ElicaNews n.19 - english version

n. 19 year XVI August 2013 | Trimonthly journal Registrazione Tribunale di Ancona n째 26/98 del 22/09/98 | Sent by postal subscription 70% | DIV.COR.D.C.I Ancona

CONSTANTLY SET YOURSELF NEW OBJECTIVES AND FIGHT TO ACHIEVE THEM

FRANCESCO CASOLI

GIUSEPPE PERUCCHETTI

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EDITORIAL NUMBER 19 | YEAR 16 ......................................

Published by ELICA S.p.A. Via Dante 288 60044 | Fabriano | Ancona Produced by HR Management ......................................

Editor Sandro Petrucci Staff Lea Ricciardi Ufficio stampa corporate (l.ricciardi@elica.com) ......................................

Graphics and cover Stefano Menconi Elica Communication Team (s.menconi@elica.com) Editing dedalogroup.com ......................................

Registrazione Tribunale di Ancona n°26/98 del 22/09/98 ......................................

Spedizione in abbonamento postale 70% DIV.CORD.D.C.I. Ancona ......................................

Typefaces: • Lyon Display • Giorgio • Verlag Compressed ......................................

Paper used: Fabriano Offset 2001 g/m2 145

Editorial.

Something that started off fairly quietly, but that now seems to be arousing more interest than I expected.

I met one of our Cerreto workers today.

It made me think about how to get into the head, and above all into the heart, of Elica.

What is life in the company all about?

The joy of being part of a community that moves, that transforms, that adapts, that seeks to interpret and anticipate things speeding towards us – things that we have to be able to catch and grasp in an instant.

To do this, we have to believe in ourselves, and we also have to believe in the fact that we have achieved so many good things.

But all of us, each and every one of us, has something else within them.

Dreams and aspirations, problems and concerns.

And we have to deal with these things every day with the same energy we put into our work.

We have to have aspirations, new objectives.

Small or big, that doesn’t really matter, the important thing is to feel that they’re ours.

And we have to try our hardest to achieve them, and help those around us do the same.

In a community such as Elica, or in the city in which we live, there’s not much that you can do on your own nowadays.

But there’s one thing you can do alone, and that’s, shoulders back, pouring all your enthusiasm into what you do.

Not everything will turn out for the best but we should always come out of it with our heads held high.

Attack the problems, set ourselves challenging objectives, give a hand to our colleagues, help Elica grow.

That’s my life. That’s our life.

Constantly set yourself new objectives and fight to achieve them.

n the basis of my experience in a variety of company areas, I have become convinced that there is a strong cause-effect relationship between objectives and results.

I truly believe that to achieve ambitious results we need to set ourselves equally ambitious targets. The further a target is out of your reach, the more you are encouraged to give of your best. A bar placed up high forces you to think big, to engage in actions and activities that you might otherwise never have imagined. It’s a stimulating approach which, while often widely shared within the company, can come up against a lot more resistance when the problem arises at individual level or role. When it becomes a personal thing, in other words. Aggressive targets are generally perceived as potential risk situations and are avoided as much as possible, the fear being that they could lead to a failure for your career. I have experienced this sort of thing first hand. Here’s a personal anecdote of mine, which took place in 1996, during yet another economic downturn.

In that particular instance, during the drafting and subsequent presentation of the budget of the business unit that I was in charge of (I was responsible for “cold goods”: refrigerators, freezers, etc.), I had a fight on my hands with my bosses, who had to pass judgement on my plan. I started thinking, “Now they’re going to get rid of me…”. Only my emotional involvement and visible good faith allowed me to avoid the worst.

The end for me was clear: to negotiate an acceptable and accessible goal for myself and the organization. I was more than willing to challenge any additional request they made and I knew the situation well: this allowed me, after two hours of intense discussion, to achieve the goal that I wanted. I got my way.

The next day, I found a photo-shop edited photo of Tiananmen Square where instead of the lone guy in front of the tank there was a picture of myself. Superimposed on this was the phrase: “Here's how Giuseppe halted the Profit Plan.” The thing that really pleased me most of all was that it was obvious my team had appreciated the courage I’d shown in standing up to pressure. Too bad that, in my satisfaction, I did not notice the damage that I had caused. In fact, from that day on, and for at least a whole year, I was branded by the management as a “conservative” – someone who was not willing to accept challenges.

