Looking ahead to 2025, what have been the most significant results achieved by Fass so far, also in relation to the investments made by the company?

In 2025, Fass continued its strategy of expansive and strategic investments.

For several years, the company has pursued a dual objective: strengthening its digital and technological infrastructure and promoting a solid culture of sustainability.

Clear evidence of this approach includes numerous investments in Industry 4.0 and, more recently, the acquisition of an Industry 5.0 machine, finalized in the first part of the year with the purchase of a new full-electric injection molding press.

At the same time, the company is reinforcing its data infrastructure, increasing both capacity and usage through advanced digital technologies. In this direction, Fass is implementing an energy analysis system aimed at optimizing industrial consumption. The initiative, expected to be completed by the end of the year, will enable comprehensive mapping of energy usage, providing a concrete lever for managerial, production, and strategic improvement.

Moreover, confirming Fass’s ability to embrace and enhance technological innovation, a 3D configurator has been developed. It allows current and potential clients to customize the most requested products—handles and mops—by combining different materials, colours, and designs. It is a simple yet highly innovative tool that strengthens the competitive advantage deriving from the company’s vertical integration.

In terms of economic and financial performance, we expect to close 2025 by consolidating the turnover and profitability achieved in 2024, without significant negative deviations. This is despite a first half influenced by a slowdown in demand—both domestic and international—caused by the combined effect of inflation, geopolitical instability and, more recently, uncertainty related to potential tariffs imposed by the United States. These factors have affected consumption patterns and procurement strategies among our clients, who have maintained lower stock levels compared to previous years.

The second half of the year is showing clear signs of recovery, supported by the consolidation of an important project with one of our main clients and by the strengthening of existing commercial relationships. A positive quarter-on-quarter variation of approximately 15% is expected, confirming the solidity and resilience of Fass’s management model and enabling the company to reach its set objectives.

Fass has demonstrated its ability to respond promptly—strategically, operationally, and financially—while maintaining balance and continuity even in a complex scenario. This solidity is supported by careful internal planning and by a consolidated relationship of trust with financial institutions, which ensures the availability of the resources needed to face potentially less favourable market phases.

Has Fass invested in projects in recent years that support the community or the local territory?

Fass and the Niccolai family have always had a strong sense of belonging to their territory and community. Values such as respect, responsibility, and social commitment are a precious inheritance passed down by the founders, Piero and Romana, our grandparents, and remain at the foundation of our corporate identity.

Support for local sports is one of the clearest expressions of this bond: our grandfather was president of the Larciano football team for many years, and today we continue to support it so it may proudly represent our community. Likewise, we support cycling events, associations, and sports groups in the area, convinced that sport is an essential driver of growth, cohesion, and well-being.

Another area that is fundamental for us is education. We contribute to projects aimed at strengthening the educational offerings of local schools. School–work alternation is another example: every year we host students from lower and upper secondary schools in the province of Pistoia. Our goal is to continue strengthening our connection with the local community by supporting initiatives that create shared value and promote opportunities for growth, especially for younger generations, because without them, companies like ours would not exist.

We are also particularly proud to support organisations engaged in scientific research and social work, such as the Tommasino Bacciotti Foundation, and to have contributed, even modestly, to the creation of the headquarters of the association 365giorni al femminile, which promotes a culture of solidarity and freedom from all forms of discrimination and violence against women.

Can you tell us about the welfare programmes or tools available at Fass?

In recent years, our workforce has grown steadily: from around 80 people in 2021, we now exceed one hundred. This growth reflects the company’s evolution and the consolidation of our development path. At the same time, a larger structure makes it more challenging to maintain a familial approach and direct awareness of every internal dynamic. For this reason, our commitment remains to guarantee a fair and safe work environment based on mutual respect, collaboration, and the enhancement of people, while ensuring economic stability and concrete opportunities for personal fulfilment.

Fass’s true added value has always been its human capital, an intangible asset to be protected and nurtured over time. In this same direction, the HR department has been strengthened, becoming autonomous in recent years and now fully dedicated to promoting a healthy work culture, continuous training, and professional development for our staff.

This commitment has supported the strengthening of a solid ethical and social culture, confirmed by the maintenance of the SA8000 certification, one of the most internationally recognised standards for corporate social responsibility. The renewal obtained in 2025, following audits conducted by independent third-party bodies, attests to Fass’s full compliance with requirements concerning safety, health, equal treatment, and fair remuneration, as well as its continuous improvement efforts.

