Forniture Fotovoltaiche, distributor in the European PV market of innovative technology imported from Asia

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19 Dicembre 2022

Founded in 1997 in Matera by the Paolicelli family, first as a Representative Agency, Forniture Fotovoltaiche, officially established in 2005, thanks also to the back office contribution of Ms Stefania Romio, is a highly specialised company in the Renewable Energy business intermediation sector. The mission of this all-Italian excellence is to introduce in Italy the technological products purchased on foreign markets (Taiwan and China), characterised by a high rate of innovation. Narrating the company’s achievements is Romano Paolicelli, sales manager of Forniture Fotovoltaiche.

by Roberta Imbimbo

Dr. Paolicelli, what is the mission of the company you founded seventeen years ago?

Professionalism, experience and innovation: these are the hallmarks of a company – Forniture Fotovoltaiche – that has always strived to be at the forefront of its sector since its foundation. And that today, 17 years after its foundation, strengthened by strategic partnerships with international companies and a team of highly qualified and competent professionals, is able to support its customers in all the phases of building a new PV system, in the residential, commercial and industrial fields, starting from the search for financing and investors to the material installation of the modules and technical consultancy during the design phase and intermediation with the best European suppliers. The strength of this young and dynamic group lies in having signed (since 2010) important agreements, thanks to which it is now able to import from foreign markets (Taiwan and China in primis) innovative technology (transformers, inverters, batteries, photovoltaic modules) to distribute on the Italian and European markets, especially in Germany, Spain, Portugal, Croatia and Slovenia. Today, Forniture Fotovoltaiche has warehouses of available goods in Lombardy, Emilia Romagna (with a new opening in Parma) and Basilicata, where the company’s headquarters are located.

What kind of market is the one in which you operate? And what are your strengths compared to your competitors?

Throughout this time, we have strived to grow significantly in a highly competitive market, dominated by a few well-structured players, and to respond promptly and effectively to an exponential increase in demand for photovoltaic systems in our country (in the residential sector, for example, the trend in photovoltaics has reached record heights, thanks to the Superbonus and other subsidies provided by the PNRR). We have, therefore, structured ourselves appropriately so as not to be found unprepared for these new and exciting challenges, managing to delocalise Asian innovations in the national and European market and thereby attracting the attention of large General Contractors (first and foremost the largest energy traders). We have signed an agreement with Genertec Italia, one of the most important public companies in the People’s Republic of China; and thanks to this valuable contractual collaboration, which has guaranteed us the highest quality materials and scheduled and punctual deliveries, we have experienced exponential growth, multiplying our sales and turnover compared to previous years, and becoming the leading distributor in the European market. Notwithstanding our achievements to date, our goal for the future is to continue to grow, investing significant resources both in the recruitment of additional qualified and well-trained professionals, and in a 40,000 square metre platform in Central Italy for the production of products now imported from Asia, thanks to the availability of our first Chinese partner, which will allow us to have the know-how of important Asian companies that have decided to invest in Photovoltaic Supplies.

It is the values, the desire to grow, to improve, and a relationship of trust with customers, (our first Partners), that are the beating heart of my company, which just over a year ago also saw the entry of my son Vincenzo, in the wake of a history that has been handed down.

Just over a fortnight ago, the 15th edition of Rimini’s international trade fair, Key Energy, closed, where Forniture Fotovoltaiche played a leading role. Can you tell us about it?

First of all, I would like to thank everyone who visited the stand. The turnout was very high, from all over Italy but also from Europe, and it was an important opportunity for discussion and exchange of views on the present and future of a sector that is currently experiencing exponential growth. The fair was an absolutely successful moment, which we shared with our partners and potential new customers. We had the opportunity to illustrate our great passion for our work and all the advantages of using our products. During the event, among the many innovative, smart and efficient solutions, Forniture Fotovoltaiche presented SUNPRO’s new 310-watt Photovoltaic Modules – RED, which are more powerful and high-performance, and functional for installations in areas with landscape and architectural constraints. He also exhibited JA SOLAR’s RISEN panels (375wp/ 385wp/410wp/440wp /550wp) and SAJ storage kits (the H1 series from 3kw to 6 kw with 2MPPT, the low-voltage hybrid inverter for residential installations, which also supports 24-hour load and the “zero export” function to manage domestic energy intelligently); SAJ THREE-PHASE HYBRID solutions and the ALL IN ONE 3kw and 6kw system. FOXESS Storage KITS, 3 kw and 6 kw ALL IN ONE solutions. Designed by some of the world’s leading inverter and battery experts, FOXESS products are state-of-the-art and offer customers the most advanced features currently available, along with unrivalled performance and reliability. Finally, the proposals for electric mobility, designed for residential and commercial applications, attracted great interest from visitors.

For more info (https://www.forniturefotovoltaiche.it)

The corrective decree of the Sports Reform

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Imbimbo

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19 Dicembre 2022

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The Council of Ministers of 28 September 2022 definitively approved the text of the corrective decree to Legislative Decree 36/2021 entitled ‘Reorganisation and reform of the provisions on professional and amateur sports bodies, as well as on sports work’. Illustrating the latest novelties introduced by the decree in question is Dr Sergio di Meo, a well-known accountant from Aversa, who is particularly qualified in labour and legal consultancy to Italian small and medium-sized enterprises (SMEs).

Dr. Di Meo, what new features has Legislative Decree 36/2021 introduced?

