In this interview, we explore with plant manager Fabrizio Promutico, the evolution of the Bitron plant in Alatri, the challenges of the home appliance market, commitment to environmental sustainability, and more.

How has the Bitron Alatri plant evolved over the years in terms of production and technologies used?

Back in 1969, Bitron acquired a pre-existing business that specialized in the production of timers. Since then, the plant has undergone a momentous transformation, thanks to the investment and vision of the Bianco family.

Over the years, Bitron has refined processes and assembly machines, ensuring rigorous quality standards for doorlocks, safety products that protect millions of people around the world. In 2004, the relay part was divested, allowing Bitron to focus fully on door locks, which were completely redesigned to compete effectively in the global market.

But the story does not end there. In 2008, Bitron expanded the door locks product range, taking them beyond the washing business. They developed new products for induction cooking and, since 2015, have returned to the automotive world, creating mechatronic systems for active aerodynamics. This developer role has led Bitron to collaborate with major automakers, breaking new ground and challenging the limits of innovation.

Over the past 10 years, Bitron has also paid special attention to energy consumption, achieving positive results on the amount of energy used per part produced. In addition, the company has embraced robotics, improving overall efficiency in finishing and testing processes.

In summary, Bitron Alatri is much more than a factory: it is a place of innovation, passion and success.

What trends in the home appliance market have a significant impact on the plant's current and future operations?

The home appliance market today demands unprecedented competitiveness. In a fragmented and ever-changing environment, quality is key. And if we consider that our products, being safety products, are mainly sold outside Italy (70 percent in the rest of the world), the challenge becomes even more demanding.

To meet these demands, we need to adopt agile and safe decision-making processes based on the competence and responsibility of the people involved. But what does the future hold for us? In addition to acquisitions by major players in the industry, we notice a slowdown in innovation. Our answer? Anticipating technology trends and developing solutions that meet latent customer needs. We talk about issues such as product lifecycle, integration, sustainability, cost reduction, and end-of-life recycling.

In the years to come, our product development department will play a crucial role in charting the future of our business in the medium and long term. We are ready to meet challenges and constantly innovate to stay ahead of the curve.

What initiatives have been implemented to improve the plant's environmental sustainability?

The Alatri plant has made environmental sustainability a priority, naturally aligning perfectly with the sentiment of the Bitron Group. Working with dedicated internal resources and the group energy manager, we have undertaken several significant initiatives.

It all started in 2015 with an ambitious building upgrading project. The goal? To reduce energy consumption. Subsequently, we focused on optimizing production processes. We completely overhauled the cold production plant, introducing new generation high-efficiency machines and rationalizing the system. The result? A 40% reduction in consumption.

But we didn't stop there. We have almost completely eliminated the use of methane gas inside the plant, switching to heat pump systems powered by photovoltaic energy and energy recovery from production processes. Currently, 25 percent of the energy consumed comes from a photovoltaic system installed on the plant, and we have a goal of reaching 30 percent by the end of the year. But we are not stopping there: our plan is to reach 70% by 2027.

In addition, we are completing another exciting project: the introduction of a BMS (Building Management System) that will automate the plant, further improving overall efficiency by 12 percent.

Sustainability is an ongoing commitment, and Bitron is determined to do its part for a greener future.

Are there any new strategic goals that will influence the future direction of the Alatri plant?

Absolutely. The strategic goals for the future of the Alatri plant are clear and ambitious. First, the expertise developed in the automotive sector will be applied to future products in the appliance and HVAC (heating, ventilation and air conditioning) sectors. This integration will enable us to bring innovation and quality to these areas as well.

In addition, we are planning targeted diversification. This means exploring new opportunities and sectors, in addition to the traditional ones, to ensure sustainable growth and a leading position in the market.

Bitron Alatri looks to the future with determination and confidence, ready to seize every challenge and opportunity that comes its way.

What components does Bitron Alatri specialize in the most?

Bitron Alatri has always been the center of expertise for doorlocks. In almost every project, we have played the role of developer. This recognition by our customers is tangible: the know-how accumulated over more than 40 years is a key element in creating reliable and competitive components.

But we don't stop at doorlocks. Our customers also appreciate our high level of expertise in process design and industrialization. When we talk about development, we involve several stages: from concept to design, from process implementation to customer support during application development. We often collaborate with clients from the earliest stages of concept and in risk analysis processes (DFMEA).

Recently, we have expanded our scope by also working on sensors. We have integrated the industrialization experience of our Alatri office with the design expertise of our Collegno office, achieving excellent results. This synergy is an avenue that our customers will also appreciate in the near future.

In addition, our expertise in implementation has led us to develop complex, high-performance mechatronic systems. Bitron Alatri is ready to continue to innovate and overcome challenges with passion and dedication.

What strategies do you employ to motivate and engage employees in achieving the company's goals?

Bitron Alatri strives to create a work environment where discussion among people is encouraged. We recognize that different points of view and teamwork lead to better results. We respect roles, but we know that collaboration is key to achieving goals.

Fairness in management is a pillar on which we build trust. There are no “double standards.” Everyone must feel part of the decision-making process, aware of the opportunities and daily challenges. This awareness drives us to actively suggest and involve ourselves.

Continuous improvement is in our DNA. We talk about Kaizen, but in an ever-changing world, we must also embrace self-criticism. That's why we introduced the concept of Hansei: deep reflection that drives us to be proactive and pragmatic, always with the highest goals in mind. We always remember a phrase that guides us, which I heard from the very founder of Bitron: “You get what you accept.”

Finally, we believe in self-education and sharing skills. Experienced people need to help young people grow and become autonomous. We believe in their potential and invest in a future of innovation and success.

How do you promote employee welfare in the plant to align with Corporate values?

Bitron Alatri pays great attention to employee well-being, aligning with Bitron's core values. These values, passed down from afar and rooted in our history, are an integral part of our corporate culture.

In particular, we are committed to:

  • Collaborative Work Environment: We foster an environment where discussion among people is encouraged. We recognize that different points of view and teamwork lead to better results.
  • Justice and Trust: We manage in a fair and transparent manner, avoiding “double standards.” People's trust in the company is crucial.
  • Communication and Involvement: We involve all employees through various communication channels. We share opportunities and issues to create awareness and stimulate suggestions.
  • Winning Mentality: We believe in continuous improvement. In addition to Kaizen, we embrace self-criticism (Hansei) to constantly grow.
  • Skill Sharing: We value self-training and skill sharing among experts and young people. We invest in the potential of younger people.

How do you collect employee feedback and how do you use it to improve operations and organizational climate?

Collecting employee feedback is a key element for Bitron Alatri. Starting with a desire to share goals and contexts, we recognize the primary value of people's opinions. Collection channels are multiple and involve everyone from department managers to union representatives. This information is then synthesized and used in corporate decision making.

Our approach is pragmatic: we use feedback to improve operations and the organizational climate. Even in the purely technical-operational sphere, employees' opinions are crucial and are considered very carefully.

We strive to create a work environment where every voice counts and contributes to our constant improvement.