«When talking about sustainability, attention is often focused on the environment, overshadowing social aspects.
In Boxmarche, we are convinced that it is possible to consider the company not as the exclusive property of the entrepreneur but as a common good, inserted in a territory, and therefore shared by all: I believe, in fact, that an enterprise is to be considered as a means for producing and redistributing wealth.
What is more, our identity is characterised by the strong values of its territory: honesty, responsibility, balance and good relations in industrial activities.
Equally, environmental, social and economic sustainability is viewed as renewal in continuity: proof of this is seen also in the fact that we began publishing our Social Report already in 2004, which over time has turned into the Living Company Report, a document that incorporates the financial statements, the social and environmental report and an analysis of Intellectual Capital.

We design and produce boxes, cases, bags in boxes, display cabinets and displays in flat, corrugated and laminated cardboard, a market in which investments in machinery and equipment are crucial.
One of our objectives is to optimize the weight of packaging and for this we constantly work with customers, critically analysing all new designs.
We choose materials with great care, especially if they are intended for contact with foods; we try to rationalise the different solutions, passing, for example from laminated to lacquered, and we are careful to use coatings that permit the recycling of the packaging.

This is not to say that we are against plastic; we can’t do without it, besides the fact that if we stopped using it, there wouldn’t be enough paper.
As proof of how far we are from being one-sided, we have designed Halopack, a packaging for packaging meat in a protective environment, which can be easily recycled after use by simply separating the light film barrier from the cardboard container, and then disposing the two parts separately.

In day-to-day practice, “thinking outside the box” means for us encouraging and enhancing individuals’ ability to generate ideas and innovation, paying attention to human fragility rather than investing in a compulsive manner in equipment and machines.

It may seem obvious, certainly, but having new means to increase productivity, creating in this way opportunities for growth, is countered by the fact that acquired technology tends to age very quickly, in contrast with the expertise of the people that use them.

The more training is provided, therefore, to develop people, the more there will be a return in value over time. That is why I believe that, as entrepreneurs, we should make the same investment in people as in machines, while often there is a preference for automation which has the aim of reducing personnel.
On the other hand, technology is available to everyone, as long as there is sufficient capital, and can also be easily copied. Constructing expertise, on the other hand, is a much longer and more complicated process, but which creates professionalism.
Ultimately, in my opinion, true technology is expressed in the people that go home in the evening.

In the light of the above, we intend to enhance and pay attention to the wellbeing and safety of those working in the company in the broadest sense, going beyond what is laid down in applicable regulations and to what could appear as convenient from an economic point of view. We have developed a people-oriented working environment, which means, for example, that all production areas have air-conditioning and adequate recycling systems both in summer and winter. Furthermore, to free people from manual labour we have made a significant investment and automated all end-of-line handling and palletising operations, assigning workers to the control and improvement of the process.
The company’s welfare policies have also been strengthened.

In this regard, Covid taught us a lot. Immediately taking countermeasures, speaking with employees to reassure them, giving a bonus that was not linked to work performance led – in a surprising way – to a reduction of absenteeism.
Today, however, there are other problems: I am noticing that people are more concerned and scared about external events, particularly the war, but also about inflation and the increase in energy costs and consumer goods.
The fall in the birth rate is a clear indicator of unease, and for this reason, we give a cash premium to new mothers, as well as maximum flexibility in terms of working hours; we have also set up scholarships for the children of all employees.

When in September 2022 the Marches region was hit by flooding, we worked alongside the Caritas charity, organising the raising of funds inside the company for interventions in the territory, helping also our employees that had suffered serious damage.
Besides charitable activities in favour of the less well-off in our village, Corinaldo, we have set up the “Succisa Virescit, Maria Baldassarri” Foundation with the aim of pursuing exclusively civic, solidarity and social utility aims; among the completed projects has been the raising of over 1.6 million euros used for the rebuilding of the school in Pieve Torina (MC), the municipality destroyed by the terrible earthquake of 2016.
Last, but not least, we collaborate with Airc (the association for cancer research) of which I am chairman of the regional committee.
Ultimately, ours is a human and business path made up of the sharing of values, with the objective of improving connections and interactions with customers, employees, suppliers and the local community».