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Dolfi Franco S.R.L.

Dolfi S.R.L. is a third-generation company with a long history. Founded in the post-war period by Michele’s grandfather, it initially specialized in producing wooden heels before transitioning to plastic ones. In the 1980s, under the management of Franco, Michele’s father, it converted to producing plastic pots for the nursery sector.

The Dolfi company is located in Montagnana Pistoiese, on the outskirts of Pistoia. In this Tuscan city, nursery gardening is the main economic activity. This sector is one of the most important centers in Italy, with about 10% of the province’s territory dedicated to it. Today, Franco S.R.L. is an established player in the plastic injection press field in Pistoia. The company covers a total area of 2,800 square metres, occupied by three communicating warehouses. The company’s production department comprises 22 injection press machines with a tonnage ranging from 135 to 1150. All are automated, from feeding the raw material to removing the press product. The company supports the customer throughout the entire press design and construction phase.

In 2012, Franco’s son, Michele, joined the company as an employee partner, contributing to its further growth. Michele’s father, on the other hand, is the managing director, while his mother handles administration and customer management.

Dolfi works with regenerated plastic from separate waste collection unlike many other companies. Michele points out that using regenerated plastic has always been the case since the company operates in a poor market with intense competition. This approach allows Dolfi to remain competitive.”

Country

Italy

Greening processes

Energy Efficiency

Greening input

Renewable energy

Greening workplace

Sustainable consumption

Company size headcount

Around <10

Company size turnover

Around< 2 m

Interviewed

Incumbent (senior generation), Successor (next generation)

Industry

Manufacturing

Sustainability transition

The company’s actions concerned energy efficiency and production processes. All family members always discussed all decisions related to the green transition in a spirit of confrontation and collaboration.

The company’s green transition process was initiated with a series of actions. In fact, the company has intervened in the production lines, making them more efficient by replacing machinery. This has ensured increased production, reduced consumption, and optimized processes from an energy and ecological point of view.

The most recent intervention involved installing a photovoltaic system on the company’s roof, which is linked to several requirements: respecting the environment and optimizing energy costs, which have always been considerable for the company’s type of production.

This operation reduced costs and environmental impact. However, landscape constraints in the area have limited the number of photovoltaic panels that can be installed on the farm. Being located in a green area, the company has to comply with the landscape constraints, which require a very long time for any changes.

The family notes that there has always been harmony among all members regarding energy efficiency. The high energy consumption and, therefore, the high costs of the family business prompted the company to adopt green measures that would reduce costs and environmental impact. Michele notes that, compared to his father, he undoubtedly has a greater focus on the company’s management, both on the bureaucratic and digital side.

Learning points and actions to consider

Michele and his family are considering acquiring safety and environmental sustainability certifications. Regarding the latter, they are interested in acquiring UNI EN ISO 14001 certification for environmental management systems. The family, however, emphasizes the company’s difficulty in guaranteeing that the annual indices required by the certification can be raised for logistical and structural reasons.

According to Michele, the company has done much in recent years regarding process optimization. However, there is still work to be done, especially on improving production, such as the use of digital technology for waste control and other activities carried out by the company.

For both Michele and his father, a company must assess the benefits of going green for their company against the costs involved. It is necessary to assess whether the company is structured enough to cope with such operations, which often require significant investments and costs, and to understand market trends before starting a green transition process.

Reflections

  • Is the company structured enough to start a green transition process?