Looking ahead to 2026, what strategic goals have you set to support growth and innovation?

For 2026, the goal is to maintain the business volumes achieved in the second half of 2025, while consolidating and optimizing the use of new industrial and digital technologies. The intent is to fully leverage installed production capacity while improving efficiency and reducing production costs.

Operating in a highly competitive sector with limited margins, Fass’s competitiveness depends on its ability to contain unit costs through the use of increasingly efficient machinery, the reduction of energy consumption, and more rational resource management.

In this context, we are evaluating the expansion of our photovoltaic system, with the aim of completing the project by the first half of 2026. The investment, totalling around 1 MW of installed capacity, will allow the company to cover up to 25% of its energy needs through self-generation.

At the same time, the company’s digital and technological transformation will continue: between the end of 2025 and the beginning of 2026, we expect to finalize Industry 5.0 investments worth approximately 500,000 euros, aimed at process innovation and improvements in both production and energy efficiency.

Another strategic focus concerns research and development, with the goal of completing and patenting a new model currently in the engineering phase. This will enable us to keep our product range up to date and to offer new solutions to our clients, in a sector that is unfortunately often static and not very receptive to innovation.

In conclusion, a new certification process is set to begin, aimed at further strengthening quality and safety systems across all production stages, while providing greater protection and assurance to our collaborators.

Being a Family-Owned Business: Challenges and Opportunities
Generational transition is the process through which the leadership and ownership of a family business are transferred from one generation to another, usually from the founders to their children or other family members. It is a delicate and crucial moment that can determine the continuity or the crisis of the company.

According to Confcommercio – Imprese per l’Italia (Italian General Confederation of Enterprises, Professions, and Self-Employment), family-owned businesses are widespread across the country, representing approximately 84.4% of the commerce sector.

Fass, founded in 1968, has been led by the Niccolai family for over 50 years. During this time, two generations have been working in the company simultaneously. Today, Fass has both the second and third generations working side by side: children and grandchildren united by a shared vision. This is by no means a given: only 30% of Italian family businesses successfully navigate the first generational transition, and just 13% reach the third generation, according to data reported by TCE Magazine.

An Effective Generational Transition
Generational transition is not just a change of roles: it involves a shift in vision and the transfer of responsibilities, ownership, and corporate values. It is also a moment in which it is essential to train the new generation on strategic, operational, and human levels.

A progressive and well-planned mentorship is essential, where generations work side by side, sharing skills and experiences.

Strong Roots to Grow Together
Fass has managed to reach the third generation thanks to a shared commitment: creating lasting value over time. The company has always maintained a strong connection with its territory and has never moved from its original headquarters. This rootedness has facilitated a coherent transmission of the corporate vision, contributing to solid and continuous growth.

When approached correctly with method and vision, generational transition is not only a challenge but also an opportunity to renew the company’s identity, enhance new skills, and strengthen the ties between business and family. Each generation brings something new that enriches the company, while remaining equally connected to its origins.

When we talk about large-scale production, the collective imagination tends to recall the idea of large industrial factories with an inevitably significant environmental impact. However, this vision is not the only possible reality. FASS’s experience shows that, through conscious choices and constant commitment, it is possible to reduce or offset one’s environmental footprint, transforming the production process into a responsible and sustainable model.

Internal management

To achieve this, FASS has first and foremost adopted an ISO 14001-certified Environmental Management System, integrating sustainability into every stage of the production process. This approach allows the company to monitor its impact, optimize resources, and reduce waste. This commitment translates into concrete actions: since 2022, the company has also been powered by a photovoltaic system, which allows it to produce its own energy, reducing its dependence on traditional sources. At the same time, a system for real-time energy monitoring has been in place on all production lines since 2017, allowing inefficiencies to be identified and investments to be targeted. The gradual replacement of hydraulic machinery with electric and hybrid presses has further improved performance in terms of consumption and emissions.

Research and investment

The focus is not limited to energy: sustainability also involves materials, the waste cycle, and production technologies. In this sense, FASS has chosen to adopt fully electric molding machines, which reduce energy consumption and are more environmentally friendly than traditional oil-based hydraulic systems.

