I ALL B WITH N MECHANICSsharedfiles.sacmi.com/System/00/01/08/10832/... · 7 Our story... I t seems that now is a good time to look back on the history of Sacmi. In fact the idea

IT ALL BEGAN WITH

NINE MECHANICS...

Aureliano Bassani

IT ALL BEGAN WITH

NINE MECHANICS...

Sacmi - Eighty years of growth and development

6

The history of Sacmi

ISBN 88-86123-97-3Copyright 2000 Editrice La Mandragora s.r.l.

Via Selice 92 - P.O. Box 117 - 40026 Imola (Bo) ItalyTel. 0542/642747 Fax 0542/647314

e-mail: [email protected]

All rights reserved. No part of this publication may be translated,reproduced, stored in a retrieval system, or transmitted, in any form or

by any means, electronic, mechanical, photocopying, recording orotherwise, without the prior permission of Editrice La Mandragora s.r.l.

Graphics by Roberta Rivano - Ag. DuerreThe watercolour on the front cover is by Germano Sartelli

Translated by Tecknotrad s.n.c.

7

Our story...

I t seems that now is a good time to look back on the history of Sacmi.

In fact the idea to write this book had been in the minds of many

members of the company for quite a while but time flew by, decisions

were put off for another day and before we knew it years had passed by.

Now we are approaching the year 2000 and the twentieth century is about

to close - it would seem an appropriate time to write.

Sacmi has played an important role this century, not just in Imola,

and for this reason we wanted to relate the events which have marked the

formation and development of the Cooperative. We decided to give this

job to Aureliano Bassani who remembers the events himself and is a tal-

ented writer well-qualified to recount the eighty years of life of the com-

pany.

Sacmi was formed in 1919 - a difficult and turbulent year in the

immediate aftermath of the First World War. The main problem at that

time was unemployment - the difficulty of finding work for those return-

ing from the war who were marginalised from an industrial sector already

in crisis. However, the nine mechanics and smiths who clubbed together

under the guidance of Romeo Galli and Giulio Miceti aimed to do more

than just support themselves and their families. Their idea was to build

up a business in the mechanical industry and - as stated in the original

company statute - �to set up one or more workshops to repair, buy and

manufacture machines...�.

At first the company�s business activities were restricted by the

8


dictatorship in power at that time which spared no violence and threats

towards the members. This situation continued for over twenty years but

the company survived. During the Thirties, when the effects of the Great

Depression in America had repercussions on manufacturing and the

economy all over the world, Sacmi produced its first machine under its

own trademark: a cleaning machine for oranges.

It was, however, after the Second World War that Sacmi discov-

ered the product that was to mark out its future. The Cooperativa Ceramica

di Imola, one of the companies worst hit by air raids during the war, needed

to start work manufacturing tiles again but their machines were damaged.

Sacmi�s mechanics repaired the presses (incorrectly referred to as printing

machines at the time) and, shortly afterwards, began to manufacture real

presses designed to form tiles. Step by step, Sacmi increased production

until it was manufacturing all machines (including kilns) required by the

ceramics industry for the production of tiles. The integrated range of

machines and equipment they produced became known as a �turnkey

plant�. Today, Sacmi covers all the needs of the ceramics industry and is

an international market leader.

At the same time as it was building up production in this sector,

in the immediate post-war period, the Group also began to construct

machines which make crown caps and, later, those which make contain-

ers for the food packaging industry. The Cooperative established two bases:

one in Sassuolo (for the ceramics industry) and one in Milan (for business

overseas). There was a high demand for Sacmi�s machines and their name

became known outside Italy. Associated companies and subsidiaries were

set up from the USA to China, from the Far East to South America.

It was a long and difficult path to success - but one that was faced

with tenacity every day by the men and women of Sacmi: general and

9

Our story...

specialized workers, technicians, operators of all levels and skills, engi-

neers, designers and directors. The Cooperative established itself on the

worldwide market due to hard work, sacrifice, will-power and the wisdom

of its shareholders and employees. In this way Sacmi, which began as a

small workshop, has succeeded in becoming a major industrial concern

of international renown.

Today it is not easy to stay in the market and remain at the top.

The competition is keen and this means we have to be sharp, show perse-

verance and always be alert to new possibilities and opportunities. We

aim to be ready, if possible in advance, for changes in market trends and

the demands of consumers.

This book is intended as a thank you to all those who have worked

at Sacmi with such commitment and dedication. We are determined, as

we look to the future, to continue to follow the path of wisdom and good

management which was established by our predecessors and which has

characterised the Cooperative up until now.

Board of Directors

Sacmi Cooperativa Meccanici di Imola

10


11

I

To the reader...

n addition to building itself up into an international industrial con-

cern, Sacmi has also created its own history. As a chronicler of this

history I have limited my research to looking in news archives, jotting

down facts and figures in my note-book, interviewing people and person-

alities and then relating the various events which have marked the eighty

years of life of the Cooperative.

It is a human tale in which men have played a role as individuals,

as well as in groups of individuals, throughout life�s experiences: the hard-

ship of the conquest, the hopes and disappointments, the calm and the

storm, the will to do one�s best and more, the light and the dark, the

pressure to make tomorrow better than today.

I knew right from the beginning that the task entrusted to me by

the Board of Directors was not an easy one. I was confirmed in my opin-

ion as I went on. My friends from Sacmi have been marvellous helping

me and advising me with my research. In order to tell this history I have

had to bear in mind the times and the cultural background against which

it evolved and this has always indicated the direction to follow.

The history of Sacmi is not relevant to Imola only. It has taken

place within the wider context of Italian and world history over almost a

century. This is why my account touches, from time to time, on national

and international events. I hope the reader can indulge me in this choice

of narrative method and actually finds it useful in order to have an accu-

rate picture of the life and times of the Cooperative.

12


I would like to thank everybody who has helped me. First of all

the managers, directors and staff at the Cooperative. They have been pa-

tient, enthusiastic and extremely thorough in the help they have provided.

In particular, I am grateful for the help given to me by the secretaries of

the President and the Board of Directors.

My thanks also extend to other authors who have written about

Sacmi (Sergio Beltrandi, Benito Benati, Quinto Casadio, Vinicio Dall�Ara,

Tino Dalla Valle, Nazario Galassi, Valter Galavotti, Gianluca Pedrazzi)

from whose publications I have obtained important information.

I would like to give my most heartfelt thanks to all those bodies

and individuals who have helped me accomplish this piece of work. These

include the Town Council of Imola (with particular mention to the Di-

rector of the Council Library, Grazia Vittoria Gurrieri), Chiara Sabattani

Bertolini and the archivists of the Imola District Notary�s office, the

Statistics Department and the Registry Office, the head of the Imola

branch of the Records Office, Liliana Vivoli Paniccia, the Cidra associa-

tion and its director Elio Gollini, the editors of the Imola newspaper Il

nuovo diario messaggero, the director and staff of the Bologna District

Notary�s Archive, the directors of the Banca di Imola as well as Daniela

Brescianelli Beltrandi, Maria Gabriella Bassani Piana, Silvia Bassani

Manelli, Carla Cacciari Donati, Alice Ghellini Dow, Alessandra

Giovannini Grumelli, Vincenzina Ricci Maccarini Belluzzi, Giuliana

Spadoni Costanzi, Lina Spadoni Pieroni, Rodiero Alieri, Giorgio Bartoli,

Cesare Barbieri, Benito Benati, Arrigo Casadio, Andrea Ferri, Ciro

Gasparri, Doriano Golinelli, Gianfranco Gualandi, Rino Marani,

Riccardo Miceti, Rino Morini, Carlo Parenti, Peppino Pelliconi, Giorgio

Penazzi, Franco Quartieri, Ezio Ramenghi, Gianni Sanna, Enrico Spisni,

Loretto Sullalti, Pier Paolo Tarabusi, Franco Tebaldi and Rino Vidotto.

13

To the reader...

I am also particularly grateful to the Public Relations Office at Sacmi

for their cooperation in editing this book.

A special thanks to all the organisations and people who have

cooperated and helped give this work an interesting and clear shape. In

particular, I would like to acknowledge the invaluable contribution made

by Cooperativa Galeati and the editorial team at La Mandragora.

These are the most important people to thank but I have undoubt-

edly forgotten somebody or something. Please excuse me if I have, I cer-

tainly did not intend to. If I have failed to mention anybody, please accept

my grateful thanks.

Sacmi, which I have compared to the legendary ship, the Mayflower,

sails the open seas to reach 100 years of life. Let us remember the com-

pany as it is and has been. Let us remember the first pioneers of the com-

pany, the past generations and the youthful influences which push it for-

ward. Let us remember Sacmi as an excellent example of the entrepre-

neurial spirit in Italy and the world.

A.B.

The References are given in conciseform so that the reader canimmediately see where to find detailsof any points of particular interest.

The notes under Other Sources arean attempt at a small bibliography forreaders who would like to explore thesubject further.

16


Italy after the First World War (1915-1918).

17

1

Italy after the First World War...

919 was the year after the end of the First World War. It was a victo-

rious end to the war for the Entente nations (France, Great Britain

and Russia) and therefore also for Italy which had entered the war

late as their ally. The soldiers coming home returned to an atmosphere

full of fear, uncertainties, disappointments, rebellions and violence and

were particularly hard-hit by unemployment. The ex-servicemen were dis-

contented and restless and sometimes mocked and derided. It seems a

contradiction in terms, but the war had in fact been a great means of

contact and communication. The soldiers at the front came

from the North and the South, there were Sicilians alongside

Piedmontese and Sardinians fighting together with Venetians

and Milanese. For the first time these people met and talked

together and the problems of one group were compared with

those of another.

The Italian proletariat was gathered together at the front

and for the first time an exchange of knowledge, ideas and hopes

took place. In fact it was the �ruling class� that spread the concept of

change with its propaganda. Lloyd George, the British prime minister,

said that the post-war world should be a new world and that, after the war,

workers should be bold with their demands. The rulers of Italy, heady

with victory, were not to be left behind. Vittorio Emanuele Orlando stated:

�This war is also the greatest social and political revolution in history,

greater even than the French Revolution�. Antonio Salandra also warned

1916. The renowned Alberghettitechnical school which educated a longline of future Sacmi mechanics andengineers.

Opposite.1919. Porta Romana (also known asPorta dei Servi).(�Libri Vecchi� Archive - Gollini).

18


�Nobody think that, once the storm has passed, a peaceful re-

turn to the past is possible�1. So many empty words. So many

lies!

On an economic and social level in particular, but also

in other aspects, the post-war period was a disaster. �Allied fi-

nancial aid dried up almost immediately, leaving Italy with debts

amounting to billions of lire. Subsidies for wheat producers and over-

expanded war industries, as well as food benefits for consumers, were all

contributory factors which aggravated the inflation process and the budget

deficit whilst failing to alleviate hardship�2. In addition to the wholesale

destruction and loss of life (more than six hundred thousand Italians dead,

half a million maimed and disabled and more than one million injured)3,

the war was an economic catastrophe. In a letter to his electorate Francesco

Saverio Nitti wrote that the state�s expenses during the war had outweighed

income three times over. The state administration had accumulated a fright-

ening deficit which was increasing all the time, while the military expenses

of a month of war had exceeded those of a full year in peacetime4.

The cost of living increased day by day leading to risings and seri-

ous social upheaval. However, Vittorio Foa warns that we should be care-

ful not to exaggerate the idea of the communist threat during this period.

He writes that �the only real threat of subversion came in the summer of

1919 with the protests against the high cost of living which were largely

independent of party or union leadership (with some exceptions - author�s

note). Instead they were spontaneous movements caused by hunger, un-

employment and general disapproval of speculators. They coincided with

a widespread feeling of support for soviet Russia which was in danger

from the White Army in a relentless civil war and from the rash threats of

intervention by the English and the French. It was under these circum-

1 TASCA A., Nascita e avvento delfascismo, La Nuova Italia, Florence1950, pp. 16 and following pages.2 MACK SMITH D., Storia d�Italia dal1861 al 1958, Laterza, Bari 1961,p. 501.3 BASSANI A. Ca� nostra, Galeati,Imola 1965, p. 20.4 MACK SMITH D., Storia d�Italia dal1861 al 1958, p. 517.

Via and Porta Mazzini. TheAlberghetti school was located justoutside this city gate.(�Libri Vecchi� Archive - Gollini).

19

stances that many shopkeepers handed over the keys to their shops to the

trade union headquarters: - You have the power, take the responsibility

too -. There were subversive aspects in the agrarian struggles too, although

in a different way. The most reactionary section of the propertied class

must have been extremely fearful at this time. The upsurge of poor farm-

ers with little or no land, the peasants and the farm labourers became an

important force. It was their response to the war which had left them

defenceless victims. The land the peasants occupied, above all in the South

and in Lazio, was uncultivated or badly cultivated but the question was -

when and where would they stop?�5.

In May 1919 strikes began to break out. One of

the first was the metal workers� strike in Milan6. In June

and July they intensified. As previously mentioned, the

increase in the cost of living spurred the workers and

their organisations into action. They soon demanded

and obtained salary increases but the protests contin-

ued to gather momentum and finally accelerated out

of control7.

While Italy trembled and trouble loomed on the horizon, the

government took control of the situation - performing what was, after all,

its duty - in the face of the difficult problems which arose in post-war

Europe. The Peace Conference (1919) which took place in Paris gave rise

to treaties between the victorious countries and the defeated ones (the

Treaties of Versailles, St. Germain, Neuilly, Trianon and Sèvres).

Cries of �mutilated peace� and �betrayed pacts� followed. Fiery

accusations, arguments and dramatic scenes took place. But what had

happened? In broad terms things went as follows. When, in 1915, Italy

changed sides (a little vice of ours) and switched over from the �Triple

5 FOA V., Questo Novecento,Einaudi, Turin 1996, p. 98.6 Corriere della Sera, 7 May 1919.7 BASSANI A., Ca� nostra, p. 23.

Imola (during the Twenties). The OldBridge on the Via Emilia lit up by theelectric street lamps and the snow.


20


Alliance� with Austria-Hungary and Germany to ally itself with the �En-

tente� powers of France, Britain and Russia, it signed the Treaty of Lon-

don in which its main territorial demands were accepted. The United

States of America had also entered the war on the side of the Entente

allies. In 1918 the American president, Woodrow Wilson, proposed his

famous �Fourteen Points�. Here, he laid out his suggestions for the settle-

ment of the European states at the end of the war, as well as listing other

ideas regarding freedom of the seas, free trade, self-government and inde-

pendence for all people and, finally, the formation of a �league of na-

tions� to which he gave great importance. The ninth point in Wilson�s

proposal suggested, in stark contrast to the principles enshrined in the

Treaty of London in 1915, that each review of Italy�s borders would have

to be based on �principles of nationhood�. At first the Italian representa-

tives - Orlando and Sonnino - applauded Wilson and his �Fourteen Points�.

The delegates of the allied nations agreed with the American president�s

views. The Italian delegates were slow to realise �the rub�. Italy claimed

Dalmatia and its islands in addition to the Dodecanese islands in the

Aegean sea and a large part of Venezia Giulia. To this end, they brought

up the Treaty of London to bolster their demands. We made a poor show

of ourselves and we were not helped by the fact that Orlando and Sonnino

had different ideas. In the end Italy acquired the Brenner frontier with

the annexation of Italian-speaking Trentino and German-speaking Alto

Adige. To the east, Italian sovereignty extended to Venezia Giulia and we

also gained Trieste and Pola. Subsequently, by the terms of the Italo-Yugo-

slav Treaty of Rapallo on 12 November 1920, Italy also obtained the city

of Zara and certain islands, but Dalmatia remained under Yugoslavia. The

Dodecanese became an Italian possession following the Italo-Turkish treaty

of July 1923 and remained so until the end of the Second World War.

Thomas Woodrow Wilson,President of the United Statesof America in 1919.

21

Other sources

CASTRONOVO V. - PARIS R., Storia d�Italia, fourth volume/I, Einaudi, Turin 1975.

MONTANELLI I. - CERVI M., Storia d�Italia, 38th vol., Fabbri ed., Milan 1995.

BELCI C., Quel confine mancato - La linea Wilson (1919-1945), Morcelliana, Brescia 1996.

MACK SMITH D., La storia manipolata, Laterza, Bari 1998.

The controversy which grew out of the Paris confer-

ence stirred the already muddy waters of the political and

social Italian sea. The nationalists had their moment. In par-

ticular, the poet-playwright-soldier Gabriele D�Annunzio put

himself on the front pages of the newspapers with his activi-

ties. Also included in our, or rather his, territorial demands

was the city of Fiume. This was in Yugoslavian territory but

its people were ethnic Italians and Italian-speaking. Fearing allied occupa-

tion of Fiume, D�Annunzio, at the head of his �legionari�(mostly made up

of former shock troopers and grenadiers), took over the city and port thus

creating the �Reggenza italiana del Carnaro� until the Italian government

gave the order for the army and navy to occupy the stronghold. Not wish-

ing to give rise to a civil war, D�Annunzio and his troops withdrew. Fiume

became a �Free State�. At the beginning of 1924, with the signing of the

Pact of Rome, Fiume was officially handed over to Italy and remained

under its formal sovereignty until 1945. The relationship between Musso-

lini and D�Annunzio was volatile, partly because of the war-like nature of

the poet and partly because of the Fascist leader�s possibilist standpoint8.

Also in 1919 (1918-1920), Italy was struck by the �Spanish �Flu� - a

pernicious epidemic of influenza which raged through the country caus-

ing much loss of life and even reached Imola.

8 MACK SMITH D., Storia d�Italia dal1861 al 1958, pp. 490 andfollowing pages.

Imola 1919. Piazza Vittorio EmanueleII at the time of Sacmi�s foundation.(�Libri Vecchi� Archive - Gollini).


22


A cooperative of mechanicsis formed in Imola with its workshopbased in Via Manfredi.

23

I

A cooperative of mechanics...

n 1919 two new political bodies were born. In January the Catholic-

inspired Partito Popolare Italiano was created with Luigi Sturzo and

Alcide De Gasperi as its leaders. On 23 March the beginnings of the

Fascist party were established in Milan. At first the latter seemed a purely

Milanese movement which was based in Piazza San Sepolcro. The

sansepolcristi were a hotch-potch of individuals who were frustrated and

discontent with everything and everybody. They belonged to different

Fascist groups: arditi, dissident socialists, futurists, republicans, monar-

chists, trade unionists and conservatives. They represented a political

medley without clear ideas or aims. They were often violent and consid-

ered democracy a misfortune. Benito Mussolini, editor of Il Popolo d�Italia

was among these people - in fact he was their standard bearer.

At the political elections held on 16 November, Sturzo�s party

gained a hundred seats in parliament and the Fascists not one. In his

Storia d�Italia, co-written with Mario Cervi, Indro Montanelli argues that

the sansepolcrist Fascists did in fact have one seat. It was nevertheless a

complete failure, especially considering the fact that the Fascists originated

as a movement to compete with the Socialists (who gained 156 seats at the

same elections)1.

The force of nature also made itself felt - an earthquake hit Tus-

cany leaving 150 dead and around eight thousand homeless.

So what was happening in Imola at this time? In Imola the prob-

lems of unemployment and the high cost of living developed with increas-

1 MACK SMITH D., Storia d�Italia dal1861 al 1958, pp. 501 and follow-ing pages; BASSANI A., Ca� nostra,pp. 24 and following pages.

Opposite.First headquarters. The Cooperativestarted business in the former towngymnasium on the ground floor of anold building in Via Manfredi. Thebuilding was later knocked down tomake way for this block of flats on thecorner with the access road to the firestation.(Foto Gasparri).

24


ing tension. It could not have been otherwise in the region where Andrea

Costa, one of the most charismatic fathers of Italian socialism, was born

and worked. Imola has always been a town of ideas and initiatives as well

as contradictions. It is a town which has always had a strong social con-

science. Imola�s two bishops Gregorio Barnaba Chiaramonti and Giovanni

Maria Mastai Ferretti, who became popes Pius VII and Pius IX respec-

tively, both occupy leading roles in the history of the Church.

In 1919 the population of the district of Imola was 37,200; 15,400

of whom lived in the town itself and 21,800 in the surrounding country

(approximate figures). There was no mayor but instead there was a prefect,

Nicola Falanga, and it is he who occupied the position of head of the

town council when Sacmi was founded in December. In the same year

there had already been two others to occupy this position before him as,

in 1919, changes were taking place quickly, even in the field of public

administration. Most people in Imola were employed in the primary sec-

tor - agriculture. There was a modest level of activity in the industrial

sector. There were only 100 or so mechanics who mainly worked in small

workshops. The percentage of unemployed was pretty high and hit farm-

hands and other low-income labourers the hardest.

Inevitably, the over-heated climate of Italy invested Imola as well.

A general strike took place on 24 January in which three thousand work-

ers participated. Another strike was declared on the evening of 16 April

with the aim of protesting against the fascist attacks in Milan where the

headquarters of the socialist journal Avanti! had been destroyed. The work-

ers (amongst whom there were many women) showed remarkable unity.

They formed a long procession and held a meeting on the lawn in front of

the Carducci school (the former military hospital). Five speakers took the

stand: the socialists Antonio Graziadei, Silvio Alvisi, Romeo Galli and

Imola. Top, Viale dei Cappuccini and,above, Piazza Grande - two of thefavourite meeting places of Imola�sworkers. 1919-1920.(�Libri Vecchi� Archive - Gollini).

25

Antonio Lorenzini and the secretary of the anarchist Fascio of Bologna.

No incidents took place.

Another protest was held on 1 May in which thousands of work-

ers took part. The procession reached the Piazza Vittorio Emanuele II

where the protesters filled the square. The speakers appeared on the bal-

cony of the town hall.

By the end of June the situation in Romagna was out of control.

There was public disorder in the streets of Ravenna, Faenza and, above

all, in Forlì. Here several serious incidents took place on 30

June and, in particular, on 1 July. Groups of women overran

the market knocking over the stalls of vegetables, fruit, eggs

and fish. Some shops were looted. Shopkeepers closed the

shutters and put up signs such as �I have handed over the keys

to the representatives of the people�, �Goods offered to the

trade unions�, �I have handed over the keys to the mayor�. A workers�

committee was formed to lower prices and they decided to institute a

ceiling price. The committee took the name of Soviet Annonario (a Soviet-

inspired committee set up to distribute food to people)2.

The news of what was happening in Forlì reached Imola. On 2

July the leaders of the local branch of the Socialist Party held an emer-

gency meeting on the premises of the Trade Union headquarters. Every-

body was concerned - things were happening fast and they wanted to take

control of the latent rising. The leaders of the Trade Union (inspired by

anarchists), who had decided upon a general strike, went round the town

and countryside until six in the morning to gather support. The people

gathered in Piazza delle Erbe and here similar disruptions to those in Forlì

took place. At this point, in order to prevent the demonstrations from

descending into chaos, the executive committee of the trade union and 2 Ibid., pp. 27 and following pages.

The �Regina� spring - Imola�s answerto Miami Beach on the banks of theSanterno. 1920s.(�Libri Vecchi� Archive - Gollini).


26


the leaders of the local branch of the Socialist Party, together with the

representatives of the anarchist Fascio and other trade union representa-

tives, banded together to make a joint announcement declaring a general

strike in protest against the high cost of living. The crowd, largely made

up of women, spread into Piazza Alberghetti next to Piazza delle Erbe.

The people railed against �those who starve society� and demanded goods

and food at half price, as established by the ceiling price hurriedly fixed by

the authorities.

Some shopkeepers, and the Magazzino Cooperativo, accepted the

imposition of this price. Now the town was in the hands of the rebels. A

large and threatening crowd had formed in front of the Ferrari grocer�s

shop in Via Emilia. Women were demanding oil for the midday meal.

Tired of waiting, they broke down the doors and entered the shop, store-

rooms and cellars and looted the entire place. The women jumped on the

shop furnishings, took food-stuffs and merchandise and even ripped out

and carried away the shelves. A barricade was formed. Two policemen

and the captain of the Carabinieri called for calm and emplored the peo-

ple to clear the streets. All in vain. One of the policemen, Noviello, wear-

ing the three-coloured scarf, sounded the trumpet and ordered the gather-

ing to disperse. But the crowd, rather than listening to him, became more

excited. A cavalry squadron arrived from Piazza Grande. A company of

infantry coming from Porta Romana joined them in Via Emilia. The dem-

onstrators were trapped. But what was happening? When the order to

charge was given the cavalry did not move. The crowd cheered its approval

- �Long live the army!�, �Soldiers, you are our brothers!�. The cavalry re-

treated. On the other side the infantry did not move either and then they

too retreated on the orders of their commander. The crowd erupted - the

demonstrators had won. The union leaders called for the crowd to dis-

Imola 1917. Santuario della Madonnadel Piratello.(�Libri Vecchi� Archive - Gollini).

27

perse and make its way to the Trade Union Headquarters and a red flag

was hoisted on the bell tower of San Cassiano3.

Thursday, 3 July was a calm and sunny day. However the Socialist

Party and the Trade Union knew that they could no longer control the

situation. They could sense that new uprisings were in the air although

young Giulio Miceti, Vice-Secretary of the Trade Union, and others, tried

their best to reason with the most disruptive rebels. The protest commit-

tee voted unanimously to call a meeting to take place in the outer court-

yard of the Carducci school that afternoon. They decided to announce

that the strike would end at midnight that night. There must have been

about four thousand people gathered on the lawn in front of the school

that day. The group of adversaries (those belonging to the anarchist move-

ment and the Trade Union which were both inspired by the same princi-

ples) placed themselves in front of the speakers� table. Professor Alvisi

started to speak. He had barely announced the decision of the committee

when a scuffle broke out. There were shouts, insults and whistles from

the group gathered around the speakers stand. The speakers could barely

open their mouths for the hissing and booing. The meeting broke up in

disorder. The people turned back into Via Cavour and made their way to

Via Appia. Then a shot was fired, nobody knows by whom, and young

Irma Guadagnini was injured. The carabinieri and forces of public order

were lying in wait. At the so-called corner of the �four winds� - the inter-

section between Via Cavour and Via Appia - it would seem that some

carabinieri were attacked by hot-headed protesters and at this point seri-

ous violence broke out. In the part of town which stretches from Via

Cavour (cross-roads with Via Felice Orsini) to Via Appia and from Via

Appia (crossroads with Via Filatoio and Callegherie) up to the beginning

of Via Mazzini five people were killed: Livio Mongardi, a nurse; Sante

3 GALASSI N., Il fascismo a Imola(1914-1929), University Press,Bologna 1993, pp. 68 and 69;BASSANI A., Ca� nostra, pp. 32 andfollowing pages.

Imola, the railway station and square.(�Libri Vecchi� Archive - Gollini).


28


Pirazzoli, a baker; Aldo Ferruccio Ungarelli, a travelling salesman from

Bologna; the seventeen year old Giulio Xella and the elderly Caterina

Landi. There were also several injured, in addition to Irma Guadagnini.

Cavalry and infantry squadrons patrolled the streets of the town and the

police made about fifteen arrests. Among those arrested was Giulio Miceti

who, in actual fact, had tried to calm down the situation. During the

night of that terrible day, the respected socialist Antonio Graziadei and

Giuseppe Bianchi, the General Secretary of CGL (a trade union) reached

Imola. Graziadei questioned Prime Minister and Minister of the Interior,

Francesco Saverio Nitti. The following day, 4 July, a large number of la-

bourers did not turn up for work and many shops and businesses remained

closed to mourn the dead. The inspector general of the Ministry of the

Interior formally opened an inquiry. The funerals of the victims took place

on Saturday, 5 July4.

Another general strike took place on 20-21 July, but this time on

an �international� scale. It was declared by CGL and the PSI (Italian So-

cialist Party) as a sign of protest against foreign military intervention in

the Russian civil war between the �Whites� and the Soviets. It turned out

to be a much discussed strike but only partially successful. In Imola, on

the other hand, the protests went well and public, as well as private serv-

ices, came to a standstill5.

As I have previously said, 1919 was an extraordinary year. In light

of the train of events described we can add that it was also a year remem-

bered for a series of anomalies (which were to be highlighted over the next

few years) and irrational behaviour. Our country felt like a ship which had

thrown its compass overboard.

Did anything good happen in that eventful year? Of course it did

4 GALASSI N., Il fascismo a Imola(1914-1929), pp. 70-71.5 Ibid., pp. 72-73.

Snapshots of Imola.(�Libri Vecchi� Archive - Gollini).

29

- in Italy and in Imola. I am sure that, in Imola, the terrible shock of five

of its citizens dead made people reflect more than hate. The will to live

and overcome adversity of any kind was reinforced. Sacmi was founded

on 2 December having started business quietly the previous October6. A

few days later, on 12 December, the via Appia branch of the Credito

Romagnolo bank was inaugurated with Gino Toschi

as its manager. The local newspapers at the time were

advertising �Tamerisk Salts� for the relief of consti-

pation. Each box cost 3.20 Lit. The price of a kilo of

bread was 0.80 Lit. Beef, veal and goose was sold at 5

Lit./Kilo. At the end of the year people were dancing

at the socialist club in the former Compadretti Pal-

ace7 as well as other places. As far as I know people

did not even give up the traditional dinner, although

they had to reduce their expenses in order to put it

on the table.

On 2 December 1919, nine mechanics and

smiths arrived at the Alvisi notary�s office in Via

Mazzini, Imola for an important appointment with

notary Arturo Filippini. They were accompanied by

two witnesses, Roberto Vespignani and Giulio

Miceti. The nine men were: Luigi Santandrea,

Filiberto Gamberini, Tiepolo Castaldi, Paolo Nonni,

Giovanni Bartoli, Guido Selvatici, Vincenzo

Franceschelli, Aldo Galassi and Armando Panari.

They were all from Imola, with the exception of Panari who was born

and lived in Mordano. They formed the Società Anonima Cooperativa

6 Imola Council Library (BCI), LaLotta, 6 March 1921.7 BCI, La Lotta, 28 December 1919.

The legal deeds drawn up to establishthe Cooperative on 2 December 1919.


30


Meccanici Imola from which comes the acronym

SACMI.

The aim of the new company was �to run

one or more workshops for mechanical repairs, to

take on public and private work under the best

market conditions and to ensure that each work-

er�s salary would be directly proportional (as far as

possible) to his performance�. The company was set

up to operate for twenty years with the possibility

of an extension in the future. Registered headquar-

ters: Trade Union of Imola.

The first Board of Directors was made up

of Luigi Santandrea, Filiberto Gamberini and

Tiepolo Castaldi. The corporate charter provided

for the election of a president although this was

not done at the time of drawing up the charter.

The regular auditors were Romeo Galli, Filippo

Balducci and Agostino Bedeschi and the substitute

auditors were Avanti Mancini and Gino Cerè.

It was also stated that it was possible to

become a shareholder in the Cooperative at eight-

een years old. Each share had a nominal value of

50 Lit. The total share capital was worth 4500 Lit. In addition it was

established that the standard period of apprenticeship could not be less

than one year. The strict principles with which the founder members

wanted to imbue the Cooperative are evidenced in Article 9 of the stat-

ute: �Any shareholder who does not conduct himself faultlessly at all times

both as a citizen and worker will be called upon by the manager to per-

1919. Two of the first company bodiesto be formed were the Board ofDirectors and the Board of Auditors.

31

form his duty. Then he will be suspended from his job and from exercis-

ing his rights as a shareholder in the company. If these measures do not

succeed, the shareholder will be dismissed. The decision to suspend a

member of the company is taken by the Board of Directors once they have

listened to the opinion of the auditors. The decision to dismiss someone

is taken at the Shareholders� General Meeting. The member always has

the right of recourse to the Board of Arbitrators to appeal against this

decision�.

�All company profits� - states article 13 of the statute - �will be

distributed annually as follows: a) 25 per cent to the �mutual aid� fund; b)

50 per cent to the Reserve fund; c) 20 per cent to the shareholders divided

proportionally according to the wages received; d) 5 per cent for promot-

ing the cooperative ethos. If the share capital reaches 50,000 Lit., only

30% of the profits will be allocated to the Reserve fund and the remain-

ing 20% will be assigned partly to the �mutual aid� fund and partly shared

out among the shareholders�8.

Other sources

SACMI Seventyfifth 75, (1919-1994), publication for the 75th anniversary of its foundation,text by Vinicio Dall�Ara. Statistics Department, Imola Town Council.

Library of the Nuovo Diario-Messaggero newspaper (ENDMI), Il Diario collection for the year1919.

Registry office archives, Imola Town Council.

Imola branch of the Records Office (ASSI).

Sacmi�s historical archives (SACMIAR).

Imola Town Council Library Archives (ARBCI).

8 Archives of the Imola DistrictNotary�s Office (ANMI), corporatecharter and company statute of theSoc. An. Cooperativa MeccaniciImola, 2 December 1919; GALASSI

N. La Cooperazione imolese dalleorigini ai nostri giorni (1859-1967) conaggiornamento fino al 1986,Federazione delle Cooperative diImola, 1986, pp. 166-167; BCI, LaLotta, 7 December 1919: �A newCooperative... We mark with greatpleasure this important initiativewhich fills a much-lamented voidin our country - the creation of amodest organisation to promotemore intensive use of agriculturalmachines. We hope the newCooperative will soon prosper andwe are sure this will be the case asthe company shows all the signs ofhaving a reliable and disciplinedworkforce who display maturityand responsibility in theiractions...�.

Share certificate issued by Sacmi in1925 to a member of the Cooperative.


32


The years under the dictatorshipand lack of work.The second headquartersin Viale F. Crispi.

33

I

The dictatorship and lack of work...

n order to start up production, Sacmi obtained a loan in the form of a

subsidy of twenty thousand lire from the Banca Cooperativa Imolese.

Romeo Galli, a director of the bank at that time, took care of the loan.

Galli was the charismatic personality who was at the forefront of the coop-

erative initiatives in Imola. The idea to set up a cooperative of mechanics

came from him and Miceti - or, at least, in these two people the idea found

its principal supporters who could also turn it into a reality. The first small

workshop opened in Via Manfredi using the old gymnasium of the Carducci

school, which is in the present block of flats on the corner with the access

road to the fire station. The gymnasium was the property of the council

which rented it out for the modest sum of five hundred lire per year. Ini-

tially the Cooperative�s work consisted mostly of repairs and therefore its

income was fairly limited1. An advertisement which appeared in the local

socialist weekly paper informed readers �The Cooperative of Mechanics -

Via Manfredi, Imola - is able to carry out repairs to portable steam-engines,

threshing-machines, farm machinery, wine-making machinery and all types

of plants - thorough repairs - reasonable prices�2.

One of the main principles agreed upon by the members of the

Cooperative was to apply minimum salaries according to the union scale

and to do some unpaid overtime. This also applied to the managing direc-

tor who received the same wage as an unskilled worker although he worked

in an administrative role. Moreover he was not a shareholder. The law at

that time did not allow those who worked in administration to be part of

1 GALASSI N., La Cooperazioneimolese, p. 167. Historical archive ofthe Banca Cooperativa di Imola.2 BCI, La Lotta, 13th June 1920.

Opposite.The second headquarters of theCooperative located in n. 29/31,Viale F. Domenico Guerrazzi whichbecame Viale F. Crispi in 1927.

34


the group of salaried shareholders - the few exceptions did not break the

rule3. The first president of Sacmi was Luigi Santandrea and the first man-

aging director Giulio Miceti. Miceti represents the very soul of

the Cooperative - with his intelligence and the great sacrifices

he made, it is he who gives us an insight into the human side of

the company. As we have seen, he was a militant socialist who

was on the secretarial staff of the Trade Union. He then started

up the Cooperative together with Romeo Galli. In the elec-

tions of 29 September 1920 he was elected town councillor of

Imola as well as councillor for the region of Bologna. On 1

October he was appointed Mayor of Imola. However he did

not take part in the regional council meetings where the Fas-

cists had already started to take control over various public

bodies. Later the prefect dissolved the Regional Council and

Miceti was thus relieved of his duties. The Town Council in

Imola was also subject to some of the first Fascist assaults. Mayor Miceti was

attacked on 16 May 1921 and received death threats, as did all the other

members of the council. The Miceti administration was forced to resign on

30 June 1921.

An event took place in those years which deserves to be mentioned

here as Sacmi was indirectly involved. In 1920 the lawyer Dino Grandi opened

his office in Via Luigi Sassi, on the corner with Via Emilia, in Imola. Grandi

was later to become the undersecretary at the Ministry of the Interior, un-

dersecretary and subsequently minister at the Foreign office, ambassador in

London, Minister of Justice as well as President of the Camera dei Fasci and

the Corporazioni (but he was also to be one of those responsible for over-

throwing Mussolini and his regime). One day Grandi was shot at but fortu-

nately was not hurt - in fact he was left without a scratch. A little while after3 Testimony of Riccardo, son ofGiulio Miceti.

Romeo Galli - leader of the Coopera-tion movement in Imola.

35

the attempted shooting he went to Miceti (who was already Mayor of Imola

and editor of the socialist newspaper La Lotta) at the editorial office of his

paper in the Palazzo Compadretti. The Board of Directors of the Coopera-

tive had also set up a temporary base here. Grandi claimed that he was not

a Fascist and in fact had sympathies for the socialist ideals of Andrea Costa.

He then went further and wrote a letter declaring the same and asked Miceti

to publish it in La Lotta. (Grandi also asked Miceti to pass a copy of the

letter on to the socialist weekly La Squilla in Bologna, edited by Silvio Alvisi

from Imola). Two days later, two individuals presented themselves in the

same office, threatened Miceti and demanded the letter back saying that

Grandi had reconsidered the matter and decided that he did not want any-

thing published. Miceti did not give in to the threats and was adamant that

the letter would appear in the paper. That night a fascist squad forced its

way into the newspaper office and set fire to it having first found and taken

away Grandi�s letter. The fire destroyed almost everything including furni-

ture and papers amongst which there were documents from Sacmi4. The

minutes from the General Meeting held on 28 August 1921 recorded that:

�on behalf of the Board of Directors, the secretary gives a detailed annual

report for the year 1920, with great regret that neither the report nor the

balance sheet (which has been compiled by referring to the ledger presented

at the beginning of 1921) can be backed up with the standard documents as

these have been destroyed or burned during the forced entry of the Fascists

into the premises of the Board of Directors�5.

Giulio Miceti was the victim of further Fascist violence during the

second half of 1921, following which he retired for a while to the Republic

of San Marino where other opponents of the Fascist regime had also found

refuge. In 1926 special laws were approved to support the dictatorship. Having

been subjected to various arrests, beatings and harassment of all kinds, Miceti

4 ALBERTAZZI A., ARBIZZANI L.,ONOFRI N.S., Gli antifascisti, ipartigiani e le vittime del fascismo nelbolognese (1919-1945) vol. IV,Comune di Bologna, Bologna1995, pp. 276-277; GALASSI N., Ilfascismo a Imola, (1914-1929),p. 179; CASADIO Q., Uomini insieme- Storia delle cooperative imolesi, Ed.La Mandragora, Imola 1996, pp.352-354 under the heading�Giulio Miceti�; AA. VV., ImolaMedaglia d�Oro, article by GiulioMiceti Sindaco di Imola prima e dopoil regime fascista, Comune di Imola,Imola 1985, pp. 35 and followingpages.5 SACMIAR, minutes from theGeneral Meeting, 1921.


36


was once again imprisoned on 4 December 1926. He was sentenced to three

years confinement6, �two years of which he spent on the islands of Tremiti,

Ustica and Ponza and in the prisons of Ucciardone in Palermo and

Poggioreale in Naples. Miceti was imprisoned on a pretext by the Special

Law Court but was later acquitted of the crime. During

his imprisonment, the management of the company was

taken over by his wife with the help of the company

auditor Elio Pagani�7. In 1926, two-hundred and sev-

enty-six people were arrested and accused of having re-

vived the Italian Communist Party. Eight of them worked

for Sacmi (including five founder members): Giovanni

Bartoli, Augusto Cassani, Tiepolo Castaldi, Vincenzo

Franceschelli, Aldo Galassi, Armando Panari, Giacomo

Ravanelli and Guido Selvatici. Armando Panari was

condemned to four years and nine months imprison-

ment on 23 July 1927 by the fascist Special Law Court.

He was pardoned and released on 24 February 1929.

The others were acquitted for lack of evidence. The co-

operative member Giulio Vespignani moved to Turin

to work for Fiat and soon after emigrated to France. He later went to Spain

to fight with the International Brigades against Franco�s army8.

Miceti was released on 28 August 1928. He returned to Imola and

went back to his job as the managing director of Sacmi. However, he was in

as difficult a position as ever because he continued to fall under suspicion

for his political beliefs. In fact he was viciously beaten up by the Fascists in

his office at Sacmi, which had by now moved to new headquarters at Viale

Francesco Crispi (which is Viale Domenico Rivalta today). On 11 February

1938, one of the founder members of Sacmi, Paolo Nonni, died. �The

6 ALBERTAZZI A., ARBIZZANI L.,ONOFRI N.S., Gli antifascisti, ipartigiani e le vittime del fascismo nelbolognese (1919-1945) (see descrip-tion beside each name).7 SACMIAR, G. Miceti document.8 SACMIAR, article by BenitoBenati in La Ruota, special edition,75th anniversary of the foundationof Sacmi, October 1994; ALBERTAZZI

A., ARBIZZANI L., ONOFRI N.S., Gliantifascisti, i partigiani e le vittime delfascismo nel bolognese (1919-1945),vol. II, III, IV, (see descriptionbeside each name); GAVALOTTI V.,Dalla �bottega� all�industria - Origini esviluppi di una grande esperienzacooperativa (manuscript).