This was not a reputation that did me any good. I had to work long and hard to lose that image. The thing that hurt the most was that on that occasion I had behaved in a way that was completely opposite to my nature.

So, if you want to grow, accept challenge, “throw your heart over the hedge”, as we say here, and think big, even far beyond the expectations of those who judge you. I'm not saying it will always be easy but, directly and indirectly, it will certainly pay off.

Comment from the CEO.

EMILIO ZAMPETTI

“Want, want always, want intensely” – that’s how I feel every day and from this beginning, with Vittorio Alfieri’s famous phrase, I would like to go back to a concept that I have already mentioned several times in my articles for EN. Every day we face new challenges, some more demanding than others; and every day we have one or more objectives to be achieved, personal or professional; and every day we have to prove ourselves in order to reach these goals. This is the spice of life: new goals, new emotions and a richer background of experience.

The more difficult and challenging the task is, the more we are compelled to give our best and draw on energy and resources that we don’t even suspect ourselves of having.

This is how major projects are devised and realized: one brick at a time, until first you build a wall and then you build a house. And that’s how we have helped Elica grow over the years. Every one of us has contributed their very own brick through being driven by the desire to improve. For me, “Constantly set yourself new objectives and fight to achieve them” means that you should always be testing yourself, getting involved, never thinking that you have already achieved everything, because there is always another target waiting there in front of you. We should always ask ourselves: “What can we improve?” and learn to think fast, so that we are able not only to respond to requests that we receive from others but to anticipate them. It's always vital to set new, more challenging, goals for ourselves; the outside world changes quickly, and we must be able to do the same. E-Straordinario for kids and New Mind, for example, are both the result of this kind of thinking. “Want, want always, want intensely”: and together there is so much more that we can continue to achieve.

Want, want always, want intensely.

LEA RICCIARDI

ELICA FOR THE ENVIRONMENT. LEONARDO SILVI

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THREE YEARS WITHOUT ACCIDENTS AT WOR.

he Sodalitas Social Award is the prize awarded annually to companies, business associations and organizations that are engaged in concrete projects of Corporate Sustainability.

Promoted by the Fondazione Sodalitas, an organization that works to promote corporate social responsibility in Italy, the prize is divided into 6 categories according to specific subjects.

Elica, with the project " Energy and Environment management", participated in the "Sustainable consumption and the supply chain" category, which aims

to award programs implemented by companies that are designed to foster a transparent relationships with its stakeholders (customers and suppliers).

The Elica project was initiated with the objective of reducing environmental impact from the production processes and the materials used, through the reduction of carbon dioxide emissions, energy expenditure (electricity, natural gas) and the production of packaging waste.

Thanks to the measures taken, Elica was the first cooker hood manufacturer to obtain the ISO14001 certification in 1999, and this certification has now been extended to all their Italian, Mexican and Polish plants .

In addition, through the WCM "Environment" pillar, Elica identifies sources of waste and inefficiency and maps the causes in order to eliminate them at the root. The company then uses the information obtained to design products and processes, monitoring them in line with the objectives already established.

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Tiffany. The product, designed by Fabrizio Crisà and awarded the 2012 If Design Award and the 2013 Good Design Award, expresses the negation of the superfluous – design as essence.

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GABRIELE PATASSI

50% ECOBONUS FOR HOODS.

The payment of the hood can be made through credit cards or debit cards. In this case, the payment date is taken as the day of use of the credit card or debit card by the holder, shown in the receipt electronically confirming the transaction, and not the day that the holder’s account is debited. It is not permitted, however, to pay by bank cheque, cash or any other means.

The costs incurred shall be documented by keeping hold of the documentation certifying payment (receipt of transfers, receipts confirming the transaction for payments by credit cards or debit cards, debit documentation on the current account) and purchase invoices specifying the nature, quality and quantity of goods and services purchased .

I hope you'll forgive the formal language, but when it comes to tax deductions, misunderstandings really aren’t allowed!

After months of work with colleagues from CECED (the National Association of Manufacturers of Domestic and Professional Equipment) we have achieved a result which I would really like to tell you about: cooker hoods have finally been included in the ECOBONUS provided by the Italian Government. So, if you renovate your home by December 31, 2013, then you can purchase a hood with a special income tax concession that will mean a saving on taxes for the next 10 years, with the application of a 50 % tax deduction in 10 instalments.