The legislative process for the reorganisation of the provisions on sports work began with Law No. 86 of 8 August 2019 and, in particular, with Article 5, which sets out the objective of ensuring equal treatment and non-discrimination in sports work, both in the amateur and professional sectors, to this end dictating a series of guiding principles and criteria applicable, regardless of the amateur or professional nature of the sports activity, to be transposed by legislative decrees implementing the delegated law. Legislative Decree No. 36 of 28 February 2021 concerns the implementation of Article 5 and specifically provided for the total equalization between work carried out in the professional sector and work carried out in the amateur sector, but even more pregnant is the provision of ‘a presumption of subordinate work in the professional sector’.

The corrective decree has reformed and supplemented the Spadafora decree and in particular has regulated amateur work; it has applied a facilitated social security rate in the amateur sector with a relief of five years; it has simplified fulfilments; it has introduced a social security amnesty for pre-existing relationships. The most important part certainly concerns sports work.

As of 1 January 2023 (unless extended at the last minute), the discipline of Article 67 of the TUIR will no longer be applied, which did not specify the persons who could benefit from the so-called sports fees; Article 25 of the new decree typifies all the figures that fall under the notion of a sports worker: athlete, coach, instructor, technical director, sports director, athletic trainer, competition director, team manager, accompanying manager, etc. . All these figures are to be considered sports workers. Excluded from this are only volunteers, i.e. those who receive no remuneration but only reimbursement of expenses. For these figures, only civil liability insurance is required. With regard to the qualification of the relationship, sports work can take on a subordinate, autonomous or co.co.co. nature, depending on the manner in which the relationship is carried out.

So what are the changes compared to the original version of Legislative Decree 36/2021?

The corrective has reintroduced the exemption provided for in Article 2, paragraph 2, letter D of Legislative Decree 81 (Job Act), pursuant to which co.co.s rendered for institutional purposes in favour of amateur sports clubs are not automatically re-qualified as subordinate work. Ultimately, there will no longer be professional and amateur sportsmen and women, but there will be an area of professional (profit-making) and an area of amateur (non-profit-making) sports clubs. In the professional sector, the rule will be the subordinate employment relationship, whereas in the amateur sector, the service is presumed to be self-employment in the form of co.co.co. when: 1) the duration of the service does not exceed 18 hours per week; 2) the services are performed in compliance with the regulations of the FSN, DSA and EPS. Here the first application problems of the corrective measure arise; how is the limit of 18 hours per week to be counted? As an upper limit week by week or as a weekly average within the overall duration of the relationship? The hours dedicated to physical strengthening (weights) could be excluded from the count, which from a contractual obligation could instead become an activity ‘recommended’ by the company.

Coming to the examination of the factor that has most changed sports work, namely remuneration, what changes have been introduced?

First of all, it must be said that there will no longer be amateur sports fees as provided for in Article 67 of the T.U.I.R.. For this purpose, bands of fees have been established with different tax and social security taxation, which in detail are outlined as follows:

1. Fees up to €5,000: total exemption from taxes and social security contributions. The clubs or sports bodies will still have to provide the worker with the single certificate and will have to pay an Inail premium to be determined by a forthcoming decree;

2. Compensation from 5,000 to 15,000 euros; for CO.CO.s there is a total tax exemption but social security contributions are paid on the taxable amount exceeding 5,000 euros at a rate of 25% with a contribution relief of 50% until 2027; for subordinate sports workers the contribution is 33% without any relief. Sports clubs and organisations must give prior notice of the establishment of the employment relationship to the Register of Amateur Activities set up at the CONI.

3. Fees from 15,000 and above: these sums are subject to ordinary taxation according to the current tax regulations; social security contributions, up to a ceiling of 105,000 euros, are due at the rate of 25% with a 50% contribution relief until 2027. The companies, in addition to the fulfilment of prior communications to the amateur activities register of the CONI (this communication replaces to all intents and purposes the UNILAV of employment) will have to process the L.U.L. and will be obliged to communicate the Uniemens model to INPS on a monthly basis.

We are therefore in the presence of a total revolution that will have a considerable economic impact, especially on amateur clubs and minor sports, in the presence of major criticalities that will certainly make it more complicated and burdensome to play sport at amateur level.

Exactly! Think, for example, of the A2 and A3 amateur volleyball and basketball clubs, or, even more so, of gyms and swimming pools, which will see an increase of about 25 per cent in the cost of fees paid to sports workers.

So, what are the critical points of this decree law?

Let us point out the most significant ones in order for the reader to understand how it will change the world of amateur sport. First of all, we must consider that, as of today, there is no reference CCNL, so everything will be delegated, with not a few difficulties, to the signing of the same between the clubs and the players’ association. A problem of no small importance considering, for example, that exceeding the 18-hour week will be a loophole that will inevitably bring the problem to the legal tables, aggravating the position of the clubs even more. In fact, the specific nature of the world of sport has not been taken into account at all, wanting to graft civil and labour laws onto it without absolutely taking into account the indications not only of case law but also administrative practice (INL Circular 1/2016). An opportunity was therefore missed to typify sports work by framing it instead within the broader scope of the current labour law typologies with the consequence that the claims of ‘sports workers’ could be the harbinger of endless lawsuits as there is also no case law on the subject. In short, we have moved from a context with no protection to a ‘super-protected’ context where the threshold between the subordinate work of professionalism and that of the CO.CO. of amateurism can, depending on the interpretation, be so thin that we would find ourselves dealing equally with two very different realities such as that of professional football and that of minor sports. Amateur sports associations and clubs will therefore face serious risks of survival due to the unsustainable nature of the higher costs to be borne, where very often they are based above all on the passion of the entrepreneur on duty who makes his city team a symbol, especially in the country’s smallest realities where the passion and enthusiasm to feel a common sense of belonging still exists.