Two documents issued by the Imolapolice allowing Giulio Miceti, who wasunder surveillance, to leave his housein order attend Board meetings at theCooperative. Miceti needed authorisa-tion even if only to travel to Bolognaon company business.

37

Cooperative issued a notice which included the sentence �we grieve for the

loss of our comrade�. Sacmi was condemned for using the word �comrade�

and Miceti took responsibility. As a result, he was again

beaten up while making his way to a restaurant with

the manager of the Sanatorio di Jesi. He was sentenced

to a further two years confinement on one of the Is-

lands of Tremiti. The matter was, however, resolved

in about six months. Meanwhile, the management of

the company was handed over to Gianetto Santi (later

appointed director of the Banca Cooperativa) and

Miceti�s wife�9. At Nonni�s funeral, the Fascists were

displeased by the number of people who turned up

carrying red carnations and violence ensued. The day

after the funeral the Fascists arrested Andrea Gaddoni,

Romeo Galli, Flavio Grandi, Decio Marchesi and, of

course, Miceti - as previously mentioned. Decio

Marchesi, a smith who worked wrought iron, had al-

ready spent time in confinement on the islands of

Favignana and Lipari. He was now the victim of a vio-

lent attack when he was struck so hard on the mouth that his front teeth fell

out. He stayed in hospital for ten days and was subsequently arrested as a

result of his participation in the �funeral of the red flowers�. He remained

under suspicion for two years. Andrea Gaddoni, a mechanic, previously

sentenced to five years and three months imprisonment by the Special Law

Court for communist activities, also remained under suspicion for another

five years. Romeo Galli, a librarian and a leader of the cooperative move-

ment, in addition to being beaten up in the square, was kept under surveil-

lance for two years. Finally, Flavio Grandi, who had already served a sen-

9 SACMIAR, G. Miceti document;Testimony of Riccardo, son ofGiulio Miceti: �I was bringinglunch, in a small pan, to my unclePietro Scheda, nicknamed Pirìta -which was also the name of hishabidashery shop under theSersanti portico. I was about tocross Piazza Grande when a mansaid to me: E�t vest tu pè? (Have youseen your father?) When I repliedin the negative he added: Va t�a cà,purèn (Go home lad). At thatmoment I understood that theyhad beaten up my father�.


38


tence of five years confinement in Pisticci, was watched for two years along

with Ventotene and Siderno. Five hundred people had come to Nonni�s

funeral. In his report to the Minister of the Interior, the prefect of Bologna

attempted to explain the presence of so many people and to justify the vio-

lence afflicted on certain respected and noteworthy citizens by writing that

the Fascists had �taught a lesson� to the �subversives�10.

The oppression suffered by members of the Cooperative continued

into the next period of Italy�s history. Augusto Cassani, for example, was

actually deported to Germany for several months during the occupation by

Hitler�s army which had begun on 8 September 194311.

It was under this climate that the members of the Cooperative lived

until Imola was liberated by the allied army and partisans on 14 April 1945.

It was a climate of suspicion, persecution and violence. The surveillance

operations of the fascist state police had reached ludicrous proportions. For

example, every movement made by Miceti, even if he was merely travelling

in the Bologna area on business for Sacmi, had to be authorised with the

written consent of the police. Even when he had to leave the house in the

evening to attend a board meeting, Miceti needed authorisation from the

police12.

Three founder members of Sacmi - Luigi Santandrea, Tiepolo

Castaldi and Paolo Nonni - had qualified as repair mechanics at the Scuola

Industriale Francesco Alberghetti which was well-known even outside Imola.

The others had gained experience working in small local manufacturing

firms13.

As already mentioned, production was limited during the first years

of business. In a document signed by Miceti, are the words �at that time

there were no ambitious industrial projects even if, on occasion, people

10 ALBERTAZZI A., ARBIZZANI L.,ONOFRI N.S., Gli antifascisti, ipartigiani e le vittime del fascismo nelbolognese (1919-1945) vol. IV, (seedescription beside each name);CASADIO Q., Uomini insieme - Storiadelle cooperative imolesi, p. 353.11 SACMIAR, G. Miceti document.12 Miceti family archives, docu-ments.13 GAVALOTTI V., Dalla �bottega�all�industria - Origini e sviluppi di unagrande esperienza cooperativa(manuscript).

39

talked about such things with great enthusiasm. The prevailing economic

depression presented insurmountable obstacles. The local Cooperativa

Macchine Agrarie offered Sacmi its first jobs, entrusting it with the repair of

steam machines, threshing machines and other agricultural equipment.

Meanwhile, other members of the company, who held the licence to oper-

ate steam boilers, offered their services during the wheat harvest. The work

quickly developed, still within the field of repairs, to include kilns for local

tile factories in Lugo, Forlì and Russi as well as for other customers. At the

same time, hospitals in Imola and in the district entrusted the company

with the repair and maintenance of their equipment. Obviously other work-

ers were also taken on as helpers and apprentices integrating with the rest of

the company. The equipment and organisation of the Cooperative were im-

proved but there were difficulties of a political nature with the rise of Fascism.

In spite of this, the company continued to be managed in a well-organised

manner, to improve its technology and consolidate its finances�14.

The Cooperative extended its work to include the repair of ma-

chines in the milling industry. In addition, Sacmi�s mechanics collaborated

with the Cooperativa Laterizi to construct an air gas scrubber15. It was during

this period, as the small Cooperative started up production, that the Fas-

cists came to power. They began by taking control gradually but then ac-

quired absolute power through a coup which took place on 28th October,

1922. They were unexpectedly helped by the Savoy monarchy and, less sur-

prisingly, by the Right-wing which, although not highly visible at the time,

was nevertheless powerful. Mussolini went to the king and declared himself

to be �a loyal servant�. Mussolini then presented the monarch with a list of

ministers which the latter approved. The new government was made up of

the Fascists Benito Mussolini, who was Prime Minister, Foreign Secretary

and Minister of the Interior, Aldo Oviglio (Minister of Justice) and Alberto14 SACMIAR, G. Miceti document.15 BCI, La Lotta, 5 September 1920.

The Alberghetti school in more recenttimes.(Photo by �Saluti da Imola�, �Thetown photographed today�, CircoloFotografico Imolese - Grafiche Galeati1985).


40


De Stefani (Finance); the Nationalists Luigi Federzoni (Colonies) and

Giovanni Giurati (Free territories); the members of the Partito Popolare

Vincenzo Tangorra (Treasury) and Stefano Cavazzoni (Employment and

Welfare); the Social-Democrats Gabriello Carnazza (Public works) and

Giovanni Antonio Colonna di Cesarò (Post); Giuseppe De Capitani, a fol-

lower of the ideas of Salandra, (Agriculture), Giolotti-inspired Teofilo Rossi

(Trade and Industry), the philosopher Giovanni Gentile (Education) and

finally Armando Diaz (War) and Paolo Thaon di Revel (Navy)16.

It was a ministry created mostly for effect where the only person

with clear ideas and determination was, perhaps, Mussolini. The ministry

prepared the way for a dictatorship to be established in a country where

fascist violence had already taken hold.

However, let us return to the subject of our Cooperative. In spite of

everything Sacmi was working hard. After a few years of business the com-

pany realised that its premises in Via Manfredi were unsuitable and insuffi-

cient for their purposes. The Fascists were taking power in Imola�s town

council. On 5 January 1923 the council elected Count Annibale Ginnasi

from the Fascists� list of candidates as mayor17.

The Cooperativa Meccanici, at its premises in the old school gymna-

sium, was like a thorn in the side of the Fascists. Sacmi realised that it would

be to the mutual benefit of both parties if they relocated. In 1925, with the

decision of the Board of Directors approved at the General Meeting, the

Cooperative transferred to new premises in Viale Francesco Domenico

Guerrazzi 29-31 (which was to be named Viale Francesco Crispi in 1927).

The new premises were owned by the Cooperativa Ceramica di Imola which

had moved its factory from Via Quaini (on the corner with Viale Guerrazzi)

to Via Gambellara (now Via Vittorio Veneto). This had previously been the

site of the Cooperativa Vetroperaia which had become the Cooperativa Vetreria

16 Storia d�Italia, cronologia 1815-1990, De Agostini, Novara 1991, p.384.17 Comune d�Imola, Venticinqueanni di statistica della popolazione(1901-1925), Ed. Paolo Galeati,Imola 1926.

The bridge on Viale Dante over theSanterno River which was built duringthe Fascist regime.(�Libri Vecchi� Archive - Gollini).

41

Imolese in 1912 but had closed down in 1914. In the rental agreement be-

tween the Cooperativa Ceramica and the Cooperativa Meccanici it was stated

that all restoration and refurbishment expenses were to be borne by Sacmi18.

Let us look at the first gradual steps of the Cooperative in some

more detail. The successors to Luigi Santandrea, the first president of the

company, were Tiepolo Castaldi, Aldo Galassi and Guido Selvatici who

alternated their terms in the position. The directors and company auditors

were re-elected every year. In accordance with Sacmi�s statute there was a

Board of only three members, including the president. In addition the

number of shareholders was limited for over two decades. I have thought a

great deal about the reasons why both the Board and the shareholders were

limited in number - a situation which came about through the express will

of the shareholders themselves. What is immediately evident is that this

situation allows everybody to share equal responsibility and commitment

when it comes to deciding company objectives.

No one person takes decisions but decisions are taken by every-

body. By being so limited in its number the Board of Directors is able to be

flexible and efficient. The fact that the shareholders re-elect the Board every

single year at the General Meeting demonstrates their power, direct involve-

ment in decision-making and ability to take prompt action and see immedi-

ate results. The reasons behind the restricted number of shareholders are

less evident and I do not feel it is my place to pass judgement. Relevant

factors may include: the aim of making management more efficient, the

general economic state of the country or the political situation.

The difficulties encountered and the cautious progress made by the

company can be seen from the figures in the annual balance sheets. Here I

will limit myself to quoting the most significant statistics: the share capital

(SC), turnover (TO), net profit (NP) and the number of shareholders and

18 SACMIAR, documents;GAVALOTTI V., Dalla �bottega�all�industria - Origini e sviluppi di unagrande esperienza cooperativa(manuscript), p. 31; BELTRANDI S.,La Sacmi: analisi storica, problemi eriflessioni critiche; Essay on Pagine divita e storia imolesi, Ed. Cars, Imola1986, p. 238; GALASSI N., Il fascismoa Imola, (1914-1929), p. 108.


42


employees who are not shareholders. The balance sheet for 1920, which

also includes almost three months at the end of 1919, shows these figures:

SC 5,000 Lit., TO 73,026 Lit., NP 1,966 Lit., shareholders 10 and employ-

ees 4. In 1922: SC 17,500 Lit., TO 220,554 Lit., NP 1,670 Lit., shareholders

11. The following year, the company purchased a center lathe (although it

had to go into debt to do so). This required an outlay of 8000 Lit. which was

a rather large sum if one considers the size of the company and the value of

money at the time. This expense was felt strongly even though it had been

approved following heated discussions and there were few doubts that it

had been the right decision. A lathe such as this one, with a work table

which was more than four metres long, enabled the Cooperative to do work

that it could never have attempted before19.

In 1924 the �Cassa Mutua Malattie�, a health insurance fund, was

set up for the shareholders of the Cooperativa Meccanici. The fund guaran-

teed its cooperative shareholders that if they each made weekly payments

of five Lit. they would receive a daily grant of fifteen Lit. for a period of

ninety days a year in the event of their falling ill. The statute also provided

for other types of loans which could be granted if certain conditions were

satisfied20. This was an extremely important initiative because of its own

intrinsic value, because it was an example of the spirit of cooperation and

because there were so few other initiatives of its kind. The balance sheet

for 1924 showed the following: SC 19,500 Lit., TO 261,134 Lit., NP 775

Lit., shareholders 11, employees 24. The report by the Board of Directors

stated that the mechanical workshops were having to compete with each

other. The income was therefore very modest. However the company was

doing well thanks to the technical superiority of its workers as well as the

fact that they offered reasonable prices compared to their competitors. As

previously mentioned, the Cooperative moved to Viale Guerrazzi 29-31

19 SACMIAR, documents;GAVALOTTI V., Dalla �bottega�all�industria - Origini e sviluppi di unagrande esperienza cooperativa(manuscript) pp. 29 and 30.20 SACMIAR, documents.

43

in 1925. It was based in part of the premises of the Cooperativa Ceramica.

Reporting on the balance sheet for 1926, the president Guido

Selvatici informed the shareholders: �This year we are once again pleased to

present a report which provides evidence of the continuity, usefulness and

activity of the company... The most important bodies and largest factories

in the area prefer the services offered by our workshop...�. The balance sheet

figures were: SC 21,000 Lit., TO 379,303 Lit., NP 678 Lit., shareholders 1321.

On a national political level, 1926 was a �black year�. Fascist rule had devel-

oped into a dictatorship. The opposition members of parliament stepped

down. Newspapers who did not toe the fascist party line were closed down

or had their activity suspended. Non-fascist parties and associations were

dissolved and the Special Law Court was set up to defend the State. Fascism

became the master and judge over all. The constitutional agreement

(Albertine statute) was broken. The king kept quiet and gave silent approval

with his signatures. Giovanni Amendola (following a beating from the Fas-

cists) and Piero Gobetti died. Antonio Gramsci was sent to prison and the

21 Ibid.

1924. The �Cassa Mutua Malattia� (ahealth insurance fund) set up by theshareholders of the Imola MechanicsCooperative. Statute-Rules: 5thHeading. Rights of the Shareholders.


44


leaders of the opposition fled abroad. The mayors, following the reform of

local administration, were turned into podestà and appointed by the prefects

- i.e. the government. (In Imola Count Ginnasi was appointed podestà in

1927). One event in particular is remembered. On 10 June 1924 Giacomo

Matteotti, the leader of the largest opposition party, the Socialists, was assas-

sinated by the Fascists22. Imola was also struck by a wave of 276 arrests of

anti-fascists, as has already been described.

The company statute of 2 December 1919 was amended on 29 May

1927. The modifications made reflect the changing times. Certain articles

were amended. Article 3: the Company is based in Imola, Viale Crispi 40

(and not the Trade Union headquarters - which in fact no longer existed,

author�s note). Article 4: on being admitted the shareholders must subscribe

to no less than 30 shares each (previously 10 shares). Article 5: new share-

holders (only workers) must be 25 years of age (previously it was 18). Article

6: the period of apprenticeship must never be less than three years (previ-

ously it was one year). Article 13: the profits made by the Company will be

distributed as follows: a) 50 per cent to the Reserve Fund; b) 10 per cent in

favour of cultural and charitable institutions; c) 40 per cent shared out equally

among the shareholders [previously the subdivision was: a) 25 per cent to

the �mutual aid� fund; b) 50 per cent to the Reserve Fund; c) 20 per cent to

be divided among shareholders in proportion to their salaries earned dur-

ing the same financial year; d) 5 per cent towards promoting cooperative

ideals. On reaching 50,000 Lit. of share capital only 30 per cent of the

profits would be distributed to the Reserve Fund with the remaining 20 per

cent being assigned partly to the �mutual aid� fund and partly to be shared

out amongst the shareholders]. Article 20: notice of when the General

Meeting is to be held will be announced in the newspaper Il Diario, which is22 Storia d�Italia, cronologia 1815-1990, p. 408.

45

published in Imola, as well as in Il Lavoro Cooperativo or other newspapers

which might replace these in the future ... [previously the announcements

had to be made in the newspaper La Lotta (suppressed by the regime - au-

thor�s note) or, if not, in the paper La Cooperazione Italiana...]23.

In 1927 the founder member Vincenzo Franceschelli died. Sacmi

bought his shares from his heirs for 1,750 Lit. plus 341,40 Lit. for accumu-

lated profits in the reserve fund. The outcome of the balance sheet was not

much different from those of the previous years. The balance sheet for 1928

was, however, better. In that year Luigi Santandrea was president once more

and was working alongside Primo Ermanari and Tiepolo Castaldi as fellow

board members. The Board of Auditors was made up of Gioacchino

Zambrini, Antonio Tavanti and Nullo Gardelli. The substitute auditors were

Giuseppe Frascali and Renzo Masolini. The SC reached 19,250 Lit., TO

356,995 Lit. and NP 1,361 Lit.

King Victor Emanuel III came to Imola with Queen Elena and the

poet Luigi Orsini gave the official speech of greeting. There was much cheer-

ing and sounding of trumpets and drums but little changed on an eco-

nomic and social level. The balance sheet of 1929 was also solid: SC 45,750

Lit., TO 491,233 Lit., NP 1,369 Lit. In that year Sacmi�s president was Guido

Selvatici, the Italian state made peace with the Catholic church24 and, in

New York, the stock exchange collapsed causing a difficult and long period

of economic depression in the United States.

Other sources

Testimony of Giorgio Bartoli, son of Giovanni.

SACMI Seventyfifth 75 (1919-1994).

ENDMI, Il Diario collection for the Twenties.

ASSI.

ARBCI.

23 SACMIAR, documents.24 SACMIAR, documents; Storiad�Italia, cronologia 1815-1990,p. 426.


46


The Cooperativeconstructs the first machinebearing the SACMI trademark.Le bateau largue les voiles.

47

A

The Cooperative constructs the first...

t the beginning of the Thirties the dominating event was the

economic depression which had spread from America to Eu-

rope. America was daunted but nevertheless took action. In or-

der to try and stop further economic collapse and shore up unemployment,

construction work began in 1931 on the great sky-scraper, the Empire State

Building in New York (86 floors, 380m high). At Sacmi things did not look

too worrying. The balance sheet for 1930 gave these results: SC Lit. 47,500,

TO 411,687 Lit., NP 522 Lit., shareholders 13, employees 23.

For the first time in the balance sheet the item �Buildings� ap-

peared under �Assets�. The item indicated was worth 102,820 Lit. This

was the value of the building (one part with an entrance on Viale Crispi

and two casupole* with an entrance on Via Framello) which was sold by

the Cooperativa Ceramica di Imola for 100,000 Lit. This sum was to be paid,

with the deposit of 14,000 Lit. already deducted, in sixteen yearly instal-

ments of 5,375 Lit. each, in addition to interest of three per cent per year.

In other words this building on Viale Crispi (which became the second

headquarters in the history of the Cooperative) was acquired by Sacmi

with the aid of a mortgage and the agreement was a clear example of the

solidarity among the various cooperatives in Imola.

In his report, the president, Guido Selvatici, informed the com-

pany that the accounts for that year showed some decline compared to

previous years and that this was due to the general economic crisis which

* Casupole, meaning poor dwell-ings, is the word used in the text ofthe notary�s deed.

Opposite.Imola, 1930s. Beginning of productionof the machines for oranges. In thephoto one of the first of these machinesis exhibited in front of the companyheadquarters in Viale Francesco Crispi.

48


had badly affected the progress of the company. In fact, the president

remarked that production figures were down - 81,887.87 - although this

was clearly offset by lower figures for expenses: 30,363.84 Lit. for sala-

ries paid out, 34,634.30 Lit. for materials used and 13,025 Lit. for gen-

eral expenses.

In reality, the fact that the Cooperative was making only very

gradual progress was not necessarily a disadvantage but instead served as a

cushion to protect the company from the wider economic crisis. On the

other hand, the depression in Imola had started long before the collapse

of the New York stock exchange - it went back to the immediate post-war

period. Furthermore, Sacmi was certainly not in a position to build an

Empire State Building1!

The face of Imola was changing in the centre of town, on the

outskirts and in the surrounding area. For a while people had been talk-

ing about the possibility of building a new hospital for patients with tu-

berculosis in the hills of Montecatone. The idea was supported by the

leaders of the local Fascio (by the political secretary in person, to be pre-

cise). The Cassa di Risparmio, for its part, had a similar project of its own

and �since 1925 had set aside the sum of 500,000 Lit. to build a quaran-

tine hospital for consumptives, on the condition

that it was named after Luigi Paolini, the first di-

rector of the credit institute�. On 25 March 1930,

at the annual shareholders� meeting, it was decided

to donate the sum of one million Lit. to CNAS

(Cassa Nazionale Assicurazioni Sociali), the forerun-

ner of the current INPS (National Institute of So-

cial Insurance) in order to contribute to the ex-

penses of building the sanatorium in Montecatone.

1 SACMIAR, documents; ANMI,deed by notary G. Alvisi, 16th May1930.

One of the three buildings of theformer sanatorium in Montecatone,Imola. Sacmi played a large part inthe construction work. Today, thanksto public and private investment, theold hospital has been transformed intoan international centre for spinalresearch and rehabilitation.(Foto Gasparri).

49

In the meantime the fund put aside in 1925 had reached 720,000 Lit.

The vice-president of the Cassa di Risparmio, Luigi Baroncini, took a par-

ticularly active role in this project2. At this point, CNAS - which would

become the Istituto Nazionale Fascista della Previdenza Sociale (Fascist Na-

tional Institute of Social Security) - also carried out its initiative on behalf

of the people of Imola. Work began on 27 May 19303. The engineer Stefano

Padovani, later to become podestà of Imola, was put in charge.

Padovani assigned the job to the local Cooperative Consortium.

Several cooperatives in Imola won the contract for work. Sacmi was able

to sell its manufactured products in iron and offer its services for install-

ing them. It was a great opportunity. INFPS was very pleased with the

Cooperative�s work at Montecatone and, as a result, Sacmi�s staff won

contracts for installations in several other sanatoriums built throughout

Italy4. By the mid-Thirties the sanatorium of Imola-Montecatone was up

and running. The member of parliament Bruno Biagi, President of the

Institute of Social Security, came to see how it was being managed and it

was actually inaugurated by the head of the government, Benito Musso-

lini, himself on 25 October 19365.

In 1931 the old Compadretti Palace was knocked down. This was

where the local branch of the Socialist Party, its social club and the edito-

rial office of the weekly newspaper La Lotta had been based. In its place,

the Imola branch of the national workers� clubs was constructed. The

following year it was inaugurated by the national secretary of the PNF

(Partito Nazionale Fascista), Achille Starace. Also in 1931, other buildings

were demolished in order to make way for the new complex housing the

Centro Cittadino and Casa del Fascio. A considerable tract of the porticoes

along the Via Emilia disappeared along with the apartments above and

the �delle Erbe� covered market. The latter �was a neo-gothic construc-

2 BASSANI, A., Via Quaini n. 13, Ed.La Mandragora, Imola 1996, pp.33-34.3 GALAVOTTI V., Dalla �bottega�all�industria, p. 40.4 Ibid.5 BASSANI, A., Via Quaini n. 13, p.34.

Imola, early 1930s.The porticoes in the town centre in ViaEmilia (formerly Via Umberto I)before demolition.(Photo from the Ferlini Archive, CarloParenti collection).


50


tion which was not beautiful but had nevertheless captured the eye of the

people of Imola who by now regarded it with affection. Work on the new

building, designed by the architect Adriano Marabini, began in 1933 and

was completed in 1936. It included the actual Casa del Fascio with its tower,

the gallery of the Centro Cittadino and the town center branch of the Cassa

di Risparmio. It was all built, naturally, in the �Roman lictorian� style.

Mussolini inaugurated the complex on the same day that he cut the three-

coloured ribbon at the sanatorium�6. Obviously Sacmi did not win any

contracts to carry out this particular job. Instead the company expanded

by doing other types of work: for the State Railways and for the Cooperativa

Ceramica di Imola. Ceramics was clearly part of Sacmi�s destiny. The

Cooperativa Ceramica, which had moved to its new headquarters, purchased

some new machines and, in particular, several clutch presses built by the

German company, Dorst, together with new intermittent and continuous

operation kilns. Sacmi�s mechanics performed maintenance work on the

machines and in this way came into direct contact with the equipment

used to manufacture ceramics products7.

We have already seen that the results of the balance sheet of 1930

were not particularly promising. The next two balance sheets were in no

way outstanding but cannot be judged negatively either. The Cooperative

had the misfortune to find itself burdened by customers who were in-

volved in failed business activities and it had a run of real bad luck. The

shareholders� meeting decided to take emergency measures. In order to

solve the financial problems �each shareholder agreed to work for an ex-

tra hour a day without payment until such time as the accounts were bal-

anced�. All the shareholders kept to this agreement for the next two years.

In order to deal with the lack of work and to avoid laying off the appren-

6 Ibid.7 GALAVOTTI V., Dalla �bottega�all�industria, pp. 32-33.

Palazzo Vacchi next to the �delle Erbe�covered market (later knocked down).The Scarabelli Fountain is shown inthe little square.(Photo from the Ferlini Archive,Carlo Parenti collection).

51

tices (ten people) it was also decided to work

in shifts (with a probable reduction of hours)

according to the requirements of the various

jobs. Clearly nobody was indifferent to the re-

duction in the working hours as their already

thin salary was further decreased. In fact, there

were several Saturdays when Sacmi�s workers

received no weekly pay packet at all. �Although

the social decisions taken allowed the Coop-

erative to limit damage and lessen financial problems over time for the

company, the same cannot be said for the workers, shareholders and non-

shareholders, for whom the struggle to support their families remained

the same as ever�. In these times great help was offered by the Magazzino

Cooperativo di Consumo di Imola (Consumer Coop). It was founded by

Romeo Galli in 1903 and was run by him for the next twenty years. Al-

though led by a fascist prefect, the Cooperativa di Consumo provided all

working shareholders, if they could be vouched for by Sacmi, with cou-

pons to buy foodstuffs in their shops with credit8.

At the shareholders� meeting held on 31 March 1932, the presi-

dent, Guido Selvatici, commenting on the results of the 1931 balance

sheet, said: �...The percentage share of general expenses has inevitably

risen in proportion to production figures despite our efforts to contain

it... This fact gives cause for concern and it will therefore be necessary to

look at expenses for the next financial year extremely carefully in order

to attempt to reduce them to a share which does not exceed 10-12 per-

cent of production figures�. The president also pointed out the worry-

ing fact that receivables due from clients whose businesses had closed

8 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 239.

Imola, early 1930s. Demolition workon the �delle Erbe� covered market.(Photo from the Ferlini Archive,Carlo Parenti collection).


52


down were irrecoverable due to the economic depression still in progress.

The following year, at the shareholders� meeting on 2 April 1933,

the acting president, Aldo Galassi, making his remarks on the balance

sheet for 1932, stated: �We are pleased to be able to present you, at the

end of another difficult year, with a balance which shows reasonably satis-

fying results... During the financial year of 1932 we have had no alterna-

tive but to start working in shifts with the consequent reduction in work-

ing hours. This has been a necessity which few other companies have been

able to escape under present circumstances...�. The president then gave

some news which offered some hope: �To compensate for the lack of work

in the area, the Board of Directors has had to look for new business open-

ings. It has therefore worked hard to design and manufacture cleaning

and grading machines for oranges which, in their first year, have already

produced promising results.

Another area which the Cooperative should now start to con-

centrate on, and which it is already preparing for, is the repair of lorries.

This should ensure continuous work with the prospect of growth�. A

summary of the balance sheet for 1932 is as follows: SC 54,000 Lit., TO

313,438 Lit., NP 1,775 Lit., shareholders 13, employees 10. The audi-

tor, Vico Mondini, who had joined the team of auditors in 1931, inter-

vened to warn that �the voting (for the company positions, author�s note)

should be completely free from any political or union influences. The

Ente Nazionale Fascista della Cooperazione wants the elections inside the

cooperatives to take place in unrestricted conditions and wants the share-

holders to choose whoever they feel is the best person to perform the

functions of manager�. It was the first time that the voice of the fascist

regime was heard inside the company. Naturally the shareholders voted

according to their own criteria and good sense9.9 SACMIAR, documents.

53

There is an interesting story be-

hind the machines for oranges. In Imola

there was a top fruit and vegetable ex-

port company named Sassi & Tesei.

They also had a branch in Lentini

(Siracusa) where they bought and

dealed in large quantities of cit-

rus fruit. The Imola branch had

been informed by its colleagues

in Sicily that the oranges had a

dark coating known as �la nera�

which was restricting sales. Clean-

ing the oranges by hand was too

lengthy and costly a process. In Sicily they

had a machine to clean the fruit which had been

manufactured in Spain but it did not work very well and the fruit growers

were not happy with it. The problem was discussed at Sacmi and they

decided to send Luigi Santandrea to Lentini to help. Santandrea investi-

gated, took notes, made sketches and came back to Imola. He had a good

eye for an opportunity. He could see that Sacmi could make a new ma-

chine which would be more modern, efficient and practical. He consulted

the Board and other shareholders and everybody agreed with his proposal.

They then set about making some prototypes. The project captured the

imagination of the young industrial engineer Carlo Nicoli, who got down

to work with intelligence and enthusiasm. Nicoli was later to become

manager of Cogne when the war ended and the arms factory was con-

verted back into a peacetime manufacturing company.

In due course, the machine was manufactured and carried the

Cleaning and brushing machine forcitrus fruits.


54


Sacmi trademark. It cleaned and sorted fruit according to their grade.

The problem of �la nera� had been eliminated. However the market still

had to be won over as there was plenty of competition. The company

therefore decided to rent a warehouse in Sicily for over a year and to

install some Sacmi machines in it to see how they would run. Fortu-

nately the machine was a success - Sacmi had achieved its goal and, as a

result, sales figures improved. Luigi Santandrea, who had gone back to

Sicily and Calabria during the fruit harvest to take

orders, receive the new machines being delivered and

help customers, was rewarded with the position of

President of Sacmi10.

Sacmi now had its own product and brand

name. At this point it had become a well-known name

in industry. This step forward was also evidenced in

the balance sheet. At the shareholders� meeting held

on 21 March 1937, the president, Luigi Santandrea,

unable to hide his satisfaction, informed the company: �In presenting the

balance sheet for 1936 we can only describe ourselves as extremely pleased

with the results, especially if one considers the numerous difficulties of a

practical and economic nature which we have had to overcome. The prac-

tical difficulties have been those related to the restrictions and controls in

the metals market imposed by the State for a higher necessity (perhaps the

Ethiopian war or the beginning of the Spanish Civil War?, author�s note).

The economic difficulties, which are also a result of the previously men-

tioned problems, have arisen due to the fact that we have had to make

various advance payments or payments with little credit allowed while

being unable to demand the same from our own customers...�. A sum-

mary of the balance showed these figures: SC 90,500 Lit., TO 852,119

10 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 240; GALASSI N., Il fascismo aImola, (1914-1929), p. 188;GALAVOTTI, Dalla �bottega�all�industria, pp. 35 and followingpages; SACMI Seventyfifth 75.

Citrus fruit handling plant in Sicily.

55

Lit., NP 4,069 Lit., shareholders 13, employees 16. These are still not

huge figures but Sacmi began to make real progress during this period

despite the fact that Italy was, at the time, under the control of a totalitar-

ian state and war was looming in Europe. The Board of Directors was

maintained in its present form and the members were: Luigi Santandrea,

President; Tiepolo Castaldi and Rodolfo Galassi, Directors. The Board of

Auditors was made up of Professor Guglielmo Romiti (Auditor General),

Elio Pagani and Antonio Tavanti. The substitute auditors were Renzo

Masolini and Arturo Frascali. The managing director was Giulio Miceti,

general manager Giovanni Bartoli and factory manager Primo Ermanari.

In 1938 the cooperative shareholder Paolo Nonni died and a great

crowd attended his funeral. There were so many red carnations carried by

the people walking behind the coffin - too many for the fascists who were

greatly angered. The next day in Piazza Grande - as previously mentioned

- a team of blackshirts attacked and beat up Galli, Miceti and others. The

annual shareholders� meeting was held on 30 March. Mario Tosarelli,

secretary of the regional fascist Federazione della Cooperazione was present.

Tosarelli listened to the proceedings and kept silent. Luigi Santandrea

addressed the shareholders: �At this stage in the development of our com-

pany we must take care to maintain a good relationship with those bodies

who can offer the highest probability of work and deliver the required

ferrous materials, such as INFPS and FF.SS. We have given and must con-

tinue to give a push to the manufacture of cleaning machines for citrus

fruit, work which has developed satisfactorily this year, even if it has not

yielded the income we had hoped for...�. A new law established that the

auditors should remain in their position for three years and should re-

ceive remuneration. This was fixed at three hundred Lit. per year for each

regular auditor. The auditors Elio Pagani and Antonio Tavanti resigned

One of the first Sacmi trademarks.


56


and new ones were elected to take over: Giuglielmo

Romiti, Auditor General; Gaetano Gambetti and

Ettore Siboni as regular auditors. The substitutes

remained the same: Renzo Masolini and Arturo

Frascari.

Tosarelli once again attended the meeting

the following year (5 March 1939). Clearly Sacmi

was being kept under control. President Santandrea

presented the report: �The manufacture of clean-

ing machines for citrus fruit has progressed satisfactorily this year too. The

customer base has expanded allowing the company to retain a good number

of workers�. The company voted for the new Board with the following out-

come: Luigi Santandrea, President, Tiepolo Castaldi, Director, Aurelio

Mingotti, Vice-President. At this point Tosarelli interrupted. He addressed

the shareholders and started to speak. The room fell silent. Tosarelli praised

the Cooperative for its progress and the harmony among the members.

This shameless secretary of the fascist organisation strongly advised the share-

holders that the Company should bring itself into line with the require-

ments of the regime. There was no mention of Paolo Nonni and hollow

words were spoken regarding the violence suffered by honest and respected

citizens. The results of the balance sheet for 1938 showed these figures: SC

97,500 Lit., TO 1,336,267 Lit., NP 6,734 Lit., shareholders 15 and the

number of employees remained the same11.

Meanwhile many important events were taking place in Italy and

Europe. Mussolini conquered Ethiopia and declared the Empire (3rd

October 1935 - 9th May 1936). Victor Emanuel III became Emperor of

Ethiopia (the Ethiopian monarch Hailé Selassié went into exile in Lon-11 SACMIAR, Minutes books fromthe General and Board meetings.

Sorting machine with round rubberbelts and twelve exit lanes.

57

don). Mussolini declared himself �founder of the empire� and Marshal

Badaglio, commander of the victorious troops, was appointed Viceroy of

Ethiopia and Governor. So much rhetoric, so many vainglorious boasts!

In Spain, on 17 July 1936, the falangist general Francisco Behamonde

Franco started the Spanish Civil War. In Spanish Morocco he overthrew

the legitimate republican government, conquered the colony and then

went on to Spain and started to fight against the army of the Republic,

which he defined as the most advanced example of �international com-

munism�. Hitler and Mussolini, and therefore Germany and Italy, sent

troops to help the general. The USSR supported the Republican army of

Spain and were joined by other anti-fascists from Europe and America

thus creating the �International Brigades�. The war ended with the vic-

tory of General Franco and the falangists on 1 April 1939.

Hitler�s Germany re-armed itself heavily and started to �play the

bully�. Germany annexed Austria in this year and, in Hungary, Hitler

supported the actions of Admiral Horthy von Nagybania

who was declared �regent� by a constituent assembly.

Horthy remained on the side of Hitler and Mussolini.

Germany also wanted Czechoslovakia but at this France

and England dug their heels in. They arrived within a

millimeter of war. In order to avoid this (but maybe it

was just a tactical move) the English and French Prime

Ministers, Chamberlain and Daladier, met Mussolini

and Hitler at Munich, in Bavaria, on 29 September 1938. Mussolini took

the role of chairman at the discussions; they agreed on a compromise but

it was only an artifice to shuffle papers and gain time. In fact, only a short

time after this meeting, Nazi Germany swallowed up Czechoslovakia. Next,

the Nazis installed themselves in the �free city� of Danzig. On the 23

Imola (1939 - 1940). Parades.The �winds of war� begin to blow.(Photo from the Ferlini Archive,Carlo Parenti collection).


58


August 1939, Germany and the Soviet Union signed a pact of non-aggres-

sion and a secret protocol for the partition of Poland. On 1 September

1939 Germany invaded Poland. On the 3rd Great Britain and France

declared war on Germany. On the 17th the armies of the Soviet Union

invaded Poland from the East. So began the tragedy of the Second World

War. Fascist Italy was allied with Hitler�s Germany. Our country did not

enter the war immediately - it hesitated and took its time and was not

ready militarily. Italy declared �neutrality� and, for a time, Mussolini passed

for a man of caution and prudence. His Spanish friend Franco behaved

in the same way but was not allied with Hitler. Italian neutrality lasted

nine months and ten days. New laws restricting the freedom of Jews were

passed12.

On 1 September 1939 (a truly fateful day) arms production began

at the Cogne factory in Imola. The new plant was lo-

cated on the former premises of the sugar-refinery which

was later the site of the provisional military barracks.

Around fifty workers started production13.

In the last years before the war Sacmi contin-

ued its production. The machines for oranges were go-

ing well but the company also started to manufacture

mixing machines for food and chemical products14. At

the special meeting held on 29 October 1939 it was established that the

company statute was to run for a further twenty years and would expire on

2 December 1959 unless extended again.

Twenty years had already passed. It seemed like the blink of an eye

- or an eternity. At the annual meeting of the shareholders (4 March 1940)

the president, Santandrea, gave his report of the balance for 1939 with

the announcement that production had decreased. The price of metals

12 Storia d�Italia, cronologia 1815-1990, pp. 471 and following pages.13 GALAVOTTI V., Dalla �bottega�all�industria, p. 55.14 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,pp. 241-242.

Set of gauges for fruit - manufacturedby Sacmi.

59

had gone up. The company had started doing business with military bod-

ies in order to gain work. However, such an initiative was to involve con-

siderable sacrifice because, with its present range of equipment, the Co-

operative workshop could do little - both from a technical point of view as

well as in terms of production costs. The shareholders voted to renew the

Board of Directors. They elected Aurelio Mingotti, President; Giovanni

Ferri, Director, Arrigo Casadio, Vice-President. In addition, two consult-

ants were appointed as board members; Tiepolo Castaldi and Giovanni

Bartoli. The results of the balance were: SC 82,750 Lit., TO 921,741 Lit.,

NP 5,282 Lit., shareholders 15, employees 4015.

Other sources

ENDMI, Il Diario collection for the Thirties.

FOA V., Questo Novecento.

GALASSI N., Imola dal fascismo alla liberazione 1930-1945, University Press, Bologna 1995.

15 SACMIAR, Minutes books fromthe General and Board meetings.

The 1930s.Sorting table (roller conveyor).


60


War, liberation and recovery.

61

1

War, liberation and recovery...

0 June 1940 was the sixteenth anniversary of the assassination of the

secretary of the Socialist Party, Giacomo Matteotti, who was kidnapped

and stabbed to death in Rome (the corpse was even concealed) by Fas-

cist assassins. Mussolini had no respect for adversaries and still less for the

anniversary of the physical removal of one of them. It was on this day that

the Italian populace was summoned to gather in all the squares throughout

the country and Mussolini announced that Italy had declared war on Great

Britain and France. How many people stupidly said �yes� to war! The war

immediately took the form of �blitzkrieg�. Almost all of continental Europe

came under the control of the Germans or governing regimes collaborating

with the Nazis. France was humiliated, perhaps more by us than by the

Germans. Part of the French army and what remained of the English troops

succeeded in crossing the Channel and landed in England. London and

other English cities were suffering intense bombing by the German airforces.

It seemed as though the war would shortly be over with Hitler victorious.

However, England fought tooth and nail to defend itself and put up strong

resistance. At this time Hitler�s army began to move against the Soviet Un-

ion, forgetting the disastrous experiences of Napoleon. Italian soldiers were

also swallowed up by the tumult of war. In general they fought with honour

but were short of arms, clothing and provisions. Above all they did not

know what they were fighting for. On 7 December 1941 Japan, allied with

Italy and Germany, attacked the American naval base at Pearl Harbor. This

led to the United States entering the war against Japan, Italy and Germany.

Opposite.Panorama of the town of Imola afterthe air raids of May 1944.(Archive of Imola�s CIDRA organisa-tion which holds documents relating tomodern history and, in particular, theResistance).

62


It can truly be said that the whole world was thrown into disorder by the

war. Millions of human lives were sacrificed in a war characterised by hate

and senselessness - the holocaust of the European Jews, the extermination

of peoples and soldiers in Russia. Then it was the turn of Germany to un-

dergo heavy bombardment in allied air raids and Japan to suffer huge losses

caused by the atomic bomb1.

�At the beginning of 1940 Sacmi had to start up production of

various orders for the army. This decision was imposed on them by events

and by higher powers. In contrast to the experiences of large capitalist com-

panies, production of this type had little economic advantage for the Co-

operative and the orders yielded little profit. The only positive aspect was

that manufacturing weapons for the army meant working to designs within

strict limitations and complying with well-defined standards - methods

which, up to that time, had never been applied to traditional production.

Various problems arose; the machine opera-

tors at Sacmi would have to expand their

knowledge of mechanical design, a way

needed to be found to produce absolutely

identical pieces and, finally, more advanced

production methods (which would be useful

in the future) would have to be put into prac-

tice throughout the factory. Also during this

period... salaries were kept low - around 30

per cent lower than those earned at Cogne,

which was the plant founded in 1939 in Imola for arms production. How-

ever, thanks to its weapons production orders, the Cooperative was able to

obtain metals from the War Department which were not otherwise avail-

able and could be used for other jobs. In this way they were able, albeit in a1 Storia d�Italia, cronologia 1815-1990, pp. 477 and following pages.

The 1940s. A group of young factoryworkers.

63

limited manner, to keep up with the market in other areas of business�2.

In fact, the Board report regarding the balance sheet for 1940 tells

us that �the company has, as far as possible, been able to meet the high

demands determined by the situation in which the Nation currently finds

itself. Under the circumstances it has not been easy to adapt and we have

not yet fully adapted. However, we have succeeded in part and must con-

tinue to make changes, not only as far as technology and the factory�s equip-

ment is concerned, but also to create a new mentality whereby the share-

holders, as well as other staff, move away from conventional work methods.

