Despite cost pressures, the company recorded a increase in Ebitda not only in absolute value due to aperture, but also in percentage. “We have succeeded in further optimizing management, despite the pressure of rising labor costs and increasing raw materials, with meat in particular seeing a large increase”, highlights Criveller. “There is a return of consumers eating at restaurants. It’s true that there’s been a decline in consumption, people are leaving the house less, but when they do go out, they want to have experiences.. The important thing is to provide the right experience to consumers, with the right quality-price ratio».
Charter of Values and sustainability
On the occasion of its thirtieth anniversary, Cigierre presents a new one Charter of Values developed with active contributions from company collaborators under 30 years old. Six values emerge: group strength, relationship strength, individual respect, resourcefulness and innovation, conscious growth and quality.
“We have to plan the next 30 years and listen to those we work with, understanding how they see the future both in terms of consumption and relationships in society. It is important to listen to those who were there at the beginning with our new colleagues, to speak their language and plan the next steps together,” explains Criveller.
Sustainability is at the heart of this new strategic plan. “We believe that sustainability should be a driver of development and competitive advantage, not an end goal. It should be in our DNA, so we try to do things that are feasible and part of our behavioral DNA,” said the general director. The company is strengthening collaboration with suppliers to reduce waste and packaging impact, having initiated projects with its logistics partners to recycling used cooking oil and producing biofuel, and installing smart electrical panels to monitor and reduce energy consumption.
Human resources and innovation
In the area of human resources, Cigierre has introduced new recruitment and corporate welfare policies. “Not only salary is one of the parameters for assessing candidates, but also the balance of personal and work life. We have made changes to the shift organization that ensures free weekend also for managers and restaurant managers» explained Criveller. The company has developed an internal Cigierre Academy with digital training courses: «Quick digital pills that employees can follow by looking at their mobile phones, even across cultures and in different languages, because in the company we have 101 different nationalities».
Digital innovation represents another pillar of this strategy. New loyalty apps have been introduced for Old Wild West and Pizzikotto, integrating with table checkout and reservation systems. Companies do too experiment with artificial intelligence with a built-in chat box which facilitates communication between the restaurant and the head office. «Thanks to artificial intelligence, every employee who has a problem knows with whom he should interact. The system feeds and learns, the flow of communication becomes increasingly clear”, Criveller concludes.
