Innovation and looking to the future, a story of transformation, tailoring and strategic vision: the story of who guides the company towards new challenges.
Luca Maria Castellanza's career path at Omnia Plastica began in 2001, when the company acquired BIEFFE.
‘I joined the company when Omnia Plastica acquired BIEFFE,’ says Castellanza, ‘dealing with the development and management of the foreign companies.
In the following years, the group experienced significant international growth, with the opening of new offices in Indonesia and South Africa. At the same time, the integration of BIEFFE was completed with the development of the BELL brand and the sector dedicated to the public force'.
The entry into the market of Asian products has forced the company to face new challenges and required careful positioning.
"Our offer includes the guarantee of safe raw materials and consistent, reproducible quality".
The first decades of the 2000s marked an important evolution for Omnia Plastica. ‘Injection moulding progressively lost centrality,’ explains the Group's Managing Director, ’leaving room for the production of semi-finished plastic products, thanks also to the growth of foreign companies.’
In the second decade of the 2000s, the company made a key strategic decision: ‘We chose to concentrate resources on what had become our core business: semi-finished plastic, rail and riot control.’
With this in mind, the company sold the BELL brand to the American parent company, focusing definitively on key projects.
The Group today
Today, after 75 years in business, the Omnia Plastics Group has 150 employees worldwide, with a turnover of 25 million euros.
"The company looks to the future with an awareness of the challenges, but with the ambitious goal of reaching 100 years in business while continuing to be a leader in our market. Today we have expanded into the Gas & Oil, earthmoving and machining sectors. In these areas, plastics play and will continue to play a major role, being irreplaceable today".
Challenges for the future
A key theme for the future is sustainability: ‘...which is not just a word, but a much more articulated concept than the narratives and utopias often discussed in recent years,’ says Luca.
‘Being sustainable also means educating and informing the market, guiding it to evaluate objects not only on the basis of their immediate function, but also in relation to the real need for use and environmental impact.
And there is still a lot of work to be done on this, especially after the misinformation of recent decades that demonised plastic.’
In addition to sustainability, Castellanza identifies other key issues for the future: generative artificial intelligence, the intelligent use of energy and water, and the delicate balance between environment and industrial production, not only locally, but on a global scale.
To meet these challenges, Omnia Plastica has chosen to focus primarily on the Italian market.
‘This decision,’ explains Castellanza, ’makes it possible to reduce transport-related pollution, ensure greater attention to customer needs and provide qualitatively optimised solutions, calibrated according to the application and the environmental context.
Tackling these changes alone is not possible,' he emphasises, ’which is why we will further expand our Group vision, taking advantage of the comparison with European mindsets different from our own. This openness represents a fundamental added value, enabling us to understand the markets in greater depth and to adapt to their evolutions.’
‘Building a solid future requires a realistic European policy, which must start from the fundamentals of industry and the economy, and develop a vision that looks to the future and not only to the immediate needs of the present.
We are convinced that these challenges, although complex, can be successfully met by a company that invests in people motivated to confront new needs, different from those of the past, and that drive everyone to grow and open up to the world.’