These methods must be completely revised and re-organised. This needs to

be done not just to obtain better financial results, but also because each of

us has a duty to work and make sacrifices in order to contribute to the

Nation�s war effort (the capital letters are in the text of the minutes, author�s

note)�. Paris vaut bien une messe, �Paris could well do with a mass�, Henry IV

of France is said to have remarked when he converted from Protestantism

to Catholicism. For their part, the Cooperative�s auditors concluded the

meeting with even more emphatic words: �In closing this report we would

like to invite you to join us in sending our most heartfelt wishes to all our

Soldiers and, in particular our Comrades in Arms who, at this decisive

hour for the fortunes of our homeland, are fighting for a better place in the

world for our people�3. How pleased the shareholders must have been to

hear those words. The figures for the balance sheet were: SC 84.750 Lit.,

TO 1.585.373 Lit., NP 15.675 Lit., shareholders 13, employees 66. This was

the highest number of staff reached by the company since its foundation.

The Board of Directors was re-elected in the same form4.

These were difficult years, in all senses. �The new employees, all

extremely young and most recruited from the local industrial school, be-

came indispensable in order to institute the double and triple work shifts

2 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 242.3 SACMIAR, documents.4 Ibid.


64


and to operate the machine tools. The number of machine tools was in-

creased and their quality improved at this time. Working overtime had be-

come the norm. It was not unusual to work twelve hours a day, even for

shift-workers, in order to meet deadlines which were often brought forward

by the War Department. In 1942 the company chalked up a turnover of

2.703.709 Lit. which was the highest figure during that period. Share capi-

tal was brought up to 110.750 Lit. It was not always easy to maintain staffing

levels under the circumstances. Many young men were called up to fight in

the army and others, having acquired experience over a short period, moved

on to Cogne where they could earn higher wages. Some preferred to con-

tinue with their studies and were only able to do temporary or seasonal

work. The turnover of personnel was therefore high and certainly did not

help consolidate the staffing structure of the Cooperative5. The company

headquarters also represented a difficult problem. The workshop was small

and inadequate from a logistical point of view. All the shareholders knew it

and discussed it every day. A special meeting was held on 21 January 1942 at

which the shareholders decided to buy a piece of land to build new head-

quarters in Viale Marconi on the corner with Viale Pambera6. However, the

land was sold to somebody else the year after. This was partly because the

Cooperative had no money and the war was going badly but it was mainly

due to the fact that the ministers in question (the minister for Corporations

and the minister for Public Works) did not give the required authorisation.

The plans for new headquarters had already been drawn up by the architect

Romiti Peccato7.

Mussolini�s dictatorship fell due to a �palace plot�. It is written in

the Gospel that �all those who take up the sword, will die by the sword� (Mt

26, 52). Remember the lawyer Dino Grandi who went to Miceti at the

editorial office of the Lotta newspaper because he wanted to print a letter

5 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche.6 ANMI, notorial deeds, G. Alvisi,2 January 1942; SACMIAR,documents.7 ANMI, notorial deeds, G. Alvisi,28 July1943; SACMIAR, docu-ments.

65

challenging fascism? Now president of the Camera dei Fasci and the

Corporazioni, this man, in agreement with other members of the fascist hier-

archy, presented a motion to the Fascist Grand Council convoked in the

afternoon of 24 July 1943. They had lost all confidence in Mussolini and

asked for the king to take back all powers of decision, as stated in article 5 of

the statute of the kingdom. The motion obtained the majority of the votes.

It was 25 July when Mussolini had an audience with the king who told him

that he had been replaced by Marshal Pietro Badoglio. He was then arrested

as soon as he left the Villa Savoia. The whole of Italy rejoiced. The event was

celebrated in Imola where, during a mass demonstration on 27 July, Romeo

Galli, Silvio Alvisi, Egidio Lenci and others spoke to the large crowd from

the balcony of the Town Hall. The people also sang the praises of Badoglio

but he was to turn out to be a tough leader. He ordered a curfew to start at

nine in the evening and last until five in the morning. Only a small number

of political detainees were released - most came out of prison at the begin-

ning of August - as the new government feared popular uprisings. The po-

litical parties who were against Fascism were not officially authorised to re-

form. The Anglo-American forces had already landed in Sicily and their

aircraft were dropping bombs on the larger Italian cities. Destruction and

death followed. Italy�s ordeal had just begun8.

At 7:45 on the evening of 8 September 1943, Badoglio announced

on national radio that Italy had asked General Eisenhower, the commander-

in-chief of the allied Anglo-American forces, for an armistice and that the

request had been accepted. The Germans were incensed and stood their

ground. On the same day, 8 September, the allied forces landed at Salerno.

The government was panic-stricken and confusion, rather than the king,

reigned. The royal family, the prime minister, some other ministers and a

small group of generals fled Rome and sought refuge in Pescara. In Ortona8 BASSANI A., Via Quaini n. 13, pp.54 and 55.


66


they boarded an army corvette and reached Brindisi, where there were nei-

ther Germans nor British or American forces, with the intention of con-

tinuing the royal dynasty and government. In Rome and in other parts of

the country military leaders found themselves without orders. One unit of

the army, helped by civilians, put up a heroic fight at the Porta San Paolo in

Rome but were overpowered by the Germans. Other detachments in the

area also fought desperately against the Ger-

man soldiers. It was the beginning of the Re-

sistance. The troops defending Rome capitu-

lated and were disarmed and imprisoned by

the Germans. Senior officials no longer knew

what to do or who to follow. The soldiers, find-

ing themselves without orders, deserted. When

and where they could, they tried to reach their

homes - others took the road to the moun-

tains. They organised themselves into small

military bands and attempted to resist the Germans but it was an unequal

struggle - in fact a grossly unbalanced one. Mussolini was rescued by Hitler�s

parachutists at Campo Imperatore, Gran Sasso and taken to Hitler�s gen-

eral quarters. On Radio Munich Mussolini announced to the Italians that

the Republican Fascist Party and a new Republic had been founded in the

northern regions of Italy still occupied by the Germans. Mussolini came

back to Italy and formed a government which convened for the first time in

the Rocca delle Caminate castle. On 13 October 1943 Badoglio�s government

declared war against Hitler�s Germany. There were now two Italian states:

the legal one based in Brindisi and controlled by the allies and Mussolini�s

rebel one in the North (the �Italian Social Republic�) which was to support

the Germans to the bitter end. Meanwhile, partisan groups were being formed

1944. Imola, the entrance to theCooperativa Ceramica plant. Thephotograph shows craters formed by thebombs which fell in Via V. Veneto.(Cidra archive).

67

in the north of Italy which were made up of diverse political elements. Over

time it was to be the men of the PCI (Italian Communist Party) who would

prevail at the heart of these partisan groups. The partisan bands were built

up with the support of young men who refused to respond to their call-up

orders from Marshal Graziani - the war minister of Mussolini�s Republic

(referred to disparagingly as �the little republic�). It was also in the North

that the Committees of National Liberation (CLN) were formed. These

had a clear structure with different administrative levels and were linked to

the government in the south. Their task was to coordinate the struggle for

liberation and represent the political authority of unoccupied Italy (they

were made up of different anti-fascist parties). The Allies slowly advanced

from the south towards the north but were stopped at the �Gothic Line�

which ran, more or less, from Rimini to La Spezia. The front line kept

moving and then stopped in a position of stalemate where it remained dur-

ing a long war of attrition which lasted until the beginning of April, 1945 9.

At this time the Allies took up the advance again across the Apennines and

to the right-hand bank of the river Senio for the final offensive to liberate

Italy.

On 13 May 1944 Imola suffered its first air raid by the Anglo-Ameri-

can forces. Presumably the targets were military ones but unfortunately this

did not go according to plan. Cogne, where the grenades were made for

cannons, was not hit badly whereas the area north of the town suffered

serious damage. 53 people died and more than 100 were wounded. Several

civilian dwellings were hit by the bombs10. Sacmi, which had its factory in

the area to the south, fortunately escaped damage.

In cauda venenum, �the poison is in the tail� (of the scorpion, au-

thor�s note) according to a Latin proverb and it was true also for the events

which took place in Imola.

9 Storia d�Italia, cronologia 1815-1990, pp. 498 and following pages.10 BASSANI A., Via Quaini n. 13, pp.68 and 69.


68


Let us hear what Miceti has to say: �The front had come closer and,

in addition to the danger from air raids and grenades exploding, a German

command had established itself in the town and was making raids taking

anything they considered useful for their own needs. The Cooperative there-

fore proceeded to strip down their factory and hide the various machines,

equipment (some were from Cogne, author�s note) materials etc. while the

entire staff, including the shareholders, remained virtually unemployed.

During this period of standstill, which continued up until the Liberation,

the shareholders received money, provisions and other aid from the Coop-

erative...�11. Miceti also tells us: �...In October, 1944 Arrigo Casadio, myself

and others took it upon ourselves to put into safekeeping the various ma-

chines from the Cogne plant. These were kept by the Cooperativa Meccanici

until the end of the war when they were handed back.

Inside the Cooperativa Meccanici, of which I was man-

ager, the CLN had a secret base which was the central

meeting point for the messengers carrying orders and

distributing propaganda. At this base we had installed

a radio-receiver; the antenna was the high voltage power

line which the Germans had put out of service along

with the water and gas lines. At 2:00 pm every day we

were able to pick up the Allied command news bulletin and this informa-

tion was then circulated by the messengers...�. One morning, however, (2

April 1945) they had a surprise visit. German soldiers and Fascist �blackshirts�

were kicking down the door of a house owned by Sacmi in Via Framello.

They were shouting, hurling insults and attempting to break in. There were

Germans and blackshirts all over the place; the entire block - Via Framello,

Via Quaini, Viale Crispi, Via Castelfidardo - was surrounded. Tisì, the war-

den, immediately realised how dangerous the situation was and said that he11 SACMIAR, documents.

1944. Imola after bombing raids: thebuildings belonging to AMI in ViaMentana.(Cidra archive).

69

would open up straight away. Meanwhile Mina, the wife of the patriot Gino

Cornetti (known as �Verdi� in the Resistance), together with Giovanni

Bartoli, who was standing in for Miceti as manager,

succeeded in warning Ezio Serantoni, president of

the CLN, Cornetti (alias Verdi) and Nello Nonni.

At that moment all three men were at the Coopera-

tive for a meeting but they managed to make a dar-

ing escape. Mina quickly gathered up the CLN flag

and all the other little items, except for an electric

battery, which was to make the raiders suspicious.

Tisì opened the door and the Germans and Fascists

burst into the building. Bartoli failed to escape and was taken to the bar-

racks and made to take the battery with him. He did, however, manage to

hand his wallet to Tisì and ask him to tell his wife what had happened. The

raid did not produce the results hoped for by the Germans and blackshirts.

The men they had been looking for were no longer to be found but had

taken flight12. Bartoli was later released from the Rocca prison, just in time

to escape the killing which took place when prisoners were thrown down

the Becca well13. Miceti was arrested by the Germans on 14 March 1945, a

month before the Liberation, while writing his newspaper La Lotta. During

the weeks following his arrest Miceti lived a nightmare suffering from

�beatings and torture from the Fascists and Germans first in Imola at the

Rocca, then in Bologna in the prison of San Giovanni in Monte and

finally at the army artillery barracks�. In the end he was released14.

�With the fall of Fascism, after 8 September 1943, the anti-fascist

forces at the Cooperative were able to direct the young men at Sacmi to-

wards armed struggle. Many chose partisan war in the mountains - three

were never to return as their young lives were sacrificed fighting against the

12 MORINI L., ... per essere libere, Ed.Coop. Marabini, Imola 1981, pp.71 and 72.13 Testimony of Giorgio Bartoli,son of Giovanni.14 AA.VV., Imola Medaglia d�Oro,pp. 35 and following pages.

1945. The Becca family�s house andfruit handling plant.(Cidra archive).


70


Nazis and Fascists�. A memorial tablet to them was placed in the workers�

social centre of the plant in Via Provinciale Selice. On this tablet the names

of Marino Dalmonte, gold medal for military valour, Cesare Masetti and

Doriano Carletti are inscribed and they are names which are never to be

forgotten15. The gold medal was also awarded to Domenico Rivalta, one of

the most important leaders of Imola�s partisan movement, who was killed

and tortured by the Fascists along with another fifteen patri-

ots who were thrown into the �Becca well�. Viale Crispi,

where Sacmi had its second premises, was named after

Rivalta. Even Imola, many years later, was awarded the gold

medal for military valour for its partisan activity. The presi-

dent of the Republic, Francesco Cossiga, pinned the gold

medal to the banner of the Town Hall on 12 April 1986.

The reason behind the granting of this award was explained:

�Imola is steeped in popular and democratic traditions and

it was here that, immediately after 8 September 1943, an

active resistance movement emerged which produced the first

partisan groups in the mountains. Despite initial losses and severe reprisals

by the Nazis and Fascists, the people of Imola proudly continued their strug-

gle and, with blood shed even by their indomitable womenfolk, they re-

established peace and freedom and defended agriculture and industry in

their region. Units from the 36th Garibaldi brigade �A. Bianconcini� were a

continuous threat to the enemy and, during the Anglo-American offensive

against the Gothic Line, they handed over important strategical positions to

the Allies. When the front line reached Imola itself, the town suffered five

months of air and land bombardments, enemy oppression, deportations

and slaughter. On 14 April 1945 the Gap and Sap partisan brigades, having

garrisoned the town, handed it over to the Allies. Meanwhile, other young


Cogne, 1945. Recovering parts ofmachine tools.(Cidra archive).

71

men of Imola, fighting in the combat groups of the

new Italian army, �Cremona� and �Folgore�, contin-

ued the struggle right up until the liberation of north-

ern Italy. Imola, 8 September 1943 - 14 April 1945�16.

Following the Liberation, the CLN of Imola,

with the consent of the allied military governor, ap-

pointed a new town council. Giulio Miceti, the last

mayor elected on a democratic basis before the Fascists took power, was

appointed Mayor of Imola. For the days immediately following the Libera-

tion, while Miceti was still prisoner in Bologna, Mario Tarlazzi stood in as

mayor17.

The shareholders� meeting held on 30 August, 1945, in which the

Board gave a great deal of information about recent events and the running

of the company during the financial year of 1944, was the first meeting to

be held following the Liberation. Eight new shareholders were admitted,

one of whom was Miceti. At last the absurd rule which prevented those in

administrative positions from joining workers� cooperatives was abolished.

The new Board of Directors was made up of: Arrigo Casadio, President;

Ciro Gasparri and Renato Zappi, Directors. The Board of Auditors con-

sisted of: Gaetano Gambetti, Elio Pagani and Europe Cacciari (regular audi-

tors) with Antonio Garbesi and Gino Marani as substitute auditors18.

Other sources

MONTANELLI - CERVI M., Storia d�Italia.

GALASSI N., Imola dal fascismo alla liberazione 1930-1945.

GALASSI N., Partigiani nella linea Gotica, University Press, Bologna 1988.


GRANDI D., Il mio paese - Ricordi autobiografici, Il Mulino, Bologna 1985.

GINSBORG P., Storia d�Italia dal dopoguerra ad oggi, vol. I, Einaudi, Turin 1995.

16 AA.VV., Imola Medaglia d�Oro,p. 5.17 BASSANI A., Via Quaini n. 13, p.73.18 SACMIAR, Minutes books fromthe General and Board meetings.

Cogne in 1945 at the end of the war.(Cidra archive).


72


Production of pressesfor the ceramics industry starts up.

73

I

Production of presses starts up...

n Italy, at this time almost entirely liberated, the two governments led

by Ivanoe Bonomi were succeeded by that of Ferruccio Parri - one of

the leaders of the Resistance in the north of Italy and a member of

the Party of Action. This government, in a formation which reflected the

Committee of National Liberation, was made up of members of the Party

of Action (three), the Liberal party (three), the Christian Democrats (four),

the Italian Communist Party (three), the Partito Socialista Italiano di Unità

Proletaria (PSIUP) - socialists of the extreme left - (three), the Democratic

Labour party (three) and Admiral Raffaele De Courten. The capital and

the government were in Rome1.

As can well be imagined, resuming normal business after the war

was a difficult and slow process. This was pointed out in the Board�s an-

nual report which was read by Miceti. He highlighted the need to re-in-

stall the machines, get them operative again, re-organise everything and

generally put the company back on its feet and recover money owed to

them. It was extremely difficult and required a great deal of patience but

the members of Sacmi, these latter-day �Pilgrim Fathers� (bearers of free-

dom and hope)2 on board their Mayflower were now able to steer towards

open seas, although a great deal of effort was required to do this. Imola

was in ruins - there were no light, water, gas or electricity services. How

were they able to get by without these basic facilities? Fortunately the mem-

bers of Sacmi were sharp-witted and imaginative. Amongst other things,

1 Storia d�Italia, cronologia, p. 515.2 MORRISON S.E., COMMAGER H.S.,Storia degli Stati Uniti d�America, LaNuova Italia, Firenze 1961, vol. 1,pp. 59 and 60.

Opposite.Sacmi clutch presses installed at theCooperativa Ceramica in Imola.

74


they recovered an army power generator and ran it with a farm tractor -

and so the Mayflower sailed on3. �The Town Council, hospitals and many

private companies all turned to Sacmi when they needed work done as it

was the first company to start up operations. A great deal of work was

required to reconstruct the town due to the destruction caused by the war.

The workers of Sacmi were united in the huge efforts they made to satisfy

this need�4. Almost all those returning from the war, from prison or the

partisan struggle were taken on again. Even during the worst months of

German occupation, the workshop was never abandoned thanks to the

willing and courageous members of the company and above all to Arrigo

Casadio and Giovanni Bartoli5. Daily life at the time was characterised by

love and hate, poverty and generosity, sadness and joy. The young sang (or

rather hummed and whistled since they couldn�t speak English!) Blue moon,

Stardust, Begin the beguine. In the evening they went to dance at the railway

after-work social club, at �Stella di Rio� in Viale Dante or at the �Casetta

fra gli abeti� on Strada Montanara - they danced the boogie-woogie brought

over to Italy by the Americans. It was, however, somewhat risky for the

young to sneak off into the country for romantic trysts due to the danger

of mines exploding in the fields6.

The factories and public utilities in the north of

the city had been badly damaged during the last months

of the war. In particular, the Cooperativa Ceramica di Imola

had been entirely ruined by the Anglo-American bombs

and grenades. However, the workers of the ceramics coop-

erative did not lose their spirit. Instead they rolled up their

sleeves and started to clear away the debris, they put up

new buildings and tried to get their tile forming machines

3 SACMIAR, Minutes books fromthe General Meetings.4 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 243.5 SACMIAR, Minutes books fromthe General Meetings.6 BASSANI A., Caterina e altre storie,Galeati Editrice, Imola, 1979, pp.161 and 162.

1945. Entrance to the CooperativaCeramica di Imola after the front linehad passed through Imola.(Photo from the Ferlini Archive,Carlo Parenti collection).

75

up and running again. This was a huge job requiring elbow grease, back-

breaking work and an iron will. It was extremely important to get the

machines and, in particular, the presses working again. This task was given

to a company in Forlì but they kept delaying.

The ceramics company had an urgent need to

restart production and so they turned to the

Cooperativa Meccanici. In this way Sacmi discov-

ered the product that was to determine its fu-

ture. One thing led to another - from repairing

machines damaged during the war Sacmi real-

ised it could try to build a new machine bearing

the Sacmi trademark. The factory managers of

the Cooperativa Ceramica and Sacmi, Armando Savioli and Primo Ermanari

respectively (under the authorisation of each of their Boards of Directors)

met and reached an agreement. With Casadio and Ermanari leading the

project, Sacmi designed a new machine and succeeded in making a proto-

type of a clutch press with manual controls7. The result was good; �The

quality and quantity of tiles produced per hour was equal to other ma-

chines or even slightly higher as there were fewer stoppages. In addition,

the final cost of the machine was much lower and therefore required a

smaller investment by the purchaser�8. The result of machine testing was

positive but the press still needed to be perfected as it had been made

without adequate equipment and resources. Therefore the company bought

�important basic machine tools which had previously been lacking and

without which an efficient and economical product could not be ob-

tained�9. The problem of the company premises resurfaced - in order to

attempt their new business activity properly, more spacious and practical

buildings were an absolute necessity.

7 GALAVOTTI V., Dalla �bottega�all�industria, pp. 67 and 68.8 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 243.9 Ibid., p. 244.

The Cooperativa Ceramica di Imolabefore the beginning of the SecondWorld War.(Photo from the Ferlini Archive,Carlo Parenti collection).


76


1946 and the years immediately after were crucial years in the

history of Sacmi. On 24 April the people of Imola voted in the council

elections. For the first time in Italy�s history women were also allowed to

vote - universal suffrage had become a reality. On 9 May King Victor

Emanuel III abdicated in favour of his son and went into exile in Egypt.

Umberto II reigned only twenty-four days and so became known as the

�May king�. Following the elections for the constituent assembly, a refer-

endum was held to decide whether to retain the monarchy or become a

republic - voting took place on 2 June. The republic won with 54.3 per

cent of the vote (45 per cent had voted in favour of the monarchy). There

was however an appeal against the result of the referendum and several

protests took place. On 13 June Umberto II left Rome and went into exile

in Portugal. The prime minister, Alcide De Gasperi, took over the role of

�acting Head of State�. The constituent assembly began work on 25 June

and was chaired by Giuseppe Saragat of the PSIUP10.

There were changes to Sacmi�s company statute too. On 10 March

1946, at a special shareholders� meeting, certain modifications to the stat-

ute were approved with notary Gualtiero Alvisi present11. They started

with article 1 which was re-written to read �A cooperative company of

mechanics has been set up in Imola and named �Cooperativa Meccanici -

Imola - Cooperativa a Responsabilità Limitata� (a limited liability coopera-

tive company)�. Previously this article had read �A cooperative of mechan-

ics, the Società Anonima Cooperativa di Lavoro has been set up in Imola

and will take the name of �Cooperativa Meccanici�. The article stating the

objectives of the company (art. 3, previously art. 2) was added to. In addi-

tion to running one or more factories for constructing and repairing ma-

chines, taking on public and private work and general mechanical jobs at

the best market conditions, the Cooperative now aimed to develop its

10 Storia d�Italia, cronologia, pp. 521and 522.11 ANMI, Notarial deeds, G. Alvisi10 March 1946.

77

technology and equip itself with machinery which could ensure the most

efficient and economical production. Another objective was to contrib-

ute to the creation and development of organisations dedicated

to improving the health, quality of life and education of the work-

ing classes. It was proposed that all members of the Cooperative

would devote as much time and energy as possible to making a

significant contribution to the nation. The statute therefore re-

flected something of the new spirit and changes occurring in the

post-war period.

There was an innovation regarding the admission of new

shareholders. Article 4 stated: �Any person, man or woman, can

be admitted to the Cooperative, as long as he/she has the neces-

sary legal requirements, works as a mechanic or in a related field,

is known to be of good character, is between twenty-one and thirty-

six years old and has completed a period of training of at least

three years�. Here the struggle for equal rights between men and women

was anticipated by several decades. Another change was in article 5: �The

number of shareholders is limited in relation to the technological and

productive capacity of the Cooperative. Notwithstanding that stated in

article 4, those in administrative positions can become shareholders in

the Cooperative for as long as they work for the company�. It was like

saying: if we want the boat to sail well, we must keep the number of people

on board in check. Each share had a nominal value of one thousand Lit.

(previously it had been fifty Lit.) or a multiple of this figure. No one mem-

ber could possess shares worth more than 50,000 Lit.

As far as sharing out the profits was concerned, the old article 13

was replaced by the following (article 22): �The net earnings in the balance

sheet, that which remains after any cost, deductions, expenses, etc. will be

One of the first presses manufacturedby Sacmi for the CooperativaCeramica di Imola.


78


divided as follows: a) 20% to the ordinary reserve fund; b) 50 % to the

extraordinary reserve fund; c) 30% for mutual aid purposes (houses for

members, training courses, study grants) and

other purposes according to the decisions taken

at the General Meetings�.

Article 33, regarding the Board of Direc-

tors was also changed: �The Board of Directors

consists of five members and, at its first meeting,

elects the president and vice-president. The mem-

bers of the Board should pay their subscription

dues and should not be close relatives (to within

the fourth level of kinship). The members of the

Board remain in their position for a period of

three years and can be re-elected at the end of

this term. They receive no payment for their serv-

ices except for an award in recognition of their

presence at the meetings and an allowance from

time to time for special tasks. The board mem-

bers are exempt from paying caution money�. The

auditors� mandate lasts three years and they re-

ceive annual remuneration. A Board of Arbitra-

tors is set up (previously it was the auditors who

also performed the role of arbitrators). There were various other less im-

portant changes to the statute as well.

At the same meeting, during the routine part, the president,

Casadio, gave his report for the troubled financial year of 1945. He in-

formed the meeting of the disasters of the last months of the war, how the

company had picked up since the Liberation and the prospects for the

79

immediate future. The new Board of Directors was elected which, at its

first sitting, appointed the following people to the various positions: Arrigo

Casadio, President; Ciro Gasparri, Vice-President, Renato Zappi, Giovanni

Ferri and Tiepolo Castaldi, Directors. The results shown by the balance

sheet were: SC 296,750 Lit., TO 1,816,016 Lit., NP 42,631 Lit., share-

holders 21 and employees 3012.

The next year (approval of the balance sheet for 1946) the Direc-

tors� report was a little more encouraging, but not much. The following

are extracts from the report: �Production is slow to pick up and the

management feels the effects of this strongly... The factory is efficient,

there is no lack of work... There has been no development... Production

has been shaky... The manufacture of cleaning machines for oranges has

been extremely limited because our customers have also found them-

selves in difficulty and unable to export their products (citrus fruits,

author�s note)... The factory has mainly concentrated on repair work which

has ensured continuous employment for our workers. It is, however,

clear that this market (cleaning machines, author�s note) is contracting

and we therefore need to focus on developing other types of machines

(obviously they were thinking of tile presses and machines producing

crown caps, author�s note) which will enable the company not just to

survive but also to prosper...�.

Commenting on the balance sheet for 1947, the Board of Direc-

tors underlined the difficult economic situation in Italy which was hitting

the mechanical industry particularly hard. The price-wage spiral was mak-

ing itself felt. Major industrial concerns were being supported by the State

but medium and small-sized businesses were left to fend for themselves.

The high cost of living was one in a long list of problems. The question of

finding new premises could not be put off any longer. The shareholders12 SACMIAR, Minutes books fromthe General and Board meetings.

The press assembly bay.


80


offered their time, energy and money to solve this problem. The results

for this year were: SC 746,750 Lit., TO 24,328,810 Lit., NP 171,197 Lit.,

shareholders 29, employees 4213.

The Second World War had finished but the Cold War had just

begun and was no less dangerous than actual war because its basis was the

nuclear deterrent. At Yalta (February 1945) the so-called �Big Three� lead-

ers made arrangements to divide Germany and Eastern Europe up into

occupation zones. In time, Europe became divided into two �empires�

separated by a line dubbed �the Iron Curtain� by Churchill. On one side

there was the area under Soviet control, including its satellite states, and

on the other the sector under the influence of the Western Allies and in

particular the United States - later to unite as Nato allies. For Italy the

question was - which sphere of influence would we fall under? Geographi-

cally we were in the West but ideologically the left-wing (Communists and

some Socialists) were sympathetic to the other side. Following a trip to the

USA, Alcide De Gasperi and his government stepped down and another

was formed (third government) which lasted until May.

Meanwhile the constituent assembly elected Umberto Terracini

of the PCI (Italian Communist Party) as its president (8 February 1947)

and a peace treaty was signed with the allies in Paris (10 February). The

Constituent Assembly, which had elected Enrico De Nicola as acting head

of state (28 June 1946), voted to keep him in this position on 26 June

1947. Francesco Saverio Nitti attempted to form a new government but

failed. Vittorio Emanuele Orlando tried the same thing but his govern-

ment lasted one day only. It was then the turn of De Gasperi who set up

his fourth government on 31 May 1947. This government was made up of

Christian Democrats, Liberals, the Republican (as he was later to declare13 SACMIAR, Minutes books fromthe General meetings.

81

himself) Carlo Sforza and the independent Cesare

Merzagora. The Communists and Socialists were kept out.

Italy started to receive American economic help

by entering the European Recovery Program (ERP), bet-

ter known as the Marshall Plan.

On 27 December 1947 the acting head of state

proclaimed the Constitution of the Italian Republic which

took effect on 1 January 1948. On 11 May the two Houses

of Parliament met and elected the first President of the

Republic: the economist and professor Luigi Einaudi of

the PLI (Italian Liberal Party)14.

When predicting disaster and ruin, nineteenth

century Italians coined the phrase �viene il quarantotto�

(�the forty-eight is coming�) in reference to1848 - a dra-

matic and turbulent year in their history. The expression passed into every-

day language and, in particular, the terminology of military strategy. 1948

also turned out to be a critical point and moment of unrest in the social

history of Italy. On 14 July a right-wing madman, Antonio Pallante, from

Catania, shot Palmiro Togliatti several times at point-blank range. Togliatti

was the general secretary of the Communist Party and leader of the oppo-

sition. Further disturbances occurred when the trade unions (CGIL and

the Camere del Lavoro) declared an extended general strike. In some cities

and regions of Italy these protests took the form of rebellions against the

State. This was the case in Imola where the police where consigned to

barracks and people in the town were armed and forming road blocks.

On 15 July Giulio Cavulli, a young tailor, was killed in his workshop. He

had failed to keep to the strike as he needed to finish a suit for a customer14 Storia d�Italia, cronologia, pp. 527and following pages.

Drawing of a ceramics press.


82


who was getting married. A former Major of the carabinieri was also heav-

ily beaten. Then the strike was called off. The aforementioned Togliatti

and Giuseppe Di Vittorio, the general secretary of CGIL, negotiated to

reach a peaceful solution to the strike which, being tainted with revolu-

tionary streaks, was not acceptable to either of them. However the unrest

had led to the deaths of sixteen people (some sources claim that fourteen

died) with two hundred and six injured. Trade union solidarity had been

split in two15.

Sacmi continued production. Acting

on the decisions made by the shareholders and

with the necessary documentation from the

notary Gualtiero Alvisi, the Cooperative com-

pleted the purchase of 4,400 sq. meters of new

land on 5 October 1948. The land, located in

Viale De Amicis, was to be used to build new

premises for the company headquarters and

factory designed by Europe Cacciari. Thus,

after a long struggle, an important goal had

finally been reached16.

On 18 November a special sharehold-

ers� meeting was held in order to make fur-

ther amendments to the company statute. The

meeting was attended by Gualtiero Alvisi. Par-

ticularly interesting is the change made to ar-

ticle 4 regarding the admission of sharehold-

ers. The new article read �Ex-servicemen, par-

15 BASSANI A., Cinquant�anni di Acli -Come nascono i Sindacati liberi aImola, at editing stage.16 SACMIAR, Minutes books fromthe General meetings; ANMI,Notarial deeds, G. Alvisi 5October 1948.

83

tisans and other war veterans will have priority in being admitted to the

Cooperative, as long as they possess the necessary legal requirements, work

as a mechanic or in a related field, are known to be of good character and

are between twenty-one and forty years old�. Correspondingly, article 5

continues: �The number of shareholders is limited in relation to the tech-

nological and productive capacity of the Cooperative. Notwithstanding

that stated in article 4, technicians and those in administration can be

admitted to become shareholders of the Cooperative but they should never

exceed 4 per cent of the total shareholders in number�. And the women?

It would seem that they were left out this time and the statutory regula-

tions do not consider them. In fact this is misleading. The women were

not being deliberately ignored but there were others with more pressing

needs at the time - the ex-servicemen, war veterans and partisans. The

attainment of equal rights between men and women - or equal opportuni-

ties as it is euphemistically called - was to be a long uphill struggle. Strangely

apprentices are no longer mentioned either - the position of apprentice

Outings organised for shareholders andworkers strengthened and reflectedcompany unity.


84


was similar to a preliminary stage before being

admitted as a fully-fledged colleague and mem-

ber of the company. Later on we will see how

this matter was resolved. It was further stated

that no single shareholder could possess more

than 250.000 Lit. worth of shares.

Article 33 was also amended: �The Board

of Directors consists of five members and at its

first meeting elects the president and vice-presi-

dent... The Board members remain in their post for two years and can be

re-elected...�. The previous length of the mandate was therefore re-estab-

lished. The fact that the mandate is short is clearly meant to reinforce the

democratic principle of alternating the holders of the various posts. The

other changes made are not particularly significant17.

At the General Meeting which approved the 1948 balance sheet

(held on 12 March 1949) an important decision was made regarding pen-

sions. The decision was later upheld with a few modifications at the meet-

ing on 11 September 1951. The company agreed to make a supplementary

payment of INPS - this was an affirmation of one of Sacmi�s basic princi-

ples which had its inspiration and origin in the company statute18. Giulio

Miceti wrote: �Immediately after the war the company statute was modi-

fied and certain important new regulations regarding social welfare were

added which placed Sacmi at the forefront of the cooperative movement

as far as its provisions for welfare were concerned. The Board went on to

make various other provisions; accident and sickness indemnities were

increased, as were retirement pensions. In order to set up the funds neces-

sary to finance this assistance, a small portion of the wage-packet was held

back and supplemented with contributions from the Company�. Later on

17 SACMIAR, Minutes books fromthe General meetings; ANMI,Notarial deeds, G. Alvisi 18November 1948.18 SACMIAR, Minutes books fromthe General meetings.

7 August 1948. Trip to Lake Garda.

85

still �various pieces of land were bought to use for building housing for

the members of the Cooperative creating, in case of need, a cooperative

called �Il Focolare� (The Home). This was a mutual aid initiative which

aimed to provide the members of the company with modern housing fi-

nanced by means of the payment of a sum of rent to be set aside and used

(together with contributions from the Cooperative) to build other apart-

ments...�19.

At the same meeting, which had met to approve the balance sheet

(SC 1,561,000 Lit., TO 35,790,470 Lit., NP 534,739 Lit.), the Board of

Directors was re-elected. The new formation of the Board was as follows:

Ciro Gasparri, President; Aurelio Mingotti, Vice-President; Arrigo Casadio,

Doriano Golinelli and Tiepolo Castaldi, Directors. The auditors were also

elected: Amedeo Tabanelli, Gaetano Gambetti and Elio Pagani. The sub-

stitute auditors remained unchanged20.

Other sources

GALASSI N., La Cooperazione imolese dalle origini ai nostri giorni (1859-1967) con aggiornamento finoal 1986.


GINSBORG P., Storia d�Italia dal dopoguerra ad oggi.

TURONE S., Storia del sindacalismo in Italia dal 1943 al crollo del comunismo, Laterza, Bari 1992.

19 SACMIAR, G. Miceti document.20 SACMIAR, Minutes books fromthe General and Board meetings.


86


At Sacmi�s third headquarters,in Viale De Amicis, production increases.The machines for crown caps maketheir first appearance.

87

T

At Sacmi�s third headquarters...

here was now a brand-new company headquarters. The machines

were started up at the beginning of January 1949. There was much

more room for the workers to move about in and to install larger

machines. Sergio Beltrandi explains that, once again, the members of the

Cooperative displayed their solidarity and commitment to the company.

Shareholders and apprentices alike worked for months in order to excavate

and level the ground on which the new factory was to be built - even work-

ing overtime. �The old headquarters was abandoned and later sold as an

area suitable for building. It held memories of twenty-four years of anti-

fascist struggle and hard work for meagre wages but also of great satisfac-

tion, both for the shareholders and employees, those still with the company

and those who had left. It was also a testament to the spirit of unity and

solidarity - principles embodied in the statute of the Cooperative. They had

won their battle�1.

The satisfaction of having achieved their goal shone through, in a

modest way, in the report of the Board of Directors which accompanied the

balance sheet of 1949. The report says that the company�s goal had been

achieved by following a strict economic policy along the lines of Quintino

Sella�s policies of the previous century. The increase in assets had led to a

reduction in the debt which could be further lightened and brought back to

normal levels only if the efforts to keep a tight check on expenses were

continued. All this, obviously, as long as the offers of work kept coming and

the members of the company remained as willing as ever. Turnover reached


Opposite.The headquarters in Viale De Amicis.

88


62 million Lit. but the net profit was very small (just 31,850 Lit.). Share

capital was 1,681,000 Lit. There were 32 shareholders and 52 employees so

the staff of Sacmi had risen to 84. At this point it was possible to consider

putting into action a plan to trade overseas which would enable the Coop-

erative to compete, albeit on a modest scale, with rival companies.

The comment on the balance sheet for the next year remains sub-

dued in tone. Profits, however, had risen to 1,092,858 Lit. The report was

read by Miceti who underlined the company�s most urgent needs. These

included the need to modernise the plants, to build up a complete stock of

equipment and tools (as this was still insufficient), to better integrate the

various workplaces in order to improve organisation and efficiency and,

finally, to increase production by actively seeking out new sources of work.

In 1950, however, production had actually increased notably despite the

fact that the price of metals had gone up. The Board of Directors was re-

elected. Ciro Gasparri, as president, and Aurelio Mingotti, as vice-president,

remained �at the helm of the Mayflower�2.

An ugly chapter in the history of Italy involved an incident which

took place on 9 January 1950: �In Modena six workers were killed by the

police during a trade union demonstration. This episode provoked much

outrage throughout the country and was seen as the culmination of the

repression brought about by the Minister of the Interior, Mario Scelba�3.

The widespread economic concerns of these times is evident in the

comment on the balance sheet of 1951. An extract from the report reads:

�Although not negative, the results should give us pause for thought and

lead us to consider taking the necessary steps to better organise the finances

of the company�. The fact that the overall economic situation of the coun-

try at the time was unfavourable was also underlined. The Cooperative still

found itself ill-equipped to deal with the growing demands of modern tech-

2 SACMIAR, Minutes books fromthe General and Board meetings.3 Storia d�Italia, cronologia, p. 542.

89

nology. They needed to overcome this problem in order to face

the future but their various financial commitments had reached

danger levels.

The Board of Auditors was re-elected. Amedeo Tabanelli,

the mayor of Imola and auditor of the Cooperative, had passed

away suddenly. The General Meeting remembered and

mourned his loss. The new auditors were: Elio Pagani (Audi-

tor General), who replaced Tabanelli, as well as Gino Marani

and Gaetano Gambetti. Anselmo Minganti and Antonio Garbesi

were elected as substitute auditors. The Board of Arbitrators consisted of:

Count Ignazio Codronchi Torelli (head of the Board), Pietro Tarabusi and

Renzo Masolini. The results were as follows: SC 1,731,000 Lit., TO

99,331,834 Lit., NP 1,149,859 Lit., shareholders 35, employees 584.

The new headquarters were much more convenient and had a more

practical layout. Thanks to this, plus the fact that new equipment was pur-

chased, the company was able to build on and complete its research and

development of presses for ceramic tiles. Soon they were able to apply the

first mechanical systems to the presses which would eventually lead to full

automation.

Another important event occurred in 1949. Sergio Beltrandi tells

us: �A manufacturer of crown caps from Bologna came to one of Sacmi�s

technicians to propose a plan to design and manufacture a semi-automatic

multi-punch press which could make full use of the sheet metal currently

available on the market. At that time high production presses only existed

in the USA, where the crown cap had been invented. However, in America

they used sheet metal of a different size and with a prohibitive cost which

was not suitable for the Italian and European market... They began to gather

together all the various technical experts who could provide useful informa-4 SACMIAR, Minutes books fromthe General meetings.

Grinding wheel for internal use -manufactured by Sacmi.


90


tion: knowledge of the product, the die-sets used up until then and the

characteristics of the presses. They even extended their research into Ger-

many. All the data collected led to the conclusion that the industry lacked a

specialised high-production machine and the designs would therefore have

to fulfil this requirement. The project began, partly theoretical and partly

practical, with the development of a prototype of

the 15-punch press capable of an hourly produc-

tion rate of 85,000 caps. The subsequent tests and

modifications lasted more than two years until a reli-

able machine was obtained which gave Sacmi a prod-

uct with which it could conquer the national and,

gradually, the overseas markets. By this time it was

becoming clear what were to be the two principal lines

of production (without abandoning the manufacture

of machines for citrus fruits, author�s note). However it

was also obvious that the paths chosen could not be left

halfway - the market made it necessary to see the choices

made (regarding the direction manufacture should take) through to the

end. Otherwise the consequence would be a steep decline in business.

As regards the ceramics sector, in addition to continuing to perfect

the presses, Sacmi had to begin to think about making them automated.

They began to manufacture other machines which were needed for the pro-

duction of tiles: drum mills, the first glazing machines, fettling belts and die-

sets. In the crown caps field, if Sacmi wanted to stay in the market, they

would have to complete the manufacturing cycle of caps and be able to

apply the cork and foil seal automatically. In order to reach a better under-

standing of the technology suitable for production, the engineering man-

ager (Arrigo Casadio, author�s note) was sent to the USA. Here he was able to

Sacmi�s first crown cap press.