And what about the owners of gyms and swimming pools?

Already at a time when energy increases have called into serious question the possibility of continuing their activities, they will find themselves, as of 1 January 2023, having to hire their own instructors with a significant increase in costs, with the only possibility of passing them on to the end users, which would lead to a natural reduction in the number of practitioners where they would not have the capacity to sustain the increased expenditure.

We therefore hope that this decree law can be the subject of serious consideration, also because, as it will come into force on 1 January 2023, it would not fit in well with the 2022/2023 competitive sporting year, which in the vast majority of cases began in September, and this would entail many doubts and interpretations for its application.

Let us ensure, while safeguarding the very just protection of sports workers, that sport continues to play a decisive role in our culture, both social and family, thanks to its great educational function. The anthropologist Marcell Mauss defined sporting practice as ‘a social fact’, and thus a fundamental moment of education capable of making a decisive contribution to the formation of those who practise it. So let it teach us to overcome limitations, but above all to realise the dreams of so many children who, above all, find redemption in their lives thanks to it.

Modern Rhinoplasty, an aesthetic, functional operation with considerable psychological implications

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Imbimbo

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12 Dicembre 2022

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The nose is a fundamental element in the harmony of the face: if it is too big, saddle-shaped, has a significant hump or an imperfect tip, it can significantly alter the balance of the features and cause discomfort and insecurity. “It is no coincidence that Rhinoplasty is one of the most popular plastic surgery procedures in the world today,” says Dr Francesco Segreto in this lengthy interview. An expert in the field – winner of numerous awards such as best researcher under 35, the Eccellenze del Sud prize and, in 2021, the prestigious European Award in Medicine – who, in addition to his specialisation in Plastic, Reconstructive and Aesthetic Surgery at the University Campus Bio-Medico in Rome, a PhD in the science of ageing and tissue regeneration and a Masters in Functional Surgery, Aesthetic and Reconstructive Surgery of the Nasal Pyramid at the Università Cattolica del Sacro Curore, she enriched her professional training by working in the best international centres of aesthetic and reconstructive surgery (in Brazil, Japan, Spain and Singapore), where she had the opportunity to refine new and innovative surgical techniques and to develop important research projects with foreign universities.

by Roberta Imbimbo

Dr Segreto, what is rhinoplasty? And what is the incidence of this type of surgery?

Rhinoplasty is one of the most popular plastic surgery procedures today. It serves to correct the shape, size and, in some cases, functionality of the nose, improving facial harmony without distorting its physiognomy. More precisely, it makes it possible to increase or decrease the size of the nose (too small, too big or too wide), change the shape of the dorsum (hollow or with a hump or hump) and the tip (too wide, too narrow or too long), modify the width of the nostrils and correct post-traumatic defects or respiratory problems such as deviation of the nasal septum. It is therefore an operation that combines both aesthetics and function.

What are the psychological effects of this type of surgery?

The nose is a focal point of the face, which cannot be concealed with clothing and is therefore constantly exposed in everyday life. Therefore, in cases where an aesthetic defect is a source of discomfort, rhinoplasty can have a positive influence on the psychological well-being of patients, increasing their self-esteem and often improving their relational life. In such patients, rhinoplasty surgery is therefore not simply a quest for beauty, but a useful tool to produce positive effects on the emotional sphere of the person, as it allows one to overcome a complex, perhaps even overcome limitations. I often receive messages from patients who, after facing the inevitable fear associated with the choice of having surgery, write to me enthusiastically, saying that they like themselves when they look in the mirror, that they no longer feel observed, that they can finally smile in profile or relate without anxiety.

Precisely because this is an intervention that has considerable psychological and functional implications, how important is it to rely on an experienced professional?

Very much! It is important not to disappoint the expectations of those who rely on this type of surgery, always guaranteeing high reliability (especially considering that it is a permanent result) and safety. Only an experienced surgeon is able to handle operations of all complexities, is able to understand what the real reasons for emotional discomfort are, and on the basis of a careful diagnosis, respecting the correct respiratory functions and the right facial proportions, to recommend from a range of possible solutions the one that best suits the individual case. Rhinoplasty is by far the most highly customised procedure: the reshaping of the profile is made to measure, after a careful study of the parameters and facial harmony. The methods available today are many – all highly effective and able to guarantee natural results; it will be the practitioner who chooses the most suitable one in order to obtain the desired effect, also taking into account numerous factors such as previous surgeries, anatomical features of the nose, possible need for grafts or removal of cartilage.

Is the procedure painful and very invasive?

Absolutely not! Over the years, surgical techniques have evolved a great deal, becoming increasingly refined and guaranteeing greater stability of the result over time. Today it is possible to plan the operation to perfection and minimise bruising and swelling. The post-operative course is less long and traumatic than in the past: the use of endonasal tampons (which hindered breathing and whose removal was very annoying) is limited to severe cases. Being able to breathe right away is a very important comfort for patients.

Today it is also possible to improve the aesthetics of the nose with Rhinofiller. Can you explain the difference between these two methods?