Expenses incurred from June 6, 2013 are eligible for this deduction. The purchase is included in this particular offer even if the actual subject of the renovation is not the kitchen itself.

Payment Buyers must make payments through the bank or post office, using the same methods already provided for in the payment of tax concessions involving renovation. Transfers must include: • the reason for the payment currently used by banks and Poste Italian SPA for transfers relating to renovation tax concessions; • the tax code of the beneficiary of the deduction: • the VAT identification or social security number of the person in favour of whom the transfer is being made.

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Three years without accidents at work: this is the result achieved and celebrated during a ceremony at the Cerreto d'Esi (AN) plant thanks in part to the company’s implementation of the World Class Manufacturing Company (WCM) program. "Safety First isn’t just a slogan for us,” said Group President Francesco Casoli, “it’s a fundamental axiom which it is absolutely necessary to believe in if we want to be competitive and world market leader.

Introducing World Class Manufacturing into the company forced us to carry out a real cultural change, and this has led to our achievement of this important new result, which everyone was involved in. The WCM for us is a comprehensive methodology and a common language for the whole Elica company – from Italy to Poland to Mexico, where we have just recently launched the program. Our standards and our rules, both industrial and in terms of quality, must be the same everywhere and always aim for high performance.

Because that’s the only way that a solid future can be built."

LEA RICCIARDI tarting with this edition, ElicaNews is going to be even newer, with a release in two formats: the traditional paper version will now be accompanied, and in part replaced, by the new online version, delivered by email and browsable by PC or smartphone. Making use of the web is a natural evolution for our house organ, with the aim of reaching as many readers as possible while not neglecting EN’s traditional quality of content and graphics.

Thanks to your valuable assistance we intend to go on producing our up-to-theminute, meticulous reports regarding what’s happening in the world of Elica, sharing objectives and goals, passions and projects, and helping to foster that “one single company” feeling. It’s a decision that, as well as being in step with the times, will also allow us to be more environmentally-friendly, since by reducing paper consumption we’ll save up to about 2.5 tons of CO2 – that’s the equivalent of over120 trees! It's an important first step and who’s to say whether we’re going to stop here: after all, we do like to surprise you – and ourselves! Happy reading!

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In the picture, a detail from the "Happy Birthday, Mr. President" special, published on the occasion of Francesco Casoli’s birthday.

If you would like to continue to receive a copy of ElicaNews, then please notify us of your e-mail address by writing to: humanresources@ elica.com

KEEPING UP New WITH THE TIMES. goals.

STEFANO MENCONI

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here are several synonyms for “objective” in English: “aim”, “goal”, “target”. Starting from a classical representation of a target, understood as the culmination of an action (in the cover for issue 19), I have rebuilt a pattern consisting of an unlimited series of modules, all different from each other, all “new goals”. There are many of them, some complex and difficult to achieve, some clear and simple.

Setting goals is the first positive step towards personal success, however each individual might define it.

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UNITED PEOPLE OF ELICA PRZEMYSŁAW BUDYN

FABRIZIO DELABELLA, LI BAOHUA

EGP - CONTINUOUS ONE TEAM, ONE MISSION. IMPROVEMENT STARTS HERE.

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A moment of WCM training in Poland, at the Jelcz-Laskowice plant.

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Group photo of some of the team building event participants. The Team Shark slogan was “Happy Days", while Team Harmony chose "Cooperation Comes First".

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"Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away."

Antoine de Saint - Exupery

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A moment from the competition.

n July 27, the Elica Group Poland Jelcz - Laskowice plant was incorporated into the World Class Manufacturing program which Fiat created in 2005. Its roots go back much further, however, since it is based on the model of the Toyota Production System, a globally recognized system of best practices. The basis of both systems is the Kaizen philosophy of continuous improvement. Kaizen, which comes from Japanese and means "change for the better", represents an essential tool for the WCM to eliminate losses in the company. The Focused Improvement Pillar is responsible for its correct application.