91

see for himself the methods em-

ployed by some American factories

so that they could be adapted for use

by Sacmi. Thanks to this informa-

tion, as well as the acquisition of

some Italian patents, the Coopera-

tive was able to design and manu-

facture successful glueing and foil

applicator machines. These were

automatic high production ma-

chines and were essential to complet-

ing the crown cap manufacturing process. The prospect of work was no

longer uncertain thanks to the decisions made during this period: turnover

gradually increased..., income was good, the straitened circumstances of the

past had at last been overcome. Profits were always re-invested in the com-

pany. In this way it was possible to self-finance the purchase of new ma-

chines and more practical equipment and to fund new research. The con-

tinuing expansion of the market, not just in terms of increasing demand

but also in extended trading area, posed new managerial problems and, in

particular, highlighted the shortage of specialized personnel. These machines,

which were being sent thousands of kilometres away, needed to be set up by

trained and expert staff with the independence and authority to make deci-

sions. In addition to installing and inspecting the machines properly, Sacmi

needed to follow this up by providing technical support and service...�5.

�Meanwhile Italy was changing. Among these changes, even more

important than the creation of new production structures, the passage from

agriculture to manufacturing industry and services, mass production and

its effects on everyday life, was, in my opinion, the steady flow of migration

5 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,pp. 244 and 245.

Tile glazing machine.


92


which involved millions of human beings in a very few years. The South was

transformed as the emigrants left and the North changed as the immigrants

arrived. They came, in particular, to the North-West which became the domi-

nant triangle of activity in those years - Piedmont, Liguria, Lombardy... The

economic �miracle� of Italy, measured by the economic concepts of produc-

tivity and employment, got under way. The situation can also be interpreted

differently though. Not everybody was caught up in this development - this

�culture of consumer durables�. There were temptations which would soon

prove to be completely unrealistic and premature. These were temptations

which arose even in the trade unions - realistic organisations almost by defi-

nition...�6.

The growth of per capita income exceeded the increase in con-

sumption. This leap in development (especially during the second half of

the Fifties) was mainly due to Italy�s growing integration in the world

economy and originated both in the increase in investment and increase

in exports. The latter went from 6.1 percent of the gross national product

in 1952 to 9.9 percent in 1957. In 1963 the figure was to reach 15.2 per-

cent. On an international level, Italian products - the famous Made in Italy

label - would become highly competitive due largely to technical moderni-

sation and to the cost of labour, which was considerably lower than the

European average7.

At the General Meeting held on 7 March 1953 (balance sheet for

1952) the Board of Directors was re-elected and consisted of Aurelio Mingotti,

Enea Cremi, Ciro Gasparri, Doriano Golinelli and Amleto Scomparcini.

The positions were assigned at the first Board meeting: Ciro Gasparri, Presi-

dent; Aurelio Mingotti, Vice-President8.

In Imola, however, the community and trade unions were perturbed

- which would seem at first glance a contradiction. There was a great deal of

6 FOA V., Questo Novecento, pp. 261and 262.7 Storia d�Italia, cronologia, p. 546.8 SACMIAR, Minutes books fromthe General and Board meetings.

Quality control instrument for testingcap tightness.

93

tension both in the agricultural sector and in indus-

try. Permanent scars were left by the after-effects of

the events of 1948 and by the international politi-

cal situation. The latter was still dominated by the

cold war which �heated up� in certain places and at

certain times - for example; in Korea in 1950. Dur-

ing the period from September 1949 - October 1953

more than one hundred and sixty staff, including

managers, engineers, clerks and factory workers,

were laid off at the state-owned company Cogne (some of these were later

taken on again). The reasons behind the job losses were political. Some of

these workers were employed by Sacmi. Others began small businesses in

the mechanical field which, in general, gradually established themselves and

progressed9.

The Annual Reports and balance sheets themselves provide an ac-

curate reflection of the situation year by year. In 1952 it was stated that

production had increased by 12 percent (which was no small amount, au-

thor�s note). It can also be seen that there was a considerable lack of interest

in the machines for fruit. The market displayed this clearly. The reasons for

this? The company had not set about researching the possibility of manufac-

turing new machines and adapting to the requirements of the exporters

adequately. The problem had to be resolved immediately. On the other

hand, the market for tiles had developed considerably and the Cooperative

picked up a good amount of business in this area. The results for 1953 were

also good. Production showed a leap forward of 53.65 percent compared to

the previous year. �We have reached one of our targets� - said Miceti, who

read the report, - �but we must maintain our current position and this will

not be easy... There is a lot of discussion on a national level about small and9 CIDRA, newspaper and periodi-cal library.

ITC 18 glueing machine for crowncaps.


94


medium scale industry. It is often pointed out that

these type of companies are the very nerve center of

the Italian industrial productive economy. However,

in reality, no efficient measures have been taken nor

support given to sustain these important businesses

while, in an illogical and disproportionate manner,

such provisions have been made for large industry.

Clearly this has put smaller companies at a disad-

vantage - they are forced to make sacrifices on a daily

basis in order to limit expenditure in their struggle

against the competition. These small companies have

to fight on two fronts; price and quality and very

often they have no choice but to give up. The coop-

erative companies should and could receive greater

support. They do not demand privileges or advanta-

geous positions over other companies but simply ask

for recognition and a thorough examination of their needs...�. The report

regarding the financial year of 1954 did not much differ from the general

patterns noted in 1953. The results which give some clear indications of the

situation were: SC 1,319,000 Lit. in 1953 and 1954, TO 175,429,542 Lit.

(1953) and 321,411,777 Lit. (1954), NP 3,348,787 Lit. (1953) and 4,297,338

Lit. (1954), shareholders 32 (1953) and 33 (1954), employees 76 in 1953

and 92 in 195410.

We shall leave Sacmi for a moment to mention a unique event

which took place at this time - the birth, on 3 January 1954, of Italian

television. It was incorporated into RAI (the name in full was Radiotelevisione

Italiana). The previous RAI, a state-controlled body called Radio Audizioni

Italia (1944) and daughter company of EIAR (Ente Italiano Audizioni

10 SACMIAR, Minutes books fromthe General meetings anddocuments.

Close-up showing the glueing machinefor applying the cork discs.

95

Radiofoniche) had been established in 1928 as an off-shoot of URI (Unione

Radiofonica Italiana, 1924)11. Was television a true conquest of technology

and communication? Certainly it was. Without a doubt. However it could

also be dangerous if not regulated properly. People would realise over time

how this instrument is able to condition our ways of thinking and living

and how political powers can make use of public and commercial television

as they please. The necessity for regulation to keep a check on these powers

was to become essential.

Let us return to the Cooperative. Elections were held at the Gen-

eral Meeting on 27 March 1955 and the company positions were assigned

as follows at the first meeting of the Board: Amleto Scomparcini, Presi-

dent; Aurelio Mingotti, Vice-President; Ciro Gasparri, Nerino Gambetti

and Rino Marani, Directors. Auditors: Elio Pagani, Auditor General; Gino

Marani and Armando Sarti (who was to remain auditor for more than

forty years) were chosen as regular auditors with Anselmo Minganti and

Natale Pratella as substitutes. Arbitrators: Count Ignazio Codronchi Torelli,

Pietro Tarabusi and Aldo Pelliconi12. The thirty-fifth anniversary of the

establishment of the Cooperative was celebrated on 2 December, 1954.

The day was treated as a bank holiday and the staff paid accordingly. The

Board of Directors decided to reward all the shareholders and employees

with modest bonuses13.

The wind filled the sails and the ship went forth.

Other sources

GALASSI N., La Cooperazione imolese.

GINSBORG P., Storia d�Italia dal dopoguerra ad oggi.

CASTRANOVO V. - PARIS R., Storia d�Italia.

11 Enciclopedia Zanichelli (Edigeo),Zanichelli, Bologna 1995, p. 1495,under the heading �RAI�.12 SACMIAR, Minutes books fromthe General and Board meetings.13 SACMIAR, Minutes books fromthe Board meetings.


96


Miceti leaves the management.Sacmi continues to grow.

97

O

Miceti leaves the management...

n 29 December 1954, Ezio Vanoni presented a plan to the Cabi-

net for the development of the economy over a ten-year period.

(Previously Vanoni had been the minister responsible for bring-

ing about the fiscal reform of 1951 to make an annual declaration of in-

come). This was the first time in Italy that a long-term plan had been made.

In 1955 the Fiat 600 came out and this led to a general growth in consumer

durables. A year later Piaggio manufactured its millionth example of a Vespa

scooter. In 1955 Giovanni Gronchi of the Christian Democrats was elected

president of the Republic (succeeding Luigi Einaudi) and Italy was admitted

to the UNO (14 December 1955)1.

Sacmi, likened in this book to the �Mayflower� ship which set sail

from England for the American lands of Virginia with the �Pilgrim Fathers�

on board, was at this time sailing with a good wind.

During the General Meeting on 6 April 1956 the balance for the

financial year of 1955 was discussed. The company president, Scomparcini,

announced with justified satisfaction that �our company has not only main-

tained its position as regards production, finances and assets but has achieved

further progress in each sector... The basic aims which the Board of Directors

proposes should be targeted for 1956 are the following: 1) better technical

and administrative organisation; 2) improvement of the equipment; 3) re-

duction in costs; 4) increase in exports...�. The figures given in the balance

sheet show a clear trend: SC 5,312,000 Lit., TO 314,862,696 Lit., NP

5,025,399 Lit.1 Storia d�Italia, cronologia, pp. 568-573.

The Fiat 600 - one of the signs ofeconomic development in the 1950s.

98


The year after, when the balance sheet for 1956 was approved, the

trend was confirmed. Turnover reached the sum of 331,652,209 Lit. and the

net profit was 5,163,605 Lit. The elections for the various positions were

held with the result that Aurelio Mingotti became president with Ciro Gasparri

as vice-president.

At the General Meeting held to discuss the balance sheet and ap-

prove the results of the financial year of 1957 the manager, Miceti, informed

the shareholders that in May 1958 he would reach sixty-five years of age and

therefore, in accordance with the company statute, his membership of the

Cooperative would come to an end, as would his responsibili-

ties as company manager2. In fact, Giulio Miceti handed in his

resignation as a shareholder and employee of the company to

take effect from 16 May 1958. He continued to work during the

period of notice as laid down by the national workers� contract.

In addition, he could still be called upon as a business consult-

ant for an indeterminate amount of time. A great name left the

scene. He was a very charismatic person (this is an adjective which

is perhaps overused today but here I use it to express the true

value and charm of this man). Miceti certainly had the qualities

of a leader - he had great ability as a manager and was authoritative, persua-

sive and attractive to the clients. Later we will see another man who shared

the same qualities, although he was different in other ways - Aldo Villa. Miceti,

however, was the father of the Cooperative and would have given his life-

blood for the company.

Let us see what happened at the General Meeting of 8 April 1958 at

which the balance sheet for 1957 was the subject of discussion. The Direc-

tors� report related, amongst other things, that: �...The vitality of the com-

pany is revealed not only by various economical and financial factors but can2 SACMIAR, Minutes books fromthe General and Board meetings.

Giulio Miceti, on the right.

99

also be seen from the constant increase in its produc-

tive activity. Once again the productive indicators are

favourable this year. On the other hand, the economic

results have not improved in direct proportion... The

Cooperative�s main field of business is in the ceramics

industry. Currently it is this sector which, if not in cri-

sis, is undergoing considerable changes�. The report

drew the attention of the shareholders to the need to

improve these machines (for the ceramics industry, author�s note) and, if pos-

sible, build new more efficient ones because this department urgently needed

to reduce production costs. The report continued that the installation of the

crown cap machines had to be kept under stricter control. The installation of

the machines for cleaning oranges was, however, going well. In the course of

the financial year fifty of these machines had been manufactured but these

too needed improvement. The results were: TO 390,535,035 Lit., NP

5,900,518 Lit. The Board of Auditors was elected with Elio Pagani as Auditor

General, Gino Marani and Armando Sarti as regular auditors and Rino

Minganti and Andrea Bandini as substitute auditors. The arbitrators remained

the same3.

On 15 March 1957 a special shareholder�s meeting was called. The

presence of the notary Appio Alvisi indicated immediately that the reason

for the meeting was to make changes to the company statute. Article 4 was

changed: the little mystery regarding apprentices, who were not mentioned

when the previous changes were made (18 November 1948), is uncovered.

Apprentices are considered in the text of the new regulation which reads:

�Any person can be admitted to the Cooperative who possesses the necessary

legal requirements, works as a mechanic, is known to be of good character

and is between twenty-four and forty years old. In addition they must have 3 Ibid.

The Sacmi stand at the 32nd MilanTrade Fair.


102


been employed by the Cooperative for no less than five years and have given

proof of their ability, reliability and cooperative spirit. Age must be calcu-

lated on the basis of the calendar year in which the General Meeting to

discuss the balance takes place�. The �homo sacmensis� was required to dem-

onstrate particular skills during a fairly long period of training. Sacmi, quite

rightly, was cautious in this regard. If it hadn�t demanded these requirements

for admission right from the beginning the company would not be what it is

today. Article 7 also changed. It was on the basis of this article that the Board

of Directors proposed the admission of an applicant, once he had fulfilled

the requirements, as a shareholder who could attend the General Meetings.

The applicant became a full member of the Cooperative if he was accepted at

the meeting by a vote of 50 percent + 1 and the decision could not be over-

turned. Article 22, regarding the division of profits, was also changed. The

approved regulation was as follows: �The net profit resulting from the bal-

ance, i.e. that which remains after all expenses and other financial obliga-

tions of the Cooperative have been deducted, will be distributed as follows:

20 percent to the ordinary reserve fund; 20 percent to the extraordinary

reserve fund; 60 percent for mutual aid (member housing, training schools,

study grants and other purposes according to the decisions made at the Gen-

eral Meeting). Throughout the company�s life the distribution of the reserve

funds among shareholders is forbidden�. Article 44 was re-written in these

terms �The task of the arbitrators is to settle any disputes which might arise

between the Company and shareholders or among the shareholders in a

conciliatory manner. A shareholder has the right of recourse, if not satisfied

with the decision, to the judicial authorities�. Various other small changes

were made to the statute4.

An extremely important national and European event deserves to be

remembered. On 25 March 1957 the treaty which gave rise to the European4 ANMI, Notarial deeds, A. Alvisidated 15 March 1957.

Cork disc glueing machine(18,000 caps per hour).

103

Common Market was signed in Rome. Known in its abbreviated form as the

E.C.M., this later became the European Economic Community, or E.E.C. It

marked the first move to bring together six of the most important nations of

Europe (Belgium, France, Italy, Luxembourg, the Netherlands and the Fed-

eral Republic of Germany). In 1973 Denmark, Britain and Ireland joined

the E.E.C., as did Greece in 1981, followed by Spain and Portugal in 1986

and Austria, Finland and Sweden in 1994. This makes the number of mem-

ber nations today fifteen. �From 8 April 1965 the E.E.C. incorporated the

E.C.S.C. (European Coal and Steel Community) and EURATOM (Euro-

pean Atomic Energy Community). The initial objective of the E.E.C. was to

create a wide market throughout which people, raw materials, products, the

workforce and capital could circulate freely. The treaty which founded the

Community established the abolition of customs duties between the partici-

pating countries and lifted restrictions on imports and exports. Furthermore,

it set down principles for adopting customs duties for countries outside the

European Community and for following common economic policies. The

main institutions of the E.E.C. include: the Commission (the executive body),

which resides permanently in Brussels; the Council of Ministers, which con-

venes periodically; the European Parliament, which is elected every five years

with universal suffrage; the Court of Justice and the Auditor�s Department.

In 1986 the Single European Act was signed. This made alterations to the

founding treaty of the E.E.C. and provided for the complete integration of

the European markets by 1993 with the abolition of internal customs. On 10

December 1991 (Treaty of Maastricht) a plan for political unity was laid out.

This made provisions for the adoption of a common foreign and defence

policy as well as integration of the electoral and justice systems. Finally a plan

was set out for monetary union - for total economic integration with the

establishment of a central European bank and the adoption of a single cur-


104


rency, the Euro. As a result the E.E.C. has assumed the name of European

Union�5. Perhaps, in the first decades of the next century we will see the birth

of a United States of Europe on a federal basis.

Sergio Beltrandi (who has been a little like my Virgil during my jour-

ney through the life of Sacmi) writes: �The expansion of the markets, how-

ever, caused a problem as the organisation of the company was not suitably

adapted to cope with it (for now the E.C.M. did not have much impact,

author�s note). Because of the manner in which the Cooperative had started

up and the way it had developed, a clear management structure had not been

put in place up to that time. Managerial responsibilities were assigned in a

fairly haphazard way (and this continued for some time, although to a lesser

extent). This was extremely limiting but can be explained by the fact that the

men who had determined the development of the company were mainly self-

taught and were expected to have a wide range of practical skills. For this

reason, administration of the company and business management were one

and the same thing. The management of the engineering department, which

consisted of several draftsmen, was mixed up with the management of sales

and the factory floor. The factory manager also dealt with purchasing, per-

sonnel management, customer relations, after-sales service etc... The entry

into the company of specialized workers coming from other more organised

companies and possessing wider experience in the manufacturing industry

made Sacmi�s staff aware of the changes that were taking place elsewhere.

They realised the need to take on outside personnel who would help im-

prove the organisation of the company and increase know-how... In 1958 the

first fully qualified engineer (Aldo Villa, author�s note) came into the Coopera-

tive as an employee and was given the responsibility of building up a sales

office (he was later to become the top manager in the company). The engi-

neering department was strengthened with the employment of an experi-

1950s. Glaze mixer.

5 Enciclopedia Zanichelli (Edigeo),pp. 363 and 364; BASSANI A., Centoanni della Cooperativa Ortolani diImola, Grafiche Galeati, Imola1993, pp. 84 and 103-105.

105

enced designer and an electronics engineer was employed to re-

search and develop a Sacmi brand control system...�6.

In the Directors� report presented to the sharehold-

ers for the financial year of 1958 (General Meeting on 5 April

1959) concern was expressed about the American economic

recession which was beginning to show very worrying signs.

Nevertheless, data provided by ISTAT (Central Statistics Insti-

tute), whilst not concealing these first warning signs, gave some more

positive indications. Then there was the new European Common Market.

What changes would this bring in the near future? �In particular� - the report

says - �the abolishment of customs duties which will take place when the

E.C.M. comes into full force will lead to the breaking down of all other

protective barriers. Industry will have to make preparations to fight the battle

for price and quality. In other words manufacturing companies will have to

organise themselves better in order to keep production costs down and, at

the same time, make a greater effort to provide their products with ever more

modern and efficient technical and technological features�. The effects of

market integration had not yet been felt at the Cooperative but exports ac-

counted for 26 percent of the company�s annual production and this amount

needed to increase in order to obtain favourable results. At this time the

market for the construction industry had weakened with consequent nega-

tive effects on the ceramics sector. It should be remembered that, as far as the

ceramics division was concerned (note that the district of Sassuolo was heav-

ily involved, author�s note) the manufacture of presses reached 68 percent of

total production. As for other types of production the percentages are as

follows: machines for handling fruit constituted 13 percent of total produc-

tion, the crown cap machines 12 percent, repairs and other machines 7 per-

cent. At this time the Cooperative acquired 1200 sq.m of land which would

6 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,pp. 248 and 249.

1950s. �Bassina�: machine forpolishing sweets.


106


enable the factory to be expanded. Work was also under way to raise the

building to include offices so that the engineering department and the of-

fices of the factory managers could be better arranged. As previously men-

tioned, a qualified engineer had been employed in order to deal with sales

and the company was considering hiring another one to work in the engi-

neering department. The Board of Directors was re-elected and the positions

assigned according to the usual procedures: Aurelio Mingotti, President; Rino

Marani, Vice-President; Pietro Gildeni, Sanzio Cavalli and Roberto Sgubbi,

Directors7.

In the report regarding the next financial year (1959 - General Meet-

ing held on 29 April 1960) it can be seen that the uncertainties of the previ-

ous year had dissolved into an acceptable status quo, even if, during the sec-

ond half of the financial year, certain factors had put the company�s busi-

ness, technical and organisational capabilities to the test. �New competitors,

manufacturers of machines for the ceramics industry, forced us to revise our

plans and equip our presses with new automatic control devices - something

which required a great deal of work from our technicians. At the moment we

can say with justifiable pride that the work we have done has produced its

just rewards and we are now able to face the competition on an equal basis...

Due to the shrinkage of the home market it has been necessary to make

provisions to set up a new sales network. We have looked for premises in

Milan to set up an overseas sales office and have increased the number of our

representatives abroad...�. On the subject of increasing productivity, the re-

port gave some details: the company had expanded the offices (a mention of

which had been made in the previous report), new technicians had been

employed, provisions had been made to expand the factory floor and new

machines had been purchased. In order to compensate for the decreased

demand in the ceramics field, production of the crown cap machines was7 SACMIAR, Minutes books fromthe General and Board meetings.

Machine for the production of tailor�schalk.

107

8 Ibid.

stepped up. Production relating to �ceramics� had gone from 68 percent

(1958) of total production to 53 percent (1959). The production of crown

cap machines went up from 12 to 34 percent whereas that of the machines

for handling fruit decreased from 13 to 7 percent. The production of various

other machines and repairs remained stable (there was a slight decrease from

7 to 6 percent). Exports accounted for 35 percent of company production

against 26 percent for the previous year (more products were sold to overseas

markets than the Italian one, author�s note). In 1958 the net profit was 4,549,993

Lit. and in 1959 it was 3,490,784 Lit. Share capital went from 5,642,000 Lit.

to 6,282,000 Lit. Towards the end of the Fifties, after Miceti had left the

company, the managerial staff of Sacmi consisted of: Arrigo Casadio, Head

Engineer; Marino Remondini, Administrative Manager, (joined Sacmi in

1955) and Aldo Villa, Sales Manager (joined the company in 1958)8.

What can be said about these men of Sacmi? That they were truly

great men? That they could see into the future? That they were good man-

agers? That they manufactured and sold machines with the maximum of

integrity? I believe that the answer to all these questions is yes. Sacmi

retained a sense of its origins and its ethical values and gave importance to

keeping its word. �My word is worth ten signatures on a bill of exchange�

my grandfather Paolino used to say. The traditions of the nineteenth cen-

tury were carried on - strong values, values which did not waver over time

or change with the fashion. Another twenty years had passed by. Sacmi

had been operating for forty years and had grown into a well-established

and mature company.

Other sources



KOGAN N., Storia politica dell�Italia repubblicana, Laterza, Rome/Bari 1990.

Mixer for use in the food industry(heated).


108


The �Economic Miracle�.Land is purchased for new premises- the present-day headquarters.

109

T

The �Economic Miracle�...

he Italian �Economic Miracle� was now fully under way and

would continue for at least another few years. The upward trend

in the economy reached a peak after which it took a downward

turn. In the first years of the decade a substantial increase in income was

recorded but this was followed by price and wage fluctuation. �Between

1959 and 1962 workers, who now found themselves in a better position

in terms of their contracts and who were in almost full employment, ob-

tained the first significant wage increases�. However the good times did

not last long. In 1962 inflationary trends began to be felt, the balance of

trade (imports versus exports) showed a worrying gap and we entered a

period of recession. Banks restricted credit and industry was hit hard.

Investments fell and unemployment rose. Between 1966 and 1968 there

was a slight upswing (in fact the word �ripresina�, meaning �upswing�,

was brought into usage at this time - an optimistic word that we use, per-

haps, to placate our fears).

On a social and political level 1960 was a crucial year. In March,

Fernando Tambroni became prime minister thanks to the decisive sup-

port of the extreme right-wing Italian Social Movement. The members of

this movement decided to hold a national congress in Genoa but the anti-

fascist city rebelled against the idea. The situation quickly became tense

and the congress did not take place. Protests and strikes broke out all over

the country. �In Reggio Emilia, on 7 July, a tragedy occurred when the

police shot straight... at demonstrators. Five men fell to the ground, they

Opposite.Tiles leaving a press.

Penetrometer: instrument to check thedegree of hardness of unfired tiles.

110


were five factory workers�. There was also public disorder in Sicily and

police intervened - �a young boy, Salvatore Novembre, was killed in Catania

and there were three victims of violence in Palermo�. Tambroni resigned.

In 1968 students held demonstrations in town squares all over Italy pro-

testing about the fact that the school system had remained unchanged

while the rest of society developed1. But I am going too fast. Let us look at

what happened in more detail and keep to events which had a direct in-

fluence on the history of Sacmi.

Good things were happening at the Cooperative. The premises

were adapted, wherever possible, to meet ever-changing requirements. New

machines were purchased and installations improved. Exports rose to 43

percent of production. At the General Meeting on 26 March 1961, which

was called to approve the balance sheet for 1960, the new management,

Board of Auditors and the Arbitrators were elected. The directors were:

Rino Marani, Aurelio Mingotti, Sanzio Cavalli, Pietro Gildeni and Roberto

Sgubbi. The Board of Directors appointed Aurelio Mingotti as president

and Rino Marani as vice-president2.

On 14 October 1960 the shareholders were called to a special

meeting to make some changes to the company statute with notary Appio

Alvisi present. Article 1 was changed to read: �A Cooperative Company of

mechanics has been established in Imola. It is called S.A.C.M.I. - Cooperativa

Meccanici Imola Società Cooperativa a Responsabilità Limitata�. The name

could also be used commercially in its abbreviated form �S.A.C.M.I.�.

Article 2 was also changed. The text became: �The Cooperative has its

registered headquarters in Imola and has been set up to operate until 31

December 2000�. Article 4 was also subject to a substantial change. The

new text was as follows: �Any person can be admitted to the Cooperative,

who possesses the necessary legal requirements and the person: a) works

1 Storia d�Italia, cronologia, pp. 60and following pages; MAFAI M., Ilsorpasso, Mondadori, Milan 1997,pp. 87 and following pages.2 SACMIAR, Minutes books fromthe General and Board meetings.

Mixer screen.

111

as a mechanic (in the Italian text reference is always made to practising the

�arte meccanica� to imply that the concept of work is an expression of

human creativity and not merely the means to a make a living, author�s

note); b) is known to be of good character; c) has reached at least 21 years

of age but is no more than forty in the calendar year in which he is admit-

ted; d) has been employed by the Cooperative for no less than five years

and has proved to be able, reliable and to share the spirit of cooperation�.

Article 22, regarding division of profits, was formulated as follows: �The

net profit resulting from the balance, i.e. that which remains after all ex-

penses and other financial obligations of the Cooperative have been de-

ducted, will be distributed as follows: between 20 and 40 percent to the

ordinary reserve fund; between 20 and 40 percent to the extraordinary

reserve fund; between 20 and 60 percent for mutual aid (member hous-

ing, training schools, study grants and other purposes according to the

decisions made at the General Meeting). The division of profits will be

decided at the Annual General Meetings. The distribution of the reserve

funds among shareholders is forbidden for the entire duration of the com-

pany�3.

�At the end of 1960� - writes Beltrandi - �Sacmi designed and

manufactured a new 220 ton press. It was presented at the Milan Trade

Exhibition in April 1961. This machine allowed four 15 × 15 tiles to be

pressed simultaneously. The design of this simple reliable machine owed

much to recent experience and new technology. It was electronically-con-

trolled and made use of new semi-automatic mechanisms. It had immedi-

ate technical and commercial success - orders arrived almost straight away

and not just from Sassuolo (the area where Sacmi sold most of its ma-

chines, author�s note) but also from abroad. This machine was one of Sacmi�s

greatest successes. The company was to produce another two thousand of3 ANMI, Notarial deeds, A. Alvisi,dated 14 October 1960.

Mixer for use in the chemical industry(vacuum operated).


112


them - maintaining their high standards of efficiency and adapting and

modifying them where necessary. The management, strengthened by new

engineers and divided according to business sectors, then took care of

launching the new machine onto the market... This encouraged the com-

pany to gradually extend its designs and production to include other ma-

chines in order to complete the ceramic production cycle - a prelude to

the decision to supply turnkey plants which would come a few years

later...�4. All this caused a bouleversement (I use the French word because

perhaps it best renders the idea of the extent of the changes). These changes,

which took place day by day, placed more and more pressure on the inter-

nal organisation of the factory to utilise every last square metre of space

available and to better organise the plants, the engineering department,

warehouses and so forth. In short, the company premises in Viale De

Amicis 81 were no longer sufficient.

The balance sheets for 1961 and 1962 indicated excellent results.

The report regarding 1961 noted that the fi-

nancial year had shown steady success for the

machines both in the crown cap and ceramics

sectors. Sacmi became a shareholder in Fatmi

Española S.A. which manufactured machines

for ceramics companies and which would later

become a source of considerable problems. The

report regarding the balance sheet for 1962

highlighted the fact that �customers of both

the cap and ceramics machines, as well as those from less important sec-

tors... have shown that they consider our products to be good quality and

have high regard for our productive organisation... This achievement re-

quired a substantial investment of resources and capital. We therefore feel

4 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 249 and 250; SACMI Seventyfifth75.

Fatmi Española S.A.

113

it is our duty� - added the directors - �to extend our

warmest thanks to the banks which have provided

such solid support (in fact debts to banks amounted

to a total of 374,013,129 Lit. which, considering both

the potential and the assets of the company, was a

relatively modest sum, author�s note) for our busi-

ness... The Board of Directors has indicated the ur-

gency to set up a Design Department which is not

yet in full swing but has nevertheless started work on a number of designs

for new machines. Among these we should mention the hydraulic press

which has now been entirely constructed and is currently undergoing test-

ing. The automatic sheet feeder for the crown cap presses is at design

stage. This unit should complete the machine and thus meet a require-

ment which we have known needed attention for several years now... Our

plans� - the managers informed the shareholders - �also include involving

Sacmi in the design of complete systems for handling fruit...�5.

The figures shown in the balance sheet gave further evidence of

the progress of the company. At the General Meeting on 24 March 1963

(regarding the balance sheet for 1962) the elections for the various com-

pany positions took place in the usual way. The Board of Directors: Aurelio

Mingotti, President; Rino Marani, Vice-President; Pietro Gildeni, Roberto

Sgubbi and Sanzio Cavalli, Directors6. Share capital, turnover and net

earnings each amounted to sums over six figures - another important goal

had been reached. Great figures thanks to great machines!

On 26 February 1963 the president of Sacmi, Aurelio Mingotti,

(authorized by the Board) bought a piece of land on behalf of the com-

pany. The land was bought from Vincenzo and Giovanni Vannini and

covered an area of 4 hectares. It had no buildings on it, was free from any

5 SACMIAR, Minutes books fromthe General and Board meetings.6 Ibid.

Fatmi Española machine operators atwork.


116


binding arrangements and was located in Via Provinciale

Selice within the town of Imola. It was bought for the

sum of 15,000,000 Lit.7.

Business and, in particular, overseas trade

was flourishing in these years. The man be-

hind this was Aldo Villa. Although he had

only recently joined Sacmi, Villa managed

the sales branch of the company with par-

ticular enthusiasm. He was not only a dy-

namic manager but also one who had an excel-

lent way of dealing with clients, had good business

instincts and was decisive. Furthermore he was tireless in his work - he

travelled all over the world from one market area to another to install

Sacmi�s machines. He ushered in a new era at Sacmi. Like Giulio Miceti,

he also possessed great charisma. They were two very different characters

but they were two model homines sacmenses - the company always came first

for them.

At this time the Board of Directors realised that the expense of

contracting out certain jobs was becoming a financial burden. For this

reason, having weighed up all the pros and cons, it decided (22 July 1963)

to set up a new company with links to the Cooperative (although work is

still farmed out to others and represents a significant source of income for

Imola). So it was that Sacmi acquired a holding in A. Miglioli SpA with its

plant in Sassuolo.

The vice-president, Rino Marani, was entrusted with acting on

behalf of Sacmi to set up this company whose purpose was to manufac-

ture electronic, hydraulic and mechanical equipment. Marani was author-

ized to take part in the establishment of the company, to acquire 51 per7 ANMI, Notarial deeds, A. Alvisi,dated 26 February 1963.

Centrifugal jaw crusher.

117

cent of the entire share capital, to approve the company statute, to ap-

point the Board of Directors and Board of Auditors and to approve any

other action considered necessary.

The company later became Sacmi Sassuolo on 29 April 1985 and

the Cooperative�s holding was to reach 99 percent of the share capital.

The production rate of complete die-sets for ceramics is currently over

four hundred a year. The wide range of products offers plenty of scope for

choice: die-sets with standard punches, mirror-finished die-sets, those de-

signed to produce special workpieces, with upper knockouts as well as

isostatic punches (patented by Sacmi) which reduce shape defects on the

fired tiles. Sacmi Sassuolo became an Italian leader in the ceramic tiles

market. The company also dealt with the distribution of spare parts through-

out the country8.

It is usually said that markets are subject to periodic slumps. At

this time a crisis had appeared and this is evidenced in the Board�s re-

port of 22 March 1964 when the balance sheet for 1963 was analysed

and approved. The effects of the recession are shown extremely clearly

at Sacmi. The increase in production was equal to 47 percent in 1961

and 66 percent in 1962. In 1963 it was only 16 percent. This was a

considerable step backwards. The decrease mainly concerned the manu-

facture of machines for ceramics. The national economic situation was

unsteady as the rise in the cost of living led to trade union demands for

higher wages. Certain decisions taken by the company between 10 May

and 20 July 1963 had cut into its income - for example, several new

engineers had been taken on to strengthen the technical and sales staff

of the Cooperative. The Board of Directors was nevertheless convinced

that it was making all the right decisions in order to overcome the crisis.

The situation did not improve over the next financial year (1964). Sales

8 SACMIAR, Minutes books fromthe General and Board meetings;SACMI Seventyfifth 75, p. 52;SACMI, 1996 Annual Report.

Die-set for ceramic mosaic pieces.


118


of Sacmi machines on the national market were patchy. The overseas

market accounted for 50 percent of production. The decision to

strengthen the technical and sales side of the business proved to be a

wise one and Sacmi was thus able to avoid worse damage to its income.

In the end the problems perhaps did more good than harm as every-

body could now see more clearly that Sacmi needed to extend its hold

on overseas markets.

The members of Sacmi had an extraordinary way of operating.

When signs of a crisis were in the air (and demonstrated by the facts) what

does the Board of Directors do? It decides to make a large financial invest-

ment by buying new land for the �big� headquarters! Intuition, foresight

or good fortune? Perhaps all three.

The indicators for the two financial years were as follows: (1963)

SC 18,500,000 Lit., TO 2,206,575,155 Lit., NP 17,359,130 Lit. (1964)

SC 19,750,000 Lit., TO 2,025,750,627 Lit., NP 8,651,939 Lit., sharehold-

ers 79, workforce 237. The names of the new directors were: Aurelio

Mingotti, President; Rino Marani, Vice-President; Rino Morini, Enrico

Spisni and Sanzio Cavalli, Directors9.

In May 1964 the Board of Directors began making plans to build

the new headquarters and approved the design drawn up by Aldo

Dall�Osso. Aldo�s son Tullio continued his father�s work and took charge

of construction. Preparations were made to obtain planning permission

from the Council. The contract for the building work was given to the

Cooperativa Muratori (Builders� Cooperative) of Imola (first and second lot

and additional building work). Obviously a great deal of money was needed

in order to complete a project of this size. The work was mainly financed

by the Banca Centrale di Credito Popolare - Centrobanca - di Milano and the

Special Credit Department at the Cooperazione della Banca Nazionale del9 SACMIAR, Minutes books fromthe General and Board meetings.

119

Lavoro. The lines of credit with local banks were also extended to meet

further needs.

On 23 December 1966, as a result of a resolution passed by the

Board of Directors, Mingotti (the president) pointed out that �the new

offices in via Provinciale Selice 17/A in Imola will be completed towards

the end of 1967� and this meant that from 31 January 1967 all the techni-

cal, administrative and sales departments would be moved to the new

premises. This relocation even included the company headquarters10. Most

of the machines had already been moved during the summer of 1966.

The new complex was situated in the industrial area of the town.

The via Selice was built by the Romans in the second century B.C. when

they divided up the land and laid out the road sys-

tem in the area of Imola. The name Silex leads us

to suppose that the road was paved (selciata) even

in those times. On the left-hand side, as one trav-

els north, there was a canal used by barges. The

road and the canal joined at �Caput Silicis� which

is now Conselice. This town was, for many centu-

ries, Imola�s main port and an important local trad-

ing centre as, in those times, the venetian lagoon

extended as far as Caput Silicis11.

On 3rd April 1965, the Board of Directors took an important

decision - with the approval of the Board of Auditors, the Cooperative set

up Sacmi Impianti Società per Azioni. This new company had its registered

headquarters in Via Ugo Bassi, 21 in Bologna (with a branch office in

Milan) and was an engineering and trading company manufacturing sys-

tems for ceramics production. The purpose of the company was to �buy

and sell all types of machines and systems as well as their disassembled

10 Ibid.11 REGINI R., Urbanistica etoponomastica storica di Imola, Cassadi Risparmio di Imola, Imola1962, pp. 167 and 168.

Conveyor curve for handling tiles,premises in Viale De Amicis.


120


parts and, in particular, those for the ceramics industry, to act as business

agents and operate as importers and exporters. The company is set up to

operate until 30 June 2010�.

The vice-president, Rino Marani, was authorized �to buy up a

holding in this company equal to 55 percent of the entire shareholder�s

capital which is fixed at 45 million Lit., to appoint the Board of Directors

and Board of Auditors as well as agree upon and approve every other

covenant, clause and condition which might be required in order to set

up the company�12.

Sacmi�s holding increased over the next few years until it reached

a 99.13 percent share. Setting up Sacmi Impianti SpA (whose main office

was, as previously mentioned, in

Milan) proved to be a driving force

behind the rapid and vigorous

expansion of overseas trade. Sacmi

Impianti was the most important

trading company in the Group. It

strengthened its own sales network

by opening new offices in areas of

potential interest. One example was

the new office in Fiorano Modenese which was established in order to

follow developments in the Sassuolo market more closely. This office was

also to take responsibility for providing customers with quotations and to

build up the divisions making systems for tableware, sanitary ware and

extrudates. In addition to the office in Fiorano Modenese, near Modena,

another branch was set up in 1996 - Sacmi Singapore Jakarta Branch which

offered after-sales service to customers in Indonesia13.

At the General Meeting in 1965 Illio Zani was elected as substi-

12 SACMIAR, Minutes books fromthe General and Board meetings.13 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,pp. 250 and following pages;SACMI, 1996 Annual Report, pp. 13and 14.

Imola, 15 October 1967.Inauguration of the plant in ViaSelice, with bishop Aldo Gobbi and theMember of Parliament, AngeloSalizzoni.

121

tute auditor taking over from Benito

Benati who had become an employee of

the Cooperative. Benati was appointed

segretario amministrativo starting from 30

June 196514. Benati later became direttore

amministrativo (Administrative Manager)

and remained in this position for thirty

years up until the end of 1995. At this

time he became Supervising Manager for

the Sacmi Group until he retired on 31

March 1998.

Meanwhile, the Cold War continued and reached a crisis point.

In fact it developed into full-blown war marked by the shedding of blood,

slaughter and inhuman violence. On 7 August 1964 the USA intervened

in the Vietnam war by sending in its own forces. This war (characterised

mostly by guerrilla warfare) was a struggle between the Democratic Re-

public of Vietnam, with its capital in Hanoi, which lay to the North of

the 17th parallel and was under Communist influence and, on the other

side, the Republic of Vietnam whose capital was Saigon and which was

under first French and then American influence. It was a long and bloody

war which only began to draw to an end on 27 January 1973 when the

Americans agreed to a gradual withdrawal of troops from the South of

the country15.

Let us go back to the story of Sacmi. The men and women of

Sacmi were always concerned that their Magna Carta should reflect soci-

ety, which is obviously constantly changing. A special meeting was there-

fore held on 15 February 1966 in order to re-assess the company statute.

Article 3 was added to with a new paragraph reading: �(The company

14 SACMIAR, Minutes books fromthe General and Board meetings.15 Enciclopedia Zanichelli (Edigeo)pp. 1988 and 1989.

The day of the inauguration of the newheadquarters in Via Provinciale Selice.


122


aims to) acquire holdings in other companies both in Italy and abroad

whose business may be useful to further the aims of the company, pro-

vided that they involve limited responsibility to the

subscribed share. In order to reach its objectives,

the Cooperative undertakes to fully equip its facto-

ries and to put in place an efficient technical, ad-

ministrative and commercial organisational struc-

ture�. I shall quote Article 4 (which deals with ad-

mission of shareholders) in full as substantial

changes were made. The text reads: �Any person

can be admitted to be shareholder in the Coopera-

tive who possesses the necessary legal requirements and the person: a) is

known to be of good character; b) has reached at least 24 years of age

when the Board deliberates his admission but is no more than forty on

1st January of the year in which he requests admission; c) has been em-

ployed by the Cooperative for no less than five consecutive years and has

proved to be able, reliable and to share the spirit of cooperation; d) has

shown, according to his age, the technical and practical ability required

for the job. The skills may have been acquired at a specialized technical

school or through equivalent training or from a period of apprenticeship.

Otherwise he must have executed all tasks involved in the job perfectly�.

Even article 5 was modified: �The number of shareholders is limited ac-

cording to the technical and productive capacity of the Cooperative. Not-

withstanding that stated in article 4, shareholders, including technicians

and those in administration, can be admitted in accordance with current

laws�. The following articles were also updated. Article 6 - �Applicants

may present their request for admission in the calendar year in which they

reach 24 years of age or when they have completed five years as employees

A pilot plant set up for spray-driedproduct.

123

of the Cooperative before 28th February during the period running from 30

April to 31 October (modification made on 28 November 1968, author�s

note). Requests for admission as a shareholder should be accompanied by

a police record�. Article 7 - �After examining whether the applicant matches

up to requirements, the Board of Directors will make a decision about

whether he/she should be admitted. A majority of the members of the

Board need to be in favour in order for a shareholder to be admitted. The

decision of the Board is irrevocable and no conditions can be laid down�.

