In recent years we have strengthened our HSE system by investing in continuous training, digitization and procedures tailored to our specific activities. We have also introduced new dedicated equipment that allows us to simplify several operational tasks and enhance safety, especially during the most critical phases. In recent months we have also introduced AI-based software to support document management and verification. It’s not the centerpiece of our system, but it does provide practical support, especially on job sites where we act as the main contractor and are therefore responsible for verifying subcontractor documentation. AI allows us to speed up checks, reduce errors and ensure greater compliance, improving the overall effectiveness of our safety management. It also frees up our staff for on-site checks, which are essential for observing behaviors, listening to people and promoting a culture of prevention that is built in the field, not just on paper. At the same time, we have further strengthened our integrated management system: alongside ISO 45001 and ISO 9001, which we have held for many years, we have also introduced ISO 14001. Although not strictly a safety standard, ISO 14001 complements and reinforces our HSE vision, allowing us to manage environmental, quality and safety aspects in a coordinated way. Integrating these three standards enables us to operate with a more mature, sustainable approach focused on continuous improvement. Absolutely. For Mozzanica, safety is not an obligation but a strategic value we continue to invest in with conviction. We see safety as a core principle, a constant that underlies every activity and every decision within the company. It is part of the way we work, not something that depends on the location or the type of job. Today more than ever, we are working to ensure that safety is seen as an integral part of the company’s identity. This goes beyond on-site activities and includes all preliminary phases, from initial assessment and design all the way through to planning field operations. This approach is made possible by the strong synergy we have built between the Safety Department and our technical, commercial, service and procurement teams. It is a day-to-day collaboration that allows us to embed safety from the very start of each project, making it a natural part of every operational decision. In 2026, we aim to take a further step forward by launching a training program that combines technical and regulatory expertise with a more psychological dimension, typical of Behavior-Based Safety (BBS) models. We believe that safety depends not only on procedures but also on people’s behaviors and motivations. For this reason, we will focus on observation, positive feedback and individual awareness. At the same time, we are dedicating significant effort to implementing the training requirements established under the Seveso Directive, which affects many of our technicians. It is a challenging but essential undertaking, as it allows us to further strengthen our in-house expertise. We work with many clients subject to this directive, which is why ensuring our personnel are fully trained in this sensitive area is a priority. Investing in this expertise means increasing our reliability and delivering an increasingly specialized service in high-risk contexts. Above all, however, our main objective remains to provide our people with the tools, training and awareness they need to operate in the safest possible conditions. This is and will remain the core of our commitment. For effective safety management, the first truly decisive element is internal communication: sharing information transparently, involving all relevant stakeholders and building procedures and working methods together. Safety only works when it is shared: it is not about imposing rules, but about developing them by listening to those who work in the field every day. Alongside this fundamental principle, there are three additional operational pillars: In summary: communicate, train, structure and monitor. This is the model that allows safety to become a truly lived value. Over the past three years, the Italian safety regulatory framework has been further strengthened. We have seen a shift toward a stronger focus on organizational responsibility, process traceability and the qualification of both companies and workers. An important step forward was the recent State-Regions Agreement, which has finally formalized a number of training pathways that had lingered in a gray area for years, bringing greater clarity and consistency, especially for sensitive roles and functions. Another relevant aspect is the strengthening of controls across the work supply chain, particularly in the management of subcontracting. There is now greater focus on proper employment contracts, the verification of competencies and the documentary compliance of the companies involved. Tackling undeclared work and off-the-books arrangements is a necessary step, because where there is irregularity, there is inevitably less safety. The effort being made in this direction is commendable, although we must acknowledge too many non-compliant situations remain and will take a further cultural shift to address. As for safety culture, I see a positive evolution, although it is not yet consistent across the board. There are companies that genuinely invest and have understood the value of a structured, preventive approach. Alongside these, however, there are still organizations that view safety more as a bureaucratic requirement than as a strategic element. The overall direction, however, is encouraging: safety is increasingly being seen as part of the organizational process rather than just a regulatory constraint. There is growing attention to high-quality training, internal communication and individual accountability. From my perspective, there are several reasons for optimism. One of the most significant certainly involves the younger generation: young people are entering the workforce with a more open mindset around safety. They are more willing to adopt the right behaviors, to accept rules as a natural part of the work process and to embrace digital tools that support prevention. This generational shift represents an important opportunity: it allows safety to become increasingly integrated into processes, rather than something external or imposed. With the right guidance, we can turn this natural inclination into a strong, widespread culture that can improve the organization as a whole. More broadly, I see a growing awareness of safety not only as protection but as a value. A value that makes companies more reliable, modern and sustainable. And it is this vision that underpins the most promising outlook for the future.
0 Views Good morning, Eng. Lazzeri. Since our last interview, can you tell us what steps Mozzanica has taken in the field of ‘Safety’?
So, can we say that ‘Safety’ continues to be a cornerstone for the company and a key area of investment?
What are Mozzanica’s safety objectives for 2026?
Can you share three examples of effective safety management within a company?
Looking at the past three years, what would you say about the Italian regulatory landscape and the culture of ‘Safety’?
What are the positive prospects for the future?