Every process involves losses. The Kaizen philosophy speaks of three main categories: Mura, process irregularities; Muri, overloads; and Muda, integrated losses in the process. These are divided into seven main categories: over-production – production or acquisition of goods before they are actually needed; unnecessary movement – all movement that is performed due to the

inefficient organization of work; waiting – time when no operation is being carried out; unnecessary transport – the handling of components more frequently than necessary; stock – surplus stock; defects – with reference not only to the product but also to information, documents, etc.; overprocessing – the execution of unnecessary operations.

For continuous improvement, the most important element is the involvement of everyone in the improvement process. We can observe the losses in our daily work and learn to see them as a potential area for improvement. Many small, frequentlyproduced ideas aimed at eliminating loss are more profitable than waiting around for some great revolutionary change. That’s why I’d like to invite everyone to share their ideas, so that Elica can become an even better company than it already is, both in the eyes of our employees and, most importantly, our customers.

SILKE ARNOLD

THERE ARE HOODS. AND THEN THERE’S GUTMANN. G

utmann is proud to introduce a new logo as part of a fresh communication strategy that includes an original approach to product classification and the creation of a brandnew definition for the cooker hood: GUTMANN’s “elements of air.”

Air is the vital element with regard to the flexibility of our inner contemplation, stimulating our curiosity and openmindedness, enabling us to clearly perceive new outlooks and perspectives.

Air is creativity, the element of constant transformation, of ongoing exchange and the renewal of ideas and visions which naturally evolve into the fresh and exciting reality of GUTMANN’s home

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and kitchen solutions.

Air is the spirit of communication with our surroundings, the force that keeps us intellectually inspired and imaginative, enabling us to express and manifest your requirements and expectations.

It is the passion that drives us to create new products with zest and enthusiasm products destined to leave a mark on both the present and the future.

And there’s a winning team, too.

Colleagues from different GUTMANN departments made up a successful soccer team at the 2013 Heinloch Cup. Our dream-team placed third in the tournament and we are all very proud of them.

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n mid-September, the Zhejiang Putian Electric Co. Ltd Center for Product Development & Business took part in a team building exercise organized by the H. R. Department and at the suggestion of Fabrizio, given the extensive changes that the R & D Center has gone through this year. Everyone seemed excited and full of expectation with regard to the event. The first destination was West Lake, where HR Director Mr. Li was waiting for us.

To begin with, the group was split into two teams: Shark, led by Wang Xiaoliang, and Harmony, led by Lu Guoyong. We all threw ourselves heartily into the spirit of competition. The task might have seemed simple, but every step required the contribution of team effort, together with self-control and creative spirit, as the level of difficulty, which was remarkable and unexpected, brought about situations that could not be resolved individually. After two days of competition, everyone came together to face the "graduation wall" challenge. Tasks were swiftly organized, with everyone playing a part, and everyone successfully passed the challenge.

These were two days that made us all really feel part of a stronger team.

Everyone expressed how they felt, and I’d like to share with you here some ideas and a sense of what our feelings were.

Lu Guoyong: "We’ve certainly learnt a lot from this activity, but the point worth reflecting on is how to apply what we've learnt.

There’s a need both for communication between colleagues at the same level and between superior and subordinate."

Ye Dongdong: "We have a lot more team communication now and a deeper understanding of its importance. We’ve learnt that it is difficult to win without teamwork and that nothing is impossible if we work together and find the right solution."

Yu Difeng: "I have a profounder understanding of the importance of teamwork: no work could have been done without collaboration. So we should complain less and help more." Huo Xinghe: "The ability of the individual is limited, but if we put all our individual skills together, then it can become unlimited. Your contribution to the team can be decisive. You’ll do your work better if you do it not just with care and attention but also putting your heart into it.”

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TERESA SEMPERLOTTI

LEA RICCIARDI

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briefings regarding World Class Manufacturing were organized between the end of September and early October for all Fabriano and Castelfidardo office employees. Every meeting featured illustrations of the basic concepts of the program and the methodological approach with which it is applied and also showed some of the achievements which have given a new face to our factories and improved the lives of the people who work there.

This was followed by a description of the organization and the various WCM pillars, which, in many cases, provoked exchanges of ideas and discussions that were highly constructive in nature. For more than 2 hours, a total of about 250 employees put their work on hold to listen to "the ones involved with WCM ", understand what its mission is and how it is realized within the plant. All this in the wake of strong and passionate words from both the Chairman and the CEO who, on more than one occasion, have reminded us of the importance to be open to change and broaden our mental boundaries – and WCM is a perfect opportunity for this.