Rhinofiller consists of nasal reshaping using hyaluronic acid. It is a fast, minimally invasive, outpatient technique that lasts about 6-8 months. It is, however, not applicable in all patients. Generally speaking, breathing difficulties, set-to deviation, very prominent hump, very globular or droopy tip are indications for surgical rhinoplasty. Conversely, for mild defects, rhinofiller can be an excellent option.

What would you recommend to patients interested in this type of surgery?

First, think carefully about the desire to do it. It should not be a passing urge, but a definite conviction of wanting to permanently change a part of one’s face, even accepting some risk. Second, take time to choose the surgeon to be entrusted, evaluate his CV, perhaps look at his clinical cases, and look for that correspondence between technical reliability and aesthetic taste that makes the surgeon right for the patient and the patient right for the surgeon. Third, talk to your surgeon openly, with empathy, without hesitation, tell him what you want and understand if it is technically possible to do so (unfortunately, for anatomical and functional reasons, not all requests are always possible). Fourth, enjoy the experience, arrive at the operating theatre happy for the change that is coming and with the confident serenity of one who knows he is in the right hands.

For more info www.drsegreto.com

Graded, a cutting-edge company shining on the national and international market

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Imbimbo

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12 Dicembre 2022

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Founded on 2 August 1958 by the Neapolitan entrepreneur Lucio Grassi, now in its second generation, Graded S.P.A. is an Energy Service Company (ESCo) that operates, in Italy and abroad, in the field of design, implementation and management of highly efficient integrated energy solutions for the public and private sectors. In this long interview, Vito Grassi, CEO of the company as well as vice-president of Confindustria nazionale and number one of the Regional Representatives Council in Viale dell’Astronomia, highlights the strengths of a modern and avant-garde reality, projected towards digital transformation, internationalisation and social and environmental sustainability.

by Roberta Imbimbo

Dr. Grassi, tell us a bit about the history of Graded. With what mission was the company founded by your father born and how has its core business evolved over time?

Founded back in 1958 as a sole proprietorship that mainly dealt with the installation of heating systems, thanks to the far-sighted work of my father Lucio and my mother Maria Rosaria de Donato (the name Graded originates from the acronyms of their surnames), the company (since 1998 S.P.A.) experienced exponential growth during the economic boom after World War II. In the golden years of reconstruction, in fact, the building stock in Italy increased dramatically in response to a strongly felt social need, that of rebuilding the cities devastated by the war, and the consequent pressing demand for housing. The urgency to rebuild and provide a roof for thousands of displaced families brought with it the need to build numerous heating systems, mostly centralised. Thanks to my father’s happy intuition, Graded did not, however, limit itself to just building plants, but also took care of their management. The decision to broaden its perimeter of competence by carrying out preventive and corrective maintenance has allowed our company to build a highly specialised DNA in all the sectors in which it operates (industrial, sanitary and residential), and to clearly distinguish itself from its numerous competitors (unlike the mere construction activity, maintenance services guarantee, in fact, continuity of turnover and customer loyalty). Over time, the company has further expanded its core business to other strategic activities and sectors, such as aerospace and agro-industry. Today, Graded is an accredited Energy Service Company (ESCo) that deals with the design, implementation, management and maintenance of highly efficient integrated energy solutions – from traditional and renewable sources – in the public and private sector.

What peculiarities distinguish you from your competitors? What are your strengths?

A consolidated experience in the renewable energy sector, continuous and substantial investments in R&D, a strategic vision oriented towards technological innovation, digital transformation and internationalisation (since 2013 Graded has also grown a lot in terms of territorial expansion, building its first photovoltaic plants abroad), have allowed us not only to assert our leadership in a highly competitive market that is under the magnifying glass (in fact, it is the heart of the energy transition), but also to successfully attack new first-tier and multinational segments, diversifying into markets that are still little explored, such as Agroindustry, Aerospace and all PA derivations. Another competitive advantage of ours is represented by our strategic approach to business management: thanks to the choice of harmonising economic growth objectives with social and environmental policies – thus combining innovation, productivity, competitiveness and respect for the environment – over time we have succeeded in reorganising our production activities according to Industry 4.0 paradigms, to be increasingly oriented towards digitalisation, production and energy efficiency, environmental sustainability (limiting C02 emissions into the atmosphere) and the circular economy. To succeed in this priority objective, we have focused on an innovative business model from the very beginning. We have established established partnerships with Italian and foreign universities, creating an unprecedented and functional synergy. More than two years ago, we joined the United Nations Global Compact, an organisation that brings together more than 18,000 companies of all sectors and sizes from over 160 countries around the world, whose mission is precisely to support and stimulate participating companies to respect and incorporate the Ten Principles of the United Nations Global Compact on human rights, labour standards, environmental protection, and the fight against corruption (companies must declare their sustainable development objectives and report on their achievements at the end of the year). Thanks to precise corporate social and environmental responsibility, Graded has earned a prominent position in the list of Sustainability Leaders 2021, a special ranking compiled by Sole 24 Ore and Statista.

Today, therefore, sustainable development is no longer an option, but the only way forward. How important is the topic of energy transition for you?

It is a priority objective for us! In line with the European Green Deal – a very ambitious programme promoted and driven forward with commitment by the European Commission led by Ursula Von Der Leyen, which aims to achieve climate neutrality by 2050 – we have always been committed to promoting a wider and faster spread of renewable technologies, the use of which ensures a low environmental impact in terms of pollution, a higher degree of efficiency than fossil fuels by also leveraging digital transformation, and – last but certainly not least in terms of importance as history is teaching us – a perspective of security of supply. For more than three years we have been part of the IRENA Coalition for Action, a network created in 2014 by the International Renewable Energy Agency together with 35 industry players from around the world. An organisation that today brings together more than 130 major energy players and whose mission is to stimulate a global dialogue aimed at finding the best strategies to increase the share of sustainable sources in the global energy mix.

