine economic growth objectives with a sustainable development policy.

How?
By acting responsibly on several fronts. In fact, our mission is to produce clean energy and reduce CO2 emissions, making a commitment to achieve Carbon Neutrality by 2050, in order to contain the dramatic problem of climate change. To achieve this very ambitious goal, we understood the importance of focusing on renewable energy back in 2006. A choice now reinforced by the global energy crisis triggered by the Russian invasion of Ukraine, which has pushed many countries to use alternative energy sources to replace the natural gas supplies that Russia has withheld from the market. However, our commitment to a more sustainable future has gone even further, to the point of creating the conditions necessary to give a second life to abandoned, neglected or scrubby fields. By purchasing land that has been abandoned but is nevertheless suitable for the development of PV systems, studying its conformation and resuming cultivation in accordance with the characteristics of the soil (a qualified team of agronomists indicates which product should be grown on each individual plot), it is now possible to achieve several results, all equally important producing electricity with highly advanced plants, thus facilitating the energy transition; using the agro-voltaic system to enhance the soil by giving it new life (photovoltaics are in fact a valuable ally of agriculture); giving more finance to farms by making them, as far as possible, also more innovative. The ultimate goal must be a perfect productive synergy in which crops and solar panels influence each other positively, improving the eco-systemic quality of sites.

What kind of market is it in which you operate? What peculiarities distinguish you from your competitors?
In addition to the experience and professionalism gained over many years of activity, highly specialised know-how, and a young and motivated team of 70/80 people, our main strength lies in our ability to be able to valorise abandoned land by building high value-added agrovoltaic plants. We were the first in Italy to demonstrate that today it is possible to produce clean energy and at the same time preserve the continuity of agricultural and pastoral cultivation activities on the installation site, preserving the agricultural nature of the area without impacting production: both photovoltaic cells and cultivation have in fact in common the need to capture solar energy, and from the intersection of the two areas it is possible to achieve a good result without further land consumption. The reluctance towards solar installations is therefore the result of ignorance and therefore totally unjustified. Also and above all, when it comes to the disposal of the installations. In fact, the panels are made of non-toxic and recyclable materials (glass, copper, aluminium and plastic) and, when they exhaust their function, can be easily removed and totally recycled, thus feeding the circular economy. Moreover, when issuing building permits, we are obliged to issue a surety guaranteeing the proper disposal of all materials used. This is therefore a precise corporate responsibility for us: we have always been attentive to our environmental impact, and over the years we have developed new models of sustainable development that enhance a corporate culture increasingly aware of its social and environmental role, with the aim of preserving the ecosystem in which we live. This is a constant commitment also made of technological innovations that over the years have strengthened the green heart of our company.
So many goals have been achieved in so many years of presence on the market. Future goals?
Our hope is to become a direct producer of electricity from renewable sources by 2030, starting with the indigenous production of the plants themselves. Last but not least, we would like to grow further in our target market, combining innovation and sustainable development, and always looking to the future, in order to proactively anticipate the needs of an ever-changing market.

Gorgoni S.r.l., Italian professionalism at the service of the ONU

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Established in 2005 in Brindisi, Italy, from the more than twenty years’ experience of its founding partners, Gorgoni S.r.l. is a company highly specialised in providing logistics services to the United Nations and Non-Governmental Organisations (NGOs), which has succeeded in establishing its leadership in the international freight forwarding market thanks to a strategic vision and innovative business approach. Marcello Gorgoni, founder of Gorgoni SRL, reveals the new challenges that the Brindisi-based company is called upon to face today in the new global geopolitical scenario.
by Roberta Imbimbo


Dr. Gorgoni, with what mission was Gorgoni S.r.l. born?
Founded in 2005 as a shipping and customs forwarding agency, with the aim of becoming an important point of reference in the international forwarding and logistics market, over time the company has focused its core business on shipments to the United Nations, at first only handling those arriving in Brindisi and later also those to the various missions that the UN from time to time opened in the most critical areas of the world, all of them remote, not easy to reach, and with unstable political and security situations. Thanks to a strategic vision, an innovative business approach and highly specialised know-how, the company has experienced exponential growth both in terms of turnover and geographical expansion, obtaining accreditation as a freight forwarder first at the UN in New York and subsequently in all UN peacekeeping missions. Having joined the Group of the seven most accredited freight forwarders in the world in 2021 – a notable acknowledgement attesting to the high quality of the services offered – Gorgoni S.r.l. is now operating in many foreign markets, mainly in South Korea, China, Japan, Syria, Afghanistan, Iraq, Lebanon and Africa. This is a very important milestone for a small company in Southern Italy that has been able to focus on increasing internationalisation, successfully exploring new strategic markets and succeeding in competing with large multinationals at global level. Today our brand is in fact a certified guarantee.

What kind of market is it in which you operate? And what are the distinguishing features of your work that set you apart from your competitors?
Gorgoni S.r.l. has succeeded in establishing its leadership in a niche market, thanks to the professionalism and high degree of specialisation of a young and motivated team capable of working in particularly difficult geopolitical and environmental contexts, where every slightest mistake is unfortunately paid for harshly. Right from the outset, we have been committed to selecting and training particularly qualified people, capable of facing and overcoming all kinds of difficulties and unforeseen events, of anticipating every possible risk scenario, thus always managing to guarantee the continuity of the transport service (door to door) and to complete even the most problematic intercontinental shipments in total safety. To achieve this priority objective, we have relied on an international network of professionals: in fact, the company has strategically established valuable commercial partnerships (some of which have lasted for more than 15 years) with the most valuable customs agents in the countries where the goods arrive; relationships that allow us not only to find effective solutions for all types of customs problems (a very important feature for the UN), but also and above all to be operational in locations that are difficult to reach, places where even international groups do not have their own branches. The global transport crisis, which began in 2020 due to the pandemic and continued later with the war in Ukraine and the tightening of sanctions imposed on Russia, has inevitably reshaped the geography of economic and power relations between the various nations. In this operational context, it is therefore very important to be equipped with problem solving skills and an effective and efficient operational model based on careful planning of the shipment according to the destination to be reached (and the best route to take), the type of goods to be transported, and any customs issues to be addressed. All this in order to guarantee short and competitive delivery times and a correct, punctual and safe execution of every shipment, whether large or small.

Many achievements to date. Future goals?
To continue exploring new markets without ever neglecting to enhance our beloved territory. Our hope is to grow further in order to cope with an ever-increasing supply of work (as a result of the new contract stipulated with the UN), also by forging positive synergies with companies in Southern Italy, with the dual objective of becoming more competitive at a global level on the one hand, and giving visibility to Italian brands on international markets on the other. Another priority objective is to contribute with our activity to enhancing the port of Brindisi, a multifunctional port that is central to the economic development of our country. Its proximity to Greece, Turkey, Albania and the Balkan countries make it a highly attractive strategic port that has consolidated new and important trade traffic in recent years. This is a peculiarity that gives us hope for the future: the port area of Brindisi will in fact increasingly be an important reference point for trade exchanges between different areas of the Mediterranean.

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