66 / 76
OCT. NOV. 2017
VI
MAGAZINE
of customers. “The hierarchical
structure within the family tends to
fade. Often the older generations find it
difficult to confront, for example, with
new technologies, social media, sectors
where children have greater skills and
sensibilities. And it is a world that now
no one can afford to ignore. They leave
a space,” says Stefania Moroni.
A STAR IN THE FAMILY
Yes, give room. Because there are so
many cases where the pupil exceeds
the master, transforming the family
restaurant into a gourmet destination.
Among the 10 Italian multi-star chefs
with the highest turnover, many come
from families of restaurateurs, from
Alajmo ai Cerea, to Niko Romito.
They are now famous (also) thanks
to parents who have given them
confidence, understanding and have
nurtured their talents. Pushing them to
gain experience abroad. And stepping
back when they saw them ready to
go. Once again, the recipe is this:
listening ability, a hint of humility and
a vision towards the future. Different,
certainly, but also stimulating and full
of challenges and opportunities.
______________________________
BOX
“Distinguishing the enterprise from the
family, applying a modern governance
system, rewarding skills, defining a
framework of shared rules, prepare
for the unexpected, favour a process
perspective and involve third parties.”
The 7 conditions for a successful
generational handover according to
Assolombarda
______________________________
BOX
THE “GUIDE” FOR A CORRECT
HANDOVER
deadlines for handovers
period outside the family restaurant
even abroad
needs
situations to reach a common
agreement
been done that way”: times have
changed
!
"
both at the time of opening and in
the handover: it may be useful to
consult an external consultant
#
"
gradually
______________________________
BOX
THE NUMBERS OF THE
PHENOMENON
$
!
%&'() '*+",*+
(+ 11% on 2011)
-(.
within five years of opening, 45%
within three years (Unioncamere)
/
generational handover in the period
2006-2011: 6,836; in the period 2011-
2016: 14,109 (Istat)
______________________________
BOX
AIMO AND NADIA, THE WITNESS
IT’S GONE (AND IT WORKS)
Il Luogo of Aimo and Nadia, 2
Michelin stars, is a cornerstone of
Milanese restaurants since the 80s
thanks to an innovative traditional
cuisine, with great attention to the
matters no one since spoke about.
Started in 1962, in recent times it
had to face handover to the Moroni
spouses, both creative and both in
the kitchen. That’s how it went in
the words of daughter Stefania. “The
main problem was thinking about
the change in the kitchen. I called
Alessandro [Negrini, co-chef with
Fabio Pisani] who had already worked
with us to share a wide-reaching
project. He introduced me to Fabio. It
was a dialogue between five people;
me, those two and my parents, it
took a lot of patience topped by great
discussions and exchange of ideas.
The timing? The process started
in 2006 and my parents withdrew
definitively in 2012.
______________________________
AT PAGE 18
The “new vouchers”
do not solve the old
problems, in fact…
Matteo Musacci, President of Fipe
Emilia Romagna explains why CPO,
who have replaced the vouchers, do
not meet the needs of restaurants.
By Elena Consonni
In jargon they are called “new
vouchers”, but their official name is
Contract of Occasional Performance
(CPO). It is a new instrument made
available to companies to remunerate
occasional work. This instrument
from 10 July replaced the vouchers,
which were believed to be used
often improperly, hiding illegal
employment.
Matteo Musacci, President Fipe
EmiLia Romagna and owner of
the restaurant Apelle, in Ferrara,
explains how the contracts work
and why restaurateurs do not like
them. “With respect to vouchers – he
says – there are some procedural and
economic changes, which in fact have
made no-one happy. Looking at it
historically, when CGIL asked for a
referendum for employment, it was
not a referendum on vouchers but
with a much wider scope. However,
it was not the right time for such
a referendum, so the government
axed the vouchers, erasing a useful
tool and leaving a void; an area
that it filled, without even dealing
with the individuals, the unions or
the entrepreneurs. As far as I am
concerned I have repeatedly argued
that it would probably be better
to deal with the referendum, also
because it was not excluded that a
part of the workers was in favour of
the vouchers. We, like FIPE, were
also told to revise some aspects of
this instrument, improving it.”