How important is human capital to you?

It is a priority! Graded is a company that bets heavily on young people (to whom it guarantees interesting prospects for professional growth within a healthy and stimulating working environment) and constantly focuses on their training. In fact, the ever-increasing digitalisation imposes a continuous expansion/updating of knowledge and skills: compared to the past, today it is necessary to be ready for continuous and frequent market evolutions and to develop a greater capacity not only to adapt, but also to proactively anticipate future trends. The passion, competence and determination of the people who work with us are all ingredients that translate into invaluable added value in the service of our customers, to whom we are able to offer the right, flexible and sustainable solution for every circumstance, ready to evolve.

So many achievements in all these years. Future objectives?

To play an increasingly leading role in some strategic sectors, bringing, for example, public administrations to the same level of efficiency and sustainable development as private ones, always putting environmental protection and territorial enhancement at the forefront.

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

Key points of the tax justice reform

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Imbimbo

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7 Dicembre 2022

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Without a shadow of a doubt, Law No. 130 of 2022 constitutes a reform of historical importance, after more than a century of substantial regulatory immobilism (the last provisions on tax justice and the tax process dated back to 1864). A true Copernican revolution therefore – aimed at improving the quality of tax rulings and reducing litigation in the Court of Cassation – which finally sees the birth of the Fifth Magistracy and many other important innovations both in terms of the recruitment of tax judges (who become full-time professional judges with remuneration commensurate with their assigned duties), and in terms of the procedural process. Alessandra Calabrò, a Court of Cassation lawyer at the Rome Bar specialising in tax law, with extensive experience also in the field of bankruptcy law and credit recovery and restructuring, spoke on the subject.

by Roberta Imbimbo

Avv. Calabrò, what are the main innovations contained in the reform of justice and the tax process?

Law No. 130 of 2022 pursues the ambitious goal of rationalising the tax justice system through the professionalisation of the judge of merit, the provision of the figure of the professional tax magistrate, the creation of the Courts of Tax Justice of first and second instance to replace the provincial and regional Tax Commissions, and therefore, more generally, the establishment of a specialised Fifth Magistracy. The tax jurisdiction will thus be divided between togatized tax judges, appointed at the Tax Courts, present in the single national role as of 1 January 2022, and newly appointed tax magistrates who have passed a public competition on the basis of qualifications and examinations (for a total staff of 576 units, 448 at first instance and 128 at second instance). This is a very important novelty considering that, previously, the tax justice system was made up of part-time judges and this – clearly – did not safeguard their professionalism given the very technical nature of the issues to be dealt with. A further very important innovation introduced by the reform law in question is to be found in the establishment of an ad hoc section at the Court of Cassation exclusively in charge of dealing with tax disputes. Moreover, as from 16 September 2022, in order to reduce litigation, tax disputes pending before the Court of Cassation may be subject to facilitated settlement.

Law No. 130/2022 also introduced important innovations in the area of witness evidence. Can you tell us about it?

Another focal point. The law strengthens the powers of the defence, re-admitting also in tax trials the written testimonial evidence with the forms set out in Article 257-bis of the Code of Civil Procedure. This novelty represents an important milestone to guarantee the fairness of the tax trial, given that the previous prohibition represented a breach of the principle of full and effective judicial protection, incompatible with the principle of due process, as recalled by the European Court of Human Rights, according to which the admission of testimonial evidence in tax trials is to be considered mandatory when it is indispensable for the proper exercise of the taxpayer’s right of defence. Important news also on the burden of proof: in fact, the law establishes that the Tax Administration must ‘prove in court the grounds of its tax acts’. The judge, who must base his decision on the evidence that emerges in the case, will therefore proceed to annul the taxable act if the proof of its grounds is lacking or if the proof of its grounds is contradictory or in any case insufficient to demonstrate, in a circumstantiated and punctual manner, the objective reasons on which the tax claim and the imposition of penalties are based.

What about the institution of judicial conciliation?

Judicial conciliation was previously subject only to the will of the parties and the judge performed a merely notarial function. Today, on the other hand, the judge exercises a propulsive function, in that he may formulate a conciliatory proposal to the parties if the subject of the dispute is one that can be easily and promptly resolved. The party that refuses such a proposal may be called upon to pay court costs with a 50% surcharge. The law also introduces a precise administrative liability of the official who unreasonably rejects the conciliation proposal and the figure of the monocratic judge for cases up to €3,000. The aim is obviously to lighten the burden of tax litigation and speed up judicial action.

How do you rate this reform?

It is certainly a valid and long-awaited reform, aimed precisely at speeding up, simplifying and making the tax justice system more efficient. Obviously, some aspects of application will have to be carefully monitored over time and therefore only experience will teach us what the strengths and weaknesses of these revolutionary regulatory provisions will be and above all what the real impact of the reform will be on the relationship between taxpayers and the tax authorities.

For more info (http://www.calabrolex.it)

PAUL EKMAN ACADEMY IS BORN

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Imbimbo

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6 Dicembre 2022

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It has been about a year since our last exclusive interview with Dr Diego Ingrassia, an expert in emotional behavioural analysis, Master Coach accredited by the International Coaching Federation (ICF) and CEO of I&G Management. We decided to meet him again to understand how important knowledge of emotions is today, also in relation to the particular historical moment we are living. The Emotional Behavioural Coaching School is now joined by a new project: the Paul Ekman Academy.

