Category: Arezzo Innovation Page 1 of 4

ACB Social Inclusion’s Adaptive Response to Challenges

Our recent visit to ACB Social Inclusion in Arezzo, this past week, provided remarkable insights into how organizations can transform challenges into innovation. Speaking with Paola Miraglia, the director of ACB Social Inclusion, I gained a deeper understanding of how their responsive approach to failure has shaped their success in supporting migrant communities.

Recognizing Systemic Exploitation

One significant failure ACB initially faced was not recognizing the systematic exploitation of migrants arriving in Arezzo. “At first, we didn’t even understand the structure,” Paola admitted during our conversation. Migrants were arriving after paying enormous sums to cross the Mediterranean, only to be caught in exploitative situations.

“They are offered a package of everything: Sleep, food, and work,” Paola explained. “Only that, obviously, it means working 14 hours without holidays, maybe with a contract for only two hours.” What appeared as employment opportunities were actually systems of exploitation.

The organization’s initial failure to identify this pattern meant they weren’t addressing their clients’ real needs. However, this realization catalyzed meaningful change.

Transforming Failure into Innovation

What stands out about ACB’s approach is how they transformed this failure into innovation. “Now we’ve retrained our staff to recognize it. Our entire intake process changed,” Paola explained. This adaptation demonstrated remarkable organizational flexibility—they rebuilt their approach from the ground up to better serve the people they were committed to helping.

Community-Based Leadership

ACB’s approach to overcoming challenges includes their community-based leadership model. The organization operates with members from various migrant communities, with the president himself being from Bangladesh.

As Ursula helped explain: “Over the years he has been able to build a really sort of strong presence in the local area. So everybody, all of the services know him, all of the people within the different immigrant communities sort of know who he is.”

This leadership structure emerged as a direct response to communication failures. ACB recognized that migrants were hesitant to share their experiences with Italian staff members. By having leadership representation from the migrant communities themselves, they created a more trusting environment.

“That helps people, it helps them feel more protected so that they can actually speak out because they see in him someone who’s a sort of guarantee of protection in some way,” our interpreter noted. What began as a communication challenge transformed into one of the organization’s greatest strengths.

QR codes at ACB that help with the language barrier

Legal Assistance: Filling the Gap

ACB’s founding was itself a response to a systemic failure within Italian society. When asked about the organization’s origins, Paola’s immediate response was telling: “Italy is a country where gap is the normality, okay? Gap in every place, in every field.”

She explained that the initial problem was the complexity of Italian law: “There are a lot of laws… sometimes old, new, and the old, and the new are active. But in contrast, then it’s very, very difficult, this country.”

For migrants arriving without knowledge of Italian legal systems, this complexity presented an insurmountable barrier. “People coming here, migrants, can’t understand Italian law and all the system is very, very difficult for them,” Paola explained.

ACB’s response was to develop specialized legal assistance tailored specifically to migrants’ needs—turning a societal failure into an opportunity to provide essential services.

COVID-19: Crisis Response

The COVID-19 pandemic presented unprecedented challenges. ACB leveraged a project they had received funding for through the local municipality, transforming it to address emerging needs.

They coordinated with a restaurant supply company facing significant losses due to restaurant closures: “They came up with this idea kind of all together, by which they would get orders from all of the different families that needed food at that time,” our interpreter explained.

This creative solution created a “circular sort of economy that really worked well,” turning potential failure into community success. Beyond practical benefits, this approach fostered connection during isolation: “There was sort of time through the telephone calls to also kind of talk to people and find out how everyone was doing.”

Personal Growth Through Organizational Evolution

Paola shared her personal journey within the organization: “At the beginning I prefer to stay at the desk to meet people. But in a moment I realized that my role is very important to organize other people.”

This transition wasn’t easy initially: “I was not so happy about this at the beginning.” However, she came to understand the necessity of evolving roles: “Now I understand it’s not possible to stay all the day or all the life in the same role.”

As our interpreter explained, this shift came partly from recognizing frontline work’s emotional toll: “After several years, it can become very hard, listening to those stories that obviously are all really painful and difficult emotionally.” By moving to an organizational role with more emotional distance, Paola found she could be more effective in coordinating assistance.

ACB working with local communities and migrants.

Balancing Growth with Local Impact

When asked about plans for growth, Paola acknowledged the tension between expansion and maintaining local impact: “It’s difficult not to be. If you want to go home, you have to be bigger. And it’s necessary to survive.”

However, she expressed concern about losing their local focus: “In my opinion, the perfect dimension is local dimension. Because you can have an impact. You can register, you can see.”

Conclusion

ACB Social Inclusion demonstrates that responding effectively to failure isn’t about avoiding mistakes—it’s about transforming challenges into opportunities for growth. By continually adapting their approach, they’ve created a model that effectively addresses the complex needs of migrant communities in Arezzo. Their willingness to recognize shortcomings, retrain staff, rebuild processes, and remain connected to the communities they serve offers valuable lessons for organizations working in social services.

