We talk about leadership and dialogue between different generations who, together and in different roles, can build a more sustainable future through mutual listening and a shared desire to inspire one another and create a working environment that values merit, skills and wellbeing.
Francesco Malaguti:
Serena, I’m very pleased to meet you and spend some time with you.
In my view, you need to bear in mind that you are in a company with a wonderful tradition and a wonderful history, but we must not remain trapped by that history, in the way things have always been done. It has been a winning approach, though. But first I’d like to know from you why you are at Camst, and then how you see the work we are doing: whether you think it’s enough, whether it’s right and interesting, or what we could do differently.
Serena Zucchet:
Sustainability, respect for people and respect for the environment were certainly what drew me to Camst and then gave me the opportunity to actually join this company, which is huge but, for all its size, manages to stay very close to its people. But we want change, we are a bit the generation of change: we go where we see good opportunities, and I don’t mean financial opportunities, because I think working just for success, working tirelessly, is by now a bit of an outdated trend. I believe we are all trying to be well, to look after our wellbeing, to work in a place where there is peace of mind, and for the past few months I can say that I have found it, and in the short time I’ve been here I am, well, very happy.
Francesco Malaguti:
What purpose should a company have today? Obviously it has to produce good economic results, have healthy accounts and so on, but from your point of view what purpose should a cooperative, a benefit company, have today – one that is, after all, trying to do everything a little better all the time?
Serena Zucchet:
I believe the purpose, the real purpose of a company is to take care of its people, of the surrounding environment and also of its own economic sustainability, why not? Because without that, of course, you can’t carry out projects and initiatives or support your people. So I believe that caring, paying attention, is essential, and above all in a company this large, this structured, this hierarchical, with so many roles and so many departments, it can be very hard to reach everyone. But the tools are there. Here we are today: I arrived in February and I’m already sitting in front of you talking about issues that matter to me, that matter to my generation, and I would never have imagined it. Very often there is also a prejudice against us, isn’t there? Young people who perhaps don’t want to commit, who would rather spend time away from work, who don’t take it seriously. In reality, that is not the case. What we are really looking for is an environment where people feel good, where they can work with peace of mind. The workplace should be a place of life, freshness and dynamism.
Francesco Malaguti:
Yes, for several years we have liked to bring people together in a room, and also to connect groups of people – we called them ‘innovation facilitators’, innovators – groups of young women and men with different experiences, to help us understand first of all whether our production capacity, which is very significant, can connect us to new markets, or whether within our company we can improve, modernise and digitalise things we currently do in a traditional way, perhaps wasting time, because in the end we also need to improve people’s work, especially in production. We have to remember every day that we have almost 9,000 colleagues who wake up every morning, even before us, start work in the kitchen and make what is our product – which is then a product-service. But we all need to listen, because your way of living and working is different from that of a colleague who starts at four in the morning, has a family and needs of her own, and cannot work remotely because, of course, her job is more operational and more physical. But this listening, which as you said is very important, has begun, and we have also encouraged people’s talents, trying to push them to put forward ideas. Very often ideas come from the people who see every day how something could be done better, or how an activity or a bit of attention could reduce our impact on the environment. In November 2024 we are repeating this listening exercise. We are extending it to everyone at Camst, to understand what they think, how they are doing and what they need, and then we will try to meet those needs.
Serena Zucchet:
Well, if we step away for a moment from the more traditional definition of a company, a company is made up of processes, procedures, products and services. Yes, up to a point. A company is a living organism, with people inside it, where different generations coexist, and it isn’t always easy to bring different generations together, because rightly everyone has their own experiences, their own points of view and their own values. And as we were saying, if there is no dialogue, if there is no listening, you can’t create the climate of trust that leads both sides – all the generations involved – to listen to and understand each other. I’d like to propose a pact, if you agree: let’s make a promise. On our side, the side of the new generations, we commit to having no prejudices towards those who lead a company, whom we very often see as a bit static, with a certain outlook, almost Jurassic. On the other side, I would like your generation to see us as bringers of innovation, of ideas that can be revolutionary, sometimes unusual ideas, perhaps unworkable ideas, and, given your experience, perhaps ideas that are doomed from the start – but it’s good that we too learn from our mistakes, that we aren’t blocked straight away, and that you trust us.
Francesco Malaguti:
We have a pact!
Serena Zucchet:
Great!
Francesco Malaguti:
My promise is to listen even more, to create opportunities where not only you, but all the young people who are at Camst, who have joined Camst, have a way to put forward new ideas and tell us their point of view in a very open, non-judgemental but constructive way. We have to imagine a new future together. Building on everything we have done and what we know how to do, we must imagine a future that will certainly be different from today, so we must listen and use all your talents to be even better, more capable from every point of view, also towards the environment and people: we must really see through all the commitments we have made in our Articles of Association.
Serena Zucchet:
Yes!
Francesco Malaguti:
So, first of all, thank you, because I think that at your age I would never have had the courage to speak so openly and directly to a chairman or a manager of the companies I worked for, and this is something of great value that I respect, that I like and that interests me.
Serena Zucchet:
And I think this is precisely a sign that there is this climate of trust at Camst. I’m very happy to be able to share my point of view directly with the person who leads the company.
Francesco Malaguti:
Thank you.
Serena Zucchet:
Thank you.