Dr. Ingrassia, we are once again talking about the importance of emotions and your initiatives in this regard, but before anything else, I would like to ask you how important is the knowledge of emotions in today’s scenario?

Emotional awareness has always been an important skill but today, in the climate of uncertainty we are experiencing, it is even more so. The Covid is less of a concern, but it has been affecting our lives in some way for three years now; the health emergency has been compounded by the drama of war, the economic crisis and the climate crisis (we have to go back many years to find a scenario marked by such profound uncertainty). All of this inevitably affects people’s lives, creates upset and insecurity. Improving our emotional agility therefore becomes a fundamental resource in order to be able to cope with such profound changes and the resulting stress. Emotions, if not managed properly, can become a real obstacle; if treated correctly, they are a great resource for our growth, because they contribute to our balance by expanding our awareness. By listening to our emotions, we learn to know ourselves better, not to deceive ourselves with false illusions, and to be able to find increasingly effective answers over time.

Is it necessary to undertake an individual course to achieve these results?

As I had the opportunity to tell you in a previous interview, two years ago we set up an Emotional Behavioural Coaching School, founded with the aim of providing all the tools needed to develop effective and authentic leadership that takes the individual into consideration in his or her entirety. In a world where emotions are too often ignored and not understood – thus limiting the search for suitable strategies to manage them – the essence of our activity consists in enhancing technical skills by giving value to emotions, the true protagonists of our decision-making processes. We accompany people – both professional coaches and private individuals who want to undertake an individual path with our coaches – in their journey of change, through an integrated approach, the fruit of thirty years of direct experimentation in the field, whose effectiveness is proven by important scientific evidence. We firmly believe that training can make an important contribution in this sense. We have always done this with companies, but in recent years we have tried to increase and improve our proposals for private individuals.

So you have organised something new?

Yes exactly, and it is important for me to explain how this idea came about. Never before has it been possible to access so many courses, lessons, training pills via the web, often completely free of charge. Certainly this vastness of proposals can represent an opportunity, at least on an informative level; however, precisely because of this proliferation of initiatives that can also generate a great deal of confusion, we felt the need to create an articulated training offer of high quality.

Once again a School?

More precisely an academy. Thus was born the Paul Ekman Academy, a training academy named after the scientist we decided to turn to 15 years ago. The greatest expert in the physiology of emotions who, through his research, gave a fundamental impetus to the study of emotional intelligence. Research that was then transformed into certified study courses that have been the basis on which we have trained dozens of professionals for several years now.

How is this Academy structured?

It is a real path, comparable to a university curriculum, with some fixed points, let’s say compulsory, because they represent the cornerstones of our method, and other courses that participants can choose freely. Each of these courses will benefit from international certification, guaranteeing visibility in the register of professionals accredited by the Paul Ekman Group.

You mentioned the University, is this a world with which you have a relationship?

Yes of course. From the collaboration we have had for years with the University of Geneva, for example, a test called BEAT was born. A real assessment of emotional competences, as the acronym says: Behaviour, Emotional, Assessment, Test. A truly valuable tool because it allows us to assess the Emotional Competence of our trainees at the beginning and at the end of the training course, thus making the progress achieved evident and consistent. For us, all this represents an idea that has guided us from the very beginning of our activities: to draw on higher university training, freeing it from theoretical excesses unsuitable for our world, while at the same time freeing ourselves from the risk of an attitude that is sometimes a little superficial, because it is too result-oriented, typical of much managerial training.

New frontiers in hip and pelvic surgery

By

Imbimbo

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6 Dicembre 2022

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Customised surgery, reduced rehabilitation times, increasingly minimally invasive and accurate surgical techniques, and increasingly high-performance and biocompatible prosthetic materials. These are some

of the goals made available today by technological progress and scientific research for the treatment of orthopaedic pathologies. Illustrating the latest frontiers in the field is Dr Michel Oransky, Surgeon

Orthopaedic Surgeon from Rome, who specialised in Orthopaedics and Traumatology (10/11/76) at the Catholic University of the Sacred Heart in Rome; today, he is one of the leading experts on a national and international level for the treatment of hip fractures, post-traumatic deformities and hip prostheses.

Dr Oransky, you are considered an expert in the treatment of fractures of the pelvis and acetabulum. Can you explain how your practice is characterised?

I started this profession in 1985 under the guidance of the French surgeon Emile Letournel who conceived this surgery. Since then, much progress has been made in this field. Today, it is in fact possible to treat these injuries with less invasive techniques, which aim at preserving the joints, offering the patient many advantages: less blood loss, and a faster and more effective post-operative recovery and social life.

Over the years, you have also gained a great deal of experience in treating complex fractures of other districts. Do all fractures heal properly?

Unfortunately not! Due to various circumstances, there is a percentage of patients in whom the fracture does not heal properly, either because it does not heal or because a deformity remains that prevents normal daily and sporting activity.

What can be done in such cases?

Correction of deformities of axis and length defects is possible after proper planning aimed at restoring proper joint function. Joint reconstruction can be carried out using minimally invasive techniques, although joint replacement is sometimes necessary.

Is hip pathology a common problem among athletes?

The repetition of extreme movements among footballers and martial arts practitioners can generate annoying pubalgia that is actually due to a misunderstood hip pathology. There are, however, therapies that make it possible to completely recover lost function and to return to sporting activity.