ELICA AMERICAS… ELICA GREEN.

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WCM COMES NEW MIND TO THE ELICA’S CORPORATE. EXECUTIVE MASTER.

But why has it been felt so necessary to do this? What is the benefit? I think it is the result of several factors. First of all, everyone has certainly added value to their wealth of knowledge, from a terminological point of view as well: now we all know what the WO and AM pillar is, and what Kaizen means. But the most important aspect is definitely that this initiative contributes to the process of integration between all the company’s critical functions, fundamental in terms of spreading the culture of continuous improvement and leading to excellence. While it's true that we work under different roofs, some in the corporate offices, some in the production facilities, WCM is not only for those who physically work in the factories. By the nature of Elica and its organization, we can all be part of one or more pillars or work teams and use our professionalism to help achieve improvement projects.

Another important message is the knowledge that "Zero Waste" logic may be applicable to every situation, since it is the “common sense" logic that can and should guide us in our daily lives.

I would like to conclude by hoping, personally, to be able to contribute more and more to the process of skills development within the program (the first goal of People Development), and, more generally, that all the various functions are able to make the most of the competitive advantage that WCM can give to our company.

WCM IN MEXICO. ALFREDO GALAVIZ

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he New Mind project is coming to an end. With the market situation as it is, a considerable effort has been required from both participants and the company itself to find the time and resources for this initiative, and this is another sign of a company that knows how to look to the future. After classroom work regarding issues of strategy, business models and leadership, the participants in this four-month course were tested in the field to reinforce the operational skills they had acquired. Elica managers were asked to bring a fresh and original perspective to the COOKER HOOD market, in its broadest sense, with the specific objective that this could be useful in imagining the Elica range of tomorrow. During these months of a continuous exchange of ideas with groups on project work, I was especially struck by the creativity, commitment and company loyalty shown by those taking part, particularly in the difficult task of getting out of the functional areas and trying to think like real business men and women. Whether or not the projects will actually be realized, I'm sure of one thing, and that is that, both in terms of skills and approach, Elica has made ​​ an important step forward with regard to one of its most important resources: people.

he WCM Kickoff took place on September 10th in Querétaro in the presence of our President Francesco Casoli, our CEO Giuseppe Perucchetti and Global WCM Director Alessandro Moret.

It was a moment of great importance to all of us working for Elica America, involving everyone from General Manager Marco Bonfigli to the enthusiastic participation of all the employees, both white collar and blue.

Some work had already been done before the Kickoff, such as the KAIZEN week on the assembly line selected as a model area for the WO pillar, involving several colleagues: line operators, line feeders, floating workers, supervisors and engineers. Valuable help was on hand from Riccardo Aringolo, WCM coordinator for the Mergo and Cerreto plants – a crucial presence, since it helped to highlight, if any were needed, the commitment of the entire Group to implementing this new methodology and built up even greater enthusiasm on the part of the operators.

We also started up the S-Matrix dedicated to safety and the KAIZEN week for quality.

It's truly exciting to work on a project that is so wide-ranging in terms of change, and as WCM Mexico coordinator it’s my duty to applaud the commitment and effort of all those taking part in these pilot groups, both supervisors and technicians, including those dealing with processes, as well as the QC, WO, FI, SAF and LOG Pillar leaders.

Everything is now in full organisational

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JOSÈ D’ALESSANDRO President Europe at Blue Network and Professor at the Fondazione Istud

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swing and the activity plan to continue implementation of the program has been drawn up, while participation in terms of suggestions for improvement continues to rise – a sign that the message is spreading throughout the organization .

Since the day of the KickOff, WCM has become a far more significant expression here in Mexico. Of course, there is still a great deal of work that needs to be done without neglecting daily activities and the important projects in progress, but there is the awareness that, with the right approach and correct balance, we’ll be looking at a 2014 WCM plan that will be sustainable but, above all, successful.

The involvement of all our employees – directors, supervisors and engineers right down to the most junior operator – grows higher everyday, and we are confident that this will be the key to our success.