My classmates and Paola Miraglia

Bridging the Gap: Italian Innovation in Migrant Aid

In the heart of the quiet town Arezzo, a remarkable example of grassroots innovation has been quietly evolving for nearly two decades. What began in 2006 as a culturally focused initiative by a group of Bangladeshi migrants has grown into a professional organization now called ACB Social Inclusion. ACB Social Inclusion provides essential services to migrants navigating life and work in Italy. Its journey reflects not only an organizational transformation but also a larger story about resilience, adaptation, and the role of local leadership in addressing complex social issues. 

Awards won by students that participate in the after-school tutoring program they provide

From Cultural Awareness to Comprehensive Support 

We had the pleasure to sit down with the director of ACB, Paola Miraglia as she went into detail about the origins of this company. She told us that the organization was originally established under the name Associates Unequal Trial in Bangladesh, with a mission to raise cultural awareness in Arezzo. At the time, it was composed exclusively of Bangladeshi members. However, by 2011, its scope expanded to include both Italian and other foreign members. This shift laid the foundation for its evolution into a more inclusive and professionalized institution. 

By 2014, the organization had begun supporting newly arrived asylum seekers, working with professionals such as psychologists, educators, and lawyers in order to have as smooth of a transition as possible. This simple change was a pivotal innovation for both structural and strategic reasons: It responds to the increasing complexity of migrant needs in the region, while also creating an opportunity to make a difference. In 2020, the association rebranded as ACB Social Inclusion, a name that better reflects its broader mission of fostering integration between migrants and the local community. 

A group photo from an Intercultural Workshop in 2017

Navigating Challenges with Strategic Innovation 

While the organization has found considerable success over the years, their work hasn’t been without significant challenges. Paola highlighted one situation in 2019 that came to mind, when the Italian government adjusted its funding policies. These policies prioritized security and infrastructure over social and cultural services for asylum seekers. These changes severely impacted organizations like ACB Social Inclusion, leading to financial instability and reduced staffing hours. 

Then shortly after this challenge was the onset of the COVID-19 pandemic, which delayed projects, increased workloads, and effectively eliminated the already small supplemental funding. Despite these difficulties, the organization’s staff demonstrated a deep sense of commitment to their mission. They continued working extended hours, agreeing to only get paid for a small portion of their hours worked, yet they remained united in their goal to support migrant communities during an especially vulnerable time. 

These challenges sparked a new wave of innovation. For instance, the organization introduced case managers to support cultural mediators—individuals who act as bridges between migrants and public institutions like schools and clinics. The case managers not only assisted during meetings but also helped document agreements and ensure follow-through. This model allowed the team to provide more structured and consistent support without putting strain on the relationships of the clients. 

Leveraging Technology to Improve Access 

That has not been the only innovation that they have come up with, they came up with an interesting and innovative way to overcome the communication barriers many migrants face. Barriers that especially those with limited literacy face on a daily basis, however the organization turned to technology to enhance information delivery. They created a series of multilingual videos in spoken English, Italian, Bangla, and Urdu, bypassing the literacy aspect entirely. These short videos provide essential information about schooling, health services, and bureaucratic procedures in an accessible and engaging format. 

Examples of the posters with the accessibility QR codes if needed

How do they access them you may ask? Well, QR codes that link to these videos have been placed in key locations around the city such as health clinics, schools, and local government offices. In addition, the organization launched a WhatsApp channel to share timely updates about public services, regional opportunities, and school registration processes. These digital tools have proven effective in reaching a diverse audience and ensuring that important information is both accessible and understandable. 

The organization also uses technology to securely manage individual case files, allowing authorized staff to coordinate more effectively. These seemingly simple digital solutions have had a significant impact, particularly in a field where access to information efficiently can be life-changing. 

Community Integration and Local Impact 

The real key that makes this organization so special, is how they interact with their community. A curated and integrated community model unique to them, one where migrants and Italians collaborate side by side within the organization. The association’s president, who is Bangladeshi and also employed in the local gold jewelry industry, serves as the critical bridge between new arrivals and the local job market. This dual role enhances both trust from the community, knowing that one of their own has their back. As well as practical outcomes, such as employment connections for newly arrived migrants or housing. 

Additionally, the organization has adapted its strategies to address emerging issues like human trafficking. Initial interviews with new arrivals now include screening methods to identify potential trafficking victims and connect them to specialized support services. 

The world map in the ACB Social Inclusion office adds impact to their mission statement: To help all cultural communities within Arezzo from across the world.

The staff’s sense of purpose and commitment to continuous learning have also played a key role in the organization’s success. Many have transitioned from frontline roles to more administrative or leadership positions, which has allowed for a better management of emotional labor and a more sustainable impact on the community. 

Looking Ahead: Balancing Growth with Sustainability 

While expansion may seem like a natural next step, ACB Social Inclusion is approaching growth cautiously. The organization recognizes the value of maintaining a strong local presence, where personal relationships and trust are essential. Its leadership is focused on sustaining the high-quality services while adapting to changing demographics and funding landscapes as newer generations appear. However, they do have plans that include expanding their library of multilingual video resources, continuing to integrate case managers into more areas of service, and strengthening partnerships with local institutions and community members. The association is also committed to incorporating feedback from the communities it serves to refine and improve its strategies. 

