Giovanna Vitelli at SUPER YACHT 24: "In Avigliana, we'll create the Cupertino of yachting."
The president declines the new investments planned in technology, offices and employees but calls for increased training for crews
Cannes (France) – Giovanna Vitelli, president of the Azimut Benetti Group, on the sidelines of the press conference during the Cannes Yachting Festival, told SUPER YACHT 24 where part of the investments planned for the three-year plan of 160 million just announced.
Besides product development, where are you investing the most?
"The investments are affecting various sectors of our company, but they are being scaled to ensure we are prepared for any future scenario. We are investing in warehouses to increase production capacity and in technology to pursue automation, with 3D printers used to create molds for highly complex, one-off, and custom parts. We just installed a new five-axis milling machine that can handle more machining operations than the previous one. We've upgraded to automated warehouses and are considering the body shop sector. Automation means quality because it guarantees repeatability."
Will you also intervene on the headquarters?
We purchased a 100-square-meter facility in Avigliana, right across the street from us, which we'll use as a space for reflection, allowing us to experiment with materials and some machinery to recycle and shred all the fiberglass processing waste and convert it into a material suitable for construction. Furthermore, together with Amdl Circle and architect Michele De Lucchi, who already supports us in the showrooms, we'll renovate all the offices, starting with those in Avigliana, to present the company with a more suitable image for 2024. The project involves the entire group; after Avigliana, Viareggio will follow, and then Benetti.
How are you dealing with human resources?
"Turnover has doubled in five years, and we now have 2.500 employees. The management perspective is also changing. We've launched an internal Academy to pass on the company's knowledge and values from long-term employees to younger ones. It's hard to find qualified personnel, so we train them ourselves. We've also developed the Marinità project to bring our people on board prototypes, from the technical offices to production and administration. We also offer coaching for area managers: we're adopting the philosophy of a large company that must continually regenerate itself. It's not easy to reach all employees, but I'd like them all to feel part of the same project. We're not a sterile multinational, nor do we want to become one."
Will you also change the office layouts?
"Yes, the work will also help us embrace a new way of working, with fewer private rooms and more shared work areas. Starting with my office, we've halved the number of rooms in favor of shared meeting rooms, with extensive use of glass. I imagine it as a Cupertino for the nautical industry, with a virtual room to put on a bit of a show and show our clients the 'behind the scenes'."
Your best strength?
“In this moment of historical confusion, one of our strengths is stability. Federico Lantero (head of product design, ed) has been with us since 2003, Marco Valle (CEO of the Azimut Benetti Group) has been with the company for 28 years, we have a solid group and a stable shareholder and management structure that allows us to think about how to nurture this new generation. Furthermore, we have the great luxury of being free from having to deliver results, a promise, to the stock market every day. Who, if not a family business, could have decided to take a Seadeck 7 off the market for a year and immobilize an asset of that value, losing the annual margins by postponing them to who knows when, for the luxury of doing research?”
The next goal?
“I would like to top the order book for the 25th consecutive year.”
Speaking of the navy, are you satisfied with the collaboration with D-Marin?
“Yes, my father sailed a lot this summer between Greece and Türkiye and found a great organization, I think it's a good partnerr to enter this business with an almost hotel-like logic. I continue to believe in marinas because it is a synergistic sector for providing services to shipowners."
Does it also help sell more boats?
"Not entirely. Our marinas have shown us that this aspect is relative. We understand shipowners' needs well, and we're better at providing services than those outside the industry. We can make a difference, and this Italian, professional management approach yields interesting results."
Do you want and can you do more in the refit?
“We have made significant investments in the Lusben division, one of our big names, the head of the Benetti technical office, becomes responsible for it, there are 12 million invested in the development of Livorno to attract yachts in the 100-meter range. I believe in refits, but we can do more.”
One last question on the current topic: crew training?
“On the subject of crews, we should think collectively as an industry because we risk losing some appeal with the end customer, if we don't provide enough training.”
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