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It's called Elica Green and it’s a project by Elica Americas designed to raise awareness regarding the protection of the ecosystem and to create the best possible working environment for Elica employees. The project, which is in line with the Group’s Corporate Social Responsibility strategy, and following on from the 2013 Award for Innovation and Leadership for Sustainability issued by the municipality of Querétaro and obtained in June, represents a further step for Elica Americas towards placing itself among the best practices in the field of CSR. Elica Green stems from the awareness that the world in which we live is not an inheritance from past generations but rather a legacy to be left for future generations. That’s why Elica Americas is committed to preserving and protecting the environment and has, within the Querétaro plant itself, created a real botanical garden, composed exclusively of local plants saved from areas destined for construction use and replanted elsewhere, so as to preserve the local fauna.

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The internal communication poster dedicated to WCM training taking place in the Fabriano (AN) and Castelfidardo (AN) plants. WCM’s mission, according to course brochures, is "to bring the performance of the company operating system to levels of excellence. To be excellent means to be competitive. Excellence and competitiveness are the right mix to encourage customer love."

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During the months of the New Mind master’s, from June to October, the participants were also able to appreciate the beauty of the area, visiting the Frasassi Caves, the Gentile Theatre and the Paper and Watermark Museum in Fabriano.

The photo shows a visit to the historical seat of Fabriano’s town council, together with town mayor Giancarlo Sagramola and Elica Group HR director Emilio Zampetti.

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Alfredo Galaviz officially commits himself to contributing to the dissemination and implementation of WCM Elica Americas.

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A moment from the WCM Kick Off celebration in Queretaro.

IL WCM ENTRA IN CORPORATE

GIORNATE INFORMATIVE SUI CONCETTI BASE DEL PROGRAMMA WCM IL WCM È UNA METODOLOGIA VOLTA ALL’ECCELLENZA SIA PRODUTTIVA CHE GESTIONALE DI UN’AZIENDA. PER QUESTO IL COINVOLGIMENTO ATTIVO DI TUTTE LE FUNZIONI È FONDAMENTALE.

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FABRIANO

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EMANUELE LOLLI

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i there to all my friends and colleagues!

I’d like to tell you about this wonderful experience that I had this summer, thanks to the victory in last year’s Italian championship. The meeting place was at the Pesaro motorway exit on August 16th at 6:00 am, and our destination was the Golf du Lion, Port Saint Louis du Rhone in the Camargue. This is where the drifting technique for bluefin tuna fishing began, and we were heading there, a few miles from Port de Bouc, to take part in the 22nd Big Game World Championship organized by the local “Thon Club de la Grand'Bouche” under the auspices of Fips-mer. And our mission was: to win! After a journey of about 1,000 kms on 2 buses, we arrived at our destination. Italy was participating with two teams: Italy A and Italy B, and I was part of the former which, having won the 2012 Italian championship, was certainly one of the favourites and top of the rankings. 8 countries were involved: France (3 teams), Italy (2 teams), Spain (3 teams), Brazil (2 teams), Senegal (3 teams), and South Africa, Angola and Mexico (1 team each), making up an overall total of 80 competitors. The competition area consisted of a rectangular zone that started at the mouth of the Rhone and extended south

to a depth of 90-100 metres. It was already clear to us from the optional test outing on 17th (difficult not to be superstitious at this point) that it certainly wasn’t going to be plain-sailing, with Italy the team to beat and coming from two consecutive world titles.

Our transalpine cousins d ​​ id their best to throw up obstacles and difficulties. On the first day of the race, the mistral was relentless and that evening the official press release came out: the first day of competition was postponed to 21st due to moderate seas.

The next day, the weather was mild and the two Italian boats headed out to the places they had surveyed, and what should they come across but the French boats already in position. Still, nothing to worry about: taking up position at regulation distance, we dropped lines. The day ended with 6 fish released for Italy B and an excellent 12 fish for Italy A. With the second day of competition on August 22nd, the score was 8 for Italy A, and 2 for Italy B. Getting back into port, we checked out the board and began to make our calculations. There was no doubt: Italy was world champion out of the participating countries! It was really a fantastic experience and one we hope we will be able to enjoy again in the future. Bye, everyone!

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Along with his teammates, Emanuele Lolli, second from left, smiles happily at the end of the competition.

CHAMPIONS! 12

SILVIA RIZZI, PAOLA GEMELLI, ANNA NOSARI, SUSANNA THURAU.