What are the most common problems that can occur after a hip replacement?

The vast majority of hip replacements have a successful outcome. Over the years, however, the prosthesis can wear out. In such cases, it is possible to revise the implant and restore its correct function.

Idroinox Impianti shines in the market for experience and reliability

By

Imbimbo

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29 Novembre 2022

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Founded in 1984 in Parma to offer a maintenance and assistance service to the food industry, over time – and more precisely in 1998 – Idroinox Impianti has expanded its core business to other strategic market segments such as the pharmaceutical sector, the one in which it is most active today. Thanks to the experience gained in over 35 years of activity, this all-Italian excellence has focused its core business on the production process of the pharmaceutical industry, working on projects for major national and international companies in the sector. Paolo Giacopinelli, CEO of Idroinox Impianti, tells us about the goals of a company that looks to the future with optimism.

by Roberta Imbimbo

Dr. Giacopinelli, with what mission was Idroinox Impianti born? Tell us a little about your story.

It was 29 February 1984 when, together with five other courageous and passionate entrepreneurs from Parma, I set up a small family business operating mainly in the food market. Over time, however, also following a reorganisation of governance (in 2010 the partners became two, President Nicola Marchese and myself), the company expanded its core business to other strategic activities, strongly entering the pharmaceutical market, a sector that still represents 90% of its turnover. Today, Idroinox Impianti is a company that is highly specialised in the design and development of production systems necessary for the production of pharmaceuticals, according to exclusively scientific dictates, such as particular mixtures necessary for the production of drugs or medical products of high technical and qualitative value. Thanks to the experience and know-how acquired over many years of activity, and nevertheless thanks to a highly qualified team, the company has been able to grow considerably both in terms of geographical expansion – today it boasts hundreds of active customers in Italy and abroad – and in size – today it employs around forty people – and in terms of turnover, which has reached around 7 million euros per year.

What kind of market is it in which you operate? What peculiarities distinguish you from your competitors?

In a market that is becoming increasingly competitive every year, characterised by the presence of other well-structured players, Idroinox Impianti has managed to differentiate itself and assert its leadership thanks to the quality, reliability, and professionalism demonstrated over the years, and thanks to the considerable investments made in technology, research, and training; decisive investments that have allowed it to stay at the forefront of a constantly evolving market, thus proactively meeting the needs of each customer, mostly large multinationals in the pharmaceutical sector. Recently, we have invested heavily in the latest technologies and ad hoc research processes: during the pandemic, for example, we focused on the treatment of Covid-19, working closely with Pfizer. Another of our distinguishing features is our ability to have innovated production and organisational processes in a sustainable way, thus becoming active players in the new green revolution. With our ethical values, every day our brand pays tribute to a corporate culture that is increasingly oriented towards respect, integrity and innovation, with an eye on social, environmental and economic sustainability.

So many achievements have been made in all these years. Future goals?

In a market that offers great growth prospects, our priority objective is to safeguard the efficiency and reliability of our production processes, to always guarantee high quality products, working at the highest level. Quality is an essential requirement for us, and it is the impetus that has driven us to pay close attention to control protocols and to work hard to bring the best that the market can demand. The impact of this vision has proved powerful, and has enabled us to become in a short time one of the most important companies in Italy for hundreds of customers who have placed their trust in our work. And whom I thank today because it is also thanks to them that we have achieved these extraordinary results. Despite our achievements to date, however, the company will continue to develop process innovations and new technologies for the treatment of particular pathologies (we will soon file a patent for dialysis systems).

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

MM Operations, a leader in the logistics sector

By

Imbimbo

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29 Novembre 2022

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Established in 2015 with the aim of asserting its leadership in the logistics sector, in a short time, thanks to an innovative vision and business strategy, MM Operations has achieved exponential levels of growth, thereby differentiating itself from numerous market players. The company, which in November 2021 was included among the 600 companies that the newspaper La Repubblica defines as ‘excellences of the Italian economy’, placing 78th in the ranking, achieved a turnover of EUR 45 million in 2022. Last September, it was announced that MM Operations will be among the leading companies of Growth 2023 drawn up by Statista and Il Sole 24 Ore, the fifth edition of the ranking that highlights the Italian companies with the highest turnover growth in the three-year period 2018-2021. “Active in Northern and Central Italy, from Veneto to Tuscany and Marche, MM Operations has in fact managed to increase its customer base, becoming in a short time a virtuous model of verticalisation of logistics services and outsourcing operations for the supply chain, always having at heart the maximisation of customer satisfaction,” asserts Maurizio Berretti, President of MM Operations, in this long interview.

by Roberta Imbimbo

Dr Berretti, what peculiarities have enabled you to grow exponentially in your target market?

Ethics, legality and care for human capital – our mission is in fact to implement productivity while always respecting human resources – are the cornerstones of MM Operations, a unique virtuous model in the logistics sector. The high degree of specialisation acquired over many years of activity and the attention to the human side have allowed the company to grow rapidly in terms of both turnover and personnel. From the initial 48 employees, MM Operations today has 1300 highly qualified collaborators, as well as strategic partners located throughout Northern and Central Italy and one million square metres of warehouses under management. Our main added value, which clearly differentiates us from numerous market players, is our verticalised approach to integrated logistics and the internalisation of all company activities: each segment of our business is managed entirely by us without intermediaries or the need to use external suppliers. We are therefore perfectly able to support customers along the entire supply chain, managing the entire supply chain in a complete and reliable manner, offering tailor-made solutions with high added value, from consultancy to Distribution Logistics, passing through all the intermediate stages of Industrial Logistics. In a short time, we have therefore become a virtuous model of verticalisation of logistics services and outsourcing operations for the supply chain; a strategic partner that enables companies to focus their attention on their core business in a timely and unambiguous manner, and to achieve numerous other advantages in their target market.