The Natural Green line is a concrete example of the circular economy, as it is made from post-consumer and post-industrial plastics. In addition, over 84% of the company’s waste is sent for recovery, demonstrating that a circular production model is also possible on a large scale.

This commitment is reinforced by compensation projects, such as the collaboration with Treedom, through which the company has planted 1,180 trees in six countries, capable of absorbing over 107 tons of CO₂ in 10 years, while promoting biodiversity and supporting local communities.

Taken together, these choices show that sustainability is not an abstract concept, but a fundamental value that underpins many business decisions. The answer, therefore, is yes: sustainability and large-scale production can coexist, provided there is a clear vision, targeted investment, and ongoing commitment. With technological innovation, circular economy, and responsibility towards the environment, FASS demonstrates that it is possible to produce in large volumes while minimizing environmental impact, offering a model that combines competitiveness and respect for the environment.

In today’s market, companies that choose to invest in private labels need a solid and reliable partner capable of accompanying them throughout the entire process, from the design of the product to its distribution at the retail store. This is exactly the added value that Fass has been offering for over fifty years in the household cleaning products sector.

Planning and design: the first step towards a successful product
The process begins with a design phase, together with the customer, who tells us their product and pricing requirements.
Fass works closely with brands to create products that are not only functional, but also aesthetically recognizable and consistent with their identity: the design study includes innovative materials, shapes, colors, and details. Fass works closely with brands to create products that are not only functional but also aesthetically recognizable and consistent with their identity: the design study includes materials, shapes, colors, and innovative details aimed at making each product unique and easily distinguishable on the market, as well as protected by our industrial design registrations and patents.
This focus on design, combined with an understanding of the specific needs of individual customers and market trends, allows us to develop tailor-made solutions that meet the expectations of the end consumer while striving to safeguard product quality with an approach that is always geared towards sustainability.

Vertical production
One of the aspects that sets Fass apart is the verticalization of its production. Thanks to direct control of all production processes, from the receipt of materials to packaging, the company ensures high quality standards and reliable delivery times. This production autonomy reduces the risk of delays and allows for flexibility in the customizations requested by customers.

Logistics and distribution: punctual and reliable deliveries
Another key element in private label management is logistical efficiency. Fass guarantees punctual and reliable distribution, coordinating shipments to meet the customer’s required deadlines.

A constant commitment to sustainability
From design to consumer, Fass maintains a strong commitment to sustainable practices, offering the possibility of using recycled materials and regenerating production waste. The introduction of the natural green line demonstrates our attention to the environment, an increasingly important value for our business partners who want to stand out in the market.

The importance of reliability in private label production.
Choosing a reliable partner for your private labels means ensuring concrete support throughout all stages of the production cycle, with a single point of contact that puts quality, punctuality, and sustainability at the heart of its work. Fass is committed to guaranteeing all this every day.

In the world of large-scale retail trade (GDO), customization is no longer an added value, but a strategic requirement. Being able to offer products that accurately reflect the needs of the end consumer makes it possible to increase loyalty, stand out from the competition and add perceived value to the offering, especially in commonly used product categories such as cleaning items.
It is precisely from this awareness that our new FASS mop configurator was born: an innovative tool designed to support GDO buyers in creating customized products that are optimized both technically and aesthetically.

The FASS configurator: tailor-made solutions for handles and mops
At FASS we are always looking for new ways to support our partners by offering flexible and innovative solutions. That’s why we have developed a configurator that allows you to customize handles and mops according to your specific needs. A unique service in the industry, designed to help retail brands differentiate themselves in a highly competitive market.

What is possible with the FASS mop configurator?
– Materials and finishes: selection of mop material, with the possibility of combining up to 4 different materials.
– Colors and design: color customization to match the visual identity of the brand.
– Dimensions and technical specifications: options for length, diameter, and product type to enhance the user experience.
– Customized packaging: choice of the different types of packaging, including green, that can be customized with custom graphics.

Customization and market trends
Market trends confirm that consumers are increasingly oriented toward products that meet specific needs. Offering customized solutions means not only intercepting these needs, but also building a more competitive and distinctive offering.
In this scenario, customization is no longer an option, but a determining factor to remain competitive and to stand out. Thanks to tools such as the FASS configurator, our partners can optimize their offerings and propose household cleaning items that are unique and ali