FRESH AIR, YES, HOT AIR, NO. In mid-September you may have noticed four figures wandering around Fabriano and its surroundings, peering curiously at offices, factories and workshops, and asking both politically correct and incorrect questions to anyone on any subject. Well, that was us, down here from Milan with the aim of finding out everything - absolutely everything – about Elica. Silvia Rizzi and Anna Nosari from Silvia Rizzi | COMMUNICATION, Paola Gemini and Susanna Thurau from ERGO: we make up the team to communicate what Elica is to the world, and you can rest assured that we will do so with enthusiasm.

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From left to right: Susanna, Silvia, Paola and Anna.

What we do, what we don’t do.

We don’t go out to dinner every night, or dance the night away in chic clubs, or lavish reporters with luxurious gifts, or spend hours blah- blah-blahing away on the phone for hours. What do we do? We talk to the media, relating to product and sector - and by that we mean the press and the endless and ever-changing world of the web – and to opinion leaders and trend setters in order to communicate to them the true essence of the Elica company and philosophy. Our goal is that everyone, in Italy and around the world can say, “Elica? Yes, of course, I know them.” And we also want a large percentage of them to say: “That’s what I want in my kitchen: an Elica hood.” About us: two in one. One aim: to communicate Elica, its vision, its DNA. There are two agencies, each with its own specialty: Silvia

Rizzi | COMMUNICATION for Italy, ERGO for abroad. But we are so used to working together that we consider ourselves as "one": and if there’s one message, how could it be otherwise?

We want you.

Well, you might think that a little peremptory, but we cannot tell a lie: we really do want you. We will be the loudspeaker for everything that’s beautiful about Elica – which is a lot. So it is crucial for us to receive information, more information and still more information from you. Because it’s the substance that we communicate, not hot air.

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LAURA GIOVANETTI

FOR THE ENVIRONMENT.

great deal has already been said and written, on Facebook, in our newsletter, on our Blog, regarding the theme chosen to represent Elica and the 2012 company results: Oxygen. That’s why I’d really like to change the subject and place the "back stage" of this project under the magnifying glass of your attention, focusing on what, beyond the simple desire to evolve, lies behind the decision to change. The document was essentially designed and built to be enjoyed digitally through connecting to internet: the Annual Report 2012 is a website. This is for a variety of reasons, many conceptual rather than practical. We are frequently advised – perhaps even too frequently nowadays – against printing documents when this is not strictly necessary: whether for the sake of sustainability, in other words, to avoid wasting resources, or for convenience, that is, to reduce costs.

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very day we hear about pollution and the waste of natural resources. Each one of us feels a sense of responsibility towards the environment and respect for ourselves and especially for future generations. Elica has been involved for some time now in the protection of the environment in which we live as a business objective and this has resulted in a variety of initiatives. The proper disposal of waste also comes into this category.

As you probably know, the Fabriano head office is already active in the field of waste collection, in line with municipal regulations. Now we have decided to take it a step further, with the aim of continuous improvement: from the month of November, we are going to change the way we carry out waste separation, adapting ourselves to the good practices already in use at other Group factories and sites in Italy. To do this, we are providing different containers in public areas and break points for paper, plastic, glass/cans, and organic and undifferentiated waste.

Each container will be customized with information signs pointing out the correct destination for the various types of waste.

To reinforce this message during the WCM training days (which we’ll hear about from Teresa in her article) we explained the new developments to all our corporate colleagues, pointing out methods and advantages and sensitizing them with regard to the subject. I am sure that we will achieve good results, with everyone playing an active part in waste separation and showing real commitment to the smooth running of the whole process: the world, as well as our children and grandchildren, will thank us for it!

JULIA SCIUTO ut a team of forty wild and curious children aged from 6 to 10 with an artist as famous as Mario Airò and the result can only be a really memorable day!

The workshop, carried out in collaboration with the FEC and entitled "The Memory of the Elephant", was divided into two parts: an initial educational phase in which the children were taken on a guided tour of Fabriano’s Museum of Paper and Watermarks, followed by a workshop session with a master papermaker that clarified understanding regarding the stages of production and the museum layout. There was also a workshop with Mario Airò, aimed at creating a collective work with the paper that was then set up in Elica’s head office. The main objective of the initiative was the desire to introduce children to the world of contemporary art by highlighting the history and culture of our local area.