The power to admit a new shareholder therefore passed from the General

Meeting to the Board of Directors in order to comply with a directive in

the Civil Code. The first paragraph of Article 32 (regarding the Board of

Directors) was changed in the following way: �The Board of Directors is

made up of five members and elects the president and vice-president at its

first meeting�. Previously the vice-president had been known as consigliere

delegato and this was now changed to vice presidente. The mandates of the

Board of Auditors and Board of Arbitrators were to last three years, as

before. The new text of the statute also carried other small changes which

I will not go into here16.

Another special meeting to discuss the statute was held on 28

November 1968. In fact the purpose of this meeting was to make a few

adjustments to the text approved on 15 February 1966. One particularly

interesting modification was that made to article 32 regarding the Board

of Directors. At the end of this article the following clause was added:

�Members of the Company who are heads of the engineering or sales

departments or who are administration or production managers may not

be elected as members of the Board of Directors. If they are elected as

such they must decline the position�17.

The work to complete the construction of the new company head-

16 ANMI, Notarial deeds, A. Alvisi,dated 15 February 1966.17 Ibid. Notarial deeds, A. Alvisi,dated 28 November 1968.

A special cap with a tab for openingby hand without the need for a bottleopener.


126


quarters continued a while longer. Seven new prefabricated factory build-

ings were built - the cost financed with loans. The office building was

raised. More land was needed and therefore purchased in order to com-

plete construction.

Meanwhile the national ceramics market began to pick up again

and the company�s income increased. This was extremely good for the

Cooperative as it had made huge investments and had to pay large amounts

of interest to the banks which had granted loans.

A look at the balance sheets for the last years of the decade gives

us a clear picture. Net profit showed this pattern: (1966) 11,357,978 Lit.,

(1967) 21,147,863 Lit., (1968) 47,263,337 Lit., (1969) 76,044,965 Lit. In

1969 elections were held again for the various company positions: Aurelio

Mingotti, President (Board of Directors of 31 March 1969); Rino Marani,

Vice President (Board of Directors of 31 March 1969); Pietro Gildeni,

Rino Morini and Nerio Cavina, Directors. Cavina later resigned from the

job and was replaced by Giorgio Penazzi. Board of Auditors: Elio Pagani,

Auditor General; Armando Sarti and Mauro Billi, regular auditors; Bruno

Manaresi and Illio Zani, substitute auditors. Armando Sarti, Company

Auditor, was the president of Sacmi Impianti SpA. There were 108 share-

holders in the Cooperative and a workforce of 302.

As a result of resolutions passed by the company bodies, Sacmi do

Brasil LTDA was set up on 24 June, 1969 with its main office in San Paolo,

Brazil. The share capital was later to be owned by Sacmi Imola (99%). The

company was formed in order to deal with after-sales service and to pro-

vide spare parts to customers in Brazil and some other countries in Latin

America18.

The student protests of the sixties were not yet over when unfore-

seen and disturbing incidents took place in Milan and Rome on 12 De-

18 SACMIAR, Minutes books fromthe General and Board meetingsand documents.

Clutch press: the first to be madeentirely at Sacmi(with electronic controller andhydraulic power unit).

127

Weigher and filler-box for clay.

cember 1969. A bomb exploded at a branch of the Banca

Nazionale dell�Agricoltura in Piazza Fontana in Milan during

opening hours. The attack left 17 dead and 88 injured.

Bombs also went off in Rome at the Banca Nazionale del

Lavoro in Via Veneto (16 injured) and at the tomb of the

Unknown Warrior19. It was the beginning of the �strategy

of tension� which was to lead to murder and terrorist activ-

ity for a further ten years. The various assaults against de-

fenceless citizens culminated in the horror of the bomb attack in Bolo-

gna�s main station (2nd August 1980 - 85 dead and 200 injured) and, in

the same year, the mysterious incident when an Itavia passenger aeroplane

was shot down in the sky over Ustica (81 dead). This was just one of many

unsolved mysteries in our country. These terrorist acts certainly had a

political undercurrent and were probably right-wing inspired with the ex-

ception, perhaps, of the shot-down plane. At the time people spoke (and

still do) about the suspected involvement of deviant elements within the

intelligence services. Who corrupted them?

Nobody knows who was really responsible for these crimes. What

was the objective? - to have a right-wing government filled with �hard�

men. This black spot in Italian history, which has an evil and frightening

aspect about it, remains alive in our minds as a warning for the future.

Imola was undisturbed by these violent events.

Other sources



KOGAN N., Storia politica dell�Italia repubblicana.

MAMMARELLA G., L�Italia contemporanea, 1943-1985, il Mulino, Bologna 1985.

19 Storia d�Italia, cronologia, pp. 665and following pages.


128


Every member of a cooperativeis an �entrepreneur�.The ups and downs of the market.Italy - a changed country.

129

A

Every member of a cooperative...

s a boy, my beloved Mechanics� Cooperative in Viale Crispi rep-

resented my whole world and my dreams. In the evening, when

the dusk turned in a moment from red to grey and became a

colour which was entre chien et loup, as the French say, I used to hear the

silvery voice of signorina Gea drift over the courtyard to me from a window

in the factory of the Cooperative. She sang �Vento, vento, portami via con

te/raggiungeremo insieme il firmamento/...� (Wind, wind, carry me away

with you/ together we will reach the stars...). I would look for my cat and

call out for him. Where was the wretch? No doubt he had crossed the court-

yard, scaled the wall and was looking for his mate in Sacmi�s grounds. He

had no fear of the white lights with their blue reflections which shone out

of the factory and struck the walls of our houses with bright flashes. But I

am talking about myself and must stop. A chronicler cannot talk about his

own personal experiences but should describe what he sees and feels about

others, revealing nothing of himself. You will forgive me for breaking this

rule. In those far-off years I had thousands of ideas in my head. I wanted to

travel and dreamt of flying in an aeroplane. I would never have imagined

that, one day, a company which is known throughout the world and is an

international leader in its market would rise out of that courtyard where my

lovestruck cat mooched about and from where the welders sent out their

flashes of blue and white light.

The Cooperativa Meccanici has never crumbled - it is made of iron. It

goes on and on and knows no boundaries nor distances. It is, today, a great

130


A ceramics press exhibited with greatsuccess at the Milan Trade Fair in1967.

company. But things were not always so rosy. The company was started

up almost as a bet and then, as time went on, and the game was seen

to be worth the candle, it joined in the race. In the beginning it was

little more than a small workshop. However it struggled on and, at

times, went against the trend as when, for example, it �planted itself

in the path of the fascist tank� so to speak. Sacmi won its fight and

went on to become a true industrial cooperative. Today it is a large

international concern run along cooperative lines. The cooperative

philosophy is embodied in the various clauses of the company stat-

ute. There were lean times and then there were richer times. Rain

and shine. Windy and calm seas. The ups and downs of life. There

were many storms but those at the helm of the Mayflower-Sacmi al-

ways had a firm wrist and a sharp eye. Running a cooperative is not easy.

The entrepreneurial spirit is to be found in any individual or group of peo-

ple who are prepared to risk their capital. In a cooperative there are many

�entrepreneurs� - each shareholder is one. But at the same time he is also a

worker in the company so it is as if he has a double identity. It is not always

simple to be two people in one. Sacmi�s company structure and organisa-

tion has always been based on a dialetical philosophy i.e. ideas are pro-

posed, compared and debated and it is this very method that is behind its

success. When dialectic is accompanied by the delegation of power to statu-

tory bodies and by discipline and respect for the hierarchy it is a principle

which, if used correctly, is essential in order to run a company properly.

1970 began well. On 20 May, following approval by the Chamber

of Deputies, the Senate of the Republic passed the workers� statute which

laid down standards for protecting the constitutional rights of factory work-

ers. Contrary to the Italian proverb, it is not always the case that in the

morning we can tell whether the day will be turn out to be fine. However,

131

Hydraulic press for the laboratory.

the old saying that �violence breeds violence� is quite true. The period of

the �strategy of tension� had just begun with the attack in Milan�s Piazza

Fontana and now extreme left-wing groups, utopians and revolutionaries -

in particular the Red Brigades - began their ill-fated policy against the State1.

These were clandestine groups whose aim was to disrupt and undermine

the institutions of the Republic. They included violent utopians who were

against parliament and all political parties, constitutional law and legiti-

mate authority. They attacked judges, journalists, university lecturers, gen-

erals, trade union leaders, company directors and politicians. In the end

they were defeated because the State and the political parties (including the

Communist party in opposition) closed in on them and stopped them.

However, during almost twenty years of Red Brigade activity, great men -

such as Aldo Moro, president of the Christian Democrats and five times

prime minister - were assassinated.

On an economic front, the decade was characterised by muted

progress. The economic trend was marked by a series of fits and starts, ups

and downs. One year would go quite well and then the next badly. The

overall theme was one of discontinuity. The international monetary system

collapsed when the American president decided upon the inconvertibility

of the dollar and all industrialised countries began to feel strong inflation-

ary trends due to the petroleum crisis. However, a new period began for the

regulation of international exchange rates with the Bretton Woods agree-

ment. In Italy, on the one hand, wages went up but, on the other hand, so

did prices. The demand for consumer goods also grew and the logical result

was inflation. This led to a drop in investments and productivity and, in

turn, an increase in unemployment. In brief, it was a decade which saw one

surprising turn of events after another2.

Sacmi�s balance sheets for these years reflect the general economic

1 Storia d�Italia, cronologia, pp. 666and 668.2 Ibid. p. 670.


134


situation, albeit in a slightly toned down way. The balance sheet for 1970

was boosted by contingent assets due to capital gains relating to the sale of

the company premises in Viale De Amicis (25,362,431 Lit.). This windfall

was of considerable help. The overall result, measured in terms of net profit

(42,188,512 Lit.) - which is not always a certain indicator - decreased in

comparison with the previous year. On a national level the building indus-

try was in a slump period. The French are exactly right when they say quand

le bâtiment va, tout va (when building goes well, everything goes well). In this

case, the building industry was suffering and this had considerable effect on

many other sectors. Without doubt the ceramics sector was one of the first

hit. In 1970 the ceramics sector was virtually inert and the sale of Sacmi�s

ceramics machines could not escape the same fate. So much so that, in its

report presented at the General Meeting, the Board of Directors proposed

increasing manufacture of the machines for handling citrus fruits and those

for crown caps. As for overseas trade; this was something to be keenly pur-

sued as, if the company could expand export of its machines even further,

future balances ought to be protected against any surprises. The Board of

Directors began to explore the possibility of a joint management in order to

strengthen the way in which the company was run and make it more effi-

cient. The balance sheet for 1971 was even more disappointing than that for

1970. Net profit amounted to 34,968,412 Lit. The reason was the same: the

building industry was at a virtual standstill and, consequently, so too was

the ceramics sector. If you consider that approximately 80 percent of Sacmi�s

customer base was made up of those in the ceramics industry you can get

the full picture of the situation. Two client companies had actually closed

down and this obviously did not improve matters. The Board had made

arrangements to set up a reserve fund for bad debts with an initial sum of

40 million Lit. to be increased over the years. The Board was satisfied that

135

Early 1970s. Punching machine.

the Cooperative was being run properly pointing out, for example, that in

the current financial year sales figures were sound. Meanwhile the machines

were being improved and perfected. All the company personnel were pre-

pared to give their utmost and make full use of their energy and crea-

tiveness in order to cope with the failure of the Italian economy3.

In 1972 the national economy still showed signs of in-

stability. Sacmi�s balance sheet was not too bad but neither was

it entirely satisfactory (net profit 32,512,202 Lit.). Turnover in-

creased by 2.3 percent compared to 1971 but a more impressive

growth rate had been expected. There were many reasons why

expectations had not been fulfilled but the company had done

everything within its power.

We know that the Cooperative made use of small work-

shops in Imola and its hinterland particularly when there was too

much work to be handled internally. The Board of Directors felt it

was necessary to change the occasional basis of this arrangement. It believed

that the small and medium-sized businesses should become permanent col-

laborators. Work could be contracted out to them on a medium-term basis

to manufacture machines, complete assemblies or even individual parts but

in a much better planned and organised manner than previously. This was

one way in which to resolve the company�s problems but there were also

other courses of action to be taken. Productivity needed to be improved by

investing in resources, personnel and methods. The primary objective re-

mained that of increasing sales, in particular in overseas markets, and the

business strategy of the Cooperative was directed towards reaching this tar-

get.

1973 was a good year. With the various sums to be put aside sub-

tracted and foreseeable depreciations deducted, net profit amounted to3 SACMIAR, Minutes books fromthe General and Board meetings.


136


214,266,644 Lit. which was an excellent result. The increase in turnover in

relation to the previous year was 50.3 percent. The changes in the monetary

system (Bretton Woods) produced conflicting but, in all cases, extraordi-

nary effects. A strong initial push had been given to exports due to the fact

that our goods cost less for foreigners to buy. Marked inflation further drove

those who wished to save money to invest in shelter goods (the most com-

mon of which is construction). Le bâtiment - the building industry - was back

on its feet and the related sectors followed suit. The ceramics market got

moving again and sales of Sacmi�s machines rose. In fact, overall produc-

tion seemed to benefit from this trend. Sacmi consolidated its assets and

became better-established on Italian and international markets, quod erat in

votis, as it was hoped it would do. The Cooperative was now manufacturing

complete ceramics systems or �turnkey plants� (the entire range of machines

required to manufacture ceramic products) as well as hundreds of new ce-

ramics and crown cap machines. The number of staff grew. Amongst oth-

ers, six engineers and sixteen specialised technicians joined the business.

According to the Annual Report, nine factory buildings on the southern

side of the plant were nearing completion. The Board of Directors had

passed a resolution to spend approximately 50 million Lit. to equip the

research department. It was decided to make a further investment in order

to develop the ceramics laboratory at an estimated cost of 35 million Lit.

Prospects seemed good. Obviously there were a few downsides as well, such

as the increasing cost of money. The company began to feel the effects of

their lack of liquid assets and the Board of Directors therefore appealed to

all members to increase their share holdings in the company to the maxi-

mum allowed - 4 million Lit. The Cooperative was able to accept sharehold-

ers� savings up to a maximum of 8 million Lit. per head with an annual

interest rate of 5 percent. In addition shareholders and employees alike

137

were asked to work more overtime when necessary. The Board was hoping

to reach a production target of 40 presses per month in the next financial

year.

The Board of Directors was re-elected at the next General Meeting

on 15 April 1973. At the first meeting of the Board on 16 April the follow-

ing positions were appointed: Rino Morini, President; Pietro Gildeni, Vice-

President; Nerio Cavina, Rino Marani and Giorgio Penazzi,

Directors. After sixteen consecutive years (plus four years from

1940-1944) Aurelio Mingotti left the helm of the Mayflower-

Sacmi. The Board of Auditors was made up of Elio Pagani,

Auditor General; Armando Sarti and Mauro Billi, regular

auditors; Bruno Manaresi and Illio Zani, substitute auditors4.

Other important decisions were taken during the

early Seventies. At the General Meeting held on 15 Decem-

ber 1971, an idea was approved to set up a scheme to award bonuses to all

shareholders based on the number of years they had served the company.

This scheme was to be put in place starting from the financial year of 1972

and the bonus would normally be paid in the second half of the year. It

would amount to 70.000 Lit. after tax and social security contributions had

been deducted. The bonus would continue to be granted for as long as the

person in question remained a shareholder but would terminate after such

time.

Any shareholder or employee reaching 25 years of service with the

Cooperative would be awarded a gold medal and a diploma in recognition

of loyalty to the company (resolution passed on 24 April 1972).

Do you remember the first internal system of mutual aid set up in

1924? Well now the shareholders (at a meeting on 22 December 1972) ap-

proved a new system more in tune with the current times and which could 4 Ibid.

Automatic boxing machine:one of the last machines made bySacmi for handling citrus fruits.


138


be considered one of the most advanced set-ups in the Italian cooperative

companies5.

Things continued to go well for the Cooperative. Despite the shaky

state of the world economy (inflationary and recessionary trends were noted

simultaneously) Sacmi�s 1974 results were satisfactory: SC 723,750,000 Lit.,

TO 18,746,657,209 Lit., NP 268,251,381 Lit., shareholders 181 and

workforce 353.

Turnover, which amounted to 18.7 billion Lit., had reached its high-

est figure in the company�s history but we should take into account the

effects of inflation which was a direct cause of the increase. Clearly, how-

ever, it was not just inflation which had produced the good results. Day by

day the company had kept a careful eye on rising costs (of raw materials,

personnel and money) and updated their price lists accordingly. It was not

an easy ride - the cost of money increased at a rate of 20 percent per year

and, at the same time, there was an upsurge in market demand (above all in

the ceramics sector). With the agreement of the shareholders, the Board of

Directors decided upon a two-year investment plan. As a result, for the sin-

gle financial year of 1974, fixed investments amounted to more than half a

billion Lit. Arrangements were also made to increase the risk funds. To sum

up, the Board avoided being taken by surprise by adopting the necessary

precautions and faced the changing market fully aware of the economic

situation6.

From 1975-1976 �the first data processing center was set up within

the company. The center started by installing computer systems in the per-

sonnel department and proceeded gradually, making all the necessary adap-

tations and modifications. It now covers the entire management of the com-

pany in all areas�7.

The aft wind continued to fill the sails and the prow of the ship cut

5 Ibid.6 Ibid.7 BELTRANDI S., La Sacmi: analisistorica, problemi e riflessioni critiche,p. 254.

139

Hydraulic press.

through the sea ahead. The balance sheets for the Mayflower-Sacmi between

1975 and 1980 gave clear indications of excellent profits. The strategy of

expanding business overseas appeared to be a winning one. The annual

reports and balance sheets for these years showed that more often than not

the economic progress of the company ran counter to the trends evident in

the national economy. This was further proof of the managerial ability of

the leaders of Sacmi. There are some points worth noting about the period:

for the financial year of 1977 the Cooperative had established itself on the

market in approximately eighty countries all over the world. In 1979 Italy�s

GDP had reached a level which was worthy of respect among the most

industrialised countries in the world. Again in 1979, Sacmi�s production of

crown cap machines exceeded a turnover of three billion Lit. Finally - a

distinct downside - inflation in Italy in 1980 increased at a rate of almost

two points per month.

As already mentioned, Sacmi�s balance sheets showed good earn-

ings. This can be seen from the net profit: (1975) 248 million 972 thousand

Lit., (1976) 292 million 928 thousand Lit., (1977) 1 billion 207 million Lit.,

(1978) 2 billion 977 million Lit., (1979) 4 billion 465 million Lit., (1980) 9

billion 255 million Lit.

At the General Meeting on 24 May 1975 the various company posi-

tions were re-elected: Rino Morini, President (Board meeting on 26 May

1975); Nerio Cavina, Vice-President (same meeting); Giorgio Penazzi, Liliano

Bertozzi and Rino Marani, Directors.

The following changes were made at the General Meeting held on

30 April 1977: Nerio Cavina, President (Board meeting of 3 May 1977);

Liliano Bertozzi, Vice-President (same meeting); Giorgio Penazzi, Francesco

Bendanti and Antonio Foschi, Directors.

Further changes took place at the General Meeting on 28 April 1979.


140


The Board of Directors was as follows: Rodiero Alieri, President (Board meet-

ing, 3 May 1979); Francesco Bendanti, Vice-President (same meeting); Romano

Drei, Antonio Foschi and Luciano Mingotti, Directors. Board of Auditors:

Mauro Billi, Auditor General; Armando Sarti and Illio Zani as regular audi-

tors; Gianfranco Santilli and Giorgio Naldi as substitute auditors.

On 29 December 1979 the former company president, Nerio Cavina,

died. His term as president and his work as a director are remembered for

the period in which they took place and the fact that he did a great deal to

strengthen management. I would also like to point out that Rodiero Alieri,

who took over at the helm of Sacmi, continued to run the company won-

derfully well for a further sixteen years.

At the end of 1979 Sacmi Impianti SA Argentina was formed with its

main office in Buenos Aires. This company was set up with the aim of

providing after-sales service to Argentinean customers. The Sacmi Group

held 70 percent of the share capital8.

At two special meetings, held on 10 February 19789 and 28 Septem-

ber 197910, some changes were made to the company statute. At the first

meeting articles 16 (regarding the reserve funds), 19 (regarding the drawing

up of the balance sheet) and 21 (regarding the division of net profits) were

modified. At the second meeting the following articles were changed: arti-

cle 1 (the full-stops between the letters in the acronym SACMI were re-

moved) and article 5 (the new text reads �The contribution of each share-

holder consists of a share amounting to four million Lit which must be

subscribed to in full upon admission as a shareholder. The share must be

paid for in accordance with the terms and in the manner established by the

Board of Directors. Otherwise the shareholder forfeits his/her rights. The

shares are registered and are not transferable. They can only be reimbursed

in the event of resignation, expiry, dismissal or death of the shareholder in

8 SACMI Seventyfifth 75, list of thecontrolled companies; SACMIAR,Minutes books from the Generaland Board meetings, documents.9 ANMI, Notarial deeds, A. Alvisi,dated 10 February 1978.10 ANMI, Notarial deeds, A. Alvisi,dated 28 September 1979.

141

Bottle cap punching machine.

accordance with article 2529 of the Civil Code. The distribution of divi-

dends amounting to more than the legal interest gained on paid-in capital is

forbidden�.

At the Board meeting held on 28 April 1980 the president, Alieri,

informed the other directors that the Spanish ceramics industry was, at the

time, undergoing major restructuring of their production plants and Sacmi

was obviously interested in this development. In order to gain ground in

this market (following the closure of Fatmi Española) it was essential for

Sacmi to set up a trading company in Spain. It did this by starting up Sacmi

Ibérica S.A. in Castellon de la Plana which was the centre of the Spanish

ceramics district. Sacmi had a 50 percent stake in the company and the

remaining share of the capital was allotted to a trustworthy Spanish share-

holder. The Board voted unanimously in favour of this proposal and gave

the president wide powers in order to carry it out. The plan was executed in

March the following year. Later (in 1988) the Board decided to purchase

another piece of land in the same region of Spain. The land covered an area

of 8000 sq.m. and here they built a complex to house offices, a warehouse,

factory floor and an after-sales service department. Share capital therefore

rose and Sacmi acquired a 99 percent holding.

By the end of the financial year of 1980 Sacmi�s workforce had

increased to 411 of whom 213 were shareholders11.

Other sources

MONTANELLI I., CERVI M., L�Italia degli anni di piombo, Fabbri, Milan 1995.


BIAGI E., Italia, Rizzoli, Milan 1975.


MAMMARELLA G., L�Italia contemporanea, 1943-1985.

SACMI soixante ans de travail, publication for the 60th anniversary of Sacmi�s foundation, textby Tino Della Valle.

FLAMIGNI S., Convergenze parallele, Kaos, Milan 1998.

11 SACMIAR, Minutes books fromthe General and Board meetings,documents; SACMI Seventyfifth 75,list of the controlled companies.


144


The Italian economy improves.Aldo Villa is Managing Director:the right man at the right time.

145

T

The Italian economy improves...

he national economy at the beginning of the Eighties contin-

ued to fluctuate, as it had done for most of the previous dec-

ade. Then, in 1983, things took a turn for the better. The

decrease in the price of petroleum and raw materials on the interna-

tional market prepared the way for economic recovery. Inflation fell to

10 percent and then further to 7 percent where it stabilised (it had

been as high as 21.7 percent in 1980). The Italian lira entered the

European Monetary System (in the �wide band� where devaluation

hovered around 6 percent, while the �narrow band� fixed the limit at

3 percent). This meant that a less flexible line needed to be taken by

the Italian monetary organisations. Interest rates were raised. �In the

larger companies recovery was indicated by the restructuring which

took place. New computer and robotic technology was introduced which

allowed companies to cut down drastically on numbers of staff. In

addition, the use of versatile automated systems allowed production

to be rapidly adapted to suit the changing needs of the market. The

reduction in personnel obviously meant that more people relied on

welfare benefits and this placed a heavy burden on the State�. The

number of strike hours fell. During the Seventies they had reached an

average of 130 million per year but they now fell to 50 million. People

began investing their money again. In the second half of the decade

GDP grew until Italy vied with Britain for fifth position among the

economic powers in the West. However, the public debt increased day

146


Press assembly bay.

by day and public administration continued to show its backwardness,

inefficiency and disorganisation1.

At Sacmi, the economic trend was basically good and followed the

lines of the national pattern although in a calmer more rational fashion.

Often Sacmi anticipated new initiatives in the field of methods of produc-

tion compared to the wider Italian scene. The course that Sacmi took was

independent and different. By now, as mentioned previously, the company

was producing complete systems known as �turnkey plants� to underline

the fact that Sacmi�s work encompassed the whole ceramics field and that

its machines could control the entire production cycle from the selection of

raw materials to quality control of the final product. The manu-

facture of these systems was maintained at satisfactory levels al-

though, on a national level, the ceramics field went through peri-

ods of highs and lows. Most of the company�s production - be-

tween 65 and 75 percent - was accounted for by overseas markets.

The remainder, 10-15 percent, by the crown cap machines. The

manufacture of the machines for citrus fruits was, on the other

hand, of less importance and was being gradually phased out2.

On 18 October 1983, the president of the Republic came to Imola

to inaugurate the new headquarters of AMI (Azienda Municipalizzata Imola)

- the public utility company - in Via Casalegno, 1. Pertini, of the Italian

Socialist Party, became president on 8 July, 19783.

Sacmi�s company statute underwent more changes. At a special

meeting held on 28 October 1983 the following articles were modified:

articles 3 (Company objectives), 15 (Shareholders� contribution), 21 (Di-

vision of net profits), 23 (Shareholders� meeting), 32 (Board members�

1 Storia d�Italia, cronologia, p. 712.2 SACMIAR, Minutes books fromthe General and Board meetings,documents.3 CIDRA, newspaper and periodi-cal library, Sabato Sera, 22 October1983.

147

Automatic quality control system forcrown caps.

indemnity) and 35 (Delegation of the Board�s powers). Of particular in-

terest is the alteration made to article 15. The old text was replaced by the

following: �The nominal value of each share can be no less than 4 million

Lit. but no more than 19 million Lit. Nevertheless the value of each share

can go up to thirty million by means of allocating profits free from taxes

as long as the limits established by article 14 of law no. 72 (19 March

1983) are respected. Newly admitted shareholders should subscribe to a

share worth 19 million Lit. which is to be paid as follows: a) 2 million Lit.

within 30 days of the date of being admitted; b) a further sum of 500

thousand lire for each year of service to the company already completed

by the end of year of admission; c) 2,500,000 Lit. to be paid by the end of

the year following the year of admission; d) the remainder should be paid

at an annual rate of 500 thousand Lit. by the end of each year. The shares

are non-transferable. If the shareholder leaves the company, is banned

from holding shares, dies or if the expiry date of the shares is exceeded,

his/her share of the capital will be liquidated in compliance with article

2529 in the Civil Code. It is forbidden to distribute dividends above the

maximum amount of interest due to holders of postal savings certificates

plus 2.5 points and equal to paid-in capital�. There followed a temporary

provision regarding the same article4.

Sacmi�s policy has always been focused on the aim of winning

overseas markets. We have already seen this from examining the company

balance sheets over the years. However the Cooperative�s sales offices out-

side Italy, fairly often in other continents, involve expense and other bur-

dens. Sacmi�s machines need to be presented properly, the purchasers

need to be shown how they work, new operators need assistance during

the first stages of production, and spare parts have to be procured when

4 SACMIAR, Minutes books fromthe General meetings; ANMI,Notarial deeds, A. Alvisi, dated 28October 1983.


148


Rimini, �Tecnargilla� exhibition, 1985.

necessary. It was never the wish of Sacmi to simply sell, collect the pro-

ceeds and stop there. Sacmi sets store by its machines even after they have

been sold - it does not like to �cut the umbilical cord� with its creations!

This policy has been conceived both to provide service and promote the

company at the same time with the main purpose of providing support in

market areas where the Cooperative has established a foothold.

The atmosphere at Sacmi was conducive to the creation of com-

pany structures which fulfilled these plans and ideas. At the General Meet-

ing which took place on 2 July 1984 it was decided that the Cooperative

should contribute to the establishment of the company Deutsche Sacmi

Gmbh (later Sacmi Deutschland) with its base in Minden, Germany. The

company had a share capital of 75,000 DM. The aims of the company

included: �to act as agents for industrial equipment and systems, to im-

port and sell machinery, spare parts and accessories for

the manufacture of ceramics and refractories, to pro-

vide after-sales service in the relevant sector and to pur-

sue any other activity useful for the achievement of these

aims�. Sacmi subscribed to share capital worth 52,500

DM in Deutsche Sacmi. Following an increase in the

German company�s capital, Sacmi�s share rose to 60 per-

cent. The remaining 40 percent was held by two Ger-

man partners.

At their meeting, Sacmi�s shareholders next decided to set up the

company Sacmi Portuguesa Lda with its main office in Oeiras, Portugal.

The company was formed with a share capital amounting to 15,000,000

Escudos. The company objectives were the same as those for the German

company. The Cooperative subscribed to a share in the capital of Sacmi

Portuguesa worth 6,750,000 Escudos or equal to 45 percent of the total.

149

It was further decided at the General Meeting to subscribe to a

share worth 50 million Lit. in Fincooper as the latter wished to increase

its total share capital from 5 billion to 10 billion Lit. Fincooper was the

national financial consortium of the cooperative movement and was linked

to the National League of Cooperatives whose aim was to conduct finan-

cial business to benefit the cooperative companies belonging to it.

The following year (on 8 January 1985) the General Meeting passed

a further resolution in line with the same economic policy and business

strategy that they had been following up until then. The president of the

company, Rodiero Alieri, was authorized on behalf of Sacmi to set up and

put into operation a limited company in Singapore to be named Sacmi

Singapore Pte Ltd. The main purpose of establishing this business would be

to import and sell machines and equipment, spare parts and accessories

for the manufacture of ceramics and refractories in Singapore and that

part of the world. Furthermore the aims of the new company could in-

clude those of providing after-sales service in the ceramics and refractories

field and pursuing any other activity which might be useful to achieve

these objectives including taking on work as agents. Sacmi Singapore was to

be formed with an initial share capital of 100,000 Singapore dollars and

the Cooperative would hold 99 percent of the shares. Alieri was also au-

thorized, if in his judgement it would be more suitable, to acquire 99

percent of the share capital of a pre-existing Singapore company. The name

of such a company would then be changed to become Sacmi Singapore Pte

Ltd, the corporate aims adapted to match those of Sacmi and the share

capital raised to a value of 100,000 Singapore dollars, a 99 percent share

of which would be held by the Cooperative. The president, Rodiero Alieri,

was granted all the necessary powers to ensure that the decision was car-

ried out. After a time (in 1995) Sacmi Singapore (Jakarta Branch) was


152


opened with the purpose of providing a better overall service to Indone-

sian customers5.

At the General Meeting held to approve the balance sheet for

1984 (held on 19 April 1985) the company positions were re-appointed.

The directors did not change - the president, Rodiero Alieri and the vice-

president, Luciano Mingotti remained in their positions (Board meeting

of 22 April 1985). The Board of Auditors

and Board of Arbitrators were also re-

elected in the same formation. As we

know, elections for the Board of Direc-

tors took place every two years and those

for the auditors and arbitrators every

three6.

Sacmi continued to expand. At

the General Meeting on 15 March 1985

a resolution was passed to set up a new

company Sacmi Forni SpA with capital amounting to two billion Lit. in

which the Cooperative had an initial holding of 70 percent. The reason

behind this decision was Sacmi�s wish to become the direct supplier not

only of presses, but also the other fundamental piece of equipment re-

quired for ceramics production - the kiln. This new company took over

the old Hf-Heimsoth Forni SpA. Its headquarters are in Casalgrande

(Reggio Emilia) and it manufactures kilns and driers for the ceramics in-

dustry and, in particular, for the production of tiles. Over the next few

years Sacmi Forni was to become world leader in its field. Sacmi�s holding

in the company grew to 99.36 percent. In 1994 a very substantial invest-

5 SACMIAR, Minutes books fromthe General and Board meetings.SACMI Seventyfifth 75, list of thecontrolled companies.6 SACMIAR, Minutes books fromthe General and Board meetings.

Single-deck roller conveyor kilns fortiles.

153

The headquarters of Sacmi Forni inSalvaterra di Casalgrande(Reggio Emilia).

ment amounting to around 25 billion Lit. was made to de-

velop the premises of this company. The production area

which was constructed covered 21,500 sq.m and the offices

and laboratories 4000 sq.m. Over the course of 1996 a new

kiln was designed and manufactured; the �Pulsar�. It was

provided with many high-quality technical and aesthetic fea-

tures. It proved to be extremely popular with the customers.

Sacmi succeeded in introducing modern industrial design

concepts for the first time onto the mechanical-ceramics

market with a kiln which, in addition to having a higher

production capacity and performing more efficiently than

previous kilns, also had a truly innovative appearance. The aim of improv-

ing the look of the machine, a task which had been undertaken by Isao

Hosoe, was to make the man-machine relationship a more friendly and

reassuring one. In fact a series of design features were adopted which rep-

resented a big step forward compared to the most developed standards in

safety and ergonomics.

At the same General Meeting, on 15 March 1985, the mandate

was given to the Board of Directors to proceed with negotiations for the

purchase of assets which formed part of the bankruptcy proceedings of

Giavelli SpA. These assets included: patents, designs, technology, ware-

house stock, manufacturing equipment, plant and machinery and hold-

ings in the company Tecnopress. As soon as these negotiations were con-

cluded they were discussed at the shareholders� meeting (20 September

1985) and approved7.

It should be noted that, once the statutory obligations had been 7 Ibid.


154


Headquarters of Sacmi de Mexicoin Monterrey.

fulfilled, the considerable income that Sacmi was earning each year was

constantly re-invested in the company. This is the pure and simple expla-

nation for the growth of Sacmi. On 13 December 1985 the General Meet-

ing was called to discuss both special and routine questions. During the

part of the meeting dealing with special motions, modifications were made

to article 3 - clause a) of the company statute regarding �Corporate pur-

pose and objectives�. The new text was as follows: �a) to manufacture,

through one or more companies, machines and systems and sell - both in

Italy and abroad - products manufactured by the company or by third

parties (if necessary to complete customer orders)...�. During the routine

part of the meeting the shareholders agreed to purchase a 25 percent hold-

ing in Sacmexico SA in Mexico City. The Board of Directors was fully au-

thorized to execute this decision in the manner and according to the time-

scale they judged fit. However, for various reasons, this particular project

was never carried out8.

At the General Meeting held on 23 May 1986 it was decided to

incorporate another company into the Sacmi Group - Poppi SpA. The main

office of this company was in Sassuolo (Modena) but the production plant

was located in Castellarano (Reggio Emilia). The Cooperative acquired an

80 percent holding which later rose to 88.75 percent with a further pur-

chase of shares on 17 February 1987. Poppi SpA manufactured kilns and

driers for the ceramics industry in general - as much for the tiles sector as

that for sanitary ware, tableware and also for glass. With this acquisition

Sacmi was able to cover the full range of products and optimize the design

and development of turnkey plants for the manufacture of sanitaryware

and tableware. When Poppi himself left the company it changed its trade

name (9 September 1996) becoming Poppi Eurotech and, a little later, sim-

8 SACMIAR, Minutes books fromthe General meetings, ANMI,Notarial deeds, A. Alvisi, dated 13December 1985.

155

Headquarters of Inpak, Imola.

ply Eurotech. The plant and offices were moved to Fiorano Modenese.

Today, Sacmi�s holding in the company is 95 percent and the production

plants have been sold to Sacmi Forni9.

At the same General Meeting the shareholders made a firm deci-

sion to authorise the Board of Directors to extend the Cooperative�s hold-

ings in Inpak Imola SpA which was based in Via Togliatti, 19/A in Imola.

This company was specialized in the manufacture of machines which make

cardboard trays for the agricultural sector and end-of-line machines for

the food and chemical industries. The share capital was 1.5 billion Lit.

and Sacmi�s holding at the time equalled 80 percent. In time the share

capital would rise to 2.9 billion Lit., the company would become a limited

company (Srl) and the Sacmi Group�s holding would increase to 99 per-

cent.

Inpak Imola Srl developed into an engineering company which

had the means to design, manufacture and market its own machines as

well as providing after-sales service on a worldwide basis. In addition, Inpak

Imola produced machines for conventional type packaging containers.

Today, over 60 percent of the company�s products are exported. Since

1994 the business has also been producing end-of-line boxing machines

to package ceramic tiles10.

On 3 November 1983 the Cooperative�s Board of Directors de-

cided to appoint Aldo Villa as managing director. The shareholders rati-

fied this proposal at the General Meeting on 19 October 1984. When, in

1986, he reached sixty years of age and therefore lost his right to remain a

shareholder in the Cooperative, according to the statute, the sharehold-

ers voted (at the meeting held on 5 September 1986) to allow him to carry

9 SACMIAR, Minutes books fromthe General meetings; SACMISeventyfifth 75, p. 50; SACMI, 1996Annual Report; SACMI, 1997Annual Report.10 SACMIAR, Minutes books fromthe General meetings; SACMISeventyfifth 75, pp. 62 and 63.


158


on as Managing Director for a further five years and to participate in the

shareholders� meetings.

Aldo Villa died prematurely on 22 January 1987. A funeral cham-

ber was prepared at Sacmi�s plant in Via Selice. The funeral itself took

place at the Basilica-Santuario del Piratello and was attended by large num-

bers of people. His loss was felt in Imola and in many other countries all

over the world where his initiatives had given rise to so many productive

enterprises. The shareholders of Sacmi remembered Villa at a meeting on

17 February 1987 with speeches given by Rodiero Alieri and several oth-

ers. One shareholder who spoke at the meeting was Leonella Gollini (yes,

women could also become shareholders in the Cooperative; this right did

not depend on gender and women were not discriminated against)11.

In memory of Aldo Villa various study grants were created to be

awarded to newly graduated engineers and deserving pupils at the state

Institute for Ceramic Art G. Ballardini in Faenza. In 1989 the Società

Ceramica Italiana (Italian Ceramics Society), of which Villa was a keen

promoter and the first president, instituted the �Aldo

Villa International Prize�. This is a price which was

awarded every two years to �a person, Italian or foreign,

entrepreneur, director, technician or researcher who has

contributed to the development of the ceramics indus-

try� and consisted of a gold medal made by the ceram-

ics sculptor Carlo Zauli. Amongst those who have been

awarded this prize are two Nobel prize winners for phys-

ics: Alex Müller and George Bednorz. Others include Adriano Bossetti,

president of Società Siti in Marano Ticino (Novara) for his contribution to

the development of technology and ceramics systems; Romano Minozzi,

the president of Società Iris Ceramiche di Sassuolo (Modena) for his contri-11 SACMIAR, Minutes books fromthe General and Board meetings.

Alex Müller and George Bednorzreceiving the Aldo Villa Prize at theUniversity of Bologna.

159

bution to the growth of the ceramics industry and the success of Italian

tiles in the rest of the world; Philip Rosenthal, president of the German

company Rosenthal AG, for his important contribution to the develop-

ment of research and European industry and finally Leopoldo Cini, an

eminent figure behind the cultural development of ceramics all over the

world12.

On 20 November 1987 the Board of Directors appointed

Alessandro Galletti as temporary Managing Director and he held this

mandate from 1 January 1988 to 31 December 1989. At this time the

position was handed to Giulio Cicognani for a term which was to expire

on 1 January 1990. The shareholders ratified this appointment at the

Annual General Meeting held on 2 March 1990 in accordance with the

company statute regulation13.

At their shareholders meeting on 26 March 1985 the Cassa di

Risparmio di Imola decided to invite Sacmi to become a shareholder in

the bank. The Cooperative shareholders (at a meeting from 19-20 April

1985) decided to accept the proposal and accordingly authorized the act-

ing president to conclude all the necessary formalities. The shareholders

expressed their appreciation for the decision taken by the Cassa di

Risparmio14.

In 1989 Sacmi decided to set up the �Research and Development

Centre� in the complex at the parent company headquarters. An invest-

ment of 16 billion Lit. was made. The centre, which supports all areas of

activity of the Sacmi Group, is divided into different sections: physics and

chemistry laboratories, the packaging technology lab, prototype testing

12 SACMI Seventyfifth 75, p. 74.13 SACMIAR, Minutes books fromthe General and Board meetings.14 SACMIAR, Minutes books fromthe General meetings.


160


departments and an entire ceramics production system

created for testing and experimentation purposes. �The

Research and Development Centre is entered in the

National Register of Research Laboratories created by

the Ministry of Scientific Research and it has initiated

several working relationships with important universi-

ties and research centres in Italy and abroad both for applied and techno-

logical research. It was inaugurated by Antonio Ruberti, several times min-

ister at the Department of Scientific Research. In collaboration with an

important American university, the Research and Development Centre

set up some calculation software called CMS (Compression Molder Solver).

With this software it is possible to simulate compression moulding of

polymer plastics�. These studies were to lead, from 1995-1996 onwards, to

the design, manufacture and marketing of an extremely innovative ma-

chine for moulding plastic items which, up until that time, had been ob-

tained exclusively by means of injection moulding. The machine was called

the CCM and is today a cause of much pride for Sacmi�s packaging divi-

sion. Furthermore the R & D centre has also become an important part-

ner in the European Economic Community - Sacmi is in fact leading the

�Brite Euram� project. The centre is equipped with a chemical laboratory

which specialises in researching porous resins for a variety of applications

and mixes15.