How important is human capital for you?

Very much! MM Operations starts from the concept that employees are the central element in the creation of value for every single company. Following this philosophy, we have always endeavoured to manage our personnel – we have a high percentage of under-35s in the company because we believe in the importance of investing in young people – not only by guaranteeing direct employment contracts but also by taking into account the professional aptitudes and ambitions of each individual person. All this is to allow everyone to grow professionally and personally within a harmonious and stimulating working context, through their involvement in a process of constant improvement. In fact, MM Operations pays the utmost attention to continuous training. It is no coincidence that every year it invests considerable resources in updating the technical knowledge of each employee, aiming at hyper-specialisation to better manage the technological development imposed by an ever-changing market. All this obviously has an impact on the final offer provided to the customer, who can count not only on our experience but also on specialised knowledge, perfectly in line with the new digital revolution.

Deaths at work, what are the possible solutions to this social drama

By

Imbimbo

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22 Novembre 2022

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The deaths at work emergency in our country does not stop. In Italy, unfortunately, people continue to die every day. According to data published by the National Institute for Insurance against Accidents at Work (INAIL), between January and June of this year there were 382,288 accidents (+43.3% compared to the same period in 2021), 463 of which with a fatal outcome (+41% compared to the previous year). In the absence of the health emergency, which in the midst of its lethality had in any case managed to reduce the number of work-related deaths compared to the previous year, since the pandemic, work-related deaths have thus dramatically increased by +164%. Alarming and worrying data that confirm an upward trend and highlight the need to invest more and more in safety in the workplace, also considering the proliferation of construction sites under the National Recovery Plan financed with European Recovery Fund money. “Companies certified with UNI ISO 45001 have a much lower frequency rate and severity index than those that are not certified,” asserts Manolo Valori, Technical Director of CVI Italia, the Italian branch of the Slovakian group CVI SRO, one of the most important companies in the voluntary certification sector with international accreditation, in this long interview.

by Roberta Imbimbo

Dr Valori, there have already been 463 work-related fatalities since January 2022, in a situation where the COVID19 pandemic is having less and less of an impact on work-related accidents. Dramatic numbers that tell of the pain of so many Italian families. The mortality incidence index – the ratio of fatal accidents to the working population – dramatically and objectively describes an emergency that can no longer be ignored.

In our country, from January to June of this year, the number of reports of accidents at work skyrocketed: compared to the same period in 2021, INAIL recorded an increase of 43.3%, which, together with the growing incidence of fatalities in the workplace, traces a scenario that is alarming, to say the least. After the drastic drop in cases during the pandemic, when the world of work had had to come to a halt, with the resumption of production activities and the frenzy to necessarily increase production once again, the accident numbers are running again. Especially in the construction sector – where the consequences of accidents are often fatal – targeted prevention policies and a greater safety culture are therefore needed.

Investing in safety is therefore essential, and UNI ISO 45001 certification is a valid tool for effectively combating the sad phenomenon of accidents at work. Why?

UNI ISO 45001 ‘Occupational health and safety management systems – Requirements and guidance for use’ is the first international standard for health and safety in the workplace and was developed by the International Organisation for Standardisation (ISO) with the contribution of experts from over 70 countries. The standard – which applies to all organisations, regardless of size and sector – is a valuable tool for companies that choose to certify their health and safety management system. In fact, it defines the minimum standards of good practice for the protection of workers, allows the implementation of all best practices useful to prevent adverse situations and to proactively implement all corrective actions to eliminate the cause of a given accident, improving the safety and health performance of any organisation. Experience to date has shown that where there is a proactive safety culture starting with top management, there is a significant reduction in accidents and injuries at work compared to the average (a 2018 INAIL report clearly shows that UNI ISO 45001 certified companies have a 16% lower frequency rate than non-certified companies and a 40% lower accident severity index), an improvement in the efficiency of business processes, a conspicuous reduction in costs related to INAIL insurance premiums and the acquisition of additional scores in public tenders, but above all the ability to meet the organisation’s legal and regulatory obligations (legislative decree no. 81/2008). The UNI ISO 45001 is therefore not only a valid tool for the social protection of workers, but also and above all a distinctive element that will enable companies to gain a competitive advantage in the global market and improve their brand reputation.

This standard is therefore a real opportunity for companies (to be pursued freely and voluntarily) to improve their overall business performance. Why is it essential in this sector to turn to experienced professionals for Certification/Attestation?

Because it is important to map all company processes in order to verify that a given company’s operations comply with mandatory regulations and that it has therefore correctly implemented management systems for the safety and health of workers, thus complying with the new regulations. By virtue of its integrated structure with that of the management standards for quality (UNI EN ISO 9001) and for the environment (UNI EN ISO 14001), UNI ISO 45001 can undoubtedly contribute to degenerating a new model of sustainable competitiveness. In this operational context, CVI Italia, active in the market since 2015, aims to assert its leadership in the market of voluntary certifications with international accreditation, supporting companies that want to innovate to win the new challenges of global competition.

For more info (https://www.cvi-italia.com)

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