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JUAN SEBASTIAN MERLONI ear Elica employees, my name is Juan, I liked it a lot because we made

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LUCA TOGNETTI

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ANNUAL REPORT 2012.

These are just a pleasant side effect of Elica’s choice. The company’s intention stems rather from the consideration that today, for those who do business all over the world, connection to the internet is vital: if you make a great product but no one knows that you exist or how to contact you, then you have no chance at all. Likewise, if you produce a document that is carefully edited, full of information and messages at different levels (numbers, wording, images, even emotions) but which remains a tool confined to a few hundred people, is it, then, really useful and effective? Elica always aims to think and act internationally and innovatively – globally, some would say – and bases its choices with respect to the content offered in terms of sharing and therefore on internet connection. The key verb is SHARE and you can do this globally only by connecting with others, whichever type of interlocutor might be involved.

So: get connected to Elica!

The Annual Report 2012 is online at this link: http://annualreport.elica.com/.

a fantastic piece of work which Francesco Casoli really liked. We made the paper on our own and then we coloured it and took it to the Elica headquarters. I felt happy because I felt important.

ILARIA ROMAGNOLI he thing that most impressed me was making the paper in the way it used to be made, by immersing the frame in the cellulose. After a few hours they showed us what we had created, a real sheet of paper that we had produced with our own hands. What a thrill, it was beautiful! In the afternoon we all went to Elica and showed the work to all our parents, who were very happy and they all applauded, I was really pleased. It was a fantastic experience!

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(On the back cover, a photo report of the event, which was also attended by the mayor of Fabriano Giancarlo Sagramola and the Governor of the Marche Region, Gian Mario Spacca, ed.)

E-STRAORDINARIO FOR KIDS.

www.fondazionecasoli.it SAVERIO VERINI 14/15/16.

Some of the Condominium "flats" created by students of Il Sole 24 Ore’s Business School Master’s in Economics and Art and Heritage Management.

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A master’s student struggling with the realization of their own apartment.

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Margherita Moscardini working with the students of Il Sole 24 Ore’s Business School Master’s in Economics and Art and Cultural Heritage Management for the Condominium project.

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AN “E-STRAORDINARIO” WORLD. 20

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n apartment building consisting of 22 colourful and imaginative flats. What could it be? An architecture course? A school of design? A master’s degree for interior designers? No, we're in just one of the many possible worlds of E-STRAORDINARIO, the program of workshops developed by the Fondazione Ermanno Casoli in which contemporary art meets the world of business. A real invention: it was in 2008 when, within the Elica company itself in Fabriano, the first series of workshops was organized with the participation of three artists, Ettore Favini, Christian Frosi and Nico Vascellari, working alongside Elica employees.

Subsequently, the FEC began to “export” E-STRAORDINARIO, with a host of organizations and training companies recognizing the potential of contemporary art as a methodological tool for the fostering of processes of innovation, team building, training and new perspectives.

In recent years, the FEC has involved a number of artists in the E -STRAORDINARIO “training process” (including events abroad): Mario Airò, Francesco Arena, Francesco Barocco, Caesar Pietroiusti and Marinella Senatore, just to name a few.

But let’s get back to our condo. On 26th September, it was the turn of Margherita Moscardini, one of the leading Italian artists of her generation, to run a workshop for the

Master’s in Economics and Management of Art and Cultural Heritage of the Il Sole 24 Ore Business School in Milan.

Moscardini devised Condominium, curated by Marcello Smarrelli, which had 22 of the Master's students participating in a real training exercise aimed at the creation of a condominium consisting of apartments made out of embossed card, which will then go to make up a volume similar to a pop-up book. The artist told her students about the experience of the village of Crespi d'Adda, built next to his textile factory at the end of the nineteenth century by entrepreneur Cristoforo Benigno Crespi: a perfect little world in which Crespi “reigned” from his castle and looked after all his employees’ needs like a father. Students constructed their building along the same lines, with every apartment representing a multiplicity of instances and inspirations.

Another workshop, then, capable of stimulating creativity, thought and action.

Everything seems simple, everything seems possible, when contemporary art is brought into play. E-STRAORDINARIO, in a word.

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