The shareholders at the General Meeting held on 18 September

1987 agreed to buy a share in Bologna�s �Banca dell�Economia

Cooperativa� whose share capital stood at 40 billion Lit. Sacmi�s holding

could not exceed 1 billion Lit. However, the resolution was not acted

upon for various practical reasons. At the meeting on 15 July 1988 it was15 SACMI Seventyfifth 75, pp. 36, 38and 46.

Minister Antonio Ruberti at theopening of the Research Centre atSacmi.

161

decided to buy up other holdings. These were in Banca Cooperativa di

Imola (to increase the share capital), Unipol and Unipol Finanziaria16.

Sacmi had looked into the possibility of entering the North and

South American markets a few times in the past but it now established a

definite foothold on the continent. On 30

June 1989 the shareholders authorized the

Board of Directors to go ahead with the for-

mation of the company Sacmi de Mexico with

its base in Monterrey. It would be set up with

a starting share capital equivalent to 500

million Lit. and Sacmi�s holding would be

equal to 80 percent - this later grew to over

99 percent in 1999. In 1994 the new head-

quarters were inaugurated - their construc-

tion had required a large investment. In

1996 Sacmi de Mexico acquired a holding of 60 percent in Moldes Ceramicos

which manufactured and reconditioned die-sets for ceramics destined for

Mexico, North and Central America. The quality of the product and tech-

nology is the same as that at Sacmi Sassuolo17.

The results shown in the balance sheets during the late Eighties

continued to increase. This trend can be seen clearly by looking at the

figures for net earnings.

At the annual meeting held on 15 April 1989, the Board of Direc-

tors was elected for the two-year term 1989-1990. The elected members of

the Board were: Demos Baldisserri, Rodiero Alieri, Arturo Figna, Luciano

Mingotti and Francesco Verlicchi. Rodiero Alieri was elected as president

16 SACMIAR, Minutes books fromthe General and Board meetings.17 Ibid. and documents.

The Research and DevelopmentLaboratory of the packaging division.


162


and Demos Baldisserri as vice-president at the Board meeting held on 17

April18.

On the night of 9 November 1989 the Berlin Wall - the highly

symbolic but also tangible sign of the �Iron Curtain� - came down. It was

a moment that made history. Michail S. Gorbaciov was the secretary of

the Communist Party of the Soviet Union (from 1985). He had tried to

begin the process of democratisation in the Soviet Union with

brave new reforms (perestrojka) and a new policy of �openness�

(glasnost). In the end the result was that the union crumbled

just as the Berlin Wall had done. The story did not unfold as

people had hoped. The great victory of democracy led to the

disintegration of the governments and states where �real social-

ism� had dominated. The renewal of the East European states

did not materialise as expected. Instead, consumerism spread

out of all control but it was no more than a dream and a thin

veil over the poverty of the regions. It is true that initially there

was no violence - the sweeping changes took place without blood-

shed. However, the break-up of Yugoslavia soon led to terrible

local wars and vicious fighting as it rekindled racial and reli-

gious rancour that was thought to have been buried in the ashes of time.

Small ethnic groups revived claims for independence and the racial hate

that people hoped had been laid to rest, along with those killed during

the last World War, resurfaced.

As far as we, at Sacmi, were concerned, God was good to us. Sacmi

has always strongly believed in principles of peace and harmony between

different races and peoples. Sacmi has always stayed true to its beliefs18 Ibid. and final balance sheets forthe relevant years.

163

Other sources


CIDRA, newspaper and periodical library.

come rain or shine. It has always maintained the ethos of cooperation

and social commitment as well as its sense of continuity and competition.

It has never lost its taste for exploration and discovery - the springboard of

scientific research, the idea of integrity in business, respect for fellow man,

technical perfectionism, the spirit of adapting to technological progress

and it has often found itself ahead of the times.

Everything changes but nothing changes - that is the essence

of Sacmi and a main element of its philosophy.


164


The political and social climate of a profoundlychanged Italy.In 1999 Sacmi remains at the helm.

165

T

The political and social climate...

he era of the computer, �real time�, the Internet and satellites

have accelerated our pace of life and daily routines. Everything

is done in a rush. We communicate, work, produce, eat, have

fun, make love, pray and maybe even die more quickly. At least we are not

born in a hurry - the human gestation period is still nine months! Perhaps

this is why, in this region of Italy at least, so few couples are keen to

experience the joys of having a large family. Business has also accelerated

and Sacmi has stepped up its pace accordingly. The Nineties are careering

towards the year two thousand. The Cooperative has achieved more in

the last few years than over several decades in the past.

Sacmi has given birth to a number of important companies linked

to and controlled by the parent company. On 19 March 1990 the deci-

sion was taken to set up S.M.I. Srl with its headquarters in Sassuolo. This

company was established with the express purpose of assembling and in-

stalling Sacmi�s machines and systems for the ceramics industry. S.M.I. Srl

was integrated with the existing company structure. Sacmi Sassuolo took a

30 percent stake in its share capital, as did Sacmi Impianti. In 1997 Sacmi

Sassuolo bought up all of S.M.I.�s stock and took over the company1.

In July 1990 Sacmi Bombay opened in India. This was originally

set up as a sales office and Sacmi Group branch for the Indian area but in

1999 it became a full-blown company, Sacmi India.

1 SACMIAR, Minutes books fromthe General and Board meetings,documents.

Headquarters of Sacmi Sassuolo.

166


Headquarters of Benco Pack,Piacenza.

On 14 October 1991 Inpak Imola, a company belonging to the

Sacmi Group, acquired 70 percent of the share capital of Benco Pack SpA

whose company headquarters is in Piacenza. Benco Pack specialises in the

design, manufacture and marketing of machines for packaging food prod-

ucts. The food products are dispensed under sterile conditions using con-

ventional methods and are wrapped in heat-sealed packages. The com-

pany works exclusively in this sector2.

At the shareholder�s meeting on 12 July 1991 the managing direc-

tor, Cicognani, presented a report in which he pointed out the opportu-

nities for expanding activity into the growing market of the Far East where

there was particular interest in the ceramics sector. Having heard this re-

port the shareholders voted to found a new company, Sacmi Hong Kong

Ltd. The company was established in Hong Kong in January 1992 with

the aim of marketing Sacmi products and systems in the Peoples Republic

of China. The Cooperative holds a 99 percent stake in the company. Shortly

after, Sacmi Hong Kong (Foshan Branch) was set up as a branch office cover-

ing the region of Foshan and Sacmi Hong Kong (Beijing Branch), its sister

company, was established to operate in Beijing and its hinterland3.

At the general meeting held on 10 February 1992, the Board of

Directors was authorised to develop a joint venture in Shanghai (China)

between Sacmi and two Chinese partners. The aim of the venture was to

start up the manufacture of ceramics machines and, in particular, PH 980

presses. Sacmi joined with 40 percent of the capital. The company that

was formed was called Shanghai Sacmi Ceramics Machinery Co. Ltd4.

On 18 May 1993 Sacmi Impianti SpA acquired 30 percent of

Italiansped Srl which is based in Imola. Their holding in this company

later increased to 60 percent. Italiansped is a dispatch company (overland

forwarding, shipment by air or by sea) which was extremely useful to Sacmi�s

2 Ibid.3 Ibid.; SACMI Seventyfifth 75, listof the controlled companies.4 SACMIAR, Minutes books fromthe General and Board meetings;SACMI Seventyfifth 75, list of thecontrolled companies.

167

Headquarters of Italiansped, Imola.

marketing strategy. In October 1996 Sacmi Impianti SpA sold Italiansped to

Sacmi Imola. Offices were opened in Moscow (Italiansped Moscow Office

in which Italiansped Srl held an 80 percent share),

Jakarta, Genoa, Hong Kong and Monterrey (in

Mexico). Italiansped is specialised in shipment and

dispatch all over the world and, in particular, in

the Far East, South America and the countries

of the ex-USSR. It offers reliable service for all

types of freight. The company�s annual turnover

has increased considerably in recent years and this is due not only to or-

ders from Sacmi, but also from its own customer base.

Sacmi called a special meeting on 22 October 1993, with notary

De Socio present, in order to make changes to the company statute. The

article dealing with the Collegio dei Probiviri (Board of Arbitrators) was

dropped. In its place a new Board of Arbitrators - the Collegio arbitrale - was

formed (articles 36, 37 and 38). Its duty would be to pass judgement on

any controversy which might arise among the shareholders or between

the shareholders and the company by dealing with the matter in a bal-

anced way and reaching an amicable agreement. The judgement handed

down by the Board was to be irrevocable. The procedure was not to be

highly formalised but full argument by both sides would be heard with

impartiality. The Board was also assigned the task of supervising costs and

expenses. Decisions could be passed with a majority of votes and the rea-

sons behind the judgement would have to be stated. The seat of the Board

of Arbitrators would be in Bologna5.

On 3 January 1994 Sacmi USA was established (following a deci-

sion carried at the general meeting on 31 December 1993). It was based in

Des Moines in the state of Iowa. Sacmi has a 90 percent holding in this

5 SACMIAR, Minutes books fromthe General and Board meetings;ANMI and Notarial deeds, DeSocio, dated 22 October 1993.


170


company, which was set up to promote sales, provide technical support

and supply spare parts to North American customers.

A decision taken at the shareholder�s meeting of 27 March 1995

led to the establishment of Sacmi Ricci in São Paolo, Brazil. This was a

joint venture set up with some Brazilian manufacturers in order to pro-

duce machine parts and give technical support to customers in that part

of the world. The company was later incorporated into Sacmi do Brasil

which manufactures tile kilns and takes care of after-sales service and the

supply of spare parts. Sacmi has a 99 percent holding in the company.

Another business, Iprel Progetti Srl, was set up on 28 April 1995

with its headquarters in Via Ottoni, 8 in Imola. This company was formed

with the aim of designing electro-mechanical and electronic control pan-

els for the machines manufactured by Sacmi and other companies. Sacmi

took 40 percent of the share capital.

Again in 1995, a further company, Sacmi Istanbul, was founded in

Turkey with the goal of supplying spare parts, promoting sales and provid-

ing after-sales service to customers in the Eurasian area. Today Sacmi holds

an 80 percent share in Sacmi Istanbul. The remaining 20 percent is held by

the Turkish director of the company.

Going back to the Far East, 1995 saw the birth of Foshan Shiwan

Sacmi Ceramics Machinery Ltd in Foshan. This was another joint

venture with a Chinese partner. A factory was started up to

overhaul machines, provide technical support and supply spare

parts to this area of China. Sacmi Hong Kong Ltd bought a 71.7

percent share of the company.

Headquarters of Keratech in Romansd�Isonzo (Gorizia).

171

Installing a spray-drier in India.

1995 also saw the opening of Keratech Srl based in Romans d�Isonzo

(Gorizia). Sacmi Forni (of the Sacmi Group) obtained a 43.72 percent hold-

ing in the business. Keratech manufactures ceramic rollers for kilns.

Sacmi Mosca opened in Moscow during this period. The original

decision to start up this company was taken at the shareholders meeting

on 2 July 1993 but, due to lengthy bureaucratic procedures, only came to

fruition after quite some time. This office was set up to act as a point of

liaison between customers in the area of Moscow and the engineering and

sales departments back in Imola.

On 16 February 1996 Prototipo Srl was set up with its main office

in Via Filopanti, 2 in Imola. This is a computer company established to

provide technical support, hardware/software programming and consul-

tancy to the parent company. Sacmi acquired a 40 percent holding. In

1997 Prototipo acquired 33.3 percent of E.I.T., a computer company spe-

cializing in CAD-CAM technology, which it then sold at the beginning of

1999.

Another company, Eurokemac Srl (which took over the business of

Kemac), was formed on 6 June 1996 based in Fiorano Modenese. In this

way Sacmi (it had a holding of 60 percent in the company while the other

40 percent was divided equally between the two company directors) was

able to break into the market for third-firing machines. Eurokemac manu-

factures complete lines for special workpieces using unfired pressing and/

or moulding as well as systems for important tile-related products and

accessories for interior decoration.

Two sales offices were opened in China in 1996, one in Zibo and

one in Jingdezhen, in addition to the branches already established in

Foshan and Beijing, to provide an even better, more reliable and efficient

service.


172


Two more companies were added to the Group at almost the same

time during the first half of 1997. On 9 January Eurokeram Anlagenbau

Gmbh was set up in Aachen, Germany to market machines and systems

for extruded products in Germany and Eastern Europe. In particular they

were to market the new drying and firing technology developed by Eurotech.

This technology has already been put into use in a system designed for the

manufacture of glazed roofing tiles fired in a roller kiln which has been set

up in Indonesia. Sacmi�s holding was 95 percent.

On 14 January, Sacmi took over Netzsch Italiana Srl which is based

in Verona. This company manufactures machines and systems for

sanitaryware. Sacmi took 87.5 percent of the share capital. Sacmi went on

to acquire the greater share of Sama Maschinenbau Gmbh on 7 May 1997.

This company has its headquarters in Weissenstadt in Germany. Sama

manufactures machines and systems for both sanitaryware and tableware.

Sacmi owns a holding of 55 percent in the company. These last two acqui-

sitions were made as a result of Sacmi�s aim to break into the sanitary and

tableware markets. The Sacmi Group�s objective is to become a market

leader and first point of reference for ceramics producers throughout the

entire sector6.

The general progress of the Sacmi Group over the course of the

decade beginning in 1990 has generally been favourable in spite of the

difficulties encountered due to the fluctuations of the world economy.

The managing director, Cicognani, and the Board of Directors have been

proved right in their prediction that the Far East was a suitable area for

expansion. The report on the balance sheet for 1996 stated that �the in-

come from sales and services provided has reached 977,067 million Lit.

and an increase in turnover of 10 percent, compared to the previous fi-

6 SACMIAR, Minutes books fromthe General and Board meetings;SACMI, 1996 Annual Report.

173

Quality control department.

nancial year, has been recorded. This increase can be attributed to the

machines and systems for the ceramics industry as well as those for the

packaging sector, with slightly better results from the latter. The share of

turnover coming from foreign markets increased by 12 percent compared

to 1995 to reach 90 percent of overall turnover�. At the end of 1996 there

were 1368 company employees (including shareholders).

The nineties were also significant years in terms of changes made

to the company statute. At the special meeting called on 17 July 1992,

attended by notary Giovanni De Socio from Bologna, article 3 was changed.

This article dealt with company aims and objectives and the following

clause, paragraph c), was added to the article:

�The Cooperative is introducing a new initia-

tive with the aim of stimulating savings and pen-

sion provisions among shareholders. A suitably

controlled body will be set up to allow share-

holders (shareholders only) to make investments

in the Cooperative. The money can only be used

to further the company objectives as laid down

in article 10 of Law 59, dated 31.1.1992. The company is not permitted

under any circumstances to receive any sum from members of the general

public. Articles 11, 13, 15 and article 15b were also changed (article 15

was made to read: �The nominal value of the share capital that can be

held by each shareholder is fixed at 120 million Lit. The value can be

raised to above 120 million Lit. with a free increase of the subscribed

stock to be made by assigning a share of the net earnings within the limits

and in the manner laid down by article 7 of law 59 dated 31.1.1992�).

Article 47 was also amended. The new text reads: �Whenever a credit

balance is left after the Cooperative has paid off its debts, it will be allo-


174


Processing stage: press columns andspacers.

cated to mutual benefit funds for the promotion and development of the

Cooperative movement as set down in the first and fifth paragraphs of

article 11, Law 59 dated 31.1.1992�. This basically meant that Sacmi was

adapting its statute to meet law 59/1992 regarding cooperatives.

Another special meeting was held on 22 October 1993 in order to

make further amendments to the statute. The

change made to article 22 is particularly inter-

esting. This article dealt with the composition

of the Board of Directors and became: �The

Board of Directors is made up of five mem-

bers. The directors remain in their position for

three years and can be re-elected. Shareholders

who are in arrears with their share of contribu-

tions and directors who are described as such

in their work contracts cannot be elected as members of the Board and, if

they are, they must decline. The members of the Board cannot be related

to each other (up to the fourth level of kinship) and, if they are, they must

decline the position. As far as replacing board members who resign from

their position is concerned, national laws apply�. In addition, Article 2,

paragraph 2 was also changed to the following: �The company may con-

tinue to operate until 31 December 2050 and this can be extended by

agreement at a special shareholders meeting�.

A further two special meetings took place to update the statute on

28 October 1994 and 25 October 1996.

The company positions were re-elected at the annual general meet-

ing on 20 April 1991. The Board of Directors was made up of the follow-

ing members: Rodiero Alieri, Luciano Mingotti, Arturo Figna, Demos

175

Baldisserri and Loretto Sullalti. At the first meeting of the Board (22 April

1991) the various positions were assigned: Rodiero Alieri, President;

Luciano Mingotti, Vice-President. The Board of Auditors and Board of

Arbitrators were also renewed with one change: Giuseppe Visconti re-

placed Giorgio Nardi as substitute auditor.

At the elections held during the general meeting of 17 April 1993

the following were voted in as members of the Board: Loretto Sullalti,

Rodiero Alieri, Demos Baldisserri, Luciano Mingotti and Arturo Figna.

The Board of Directors re-elected Rodiero Alieri as president and Luciano

Mingotti as vice-president at the meeting on 19 April 1993.

At the annual general meeting on 28 April 1995

(when a statutory regulation which stated that the Board

members should serve a term of 3 years was already in opera-

tion), the following were elected as members of the Board:

Demos Baldisserri, Luciano Mingotti, Loretto Sullalti, Carlo

Cortecchia and Dante Pirazzini. Voting at the Board meet-

ing on 2 May 1995 provided the following result: Loretto

Sullalti, President and Luciano Mingotti, Vice-President.

Thus another long-serving president, Rodiero Alieri,

stepped down. He had been head of the Board of Directors

for sixteen years and had had the privilege of being a par-

ticipant in, and witness to, the giant steps forward the Co-

operative had made and its impressive expansion into world

markets.

The previous year (meeting of 29 April 1994) elections had been

held for the Board of Auditors and Board of Arbitrators with the follow-

ing results: Armando Sarti, Auditor General; Mauro Billi and Gianfranco

Santilli as regular auditors; Illio Zani and Giuseppe Visconti as substitute


176


auditors. Their term of service, which lasts three years, was thus confirmed

for 1994, 1995 and 1996. At the meeting held on 24 April 1997 (approval

of the balance sheet for 1996) the auditors and arbitrators were elected for

1997, 1998 and 1999.

At the meeting on 29 September 1995 shareholders approved other

company positions: Giulio Cicognani, Managing Director of Sacmi;

Valentino Pischedda, Deputy Managing Director of Sacmi and Financial

and Administration Manager; Benito Benati, Supervising manager (di-

rectly under the Board of Directors); Eugenio Emiliani, General Manager

of the Ceramics Division; Bruno Tumidei, General Manager of the Pack-

aging Division; Giuseppe Cassani, Product Manager7.

In 1992 the Italian political system was plunged into disaster. It

seemed a crisis of dimensions on a par with the depression of 1929 but

this is not a true comparison as the economy is not going badly now.

Nevertheless it was a difficult and deep crisis and it was uncertain how it

would turn out. The coalition governments of the �great centre� (govern-

ments made up of four or five parties) did not last long. The abuse of

power reduced the strong cloth, which should have woven the country

and its representative bodies of government and opposition together, to a

fragile thread. The public debt reached an awesome figure as it exceeded

two thousand million billion Lit. In politics, widespread corruption, im-

morality and stealing public money became the norm. Fraud and embez-

zlement were considered on a par with tax evasion as acts of little signifi-

cance. Any attempt at reform had no effect. Italy was in a constant state of

upheaval and instability. The chance discovery of a theft and bribery racket

being run by the director of an old people�s home in Milan led to an7 SACMIAR, Minutes books fromthe General and Board meetings.

177

Electronic system for the quality controlof can lids.

investigation by the magistrate�s office and unleashed the discovery of

countless other scandals. A pool of courageous magistrates involved in

the �Mani pulite� or �Clean hands� campaign started to work towards

cleaning up a culture of bribery, pay-offs and general corruption in the

public arena. The sweeping changes taking place in the East of Europe

also had unexpected repercussions in Italy. The parties changed as com-

munist and socialist ideas lost their appeal and power. New ideas and the

consensus of opinion lent themselves better to modern democratic social-

ism or liberalism. The Italian Communist Party, with Achille Occhetto

and Massimo D�Alema became the PDS (Partito Democratico della Sinistra,

which then changed its name to Democratici di sinistra - Pse Partito Socialista

Europeo, author�s note). At a congress held in the spa town of Fiuggi, the

neo-fascists of the Movimento Sociale Italiano (MSI) attempted to shed some

of the more extreme and fascist-linked elements of their ideology and

changed their name to the Alleanza Nazionale or National Alliance. A very

small group split from them and remained faithful to the ideals of the

Republic of Salò. Other parties simply broke up and crumbled away.

The most significant group of Catholics in politics was formed

under the name of the Popular Party (Partito Popolare Italiano). This was a

throw-back to the first political organisation founded on Catholic princi-

ples in accordance with the Church which was founded by Luigi Sturzo

and first entered Parliament with a hundred members in 1919 - in the

same year, as we know, that Sacmi began life. Among the many other

parties in the Italian political arena there is also the Lega Nord (Northern

League) whose unclarified (and probably impossible) objective is to divide

Italy and make the North an independent state. Their standpoint throws

a shadow of uncertainty over the political situation.

A small part of the old Italian Communist Party remains in the


180


form of the �Communist Refoundation Party�. A new party was also born

in this period - �Forza Italia� - founded by Silvio Berlusconi, the business

tycoon who owns the most important commercial TV stations in Italy. A

certain undefinable desire to swing to the right seemed to be in the air but

this, with times and situations changed, is the same right-wing that led to

the catastrophe of the second world war.

Italy is good at doing all kinds of things

except war and politics. The country will al-

ways be divided into Guelphs and Ghibellines,

Orazi and Curiatii, Montecchi and Capuleti

or even �coppiani� and �bartaliani� (fans of

Coppi or Bartali, the rival cyclists). It is in our

genes, part of our natural makeup. But we

must not be fooled by the disguise - if we are

not careful we shall return to the days of op-

pression and the destruction of democracy.

Ideas are deliberately being confused, the truth

is being turned on its head and the power of

money and mass-media is being abused.

In 1994, with a completely new politi-

cal scene and something approaching a ma-

jority electoral system which was, however,

disorganised, Parliament voted for a centre-

right government which included ministers whose ideology was directly

descended from the Fascist Republic of Salò. This time these ministers

had been elected democratically thanks to the sacrifice (and even loss of

life) of the very people who had fought the Fascists in the name of democ-

racy. In 1996, however, following further elections Parliament entrusted

181

the government to the care of the centre-left Ulivo party led by the econo-

mist Romano Prodi.

The political situation remained unstable. Perhaps Italy is still too

weak to set up a governing structure like

those in other great democracies. The fu-

ture is in the hands of the Gods. It makes

me think of the first verse of the seventh

song of Hell that Pluto cried out in Dante�s

Divine Comedy; �Papè Satàn, papè Satàn

aleppe!�. Nobody knows for sure what this

means - many interpretations have been of-

fered but the fact remains that no one has

yet come up with a satisfactory explanation. The politics of tomorrow are

an unknown entity: papè Satàn aleppe.

There was an idea to amend the second half of the Constitution

with the objective of adapting the main Charter to the changing needs of

the nation. With a committee set up, elected by Parliament and called the

�Bicamerale�, a draft version was drawn up which then came to nothing.

We are now in a state of limbo. Hopefully good sense will prevail and

allow us to find our way out of this blind alley. God save the Republic!8.

The sacred rule of the liberals/free traders (the descendants of the

physiocrats) is the concept of laissez faire, laissez passer, le monde va de soi

même. However this rule does not work on a social-political level. If we do

not remain firmly anchored to the fundamental principles of the Consti-

tution, the result of the Resistance - which had the Risorgimento and

national unity as its background - we risk going rapidly downhill.

Sacmi looks to the future with few worries but with the same8 BCI, newspaper and periodicallibrary.


182


Assembling an automatic machine.

determination with which its members have worked with an iron will in

the past.

We have already reached the present day. On 5 May 1997 a formal

agreement was signed at the headquarters of the Sacmi parent company

between the Imola cooperative and the Kong China Wealth Group Inter-

national Ltd. Eugenio Emiliani, General Manager of the Ceramics divi-

sion, signed on behalf of Sacmi and the president, Lam Chung Yun signed

for the China Wealth Group. The signing of the contract was accompa-

nied by speeches - the president of Sacmi, Loretto Sullalti, and the manag-

ing director, Giulio Cicognani, both spoke for Sacmi. The president of

the Province of Bologna, Vittorio Prodi, and the mayor of Imola, Raffaello

De Brasi, also spoke and wished the companies well. The agreement reached

was for the Chinese company to purchase Sacmi�s machines and ceramics

systems. A gift of a small ceramic statue representing an ox was presented

to the Chinese delegation (in the Chinese horoscope 1997 was the year of

the ox, a symbol of good fortune). The president of the Chinese company,

Lam Chung Yun, gave Sacmi a picture with attractive but, for us, cryptic

ideograms meaning �Supreme above all others. Because Sacmi is the best

of the best on the international ceramics market�9.

Throughout this history of Sacmi, mention has frequently been

made of �turnkey plants� for ceramics and the importance of the concept

of complete systems has been explained. The manufacture of these sys-

tems is the feather in Sacmi�s cap. I shall therefore return to this subject

once more in order to underline the point. The idea is that if you were to

ask �Give me everything I need in order to manufacture wall and floor

tiles on an industrial scale� Sacmi can do this - it can sell you the ma-

9 CIDRA, newspaper and periodi-cal library, Sabato Sera, n. 19 dated10 May 1997.

183

Automatic vertical drier for tiles.

chines (turnkey plant), install them, set them up and start them running.

The result is that the machines work and work well - the same philosophy

as that attributed to the company in the Chinese ideograms.

The upsets in the economy and on the stock

exchange, which hit the markets of the Far East par-

ticularly hard, in 1997 led to instability elsewhere in

the world too. It was the result of the so-called �inter-

nationalisation� of the economy - and not just the

economy but other things besides. A stone thrown into

still waters can produce ripples throughout - a crisis in

one region can produce repercussions throughout the

world.

Sacmi has withstood the crisis well. The 1997

Annual Report of the company notes: �As far as Asia

is concerned, it is expected that the situation will pick

up, but not for a few years yet, as it is not being helped

by other strong operators in the way that Mexico was

by the United States and South America during a similar crisis five years

ago. Asia can, however, count on help from China, a country which has

enormous potential and today represents the most stable part of that re-

gion...�.

The results of the 1997 consolidated balance sheet were as fol-

lows: TO 963 billion, 868 million Lit., NP 81 billion, 931 million Lit., NE

(net equity) 776 billion, 521 million Lit.10.

In 1998 the Asian stock exchanges continued their strange trends,

going up and down like a roller coaster, with considerable repercussions

on the European stock markets and even hitting Wall Street and South 10 SACMI, 1997 Annual Report.


184


Presentation of the PH 7200.

America. The world economy is still fairly strong - despite rumours of

international recession - thanks to the favourable trends set by the USA.

The Sacmi Group continues to tread a sensi-

ble path, looks ahead to the future and keeps its eyes

open.

As for the political situation - the less said,

the better!

On 2nd May Italy became one of the Euro-

pean states - there are eleven of them - who will adopt

the new single currency, the Euro. The process of

monetary union began on 1 January 1999.

On 9 May 1998 Sacmi approved the consoli-

dated balance sheet for 1997 and renewed the com-

pany positions. The new Board of Directors, which

will remain in place until 2001, consists of: Carlo

Cortecchia, Dante Pirazzini, Demos Baldisserri,

Daniele Marchi and Dino Zanoni. At the Board

meeting held on 11 May, the following people were appointed to the vari-

ous positions: Demos Baldisserri, President; Carlo Cortecchia, Vice-Presi-

dent; Dino Zanoni, Secretary.

An exciting event took place on 15 July at the parent company

when the PH 7200, the latest maxi-press which is capable of developing a

power of 7200 tons, was unveiled in front of a large group of business-

men, engineers and workers in the ceramics industry and specialized jour-

nalists. The machine has an overall weight of 140 tons. It can produce

ceramic slabs of one metre by two metres, which up until now could only

be done by using marble or naturally hard stone. The first press, the PE

185

Crown cap press.

70, made by Sacmi fifty years before had been able to produce ceramic

tiles which were 15 × 15 cm.

Sacmi�s new machine was presented by the president, Demos

Baldisserri, the managing director, Giulio Cicognani, and the manager of

the Ceramics Division, Pietro Rivola. In addition to providing the techni-

cal details about the machine, Rivola also highlighted the fact that the

company had succeeded in developing a design that comes closer and

closer to meeting aesthetic as well as technological requirements. At Sacmi

this has been made possible by the Japanese designer Isao Hosoe, who

was responsible for the Pulsar ceramic kiln11.

The Italian political situation has continued

to be unstable. It is not really surprising. On 9 Octo-

ber 1998 Romano Prodi handed in his resignation to

the president and his government stepped down (the

government which had brought Italy into the single

European currency). This followed a vote of no confi-

dence and dissent among the majority. Parliament ap-

proved another centre-left government headed by Massimo D�Alema, leader

of the left-wing Democrats. The president of the Republic appointed the

new prime minister and ministers. Life is a mystery! Papè Satàn, papè

Satàn, aleppe. But there is always hope and optimism and we must keep a

sense of irony12.

On 31 October, the Board of Directors at Sacmi welcomed the

following as new shareholders in the Cooperative: Andrea Cassani,

Gianluca Gambetti, Fabio Mongardi, Fabrizio Zoli, Raffaella Ghetti,

Andrea Morozzi, Stefano Pagani, Massimo Spazian, Raffaele Tassoni and

Valter Tontini13.

11 SACMIAR, Minutes books fromthe General and Board meetings;CIDRA, newspaper and periodicallibrary; BCI, newspaper andperiodical library.12 BCI, newspaper and periodicallibrary.13 SACMIAR, Minutes books fromthe Board meetings.


186


Pressing and drying machines in aceramics factory.

At the general meeting on 27

November voting took place to re-

elect the company positions. The re-

sults were as follows: Cicognani,

Managing Director; Pischedda,

Deputy; Emiliani, General Manager

of the Ceramics division; Tumidei,

General Manager of the Packaging

division; Bendanti, Plant manager14.

The winter of 1999 was a bit-

ter one. The days at the end of January and beginning of February are

known in Italy as the �giorni della merla� (days of the blackbird) after an old

legend and they were particularly cold in 1999 - almost as bad as back in

1919. But let�s not exaggerate; Dante would have said that it was a winter

�sanza infamia e sanza lodo�. How time flies!

At the general meeting on 26 February the shareholders took the

decision to set up a company in India with the name Sacmi Mumbay as a

temporary solution until a proper branch office could be established. The

idea was to create a sales outlet and office for the supply of spare parts, to

provide technical support in both the ceramics and packaging sectors and

to build machine frames according to Sacmi�s design. The company would

be set up with a share capital of up to 400 million Italian Lit. to be in-

vested gradually as required. The company would have to hold a share of

at least 80 percent, either directly or through the Sacmi Group, and would

be able to grant an interest-bearing loan of up to 800 million Lit. �The

company must be set up within 24 months of this deliberation�15.

On the same day the general meeting authorised the Board of

14 SACMIAR, Minutes books fromthe General meetings.15 SACMIAR, Minutes books fromthe General and Board meetings.

187

The CAT scan machine.

Directors to set up a company in the USA known as Mold & Dies, in order

to recondition die-sets for ceramics presses and manufacture parts of them.

The company would be provided with a share capital of up to 400,000

US$ to be invested gradually as required. The company would have a hold-

ing of no less than 60 percent either directly or through the Sacmi Group16.

First the trees blossom and then they produce fruit. Sacmi is not

far from being able to load the cart with thousands of billions of Lit.

turnover.

On 26 March the shareholders gathered at a general meeting to

approve changes to the company statute. The meeting was also attended by

notary Federico Tassinari. Two changes are particularly interesting: in arti-

cle 4 (regarding shareholders) a new rule was established whereby the per-

son wishing to become a shareholder must have been an employee of the

Cooperative (clause c) or of another company at which he/she has been

sent by Sacmi, for at least five consecutive years by the date of 28 February

in the year in which the request is being made (clause b), and must have

shown self-discipline and the cooperative spirit... In article 15 (regarding the

amount of stock that shareholders can subscribe to) the methods of paying

in the subscribed amount were changed. The regulations in the statute ap-

proved on 26 March, 1999 are those currently in force17.

On 13 May the Houses of Parliament together elected the Presi-

dent of the Republic on the first vote - when the term of Oscar Luigi

Scalfaro comes to an end, the position will be taken over by Carlo Azeglio

Ciampi, Minister of the Budget and Treasury, formerly governor of the

Banca d�Italia and prime minister. Ciampi is the shrewd and intelligent

minister who ferried Italy into the single currency.

16 Ibid.17 ANMI, Notarial deeds, FedericoTassinari, dated 26 March 1999;SACMIAR, Minutes books fromthe General meetings.


190


Close-up of the pressing stage ofceramic tiles.

On the same day, 13 May 1999, the people of Imola elected the

man who is to be their mayor for the first years of the Third Millennium

- Massimo Marchignoli. Good luck to him18.

It is worth noting another important event which took place at

this time on a local level. On 22 May, a new CAT scan machine was

officially presented in the library of the Nuovo S. Maria della Scaletta hospi-

tal. This machine is the most up-to-date and sophisticated of its kind in

the field of modern diagnostics and will be in operation from 6 April.

Augusto Zappi, the managing director of AUSL (local health body), Demos

Baldisserri, the president of Sacmi, Guido Ferrari, head of the radiology

department at the hospital and in charge of the high-technology equip-

ment, Raffaello De Brasi, the current mayor of Imola and Giovanni Bissoni,

the regional health inspector, all gave speeches to mark this occasion19.

Baldisserri stressed the fact that the acquisition of the CAT scan machine

should be considered not as a philanthropic or charitable gesture, but as

an example of cohesion between citizens and business. Sacmi can be seen

to be at the forefront, at least in Imola, in the field of health and commu-

nity solidarity which lie at the very core of the cooperative movement.

Over the last ten years the company has donated, of its own free will,

around five to six billion lire directly or indirectly to this cause. Sacmi has

a truly generous heart.

At the general meeting held on 24 June, a motion was passed to

set up yet another new company for reconditioning die-sets, manufactur-

ing parts and handling import and export sales - this time in Indonesia.

The company, as part of the Sacmi Group, would have no less than a 60

percent share and the remainder would be held by the Sacmi Group itself

18 BCI, newspaper and periodicallibrary.19 SACMIAR, Minutes books fromthe General and Board meetings;BCI, newspaper and periodicallibrary.

191

Lining machine for crown caps.

or a third party. The company was to be formed and started up within one

year of the decision being taken20.

The Euro sometimes struggles along but it is still going. The stock

exchanges are still unstable and uncertain - the feared worldwide recession

(the USA are in control and pulling the strings) has not yet materialised.

Italy is pawing the ground and whinnying like a

nervous horse. Even the sun, the very source of

life, is giving rise to concern due to the much-dis-

cussed �hole in the ozone� which, if it gets any

worse, could lead to an extremely dangerous, even

devastating, situation. If only this global warming

could take place in harmony with nature - and not

just global warming but if there could also be har-

mony between people and human warmth and

understanding, or humanitas, in the sense that

Cicero and Sant�Agostino intended. Unfortunately,

however, the winds of war swept through the Bal-

kans again at the beginning of 1999 and crushed

our hopes for world peace. The battles against hate and crime are hard to

win. We must continue to hope, to negotiate for an end to the fighting, to

reach peace and put a stop to violence, racism and ethnic cleansing.

As we have already seen, the economy is highly unpredictable and

unreliable. If we look at the trend of the net earnings of the company, 1998

came to a close in a less than spectacular fashion. However this does neces-

sarily not mean that another crisis is about to occur - the world continues to

go round and the economy will bounce back, as will Sacmi�s profits21.

20 SACMIAR, Minutes books fromthe General and Board meetings.21 SACMI, 1998 Annual Report.


192


Quality is absolutely fundamental toSacmi�s production policy.

The negotiations to reach a truce in the Balkans continue to swing

back and forth. It seems like a tragic game of Russian roulette. Europe is

living in fear but the end seems to be in sight. The war in the Balkans,

which has taken place on our doorstep, would appear to be almost over. I

say �appear� because we cannot know for sure and must keep our fingers

crossed. There are still so many things left to do; from rebuilding homes

to establishing a true and long-lasting peace within the

hearts of people. At the time of writing it is 9 June,

1999 and, at this point, we can only hope that the

peace lasts and the glue holding together the ruptures

is strong enough22.

The company lives on and its days pass nor-

mally. The sun rises every day and sets each evening.

The sixth �Aldo Villa International Prize� was

awarded on 14 July, 1999 to the businessman Señor José Soriano Ramos,

born in Villareal (Castellon, Spain). Ramos completed his education in

his home town and then, at the age of 24, following an unexpected pro-

duction crisis at his family�s farm, he began to become interested in manu-

facturing ceramic tiles. Gradually he became more and more interested in

the whole ceramics industry and technology. He went on to introduce the

first Italian-manufactured ceramics machines in Spain. In 1963 he founded

Zirconio S.A. which had immediate success and quickly began to make

money. This allowed Ramos to reinvest the profits. In 1973, with other

partners, he set up the ceramics Group Porcellanosa S.A. and introduced

the most up-to-date technology into the production process. In less than

25 years the Group had 2,200 employees and a turnover of more than

800 billion Lit. (Italian value). He also helped create other industrial con-22 BCI, newspaper and periodicallibrary.

193

cerns, all of which were destined for success. Among these was Colorificio

Ceramico Esmalglass S.A. which produced ceramic glazes and colouring

agents in Spain. Ramos expanded until his business reached Great Brit-

ain, Italy, Portugal, Brazil and the USA. His economic dynamism, dem-

onstrated through his work in industry, can also be seen in fields as di-

verse as the mining industry and the graphics business as well as in all

kinds of other enterprises.

Farming remains his first love and he has dedicated his studies,

energy and abilities to this too. As a pioneer of bio-dynamic cultivation

systems he has overseen the high-yield cultivation of large amounts of

land, in particular that used for fruit farming. He is a shining example of

the modern businessman and has greatly contributed to the development

of ceramics throughout the world. José Soriano Ramos is a highly worthy

man, possessed of great integrity, who is known for having a good rapport

with his colleagues and employees. These are all characteristics which

embody the sense and spirit of the �Aldo Villa International Prize�23.

Here ends the account of the history of Sacmi.

The sails of the Sacmi-Mayflower are still filled with the stern wind.

Other sources

MONTANELLI I., CERVI M., L�Italia degli anni di fango, Fabbri, Milan 1994.

BOBBIO N., Destra e Sinistra, Donzelli, Rome 1994.

BOCCA G., Metropolis - Milano nella tempesta italiana, A. Mondadori, Milan 1993.

BOCCA G., Italiani strana gente, Mondadori, Milan 1997.

23 SACMIAR, documents andminutes books from the Boardmeetings.


194


Sacmi�s premises in Imola.

Interviews with Demos Baldisserri, Company President,and Giulio Cicognani, Managing Director.

What the most senior member of the company,Arrigo Casadio, has to say.

195

I

Sacmi�s premises in Imola...

am standing in the foyer of Sacmi�s headquarters in Imola. It is the

third time I have visited the company�s premises in Via Provinciale

Selice. It is now known as the �parent company� - a name which im-

mediately gives rise to a sense of affection for it. The first time I came here

was on the day of the inauguration of the new company buildings in 1967

- I think it was October. There were a lot of people, including important

guests and leading figures in politics and industry. I remember seeing and

greeting Angelo Salizzoni, Under-secretary of State to the Prime Minister,

as well as bishop Aldo Gobbi. My second visit was on the occasion of the

75th anniversary of the foundation of Sacmi five years ago. It was a great

celebration and was, once again, attended by many people among whom

were several well-known names and faces. Today, I can make the best of a

quieter visit and take a look around without the crowds and bustle of the

previous occasions. The administrative manager, Dante Pirazzini, is wait-

ing for me in the foyer. He will be my guide. We step outside for a mo-

ment. It is an attractive building. When you look at the facade your eye is

drawn by the Sacmi logo - the rampant winged griffin (which is the sym-

bol of Imola) enclosed in a toothed wheel. If you take a closer look at the

building, you can see that the left-wing is like a long arm with the elbow

bent. It looks (on a smaller scale of course) like the UN building in New

York turned on its side and lying in a horizontal position like a loose

limb. This �little palace� was designed at the beginning of the Eighties by

the architect Vittorio Fiorentini1.

1 SACMIAR, Minutes books fromthe Board meetings. Informationfrom the architect, VittorioFiorentini.

196


I am not an expert on the sub-

ject, but I feel it is one of Fiorentini�s

best pieces of work. In addition to the

main building he was also responsi-

ble for designing the wing which

houses the Research & Development

Centre, the engineering department

and the shareholders� meeting room.

I follow Pirazzini into the actual fac-

tory. It is quite a sight. Another two

factory buildings have been added

recently to the ten that already existed.

They were built and laid out with particular functional criteria in mind.

They seem like the naves of some great cathedral. This is the heart of

Sacmi production. It is here, (and only here in Imola) that the ceramics

presses are made - presses which are sent out all over the world. There are

various sizes - the biggest has a power of 4,200 tons. Pirazzini tells me:

�Soon we will have new presses which will be twice the size: from 7 to 10

thousand tons�. (Indeed on 15 July, as mentioned on page 128, the PH

7200 was presented to the public). They are truly elegant machines, by

which I mean that they are artistically beautiful. They look like great pre-

historic animals but ones which are simply awe-inspiring without being

fearsome. They make you want to touch them and stroke them - like good

dinosaurs or perhaps elephants, that is great affectionate beasts (as long as

they don�t tread on you of course!). When you look at these machines

they give a sense of their place in a world where peace reigns.

Let us have a look at where other kinds of machining processes

take place. One building houses the machine tools which are used to cre-

197

The shareholders� meeting room atSacmi.

ate the biggest and most complex machine parts. In the next building I

come across the machines which produce crown caps. Sacmi exports these

and has become an international market leader. Many other activities are

going on in other buildings. There is also a large packaging department.

It is a great industrial village (the complex covers a total area of

more than 200 thousand square metres, 13,500 of which are occupied by

the engineering, sales and administrative departments with 63,000 sq.m

covered by the factory floor). The complex also includes research labora-

tories, warehouses and production plants2. There is even a mini ceramics

factory where all the machines used in the entire process of tile produc-

tion are set up. In this way the Sacmi scientists and engineers are able to

study and analyse even the raw material (the clay) with the most sophisti-

cated instruments in order to obtain the best final product.

I asked the president of Sacmi, Demos Baldisserri: �How do you

envisage Sacmi in the next century?�.

He replied: �It is not easy to say for sure

what Sacmi will be like in like next cen-

tury because the world is simply chang-

ing so fast (not just technological

progress but also cultural and political

trends are evolving rapidly). Everything

is moving so quickly and these changes

influence all our lives and the choices

we make in such a way that we cannot always determine what happens,

but merely be subject to it.

Rather than saying what Sacmi will be like it is therefore better to

talk about what we would like Sacmi to be as according to a long-established 2 SACMI Seventyfifth 75, p. 26.


198


Assembling an automatic machine.

precedent, we are continually trying to shape the future of the Coopera-

tive in the short-to-medium term.

Sacmi is a technical and technological company which has never-

theless always put people first when making decisions and taking actions.

People are the determining factor while the machines and equipment are

merely instrumental to achieving objectives which are established by peo-

ple. People are at the core of the company.

This book, in which the first eighty years of the history of Sacmi

are described, pays tribute to the members of the company who have been

responsible for its growth and development. These individuals, who have

not worked alone but as a team, have been the drivers, the propellers of

the company�s development and have always had the support and collabo-

ration of everyone who has worked at and been involved with the Coop-

erative.

This is our main strength - a strength which is intrinsic to the

cooperative spirit of the company, whose principles of participation and

solidarity are still alive today. We believe in these principles strongly; they

have been handed down from those who entered the company before us

and we are committed to passing them on, in turn, to the younger mem-

bers of the Cooperative. Together we shall work side by side to create a

future for the company, as far as it is within our power to do so. The

Sacmi Group, which today has little fewer than 850 employees, who are

generally highly-educated and have an average age of 36, is made up of 31

companies located throughout the world employing a total staff of 1600

and possessed of all the strengths and qualities required to carry it into

the next century and look to the future with no cause for concern.

From this firm starting point Sacmi has every reason to capitalise

on its potential by developing and consolidating its business. In particular

199

Press assembly bay.

it can focus on increasing the production rate of machines for the ceram-

ics sector (which covers tiles, sanitaryware, tableware and refractories).

Once certain political situations have stabilized

and economic growth has started again there

should be enough room within today�s markets

for further investment in production and sales in

the ceramics industry.

It will, however, be necessary to continue

the research and development of production and

manufacturing processes which act as a stimulus

to the market and will help us work towards achiev-

ing our goals.

As far as the packaging division is concerned, we will try to give

most attention to the development of plastics, making use of the opportu-

nities offered by compression technology in order to expand Sacmi Packag-

ing even further. We should also work on increasing our production of

complete systems and concentrate the energies of all the companies in the

Group on improving Sacmi�s hold on this part of the market.

We hope that the Sacmi culture which, as I have said, is character-

ised by respect for fellow-man, will have more and more influence in the

areas in which its companies operate. This can be done by cultivating a

special rapport between the company and those it works with. To this

end, we must try to involve local institutions, in addition to our custom-

ers and suppliers, in order to improve the conditions and quality of life in

the areas where we work.

Our roots can never be cancelled out. Imola is the �centre of gravity�

for us. Even in the next century our attachment to and affection for the

town which gave life to our company will remain. However Sacmi also has a


200


Slip pump.

worldwide dimension today and we must not forget that. The process of

internationalisation (or the global economy) does not frighten us. On the

contrary; it is already a part of our lives, now and in the century to come�.

I asked the managing director of the company, Giulio Cicognani:

�What do you see as the future for Sacmi�s machines? Do you see them as

contributing to the industrialisation of Africa, for example,

or even for the exploration and conquest of space?�.

�In order to respond to this question, we need first to

consider the way in which these machines and the consumer

goods they produce are used. The world population, which in

certain areas is growing at a rate higher than 2 percent per

year, is demanding a higher quality of life from those in charge.

In two thirds of the world �quality of life� means: 1)

the ability to feed oneself; 2) having a home which can house

an often large family. Food products and construction mate-

rials will therefore be more and more in demand in the fu-

ture, especially in the under-developed countries. We should

not forget that, once food requirements have been met, the

home is the next most important thing to be provided for.

This is why Sacmi�s machines for the production of traditional

types of ceramics (bricks, roof tiles, floor and wall tiles, sanitaryware and

tableware), as well as the packaging machines for wrapping food products,

will have a market tomorrow.

For these reasons, Sacmi�s strategy will continue to be that of main-

taining its presence in the ceramics market all over the world and, as far as

packaging is concerned, developing methods of wrapping food products

so that they can best be preserved and transported.

201

Engineering department: design stage.

Most of the countries in Africa, apart from those on the Mediter-

ranean coast and South Africa, remain locked in extremely backward con-

ditions. On this continent, the primary problem of providing enough

food needs to be resolved before we can begin to talk about developing

the building industry.

I am confident, however, that over the next ten years the begin-

nings of development will be seen in central Africa. If the rich countries

of the world realise that Africa, more than any other continent, is calling

out for a gesture of humanity and human solidarity, they would find out

that this could present an opportunity and not just a burden.

Ceramics products have already contributed to space exploration.

Sacmi is researching, together with other Italian and foreign research cen-

tres, a series of advanced ceramics products which could be used in more

high-tech environments and even, why not, in space�.

It is time to go. I take my leave from the managers and directors. I

leave the Sacmi �village� by car and turn right onto the Via Selice. I have a

half-desire to go to Caput Silicis where, as we know, there was once a port

(Imola�s port) in the Po valley. Perhaps I will encounter a dinosaur want-

ing to play with dolphins or a great red and green fire-breathing dragon

from ancient China. Who knows! I have learnt that anything is possible

and dreams can come true.

I have come back to Sacmi to meet some of the �pioneers� of the

Cooperative. In my account of Sacmi�s history I have often used figures to

illustrate the economic potential of the company. This is well justified

since a company is valued by the strength of its capital, by the quality and

output of its manufactured products, the turnover it achieves and by the


204


extent to which it has been able to stamp its own brand name on the

market. However, human capital also counts and I want to discuss this

aspect too because the men and women of Sacmi with their intelligence,

moral as well as physical strength, willingness and perseverance are an

essential part of the company.

I started by talking to Arrigo Casadio, born in 1911 and president

of Sacmi from 1944 to 1949. I asked him to give me a brief outline of his life

because his life has been inextricably bound up with Sacmi.

Casadio: �I used to live at no. 15, Via Mameli. On the way to

school each morning I used to pass Vito Manaresi�s shop - he made iron

products and shears. I liked the sounds which came from his small work-

shop. I decided that when I grew up I would become a smith or a me-

chanic. I had to grow up fast. My family was poor and so I started working

at a young age - as soon as I reached the minimum age to be employed

legally. I started work at the Cooperative and there I trained as a me-

chanic. I went to evening school where I found out I was good at drawing.

I therefore went on to become a draughtsman�.

You would have known the first president of the Cooperative, Luigi

Santandrea. I have searched everywhere for a photograph of him but have not had

any luck. Santandrea did not have any children and none of his distant relatives

are left.

Casadio: �We used to call Santandrea e�mòr, the dark one, because

he was naturally dark-haired and when his hair began to go grey he used to

dye it and thus he remained always e�mòr. He took great care of himself -

even as he got older he never stopped taking exercise. Every morning he

used to go for a run; today we would call it jogging. He was not a tall man,

he had a slender figure and lean face. He was always smartly dressed. He

205

was extremely eloquent and articulate. Every year, during the citrus fruit

harvest, he would go down to Sicily to demonstrate and sell the orange

cleaning machines. He had a silver tongue and knew how to convince

people to buy his product - he was a good salesman. His motto was �try it

and see�. If anyone had doubts he would show them the machine in op-

eration. He gained their love and respect, they affectionately called him

commendatore. He was an exceptional man - and a bon viveur�.

The period of his term as president of the company ran from 1944 to

1949: a period full of dramatic events and upheaval, but also hope.

Casadio: �Let�s leave aside the war for the moment - we all know

about how Imola suffered by being on the front line, about the struggle of

the Resistance against the Germans and the Fascists and the blood shed

for liberation. When the area was liberated we started work immediately.

The factory in Viale Crispi was back on its feet in no time although there

was no electricity. We managed to find a tractor (but we exploited other

means as well) and used it to generate motive energy. We were able to start

up some automatic and semi-automatic machines which the Cooperative

had obtained during the war, with the approval of the military authori-

ties, for the production of arms. (I remember that from �40 to �43 they

had built supports to be joined to the steering columns of the soldiers�

Guzzi-Alce motorcycles, and that they installed submachine guns on these

supports). Well anyway, we started to work. The first machine we made

was a winch for the Gruppo Facchini in Imola (a transport company) to be

used for handling goods to be transported by rail. We also made artistic

gates for a building in Forlì�.

Following the, shall we say �artisan�, production period, in what order,

chronologically, did the new production lines come into operation?

Casadio: �Well, we began (in the Thirties) with the machines for


206


Boring machine on the factory floor.

citrus fruits. Then we began to make the first machinery for food products

(Magazzino Generale di Consumo di Imola). We went on to arms production

during the war. Immediately after the war we began to manufacture mixers.

Then came the presses for ceramics and the machines for crown caps. After

this we started producing the ceramics systems for certain traditional prod-

ucts and for sanitaryware and the machines for packaging containers. And

that brings us up to today�.

You began with already existing machines,

mostly German brands (except for the fruit clean-

ing ones which originated with a Spanish machine)

which you made improvements to in order to make

them faster and more productive. I know that the

genius responsible for most of these brilliant inno-

vations was you. What can you tell me about this?

Casadio: �Well I certainly was no genius! I loved examining ma-

chines, discovering their faults, seeing whether I could make them run

better and produce more. I loved the job, I enjoyed doing it and found

great satisfaction and pleasure in finding what I was looking for.

One day, the director, Miceti, said to me: �There is a problem with

our glueing machine for the crown caps. The competition is beating us.

You must go to the USA (where that kind of machine was first invented,

author�s note) and see what they do - otherwise we are ruined and we may

have to close down�.

In fact, there was indeed something wrong with our machine: the

heating elements were giving problems. These heating elements, which

served to heat and dry the glue used to apply the little cork disc to the

underside of the cap, would start to burn at a certain moment in the

cycle. I therefore went to New York and visited some of their factories�.

207

What about the language barrier?

Casadio: �It wasn�t a problem. There were directors, technicians

and businessmen who were of Italian origin in those factories. You can

find Italians all over the world. They helped me and I became their friend.

They showed me how their machines worked and put me in contact with

a company that manufactured heating elements on an industrial scale. I

returned home and applied the necessary modifications to our glueing

machines. Shortly afterwards we became competitors with the USA and

started exporting our machines there. Sacmi�s machines were better than

theirs. I returned several times to the United States and travelled all around

the country.

Another example is that of the mixers which replaced the old

wooden kneading machines used for preparing bread mixtures. When we

started making this type of machine we noticed that the yeast gradually

eroded the cast iron. I therefore had the idea of using cast steel instead.

The innovation worked and the machine did not give us any further prob-

lems. As you can see they were not exactly ground-breaking discoveries!�.

After Miceti, the next managing director was Aldo Villa. How did you

get on with him?

Casadio: �I got on extremely well with Villa and fortunately he

had a good opinion of me. He was a very active man and he was decisive.

He was the type that called a spade a spade. He was very approachable and

had a good rapport with staff and with customers from all over the world�.


208


The �veterans� of Sacmi tell their story.

209

I

The �veterans� of Sacmi tell their story...

Feeder.

am back at Sacmi. I meet Ciro Gasparri, born in 1916 and another

important figure in the story of the Cooperative. He was president of

the company from 1949 to 1955 and factory manager for over twenty

years. He started working for Sacmi in 1930 and became a shareholder in

1945. He was a fitter. He retired in 1976.

What does Sacmi mean to you?

Gasparri: �Sacmi has been my great love. I am a bachelor and my

work has always played a leading role in my life. I used to spend practically

all my time at the Cooperative and felt that my family was there. We have

had two managing directors, Miceti and Villa, of outstanding ability. They

too were �married� to the business. Miceti was an extremely wise and sen-

sible manager - he kept his feet on the ground. Villa was

made from the same mould. He was always trying to cut

down on expenses. He used to write notes for himself on the

back of old envelopes to save paper. There have also been

good presidents, fully committed to the company and their

work. I tried to do my best when I was in the position. After

me the next president was Amleto Scomparcini, but he only

remained in the post for one term. Next was Aurelio Mingotti,

a shrewd and intelligent man who led Sacmi with great success for many

years. Then came Rino Morini, Nerio Cavina, Rodiero Alieri, Loretto

Sullalti and today there is Demos Baldisserri. They have all been excellent

presidents�.

210


What can you tell me about Sacmi�s lines of production?

Gasparri: �After the war we gradually abandoned certain lines of

production which were going badly on the market, such as the mixers and

later - much later - the citrus fruit machines. We worked hard to keep

improving the machines for ceramics production, and even now, they are

our winning card. I hope the shareholders and employees today have the

same desire to work that we had and that the harmony that reigned at the

company in our day can be maintained. I hope to see you at the eightieth

anniversary of the company when the book comes out�.

I am sitting opposite Rino Marani. He was born in 1922, was a

member of the Board from 1955-56, Vice-President (consigliere delegato)

from 1959-1965 and Vice-President (vice presidente) from �67 to �71. He

was the right-hand man of the president, Mingotti. Marani retired in 1982.

What do you remember about your early years at Sacmi?

Marani: �I started working for the company in 1936.

I got married on 2 December and I chose that date because

it was the anniversary of the foundation of the Coopera-

tive. As soon as I was taken on I was sent to the worksite at

Montecatone where they were building the different wings

of the hospital. I was working under Rodolfo Galassi. We

installed iron window frames (manufactured by the Coop-

erative) for the wards. During the war I remember that we

made machine gun holders to be installed on the soldiers� motorcycles.

We even made the iron rods to clean the model 91 rifles.

Once the war was over we started work on the great enterprise of

making presses for the ceramics factories. The pioneers of this undertak-

ing (a special event because it pointed the way to Sacmi�s future) were the

211

Sacmi at the Santerno Exhibition(Managing Director, Giulio Miceti,with his back to the camera), Imola1948.

factory manager of the Cooperativa Ceramica, Savioli, Sacmi�s factory

manager, Ermanari, and Casadio, our head of engineering. We began - I

think it was in 1950 - with a 70 ton press (known as a �perpetual motion�

press). We went on to develop the 105 and later the 145/180. Sacmi�s

good fortune however lay with the PE 220 press which was awarded a

prize at the Milan trade fair. We reached a production rate of forty-two

and a half per month of these presses. At the same time we were also

making the crown cap machines. Casadio will

have told you about his trip to the United

States. This was necessary because the prob-

lem of the heating elements was making it ex-

tremely difficult to continue to sell the prod-

uct. The mystery of what was wrong with these

machines, which applied the cork discs to the

crown cap, had troubled us for a while and

solving the riddle had become a kind of obsession. Fortunately Casadio

found the solution to the problem�.

A very important event took place during your term as vice-president: the

foundation of Sacmi Impianti SpA with the main aim of developing business

overseas.

Marani: �That�s right. The president of the company, Mingotti,

who was, in my opinion, an extremely able president, had a very clear

objective: to take Sacmi�s machines all over the world. I agreed with him.

In Villa and Cicorella we found two fine young men who vied with each

other to reach the same goal. Mingotti never tired of telling them: �We

must fly the flag of Sacmi in every corner of the world�.

We should remember all these people because I think Sacmi owes

a great deal of its good fortune to them�.


212


I imagine you think a lot about those times and that you cherish those

memories.

Marani: �Yes I do. We used to work hard in those days. We were

paid a normal amount. The first time we were paid overtime, if I�m not

mistaken, was in 1955 when the Cooperative had already been in busi-

ness for 36 years. In those days we did everything for the good of the

company. Honesty was the first rule by which we led our lives - both within

the Cooperative and outside it�.

Rino Morini. Born in 1927. Joined Sacmi in 1954, shareholder

from 1959. Made a member of the Board in �65 and Vice-President in �71.

President from 1973 to 1977. Retired in 1980.

You became President at a highly significant time for Sacmi and at a good

moment from an economic point of view.

Morini: �Yes, I did. In the early Seventies we began manufacturing

whole systems which was probably the most important turning point for

our company. I am sure you understand what is meant by �turnkey plants�.

For ceramics we made presses. We then spotted the opportunity of making

a series of machines for all the various stages of tile manufacture. This meant

starting from the choice of the clay to be used and going right up to the

finished tile ready to be delivered to the customer. It was an inspired idea,

although not without its problems, as it proved to be difficult to achieve and

involved much hard work and sacrifice. We sent our first plants to Libya,

Algeria and Bulgaria: a somewhat adventurous undertaking. These were

economically backward countries. The labour force was mostly involved in

sheep-farming. Our presence in these countries and the aid we gave them

weighed heavily on company finances. The creation of complete systems

(and the hand of Casadio can be detected throughout this process) started

213

Aldo Villa at the Great Wall ofChina.

with the development of the presses. Following the Welko-Cicorella agree-

ment, a controller was added to these presses with great advantage on a

functional and productive level. The stimulus to take a step further forward

originated here and the concept of �turnkey plants� arose at this time�.

What were your responsibilities at the company?

Morini: �I was a programmer in the crown cap machine division.

The story of these machines is very interesting too. We started with ma-

chines that made five caps per stroke. We had a model that was patented

by the Ettore Busi company. Then Casadio designed a machine that pro-

duced a hundred and fifty thousand pieces an hour. Now the hourly pro-

duction rate has increased considerably - I am not certain but I think it

has doubled. When I was still at the company we talked about advanced

research and today this has resulted in plastic containers.

After a while we began planning the production of machines on

the basis of a yearly budget and then the computer was introduced. Villa

was bewildered by the new computer technology at first but I wasn�t. I

think it was the only time we had a difference of opinion in our plans for

the company�s technology�.

What was Villa like?

Morini: �He was an extraordinary man. His great gift was that of

being able to strike up a rapport with whoever he met immediately. He

had the power of persuasion - he knew how to win people�s trust and good

will like nobody else�.

Do you remember other important events in the history of the company?

Morini: �I had only been a member of the Board for a short while

when the social and leisure club was started up. That job had been as-

signed to me by the Board. We organised various activities: specialised

courses, conferences (even the mountain climber who scaled K2 came to


214


Clutch press.

speak), organised tours, guided visits around other companies etc. On

Saturdays we would show a film.

At this time we also took the decision to give workers of over 40

the option to have a regular health check-up. I myself dealt with making

the first appointments with Giuseppe Labò, a doctor at the Sant�Orsola

hospital. The employees still have these check-ups every two years and it

even extends to retired members of the company�.

Next, I speak to Giorgio Penazzi. He was born in 1929 and joined

Sacmi in 1950. He was a shareholder from 1954. He became a member of

the Board in 1970, replacing Cavina who had left, and held the position

again in 1973 and 1979. He was factory manager. Penazzi retired in 1988.

I have just finished talking to Rino Morini about the concept of turnkey

plants. What can you tell me about this subject?

Penazzi: �The decision to produce turnkey plants was the right one

but quite a lot of us were afraid of taking this leap in the dark. But perhaps

I should talk first about the presses. These machines were developed over a

fairly long period of time. At a certain point we realised that they could no

longer be controlled manually - they needed to be automated and we had

to find the right technology to speed up the press-strokes. We turned to

Welko in Milan, a company specialising in controllers for all kinds of in-

dustrial machines, and asked them to make us a controller for the presses.

Welko was happy to start working with us. An electro-mechanical control-

ler was chosen because the president, Mingotti, had already tried using a

pneumatic device. We manufactured and sold some machines with this

innovation. However, more advanced, faster equipment was available on

the market. With the introduction of this controller we actually became

competitors with Welko which could, however, offer better prices than us

215

Fly press.

due to the fact that it operated in an environment that provided more

opportunities to make alterations and update the equipment. For this rea-

son, three members of Sacmi came up with the idea of trying to overtake

Welko on the market. The idea was simple: get ahead of Welko by doing

business with them, even recruit one of their members and the director of

the factory, Cicorella. However this plan had a high price. The Board of

Directors of Sacmi became aware of the plan only when it had already

been carried through. The decision was only approved by the assembly of

shareholders after the fact and, obviously, there were plenty of people who

disagreed with the whole idea. This caused much drawn-out political wran-

gling within the company. They probably wanted to change the Board of

Directors which had accepted the decision of the three Sacmi members

responsible for the affair (Sarti, Villa, Benati). Cicorella returned to Welko

after a considerable period at Sacmi Impianti. In the end, Welko survived

a period of ups and downs, continued in production and, even today, still

operates on the market. Sacmi did not really gain anything by it but it had

managed to hold up production at the rival company and it stimulated the

manufacture of Sacmi trademark presses. At that time I was head of the

department which dealt with installing these machines. Villa once again

predicted things correctly. It was a shame that politics got in the way and

the Welko affair was seen as a mistake. They should have built a statue to

Villa instead. They suggested that I stand as candidate for president but I

turned them down citing personal reasons as my motive. I would have

preferred a company which was not so political but that was impossible at

that time. My work already took up enough of my time: often I arrived

home at about ten in the evening�.

What advice would you give to the Sacmi present-day and future members?

Penazzi: �Work hard and show commitment to the company. I


216


have seen the Cooperative grow from a small business to a great industrial

concern. This expansion is the fruit of our hard work and sacrifice and

real love for the company. We must never forget this aspect. You need to

have the will to work. There�s no room for layabouts and shirkers or peo-

ple who are all talk and no work. I hope that, in the future, there will be

fewer and fewer of these kind of people�.

Benito Benati, a member of Sacmi offers a different version of the

Welko affair. Here is his point of view:

Benati: �The twenty years in the history of Sacmi which ran from

the end of the Fifties to the end of the Seventies were characterised by a

rather bitter conflict between Sacmi and Welko Industriale SpA, whose head-

quarters were based first in Milan and later in Spino d�Adda (Cremona).

The conflict took place both on a business and a legal level.

Welko was a small electro-mechanical business based in Milan

which was already well-established by the mid-Fifties. At that time Sacmi

had a good clutch press for tile production but it needed to be equipped

with a suitable electronic controller. However Sacmi did not have enough

experience in this field (electronics was still in its first stages), whereas

Welko had already reached an impressive level of knowledge. For this rea-

son, Sacmi and Welko met to set up a kind of joint venture with the aim

of designing a controller for the Sacmi presses. A joint research and devel-

opment department was started up in Milan for this purpose where both

Welko and Sacmi staff worked.

After a profitable period of collaboration between the two compa-

nies the relationship came to an end and each of us went our separate ways.

Sacmi set up its own electronic controller as well as a powder filler-box which

was combined with its press. It then began to show these at trade fairs and

217

One of the first cap counters.

install them for a trial period at some of its customers� factories.

Sacmi was accused of having used the results of other

people�s research and a bitter legal battle ensued on all fronts. It

resulted in a court order which forbade Sacmi to continue pro-

ducing machines equipped with the controller and filler-box in

question.

The litigation with Welko lasted from 1959 to 1972 and

was accompanied by great tension and worry. Sacmi had to un-

dergo an inspection of its accounts by a certified auditor ap-

pointed by the law court and an action even finished in the

Court of Cassation. We finally won the action but only after

having lost at all the other stages of the legal proceedings.

The final result of the litigation was, however, a positive one and

Welko was forced to reduce its demands. In the end the matter was re-

solved with the payment of several tens of millions of Lit.

This happened in around 1972. In the meantime many things

had changed.

At the beginning of the Sixties Sacmi handed the responsibility of

selling its products on the overseas markets to Fatmi, a company based in

Milan with its offices in the new and futuristic (for those times) sky-scraper,

the Torre Velasca.

In 1965, together with Fatmi�s two partners, Sacmi set up Sacmi

Impianti Spa and appointed the future member of parliament Armando

Sarti as company president. The new company was Sacmi�s answer to real-

ising its long-term and ambitious strategy to enter the market for com-

plete ceramics systems. The plan was carried out through this new sepa-

rate organisation in order not to have the Cooperative involved under its

own name as it lacked experience in this risky field.


218


Sacmi Impianti was then granted a licence to act as agent selling

Sacmi�s products overseas (this had also been done with Fatmi which later

closed down).

In the mid-seventies the competition with Welko became extremely

aggressive as they were present in all the markets and with all the custom-

ers. This led some of our divisions to doubt our own products, prices,

salesmen and company structure.

Undoubtedly the same was true the other way round - I imagine

that competition with Sacmi was a considerable weight on the minds of

those at Welko.

Then things began to happen.

Welko suggested to Sacmi that the two companies work together

and fix prices. They also invited Sacmi to buy into Welko. The offer was

accepted with relief by Sacmi�s directors and was considered to be an op-

portunity that was too good to pass up.

The discussions were held in utmost secrecy in order not to com-

promise the outcome but once the affair had been concluded and brought

to the attention of the shareholders they were very happy to approve it.

It soon became clear that we had bought into a company that was

in serious financial difficulties, bled dry perhaps by its sales policies.

The auditors asked their new bosses (Sacmi) to do their bit and

send manpower and means to keep the company above water.

This began to create problems and much debate inside Sacmi.

The shareholders� assembly decided not to commit themselves any fur-

ther to supporting Welko and attempted, as far as was possible, to recover

what had already been invested and limit the damage.

The decision to pull out from Welko and the frustration of hav-

ing been part of an operation that had gone sour led to a string of con-

219

The hospital in Montecatone.

troversies and recriminations which dragged on for several years.

I should nevertheless add that, for many years afterwards, Welko,

which had previously been an important rival for a long time, had little

influence on the market and this allowed both Sacmi and other compa-

nies operating in the sector to re-establish a good relationship with the

market in terms of sales prices�.

I now meet Doriano Golinelli. He was born in 1922, and joined

Sacmi in 1934 when he was only 12 years old. He became

a shareholder in 1945. Golinelli qualified as an installer

and travelled all over Italy and the world as chief installer.

He was a Member of the Board from 1949 to 1955 and

retired in 1980.

Was there a crucial moment in Sacmi�s development

that you can identify?

Golinelli: �Yes. In my opinion it was the moment

when Cogne began to recruit for a workforce when it

started up production (1938-1939). The Cooperative was

forced to change its step. Many of our young workers chose

to go and work at the arms factory because you could earn more. My wage

at that time was 1 Lit., thirty an hour. At Cogne, a worker the same age as

me and with the same qualification could earn 2 Lit., fifty which was

almost double. Others went to work on the railways which was a more

secure job. Some enrolled in the airforce as flight engineers. I started

working at Sacmi when I was just twelve years old, I hadn�t even reached

the legal working age, and I stayed there. We mainly worked at the sanato-

rium in Montecatone. I remember we made bedsprings, window and door

frames and very thin metal boards (they were the partitions to be placed


220


A machine made for IRCE.

between one bed and another). We also worked for the Magazzino

Cooperativo, for other hospitals, for brickkilns, for the cooperatives which

ran the threshing machines and for other companies too. From Novem-

ber to February, we mostly concentrated on the orange cleaning machines.

We even received an order for latticework destined for the universal exhi-

bition in Rome known as E42 which, however, was never held because of

the war. We purchased new machines: a milling machine, a lathe and a

boring machine. My colleagues will have told you about production dur-

ing the war. I don�t know if they told you that we also built heaters for the

airforce which were sent to the Italian expeditionary force in Russia.

We did workshifts of twelve hours from two o�clock in the after-

noon until two in the morning. In winter it was cold. Every now and again

we went to warm ourselves near the big heater which

they called e�stuvón. After 8 September the Germans

came into the factory and we tried to get along with

them. They repaired the engines of their vehicles.

The progress of the war was already showing signs of

the tragedy it would end in. With the Germans in-

side Sacmi we secretly made nails which the Resist-

ance fighters hid in the roads where the enemy�s

convoys passed by. At night, when the Germans were

not around, we used to bury the most valuable ma-

chine tools underground in a courtyard near the part

of the factory that looked out onto Via Framello.

We even buried machines from Cogne�.

After the front line moved on, you started work

again with a great deal of effort, didn�t you?

Golinelli: �Yes, straight away, but it was diffi-

221

cult. We had no electricity. We had to make do with what we had. To

generate electricity by our own means we used a tractor and other things.

Aurelio Mingotti and I went to Via Punta where we knew there was a

small Decauville train. We found a horse, I think it was the only horse left

in Imola, and got it to pull the train all the way to Viale Crispi. The poor

horse! When we reached the crossroads between Via Montanara and the

road where the Lolli asylum stands we turned towards Porta Montanara

(the Montanara gate from the old city walls) but the horse stopped. It was

completely worn out. We were forced to take a break for two or three

hours so that it could get back its breath. Then we started off again. When

we finally reached the Cooperative, we adapted the engine in order to use

it as a source of energy. We gave Cogne�s machines back to them. In thanks

and to pay us back they gave us a considerable amount of steel (perhaps

worth a little over a million in the value of that time) which for us was like

gold-dust.

After the war we started making machines for IRCE to be used to

coat electrical wires. For several years I worked in Sassuolo where I was in

charge of training the installers who were learning how to do their job. I

was also responsible for public relations, as we would call it today�.

I now speak to Enrico Spisni. He was born in 1925, joined Sacmi

in 1954 and was shareholder from 1962. He was a Member of the Board

from 1965 to 1967 and retired in 1982. Spisni was a mechanical engineer.

He worked in the engineering department and started up the systems

department.

When you joined the Board of Directors, Sacmi was about to transfer its

premises from Viale De Amicis to Via Provinciale Selice.

Spisni: �The factory was moved in 1966. The crown cap machine


222


A glueing machine for crown caps.

division was the first department to be transferred and it only took one

day to do this. The heaviest machine tools were transported to the new

premises in June-July of the same year. Production was not held up. Few

people know that the first draft of the design for the new headquarters

was actually done by the president, Aurelio Mingotti�.

I would like to return again to the subject of the Welko affair and the

related problem which arose out of the fact that it was no longer possible to con-

tinue to control the presses manually.

Spisni: �In fact we had already known for some time that this was

no longer possible. We had experimented with automation using pneu-

matic controls but they weren�t reliable enough so we didn�t continue. At

that time (Miceti was still Managing Director) we reached an agreement to

work together with Welko, who held the patent for an electronic control

system for clutch presses. Later on, a joint engineering department was

set up as a research base at Welko�s headquarters in Milan. Apart from

me, the others from Sacmi who worked in that department

were Casadio and Anderlini, both of whom went to Mi-

lan every week and stayed there. I, on the other hand,

remained in Imola. We worked with Welko to find a

new controller and a new press but the relationship

broke up. Two of the members of Welko left the com-

pany, which nevertheless continued to operate, and

one of them, Cicorella, (who was the manager of

Welko) set up Sacmi Impianti SpA with us. This new

company was based in Milan and was started up in

order to develop business overseas. Sacmi owned the majority of the shares

in the company. Research for the new controller and press went on and

finally resulted in the PE 150 - the first of Sacmi�s successful clutch presses.

223

Casadio thought up several state-of-the-art technological improvements.

He was our trump card - I think he was a genius. Without him, in my

opinion, Sacmi would not be what it is today because he had a hand in

creating every one of the machines which made the Cooperative into a

large industrial concern�.

I know that you worked both in the crown cap and ceramic systems de-

partments. Perhaps you can tell me something about them that I don�t already

know.

Spisni: �These two departments have been the most important in

Sacmi�s history. When I joined Sacmi they had already started manufac-

turing the machine for forming caps (which was a highly technologically-

advanced machine) as well as a small glueing machine for applying the

cork seals. We then acquired a much more productive glueing machine

from Busi. Casadio redesigned it and the result was an even faster and

more complete machine: the ITC 45. When hygiene regulations meant

that there would have to be a tin-foil disc between the cork and the liquid

in the bottle, we purchased another machine from Busi for the task. How-

ever the machine could not be manufactured on an industrial scale in the

form in which it was bought. For this reason Casadio designed the STC

42 foil applicator which was a great success at the Milan Trade Fair and

then on the market. Later on the cork material was replaced by plastic.

As far as the ceramics systems were concerned, I think the first

system for grinding clay was made in 1955-1956. This consisted of a series

of machines linked to each other which, by means of a dry process, started

with lumps of clay and transformed them into a powder which was just

the right size, with the correct moisture content and suitably aged so that

it was ready for use to form tiles.

Anyway, I was talking about the first complete system. This was


224


Firing and drying plant forsanitaryware.

installed in Ricò, in the district of Parma, where

there was a tile kiln. I remember the second sys-

tem, manufactured in Sassuolo, for a particular

reason. Four of us departed from Imola to go and

install this system - Miceti, Casadio, Gildeni and

myself. Since Sacmi didn�t have any of its own

vehicles, we hired a Giardinetta Fiat 500 - the ones

which had the upper bodywork in wood. Miceti

drove. When we reached San Giuliano Modenese

the car in front of us made a reckless manoeuvre forcing Miceti to swerve

off the road and into a canal-ditch. All four of us were taken to hospital

but fortunately we were not seriously injured.

After Villa had joined the company, we realised that, if we wanted

to expand beyond Italy we would have to adapt to the production methods

in use on the international market. In fact, the methods used for the prepa-

ration of the base mix for forming tiles was completely different from those

employed in Italy at the time (pulverisation of a single type of clay). Instead

a mix formed from several different clays and hard minerals had to be pro-

duced. This could only be done by using a wet process - the same kind of

process that was used for the manufacture of sanitaryware and tableware.

We were completely unaware of this procedure. Sacmi Impianti hired a

French engineer and, with his help, we began our work in this field.

I hope someone has already told you that it was at this point

that the great idea for manufacturing turnkey plants originated and per-

haps they have mentioned the fundamental role that Villa played in this

story. I hope that someone has recounted the whole thing because oth-

erwise it would be difficult to fully understand how Sacmi developed

into the great company it has become. Since I experienced this growth

225

The Plus CCM 011 for rotarycompression moulding of thermo-plasticresins.

and development first hand I am curious to find out how it has been

described. I hope it hasn�t all been simply put down to the grace of

God�.

Finally I speak to Rodiero Alieri. Born in 1942. Joined Sacmi in

1960. Shareholder from 1968. President from 1979 to 1995. Retired

since 1997.

During your time as president of the company, Sacmi expanded into a

large international concern.

Alieri: �Today, Sacmi is present on all world markets. I have seen

the company transform itself from little more than a small workshop into

a huge international industrial group. When I joined the Cooperative

there were 125 employees who taught me everything I know. I was eight-

een when I started working here. I grew up and became a man inside this

company - not just physically and in age but above all professionally and

ethically. I owe everything to Sacmi. I have met some fantastic people here

- in particular Aldo Villa. He was at the heart of the success of the com-

pany. Giulio Cicognani, the present managing director, is continuing his

good work, following the example of his predecessor�.

Tell me a little about Villa.

Alieri: �I worked with

him for many years and we

went through the everyday bat-

tles together. He was extremely

competent dealing with busi-

ness but, in my opinion, his

best quality was his natural

ability to build a rapport with


226


Fruit cleaning machine, late 1950s.

others. He always succeeded in winning the

trust of customers and they took to him at

once. He also had a special relationship with

the employees. He knew how to manage them,

he encouraged them, advised them, urged

them on. He was a leader. He was a friend to

all but could also be hard on people although

he always used great tact at the same time. To

me he was the best of friends. He was an ex-

tremely active man - he hardly ever rested. He

had two wishes that didn�t sit well together and put him in a difficult

situation: on the one hand, he wanted to be out in the field doing busi-

ness in our overseas offices but, on the other hand, he wanted to stay here

and oversee production. He was a person with great intuition. The mar-

ket is changeable by nature but Villa always seemed to know which way

the wind was blowing and he adapted to change quickly. He also had a

golden rule: always work hard and with commitment wherever you are.

I mentioned previously that it was Villa who guided the produc-

tive development of the company. Of course, he was helped in this by a

group of first class colleagues. The names which come to mind immedi-

ately are Cicognani, Cassani and Tumidei, but there were, and are, also

many others engineers of great ability. They strove to achieve precise ob-

jectives and I think they have succeeded. Working in both the ceramics

and the crown cap sectors (today plastic is used to make the caps) was a

great experience for me and I think the history behind the development

of these two divisions, or three, if we include the machines for fruit, is

extremely interesting.

What do you think will happen to production in the next few years?

227

Alieri: �We need to look at what will happen in the rest of the

world and always keep an eye on the market. I think there is still room for

the ceramics sector to expand - and not just in the Far East but also on our

own continent, especially in the North. The ceramics industry uses a raw

material which is ecologically healthy and clean. There is no danger of

pollution. Even bottle caps have a future with a broad horizon. Both ce-

ramic products and bottle caps will continue to be in demand - especially

if we think of the use of plastic.

As far as Africa is concerned, I think that the view of the manag-

ing director, Cicognani, is absolutely spot on. Africa is a poor continent

that still needs to develop economically. It is certainly a market to keep an

eye on. On the other hand, as far as the most basic human needs are

concerned, Sacmi�s philosophy has always been: first feed oneself and then

think about building a house. This applies to the future too. The ceramics

sector is not a rich one. It is better defined as �popular� all over the world

and therefore has immense potential in terms of consumer demand. We

shall certainly see many changes in the future. Sacmi will have to ask itself

many times: what do the consumers want? In the past the company has

always responded to this question and taken pains to satisfy the customers

needs.

The history of our company has always had a human dimension.

Just think, when I joined there had already been two generations of coop-

erative members behind me. Then others arrived and yet more will come

in the future. We have spent so many nights in discussion here - even

arguing - right up until the small hours, until two in the morning. But the

next day everybody was at their work, calm and trusting in the company,

with a clean conscience and without rancour. I very much hope it will

continue to be like that�.


230


The role played by Sacmi in societyand culture and its contributionto social welfare and the preservationof our artistic heritage.From modest beginnings, the companyenters the international scene.

231

S

The role played by Sacmi in society...

Delivering the CAT scan machine.

acmi has always honoured its principles of mutual aid with great

conviction and generosity and following the spirit of the law and

statutory regulations. It has even offered assistance in the fields of

health, culture, art, education, sport and leisure. It has always been thor-

oughly committed to these principles, depending, obviously, on the state of

its own finances. The largest and most solid investments in these areas have

been made in the last few decades. Within the Cooperative, Sacmi can boast

of having achieved more concrete results, as far as mutual aid and social

security provisions are concerned, than can be found elsewhere in Italy.

Every year it has given financial support to the Cassa di Previdenza e Assistenza

della Cooperativa Sacmi and to the Polizza Sanitaria in favour of all the share-

holders and employees. The Mutual Aid Fund has been used to make dona-

tions and contributions (of considerable value) towards funding research,

education, culture, company training, social welfare and charity.

One of the most important donations was that made to the

Ospedale Civile (city hospital) in Imola in1989, when Sacmi gave the insti-

tution a CAT (Computerized Axial Tomography) scanner. The same hos-

pital (AUSL 23) was also presented with another special piece of equip-

ment, the VD 5000 Urodynamic Investigation System, for the urology

department, as well as a Toshiba portable ecograph. Sacmi has also given

financial assistance to the Mobile Clinic run by Dr. Claudio Costa, an

orthopaedic specialist, in order to buy equipment and material. This clinic

is present to provide medical assistance at all the races in the world motor-

232


Donation made to the CentroUniversitario Ospedaliero Ignazio Dendi Conakry in Guinea.

cycling championship. Dr. Costa and his small mobile clinic are well-known

and valued throughout the motorcyling world.

Sacmi has also helped the Cooperativa Il Sorriso which runs a com-

munity project for recovering drug addicts. In addition, it has made con-

tributions to the �Congregazione delle Piccole Suore di Santa Teresa del

Bambino Gesù� to help build the Casa dell�Accoglienza in Imola which

provides assistance for the handicapped. Other substantial contributions

have gone to the Comitato piemontese pro alluvionati (Committee of Pied-

mont for flood victims) when disastrous floods hit that region, to an or-

ganisation sending foodstuffs to people in need in Yugoslavia, to the

Associazione studi tumori solidi (for research into tumours) and to many

other organizations and charities.

In order to help the people hit by the earthquake (1997-1998) in

Umbria and the Marches, Sacmi, together with the Comune di Gualdo

Tadino, committed itself to bearing expenses for re-building work up to

the amount of 100 million Lit. In the field of culture and the preservation

of our artistic heritage, Sacmi has played a substantial role in the work of

restoring the frescoes in the Basilica-Santuario della Madonna del Piratello. This

church was built in Imola from c. 1490-91 by Caterina Riario Sforza of Forlì

and Imola with the authorisation of Pope Innocent VIII1.

The Cooperative has also financed restoration work on the Palazzo

Ducale in Sassuolo. This included the repair of the portals and the niches

containing statues on the main facade, the restoration of the original net-

work of canals and the repair of window and door frames in the state rooms

and �French chamber�. Similarly assistance has been given to the restora-

tion of the Palazzo Sassatelli-Monsignani in Imola (a contribution was made

to the Foundation for Musical Culture in order to build the headquarters

of the Piano Academy).

1 CORTINI G.F., La Madonna delPiratello presso Imola, Galeati andson, Imola 1889.

233

Restoration work on the facade andfrescoes of the Basilica-Santuario dellaMadonna del Piratello.

Sacmi�s dedication towards the preservation of our heritage is also

revealed by its contribution to the church of San Giacomo dei Filippini (near

Imola�s main theatre) which is known to have existed as far back as 1334

and was completely rebuilt in 1762 according to the design of the archi-

tect Domenico Costa. Plans to renovate both the church and the priest�s

residence are underway2.

Sacmi has also contributed to education and culture in Imola by

donating an electrical discharge quantimeter for metallographic analysis

to the Istituto tecnico industriale F. Alberghetti in Imola. This state-of-the-art

piece of equipment both improves the learning of the students and can

also be used to give scientific and technical support to various companies

in the area thus cementing a working relationship between the schools

and businesses in this region.

A further gift was made to the Istituto Alberghetti (both to the tech-

nical and the vocational schools). Both schools received a new computer

room and Sacmi provided the software.

Sacmi has taken part in the Progetto solidarietà Imola-São Bernardo

(Brazil) - a project promoted by a committee made up of the Town Coun-

cil leaders of Imola, the diocesan Bishop, the Missionary Centre and vari-

ous other social, cultural and religious organisations. In this way, the Co-

operative has made a considerable financial contribution to their project

to bring together different peoples from all over the world. A vocational

school was built in São Bernardo to train the young people of the shanty

town and provide them with a skill with which to find work. The new

school was opened at the end of November 1996 and the event was at-

tended by the president of Sacmi, Loretto Sullalti, the managing director,

Cicognani, and the director of Sacmi do Brasil, Ermes Gaddoni. Since

then, work has begun on building an extension to the school - a project

2 BENTINI J. (edited by), Il patrimonioculturale della provincia di Bologna.Gli edifici di culto del centro storico diImola, Soprintendenza alleGallerie, Bologna 1974, pp. 40-41.


234


Equipment donated by Sacmi to theF. Alberghetti technical school.

which will cost an estimated 500-600 million Lit. and is, once again, being

largely financed by Sacmi. In addition, Sacmi has also contributed to the

building of a Centre of ceramics technology in the State of Santa Catarina

in Brazil by making a large donation to the Fondação Santa Catarina3.

From the time Sacmi began operations, in 1919, up to today, the

heads of the Italian State have been the following: Victor Emanuel III

(1900-1946), Umberto II (May-June 1946), Enrico De Nicola (1946-1948),

Luigi Einaudi (1948-1955), Giovanni Gronchi (1955-1962), Antonio Segni

(1962-1964), Giuseppe Saragat (1964-1971), Giovanni Leone (1971-1978),

Alessandro Pertini (1978-1985), Francesco Cossiga (1985-1992), Oscar Luigi

Scalfaro (1992-1999), Carlo Azeglio Ciampi (1999)4.

Over the same period the mayors, podestà and prefects of Imola

have been: Nicola Falanga, Prefect (November 1919 - October 1920); Giulio

Miceti, Mayor (October 1920 - June 1921); Agostino Marcialis, Prefect (July

- August 1921); Italo Ballarini, Prefect (August 1921 - October 1922); Amilcare

Gibertini, Prefect (October 1922 - January 1923); Annibale Ginnasi, Mayor

and then Podestà (January 1923 - March 1927); Luigi Cerrato, Deputy Podestà

(April - August 1927); Guglielmo Froggio, Prefect (July 1927 - April 1929);

Annibale Ginnasi, Podestà (April 1929 - January 1930); Riccardo Foschi,

Deputy Podestà (August 1930 - January 1936); Angelo Buzzi Langhi, Prefect

(January - August 1936); Giuseppe Portoghese, Prefect (August - October

1936); Stefano Padovani, Podestà (1936-1943); Adelchi Valente, Prefect (Sep-

tember - October 1943); Carmelo Bivona, Prefect (October 1943 - August

1944); Valentino Pirazzoli, Prefect (September - December 1944); Carlo Ponzi,

Prefect (December 1944 - April 1945); Mario Tarlazzi, Mayor (15 - 22 April

1945); Giulio Miceti, Mayor (April 1945 - April 1946); Amedeo Tabanelli,

Mayor (1946-1948); Veraldo Vespignani, Mayor (1948-1962); Amedeo Ruggi,

Mayor (1962-1971); Enrico Gualandi, Mayor (1971-1976); Bruno Solaroli,

3 SACMIAR, Minutes books fromthe General and Board meetings;SACMI Seventyfifth 75, p. 76.4 Enciclopedia universale di base, DeAgostini, Novara 1991, p. 334;BCI, newspaper and periodicallibrary.

235

The facade of the Palazzo Ducale inSassuolo.

Mayor (1976-1987); Marcello Grandi, Mayor (1987-1992); Raffaello De Brasi,

Mayor (1992-1999)5.

In addition to many other distinctive features, Imola is also a city

of Cooperatives. The Cooperatives are mainly manufacturing ones and,

among them, Sacmi in particular stands out. �If you stop to think� - writes

Benito Benati - �that these companies started out without any substantial

initial capital and were set up and run largely by ordinary factory workers,

that they basically self-financed their own development by building up

their resources over several decades, the question that arises is - what is the

secret of their success? We feel that the secret of their success lies in the

special relationship established between the staff and the company. This

relationship is based on several important concepts; self-management, the

active participation of every member of the Cooperative in the life of the

company, the balance between collective and individual interests, the aware-

ness that one�s own behaviour as an individual has an effect on the whole

company, the realisation that the interests of the company and those of

the individual member do not have to contradict each other but can be

one and the same, and, finally, the idea that the member should be seen

as an integral part of the company rather than being set against it...�6.

Nazario Galassi adds: �The main reasons behind these results (i.e.

the steady increase of net earnings in Sacmi�s case, author�s note), which the

working class has proved to be capable of generating by means of self-man-

agement, is of interest not just to the world of the factory worker and the

cooperative company, but to the entire industrial world... It is this policy

which puts men at the centre of the technological question: men judged on

the basis of their deeds, in contrast to what happens in Italian public life...�7.

There is no conflict between the principles of cooperation and

those of free-trade. On the contrary. Today, following the failure of planned

5 Statistics Office, Town Councilof Imola. FERRI A. - PADOVANI A.,Primi Cittadini, AssociazioneScarabelli, Imola 1997, pp. 180and following pages; CIDRA,documents.6 BENATI B., L�autogestionenell�impresa cooperativa, p. 265.7 GALASSI N., La Cooperazioneimolese, pp. CCIII and CXIV.


236


economy theories and the collapse of the economies in the communist

countries - or �real socialism� to use a euphemism which has been com-

mon up until now - the free-traders are the ones who are listened to. They

hold forth with their opinions and believe they have the �bible of the

economy� in their hands.

There are no uncertainties, second thoughts or fears for the coop-

eration movement. The path is a long one - both that already taken and

that yet to tread. There is no fear of the �free market� or �competition� -

these are taken in their stride.

We should not forget this important part of one of Einaudi�s les-

sons in social politics: �Freedom exists if free men exist and it dies if men

have the souls of servants. Brothers who unite to lead the religious life,

renouncing their worldly goods and sharing their possessions with each

other and the poor in order to lead a life as our guardian father intended,

eating the food and wearing the clothing distributed to them by the au-

thorities - those brothers are free in a communal society which they ear-

nestly desire and struggle to recreate every day of their lives. They could

leave their monastery but, since they stay there voluntarily, we know that

their communal society is the product of their own free will. Free men

also are those workers who, wishing to be free from dependence on an

employer, have made sacrifices over many months and saved up to pur-

chase shovels, hoes, spades, pushcarts and horses to support themselves

and their families and to build a cooperative inspired by the principle �all

the fruits of labour to be shared by those who laboured�. These are men

who have taken on a work contract and executed the work to perfection.

They are men who have deserved and obtained the credit needed in order

to expand their business but have always stayed true to the principle that

new workers can become shareholders in the company once they have

237

shown adequate proof of their honesty and industriousness. They have

also kept close to their heart the idea that senior personnel should work

just as hard as the junior members of the company and for a salary which

is not totally disproportionate. These workers are free men too although,

or rather specifically because, they lead their lives according to communis-

tic principles - that all tools and equipment required for production are

held in common and the fruits of common labour are shared among indi-

viduals. Also free is the self-employed man - owner of his own workshop,

machinery, tools and stock, who purchases raw materials on the market,

hires his own assistants (paying the current wage) and sells the product

directly to the customer. Nobody is obliged by friendship, neighbourli-

ness or legal constraints to be his customer; no trainee or assistant is bound

- all can offer their services to others and the most restless of them, in fact,

move frequently from one to another. Neither is it difficult for a young

person, if hard-working and willing enough, to set up their own work-

shop. The artigiano finds freedom in the pleasure of finishing a job and

the satisfaction in having completed it perfectly and winning the well-

deserved praise of the customer. In a market economy which is not planned

from above many businessmen and workers, land-owners and farmers and

professionals are free men. Perhaps they don�t know it but they are�8.

Sacmi�s first balance sheet for the financial year ending on 31

December 1920 showed, as the reader may remember, the following re-

sults: share capital 5,000 Lit., turnover 73,026 Lit., net earnings 1,966,

shareholders 11 and non-shareholder employees 4.

The results of the last balance sheet for the Sacmi Group (consoli-

dated balance sheet) were as follows: net equity (previously recorded as

share capital) 776 billion, 482 Lit., turnover 836 billion, 322 Lit., net

earnings 21 billion, 623 Lit. At 31 December 1998 there were 272 share-

8 EINAUDI L., Lezioni di politicasociale, Boringhieri, Turin 1958,pp. 239 and 240.


238


The vocational school in SãoBernardo.

holders, the total number of staff, including shareholders, amounted to

1606 and the work generated by Sacmi in the Imola hinterland involved

approximately 400 small companies and workshops9.

Throughout this narrative of the history of Sacmi I have frequently

made reference to the figures shown in the balance sheets, the changes made

to the company statute (which reflected the changing times), the machines

the company has invented and manufactured, the other companies who

have helped produce these machines, the complicated way in which the

market functions and the sometimes insidious dynamics of business. I hope

I have succeeded in leading the reader along a fairly straight and easy path

and that he or she has recognised from what I have written that the motor

which drives the great machine of Sacmi is the people who work for it. The

men and women of Sacmi. In the interview I held with Rodiero Alieri, the

former company president, he responded to one of my questions by saying

�Sacmi turned me into a man�. He did not make this remark simply for

effect. It was a statement which says a great deal about the company. Sacmi

has produced machines which have had success on an international scale, it

has established a trademark which distinguishes it from its competitors and

is recognised and valued all over the world. But Sacmi has achieved some-

thing more (and continues to do so): it has made those who work for it what

they are today. I hope that this aspect has fully come across to the reader

from what I have written about the Cooperative. If I could give my ideal title

to the book (but the decision was not mine alone) I would call it A history of

the men and women of Sacmi Imola.

My account of the history of Sacmi finishes here - on the thresh-

old of the eightieth anniversary of its foundation. Our Latin fathers would

say: Ad multos annos! And for many years to come! With a little nostalgia,

and with some anger that time marches on so relentlessly, but also with9 SACMIAR, documents.

239

love, I say from the bottom of my heart: Goodbye Sacmi, and good luck!

Today Imola has a population of over seventy thousand. It is a

small city where the people live a good life - a peaceful, quiet city. It is full

of light and green spaces and is active in all fields: in agriculture, industry,

business, sport, music and culture. Imola is known throughout Italy and

the world. This is thanks to its vitality and the entrepreneurial spirit of its

people - all its people. It is also due, in no small measure, to its best known

company; Sacmi. I have an image from my childhood of signora Maria

under the lime-trees of Viale Crispi coming from Porta Mazzini. It was the

afternoon. A small child of about my age was trotting along beside her.

His name was Riccardo. Maria was carrying a bag with a typewriter inside

it. She then went inside through the door to the factory office. Maria was

going to type a letter or invoice, or something similar, for her husband

Giulio. He had to recruit his staff from his own family as the Cooperative

had no typewriters back in those days. Today the word-processors and

computers in use in the great industrial complex of Sacmi and through-

out its various branches over the world are innumerable and they use

countless different alphabets and languages.

Before taking my leave of Sacmi and my readers I would like to

offer my most sincere thanks to two people: the senior board member

Dante Pirazzini, who has given me invaluable support and help in produc-

ing this book, and my friend and colleague, the journalist Franco Quartieri.

Other sources

FRANCO M., Il re della Repubblica, Baldini & Castoldi, Milan 1997.

SMITH D.M., Storia d�Italia dal 1861 al 1997, Laterza, Bari 1997.

MONTANELLI I. - CERVI M., L�Italia del Novecento, RCS Libri SpA, Milan 1998, permission topublish given by RCS Libri SpA - Superpocket R.L. srl, Milan 1999.

ARBCI.

Centro Italiano di documentazione sulla cooperazione e l�economia sociale di Bologna(CIDC).


240


As we were, as we will be!

241


On 2 December 1999, as the beginning of the Third millennium* draws

near, the Cooperative celebrates the eightieth anniversary of its foundation. Two

events which coincide: one marks a new epoch; the other is important, not just

within the company, but also in the international and European ceramics industry

which recognises the impressive example set by this company as a highly successful

cooperative.

Dates are usually the scale by which we measure men�s lives and achieve-

ments and give us the means to assess them individually and collectively.

Eighty years, four fifths of a century, is a long time for a company to

survive. During the latter half of its life, Sacmi has shown constant growth. In

1919, the year in which it was set up, Italy was experiencing the deep economic

depression present elsewhere in the world too. Also in that year, Mussolini set up

the first Fascist militia in Milan and, at the opposite end of the political spectrum,

Terracini, Togliatti and Gramsci started the newspaper Nuovo Ordine. In 1919

the Catholic University of Milan was founded. Maserati was born in Bologna.

Magneti Marelli, Confindustria and ABI (Associazione Bancaria Italiana) were

established in the same year and Count Giuseppe Volpi di Misurata started build-

ing the industrial port of Marghera.

2 December 1919 was a special day towards the end of the most dramatic

decade in the history of Italy and Europe. Twenty years later there would be an-

other such period and it would be equally tragic.

The First World War had just ended with millions dead and injured. An

* The much-discussed questionabout when the millennium reallybegins is still in debate: 1st January2000 or 1st January 2001?

242


era began which was marked by unemployment and poverty, even if not total

destitution, in most areas of Europe including Imola.

It was certainly not, therefore, great future prospects which inspired the

nine partners who started up the Società Anonima Cooperativa Meccanici Imola.

It was termed �anonima� and �cooperativa� in accordance with the commercial

code of the time. �Anonima� specified that personal responsibility was limited to

the subscribed shares. The term �cooperativa� was added to indicate (although not

normally required) its specific company identity, i.e. to underline its belief in soli-

darity and equality in the workplace.

The pioneering workers of Rochdale, who had set up the first cooperative

company 75 years earlier in Lancashire, England, would have found Imola fertile

ground to test out their ideas. The aim of this group of poor unemployed textile

workers had been to put into action their cooperative theories and on 24 October

1844 they had established a company, with a capital of one pound for each share,

in order to �be able to take affairs into their own hands and keep them in their

own hands�.

The objective of the new mechanics� cooperative in Imola was to provide

independent work for repairing agricultural ploughs. It was an initiative which

gave hope at the end of that difficult year and represented an auspicious start for

the new one.

The nine workers from Imola did not know, and could not possibly imag-

ine, that they were the founders of what was to become the most prestigious coop-

erative in Europe and, according to several qualitative indicators, outside Europe

as well.

With their goals achieved, the results over time were exceptional and quite

unpredictable, not only for the first cooperative members, but also for those who

succeeded them right up until the 1950s.

The company is not top in Europe, nor in Italy, for total sales but today it

243

is top for sales per employee/shareholder. It does not come top according to number

of employees, but it is now ahead of other companies in terms of profit per share-

holder and per employee. It is the leading company as regards reserves, accumu-

lated cash-flow and shareholder�s equity per shareholder and per employee. It is

also the world leader in machine construction and system installation for the ce-

ramics and packaging industries.

Sacmi has the largest total shareholder�s equity which each shareholder

leaves intact in the Cooperative�s reserves. This is the fruit of over forty or forty-five

years (today a little less) of labour by each shareholder.

Sacmi does not believe in economic, financial and productive values only.

This Cooperative also has a strong social identity which no internal economic

indicator can adequately represent.

These cooperative values are proven by the accumulation of profits, re-

investment in technology and training provided for personnel and for customers,

both in Italy and in the ceramics and packaging industries all over the world.

These values are also demonstrated by the contribution made by Sacmi, as perhaps

by no other company to the same extent, to the success of the so-called �made in

Italy� label in the sectors in which it is involved. Its cooperative principles are also

shown by the fact that the company has provided employment with machine proc-

esses and operations in industrial systems which cover the whole ceramics sector -

from sanitaryware to tiles and packaging.

It is also undeniable that, if the districts of Sassuolo and Emilia can be

considered the area where the international ceramics industry is at its most ad-

vanced and is mainly concentrated, then this is largely due to Sacmi�s contribution

as a producer of presses and turnkey plants. In fact, Sacmi attributes its own

international expansion to the development of the market for these very products.

The authors of success have been the hundreds of shareholders and work-

ers who have followed on from one another as engineers and directors patiently


244


building upon and consolidating the company and the concepts on which it is

based.

Two old photographs of Sacmi give a little idea of the huge steps forward

the company has taken since its beginnings.

One photo, probably taken towards the end of the 1930s, shows a light

lorry parked in front of the modest headquarters of the company with a sign

carrying the words �Cooperativa Meccanici�. The other photo shows nine share-

holders and apprentices, eight of whom are wearing overalls which are worn out

almost to the same extent - the best sign of a common work ethic and of general

sacrifice.

It is impossible to remember, or even to name, (as this volume ideally

should), all the members of the cooperative throughout its life so I shall mention

those to whom their well-being was entrusted - the company presidents up to 1940.

These were Luigi Santandrea, who was the first as well as the last president during

the period leading up to the Second World War; Tiepolo Castaldi, Aldo Galassi,

Guido Selvatici, Rodolfo Galassi, Aurelio Mingotti (1940-�44), who I met during

his long second run as president; and finally the talented Arrigo Casadio - the only

true engineer to become president of Sacmi.

Since the mid-1950s I have had much experience of Sacmi and all it stands

for: the long meetings, the lively debates and the direct participation of the sharehold-

ers in dealing with problems - all of which have no parallel in any other cooperative

company. The shareholders are often obstinate in their desire to reach the heart of the

matter and keen to have their say based on their direct experience acquired in the

factory or on outside worksites. However, they always act in the interests of the

company with the principle of collectiveness remaining uppermost in their minds and

barely ever push personal interests or harbour individual grudges.

I have personally known all the shareholders of Sacmi since the mid-1950s.

I have worked with all the company presidents, first in my capacity as a financial

245

and tax expert, and then in the position of company auditor alongside my unforget-

table colleagues Elio Pagani and Gino Marani.

In 1955 the president was Ciro Gasparri. After him came Amleto

Scomparcini, Rino Morini, Nerio Cavina and Rodiero Alieri. The latter, with

sixteen years as president of the company, equalled Aurelio Mingotti�s second run

as president. Next Loretto Sullalti was elected president.

All the company presidents have proved to be extremely capable and wise.

Today, Demos Baldisserri is continuing the excellent example of his predecessors as

the head of a cooperative company with more and more complex problems to deal

with. Along with Gianfranco Santilli and Mauro Billi, I belong to the Board of

Auditors of a holding company which has more than thirty associated companies

operating all over the world among which, in addition to Sacmi Impianti, the

following are counted: Sacmi Deutschland, Sacmi Iberica, Sacmi Portuguesa, Sacmi

Istanbul, Sacmi Singapore, Sacmi Hong Kong, Sacmi do Brasil, Sacmi de Mexico

and many other well-established and respected subsidiaries.

We sincerely hope that the holding company will begin the Third millen-

nium with a thousand billion Lit. in turnover, more than a thousand billion Lit.

capital and shareholders equity and over 1600 members of the workforce.

I must reiterate my great regret at not being able to name here so many

other shareholders, consultants and managers, known to me from the company

meetings, all of whom deserve a mention for the work they have done.

Before and after the Liberation, and for a long time, Sacmi�s employees

received an excellent basic training from the Alberghetti technical schools in Imola.

These schools provided a thorough preparation for the apprentices who, at the age

of 15 and 16, started work at Sacmi, where their technical skills were honed to

such an extent that they would become sought-after as installers and inspectors of

important foreign systems.

Over time, the level of education of the personnel employed at the com-


246


pany has increased more and more markedly. The days when Aldo Villa was the

first qualified engineer and first person holding a degree to enter the company, in

1958, are long gone. Today Sacmi has one of the highest numbers of university-

educated staff in the industry.

The technical and management structure of the company has been a fun-

damental factor in its consolidation. It is exceptional that throughout Sacmi�s

existence and the various stages of its development there have only been three

managing directors. They have been three great and well-respected directors, all

with strong personalities and undisputed in their leadership of the shareholders�

General Meetings and the Board of Directors. In the latter case they have been

careful to exercise their own prerogatives but also vigilant in their attempts to

ensure that the Board�s functions as a large representative body retain primary

importance. It is because of these traditions and principles that the Board of Direc-

tors wanted this book in order to mark Sacmi�s 80th anniversary.

The current Board, elected on 9 May 1998, is made up of Demos

Baldisserri (President), Carlo Cortecchia (Vice-President), Dante Pirazzini, Dino

Zanoni (Secretary) and Daniele Marchi. These men decided that it seemed a good

idea and the right time to tell the story of this great cooperative which has had such

an influence in Imola and has put this town�s name on the international map

thanks to its high technology production.

The first managing director of the Cooperative was Giulio Miceti, who

started the ceramics business during the last war and post-liberation period. He

was succeeded by the unforgettable Aldo Villa whose work in the ceramics industry

has been remembered with a prestigious international prize. Villa was a keen

promoter of Sacmi�s international status and a generous and indefatigable leader

throughout his working life; which was spent entirely at the Cooperative. Today

the managing director is Giulio Cicognani, a worthy successor to Villa, who has

been responsible for the international expansion of the company (and it could not

247

have been done better) and for consistently building it up and improving its tech-

nology. He has done this with the help of equally competent and industrious col-

leagues. Among others, I would particularly like to mention the deputy managing

director, Valentino Pischedda, and managers Giuseppe Cassani, Mauro Morini,

Eugenio Emiliani, Francesco Bendanti, Bruno Tumidei and Antonio Pasini. The

Board of Directors, the managers and engineers are all committed to Sacmi in its

present-day form as a Cooperative and holding company to many other businesses

throughout the world. On the eightieth anniversary of its foundation, we should

also remember the administrative managers. In particular I would mention the

longest-serving administrative manager, Benito Benati, as well as Pischedda, who

is now deputy managing director and in charge of Sacmi Group finances.

As regards development, the company needs to plan for and ensure a firm

commercial, economic and productive footing and an income in proportion to the

size the company has already reached. These should be connected to growth rates

which nevertheless safeguard a balance between commercial expansion and pro-

duction, between innovation and consolidation, between sales shares and trends

and a sound financial basis.

A second aspect of the Cooperative�s policy, as regards its future, concerns

the number of shareholders to admit each year. Up until now, a constant and

selective number of shareholders have actually been admitted in relation to the

number of employees who have fulfilled the time and preparation requirements

entitling them to ask for admission. Considering the growing number of employees,

this problem will become more and more acute in the future and will involve

making balanced and forward-looking decisions.

As far as principles are concerned, the ideas of the Rochdale workers must

remain the cornerstone of Sacmi�s cooperative beliefs, even if they have to be re-

fined over time and adapted to the specific nature of the Cooperative. The tenets

to be upheld are: 1 - free and voluntary participation; 2 - democratic organisation


248


of the company, a belief expressed in the rule of �voto pro-capite� (one man; one

vote); 3 - management of the company according, at all times, to the objectives and

principles the shareholders and workers are committed to and personify; 4 - propor-

tional distribution of profits among shareholders, as assigned by the Shareholders�

Meeting and related to the quality of work performed by the shareholders at the

Cooperative; 5 - destination of funds to promote cooperation and the development

of education according to cooperative ideas.

These are the main principles which have been applied over the eighty

years the company has been established.

Since 8 July 1996 a policy of top quality has been in force. This has

meant that the Cooperative was among the first to have received Quality Certifi-

cation, according to the UNI EN ISO 9001 standards. It obtained this due to the

fact that it has put into practice various procedures which have been planned,

documented and diffused in order to ensure that its products and services meet the

required standards. The objective is to obtain customer satisfaction - the main aim

of any company�s quality control system.

Sacmi is a large Cooperative which is proud to celebrate its past and

prepare for the future under the symbol of solidarity. Sacmi knows that these days

companies need to look to tomorrow, to the long-term future of the company and

that of the men and women it is made up of.

The most solid foundations of Sacmi are, and should continue to be, its

principles, the choices it makes, its plans and its actions. The men and women of

Sacmi consider their work and their future as one and believe in cooperation to

achieve common goals.

Armando Sarti

President of the Board of Auditors

249

LUIGI SANTANDREA

(1919-1921,1928-1929,1935-1940)

TIEPOLO CASTALDI

(1921-1925)

ALDO GALASSI

(1925-1926, 1932-1934)

GUIDO SELVATICI

(1926-1928, 1929-1932)

ARRIGO CASADIO

(1944-1949)

CIRO GASPARRI

(1949-1955)

AMLETO SCOMPARCINI

(1955-1957)

RODIERO ALIERI

(1979-1995)

LORETTO SULLALTI

(1995-1998)

THE PRESIDENTS

DEMOS BALDISSERRI

(1998)

RODOLFO GALASSI

(1934-1935)

AURELIO MINGOTTI

(1940-1944, 1957-1973)

RINO MORINI

(1973-1977)

NERIO CAVINA

(1977-1979)

THEMANAGINGDIRECTORS

GIULIO MICETI

(1919-1958)

ALDO VILLA

(1958-1987)

GIULIO CICOGNANI

(1990)

252


The men and women of Sacmi:from the founder membersto those who have seen the beginningof a new millennium.

253

The men and women of Sacmi...

1919Giovanni Bartoli (founder)Tiepolo Castaldi (founder)

Vincenzo Franceschelli (founder)Aldo Galassi (founder)

Filiberto Gamberini (founder)Paolo Nonni (founder)

Armando Panari (founder)Luigi Santandrea (founder)

Guido Selvatici (founder)Giulio Vespignani

1920Augusto Cassani

1922Antonio Gasparri

Giacomo Ravanelli

1923Primo Ermanari

1929Rodolfo Galassi

1930Renato Zappi

1937Arrigo Casadio

Ardì Galassi

1939Aurelio Mingotti

1940Giovanni Ferri

1945Enea CremiDante Dall�OlioCiro GasparriDoriano GolinelliAntonio GolliniGiulio MicetiLuciano SassiRoberto Sgubbi

1946Aurelio Cani

1947Livio AnastasiRino MaraniAmleto ScomparciniSilvio Zanzi

1948Eugenio BassaniGraziano GambettiFulvio Muccinelli

1949Gilberto MelliFrancesco ZaccheriniOriano Zambrini

1950Mario LiveraniTonino Maiardi

1951Giuseppe Cavina

1952Amerio FrasiniPietro Gildeni

The shareholders

254


1953Nerino Gambetti

1954Giorgio Penazzi

1955Oriano BalducciGiuseppe LandiFranco MasettiAlfiero Salieri

Graziano SentimentiGiancarlo Serantoni

1956Marcello Beltrandi

Dante PasottiRomolo Rambaldi

1957Elvio AnderliniUmberto Suzzi

1958Sanzio Cavalli

Mario GaddoniFernando Venieri

1959Edgardo Borgini

Nerio CavinaWilson Maselli

Rino Morini

1960Alceo Bellosi

Sante BendantiLiliano Bertozzi

Mario CampanaGiovanni Emiliani

Armando FerliniAdriano Gambetti

Walter PelliconiGianni Plata

Marino RemondiniTeano TerziariSauro VoltaAlberto Zappi

1961Leopoldo AlbiRomano DreiLuigi RandiBenito RavagliAldo SassoSerafino Zappi

1962Graziano BertiMario FerliniAugusto GolinelliOrfeo PoliEnrico Spisni

1963Augusto AndrisaniErmindo GioiellieriArcangelo MagriniEugenio MontanariAmleto PirazziniNovarro SgubbiGianni Villa

1964Franco BaldisserriRaimondo FerriAdeano PoliAldo VillaCassiano Zaccherini

1965Sergio BeltrandiPino CalamoscaLodovico GiovanniniLeo MonduzziGiuseppe NanniGiuseppe Tullini

255


1966Franco Billi

Vittorio FignaAntonio Foschi

Teo GambettiCelso Gasparri

Aristide GuadagniniRemo Laziali

Alieto SangiorgiEzio Visani

Adriano Volta

1967Renzo Achilli

Antonio Dall�OssoGiovanni LamaFranco Ruggeri

Giuseppe Zanotti

1968Rodiero Alieri

Talevio CastelliStelvio GambettiNerio MingazziniLuciano Mingotti

Aldo ModoniAuro Ramenghi

Gianni Remondini

1969Giorgio Billi

Gian Pasquale BrunoriBruno GnudiAlfredo Landi

Sergio Poggi

1970Benito Benati

Francesco BendantiDivo Gherardi

Natale LandiNevio Lanzoni

Mirco MartignaniGiuliano Pompei

Gian Franco RegoliLuigi SerasiniAurelio TuricchiaZeno ZambriniArmando Zanelli

1971Cesare ArcangeliMario BaruzziGiovanni BenedettiSergio BinazziGian Franco CelatiTonino CornazzaniGiovanni FabbrettiGraziano GambassiArturo LanzoniLuigi MonduzziMauro MoriniPaolo NonniBruno NegriniFranco VeronesiLivio Zanelli

1972Ivano BattilaniNerino BiagiGiuseppe CassaniSergio CremoniniCassiano Di DelfoIvano GentiliniAntonio GulmanelliLoris LandiPierino LoretiIvan MartignaniAndrea MazziniGino NesiUgo PasottiViviano PoliGiuseppe TarabusiEnzo Turicchia

1973Lorenzo BellosiMauro Bertuzzi

256


Teano CapraraLivio Dasasso

Giuseppe DonattiniRoberto Favilli

Gian Franco FerriMario GalaminiAntonio GrilliniTonino Mimmi

Giuliano MoraraBruno Morini

Bruno TuricchiaPaolo Visani

Giorgio ZamingaRomano Zanoni

Ennio Zappi

1974Vittorio Albonetti

Lino BordiniMauro Casadio

Carlo CenniAmedeo LanzoniGiuseppe Mazza

Alfredo MirriGian Franco Morara

Iader MorigiAntonio NarvalloRaffaele Nediani

Anzio OntaniAurelio Pedini

Franco PirazziniMichele Ricci Petitoni

Ferdinando SpadoniGianni Zanoni

Bruno Zardi

1975Silvano Giovannini

Renzo GrandiGiancarlo Mingotti

Alberto Tinti

1976Corrado Casini

Pier Ugo GaleatiValentino Pischedda

1977Luciano ContoliVittorio CortecchiaTeresa PasiAugusto TampieriGiorgio VignoliIvo Zardi

1978Renzo AlbiAngelo BarattoniLuciano CarnevaliAngelo ChiariniOrfeo CostaEmilio Dall�AglioDanilo FarolfiAndrea GalvaniWalter GasparriLamberto LoretiFranco TarabusiBruno TumideiGiovanni Villa

1979Demos BaldisserriVittoria BallottaGianni BriniAntonello CatozziAntonio FerrettiArturo FignaLeonella GolliniFranco MingantiGian Battista RavagliGiovanni RavagliaFabrizio RontiniGian Carlo SartoriLoretto SullaltiDino Zanoni

1980Roberto Alvisi

257


Giovanni AncaraniLuisa Cavina

Giulio CicognaniMauro Collina

Giuliano ContiGiancarlo Errani

Mauro GeminianiGianni Giovannini

Gian Franco InnocentiLoris MucinelliDonatella Pelà

Dante PirazziniPietro Rivola

Sergio SasdelliFrancesco Verlicchi

1981Giancarlo Bartoli

Dario BeltrandiAlfio Capanelli

Maria Rosa GaianiMarco Giogoli

Vanni GuidiGiandomenico Liverani

Luigi MongardiMario Sabatini

Marco StradaGuglielma Tonini

Gualtiero TottiMarta Violi

1982Giovanni Battista Canettoli

Carlo CortecchiaGian Piero Graziani

Daniele MarchiGiorgio Martignani

Franco SantiCelso Zappi

1983Maurizio BertiBruno Bugani

Ettore Campomori

Ermes FranzoniGiorgio MartiniSauro Scardovi

1984Alessandra BombardiniAugusto BrusaGiuseppe CarnevaliGianni FellettiGiovanni FignaRoberto GiordaniMarco RemondiniTerio TrerèBruno Zauli

1985Benis BertiWalter BuscaroliPaolo MarchiClaudio NegriniStefano Tampieri

1986Eugenio D�AmicoEugenio Maria EmilianiFiliberto FerrariGiuseppe GambettiRoberto GnudiMario RebeggianiEgidio SalvatoriPaolo TuricchiaPaolo Turrini

1987Franco AlvisiRomano BandiniLibero BaronciniNormanno BartoliGiorgio CantoniLuigi FrassinetiErmes GaddoniRenzo MonduzziAntonio PasiniMassimo Puchetti

258


Marco Sozzi

1988Andrea Bassani

Mauro BerantelliCarlo Ceroni

Massimo ContoliGianroberto Desiderio

Giorgio FantiMirco Ferlini

Angela GiordaniMauro MantelliniGabriele Pelliconi

Vittorio Piancastelli

1989Andrea LupiniVasco Mazzanti

Domenico OlivieriMaurizio Visani

1990Fabio Balbi

Ennio BaldisserriDaniele Canettoli

Ferdinando CassaniGiorgio Cattani

Gabriele FerriAlberto LandiAlberto Loreti

Claudio MaraniMauro Masini

Giuliano SantandreaStefano Scardovi

Zeno Zuffa

1991Domenico BambiMassimo Cavalli

Giancarlo GalassiRoberto GuidiMoraldo Masi

Eugenio MingroneBruno Zaccaria

1992Giuliano AiroliDanilo AlbonettiAlfredo BandiniPietro BandiniGilberto BergamiMirco CapraRenzo Di FeliceFabrizio GiorgiPaolo LandiGianni MingantiFiorenzo ParinelloRenzo RocchiSauro Sangiorgi

1993Lucio BaldisserriGino BaronciniPaolo BilliAndrea BrescianiMauro CacciariEnzo CapirossiClaudio CasanovaGiancarlo CavinaPaolo EurelliAndrea FiorentiniStefano FrascariValter LendinariGiuseppe LesceFrancesco MazzacaniMaurizio MazziniGian Luca PratellaGiacomo RondininiStefano TinarelliSilvano ValliMario Zaccherini

1994Federico AngioliVanes BendantiBruno BertoliniMaurizio BorgattiGildo BosiCarlo Campana

259


Davide CaratiGiancarlo Cavina

Gianfranco CavinaElisabetta Dall�Olio

Stefano GalliLuca Gambetti

Antonio GolliniDanilo MelandriPaolo MongardiMassimo Nanni

Enrico PasiniMarco Penazzi

Armando PratellaAlberto RomitiGiorgio SaraniGianni Zanelli

1995Pier Ugo Acerbi

Ivano AngeliMauro Baldisserri

Gabriele CortecchiaClaudio Dall�OssoGabriele Dapporto

Tonino FerriPaolo GaddoniDaniele Loreti

Augusto MacchirelliFausto Mingotti

Moreno MonduzziFabio Poli

Marco RossiNicola Venturelli

1996Fabio Alberti

Vezio BernardiAlberto Bianchi

Gabriele BombardiniFrancesco Carati

Tiziano Cortesi

Daniele GiovanniniStefano MonduzziMarco PoggiAndrea PontiMassimo RomoliGino SpitilliDaniele Zauli

1997Marco BendantiRoberto BucchiCorrado CantalupiGianluca CiocchiniGianluca CostaLucio D�AmatoStefano Degli EspostiGiorgio Di PaolantonioGiuliano FabbriFabio FranceschelliGianni GambettiFabrizio GiacomettiMauro GolliniDante ManzoniTito MontefioriAndrea PaganiDavide PaganiniClaudio RicciStefano ScardoviAlfio Zanelli

1998Andrea CassaniGianluca GambettiFabio MongardiFabrizio ZoliRaffaella GhettiAndrea MorozziStefano PaganiMassimo SpazianRaffaele TassoniValter Tontini

260


The Presidents

Luigi Santandrea(1919-1921, 1928-1929, 1935-1940)

Tiepolo Castaldi(1921-1925)

Aldo Galassi(1925-1926, 1932-1934)

Guido Selvatici(1926-1928, 1929-1932)

Rodolfo Galassi(1934-1935)

Aurelio Mingotti(1940-1944, 1957-1973)

Arrigo Casadio(1944-1949)

Ciro Gasparri(1949-1955)

Amleto Scomparcini(1955-1957)

Rino Morini(1973-1977)

Nerio Cavina(1977-1979)

Rodiero Alieri(1979-1995)

Loretto Sullalti(1995-1998)

Demos Baldisserri(1998- )

261


Rodiero AlieriDemos Baldisserri (current president)

Giovanni BartoliFrancesco Bendanti

Liliano BertozziArrigo Casadio

Augusto CassaniTiepolo Castaldi

Sanzio CavalliNerio Cavina

Carlo Cortecchia (current vice president)Enea Cremi

Romano DreiPrimo Ermanari

Giovanni FerriArturo Figna

Antonio FoschiAldo Galassi

Rodolfo GalassiFiliberto Gamberini

Nerino GambettiPietro Gildeni

The Members of the Board of Directors(including presidents, vice-presidents and consultants)

Ciro GasparriDoriano GolinelliTonino MaiardiRino MaraniDaniele Marchi (current director)Aurelio MingottiLuciano MingottiRino MoriniGiorgio PenazziDante Pirazzini (current director)Giacomo RavanelliLuigi SantandreaAmleto ScomparciniGuido SelvaticiRoberto SgubbiEnrico SpisniLoretto SullaltiFrancesco VerlicchiOriano ZambriniDino Zanoni (current director)Renato Zappi

262


Filippo BalducciAndrea Bandini

Agostino BedeschiBenito Benati

Mauro Billi (current regular auditor)Europe Cacciari

Gino CerèArturo Frascali

Giuseppe FrascaliArmando Galanti

Romeo GalliGaetano Gambetti

Antonio GarbesiNullo Gardelli

Eolo LeoniBruno ManaresiAvanti Mancini

Gino MaraniAugusto MartelliRenzo Masolini

The Regular and Substitute Auditors

Anselmo MingantiRino MingantiVico MondiniGiorgio NardiElio PaganiNatale PratellaGuglielmo RomitiGiovanni SantandreaBruno SantiGianfranco Santilli (current regularauditor)Armando Sarti (current auditorgeneral)Ettore SiboniAmedeo TabanelliAntonio TavantiGiuseppe Visconti (current substituteauditor)Gioacchino ZambriniIllio Zani (current substitute auditor)

263


The Board of Directors, Board ofAuditors, the General Manager andDeputy General Manager as of 1999.

Contents

Italy after the First World War (1915-1918). 16

A cooperative of mechanics is formed in Imolawith its workshop based in Via Manfredi. 22

The years under the dictatorship and lack of work.The second headquarters in Viale F. Crispi. 32

The Cooperative constructs the first machine bearing the SACMI trademark.Le bateau largue les voiles. 46

War, liberation and recovery. 60

Production of presses for the ceramics industry starts up. 72

At Sacmi�s third headquarters, in Viale De Amicis, production increases.The machines for crown caps make their first appearance. 86

Miceti leaves the management. Sacmi continues to grow. 96

The �Economic Miracle�. Land is purchasedfor new premises - the present-day headquarters. 108

Every member of a cooperative is an �entrepreneur�.The ups and downs of the market. Italy - a changed country. 128

The Italian economy improves.Aldo Villa is Managing Director: the right man at the right time. 144

The political and social climate of a profoundly changed Italy.In 1999 Sacmi remains at the helm. 164

Sacmi�s premises in Imola. 194

The �veterans� of Sacmi tell their story. 208

The role played by Sacmi in society and culture and its contribution to social welfareand the preservation of our artistic heritage.From modest beginnings, the company enters the international scene. 230

As we were, as we will be! 240

The men and women of Sacmi: from the founder membersto those who have seen the beginning of a new millennium. 252

Finito di stampare nel mese di agosto 2000presso la Galeati Industrie Grafiche di Imola

Documents

I ALL B WITH N MECHANICSsharedfiles.sacmi.com/System/00/01/08/10832/... · 7 Our story... I t seems that now is a good time to look back on the history of Sacmi. In fact the idea