Conclusion 

The people at ACB Social Inclusion are one of a kind, offering a compelling model of community-based innovation in the nonprofit sector. I think the main takeaways from this story are the true importance of adaptability, local leadership, and technology in responding to the evolving needs of migrant populations. By bridging gaps in understanding, access, and opportunity, the organization exemplifies how meaningful social inclusion can be achieved, even in the face of systemic challenges that seem impossible to overcome. 

Our class with Paola Miraglia

Forging Gold with Purpose: How Italpreziosi Is Redefining Innovation in Precious Metals

My classmates and I walking around Italpreziosi’s facility

Walking through Italpreziosi’s ultra-secure facility in Arezzo—Italy’s historic gold capital where bars worth millions are handled like mere paperwork—you’d expect to find a company obsessed with profit margins and market share. But behind the industrial machinery and vaults of refined metal lies something far more valuable: a vision built on ethics, innovation, and community.

Italpreziosi, one of Europe’s leading precious metals companies, is redefining what it means to lead in a traditionally opaque and profit-driven industry. Its most striking feature isn’t its impressive refining capabilities or global client base. It’s the unshakable motivation that underpins every decision: to build a better world through ethical business.

Since its founding in 2008 by Ivana Ciabatti, Italpreziosi has established itself as a pioneering leader in the gold industry. Ciabatti has steered her company not just with financial foresight but with moral clarity—a rarity in the high-stakes world of gold and silver. “I want to make profit, yes, but with ethics and dignity and respect for all stakeholders,” Ciabatti asserts. This vision drives every initiative the company undertakes, from its traceable supply chains to its female-led leadership team.

Our interview with some of the female leadership at Italpreziosi

A Business Model Rooted in Purpose

Italpreziosi’s motivation begins with its core identity. The company doesn’t just refine metals—it refines the system. “Everything we do is about responsibility,” explains Alessia Bussey, the company’s Director of CSR and Sustainability. “We want to be sure that every action, every policy, every innovation is aligned with our core values.”

This commitment is more than performative. Italpreziosi holds some of the highest certifications in the industry—Fairmined, LBMA Good Delivery, B Corp, RJC Chain of Custody—indicating rigorous adherence to environmental and human rights standards. But for Italpreziosi, these are not endpoints. They’re starting blocks. “Compliance is the minimum,” Bussey says.

“Our goal is transformation.”

Innovation with Integrity

Innovation at Italpreziosi isn’t driven by the desire to outpace competitors—it’s driven by a desire to improve lives. The company’s development of the “Empower ASM” mobile app—a platform designed to help artisanal and small-scale miners (ASMs) access knowledge, formalize their operations, and enhance safety—is a prime example. It’s a technological innovation, yes. But more importantly, it’s a social one.

“This app wasn’t developed because it’s trendy,” Bussey notes. “It was developed because these miners, who are essential to our supply chain, deserve access to the same tools and protections as anyone else.” The goal? Democratize opportunity. Level the playing field. Create dignity in every link of the value chain.

From Arezzo to the Andes: A Global Ethic

The company’s ethical reach stretches well beyond Italy. Italpreziosi’s sourcing process is built around long-term partnerships with mines and cooperatives that share its values. “Community is everywhere,” Bussey says. “Even if you don’t see them—the miners, their families—they’re there. They matter.”

Supply chains are fully traceable, barcoded, and monitored to ensure that every gram of gold processed in Arezzo meets the highest standards of environmental care and human rights. Shortcuts are rejected—even when they come at a financial cost. “We’ve sacrificed short-term profit for long-term integrity,” one executive acknowledged during a recent site visit. It’s a trade few in the industry are willing to make. Italpreziosi sees it as non-negotiable.

Local Heart, Global Vision

While Italpreziosi is global in scope, it remains deeply rooted in its local context. The company actively invests in the wellbeing of Arezzo’s residents, funding cultural programs, school infrastructure, and recreational spaces. These efforts are not mere charity—they are part of a coherent strategy to embed ethical thinking at all levels of the business. “We give priority to projects with direct, measurable impact,” Bussey says.

“It’s about nurturing the ecosystem we live in.”

Whether it’s rebuilding a recreational area for children or supporting biodiversity and climate change initiatives, the company’s community involvement in Arezzo reveals a profound motivation: to enrich the places it touches—not just economically, but socially and culturally.

Motivated by People, Not Profit

A hallmark of Italpreziosi’s culture is its dedication to people—employees, partners, and communities alike. The company defies industry stereotypes with a workforce that is young, diverse, and majority female. The average employee is just 36.5 years old, and women are not only present—they lead.
Ciabatti’s leadership style is itself a reflection of this motivation. Rather than commanding from above, she nurtures from within, emphasizing collaboration, trust, and mutual respect. “Ivana has created a space where people feel they belong,” one team member shared. That sense of belonging breeds commitment—and innovation.

Gender equity is another area where Italpreziosi leads by example. An external auditor once remarked that the company was “far above industry standards” when it came to gender equality. Diversity, one visitor noted, “creates innovation.” And here, it’s more than a talking point—it’s a practice.

Accountability as Innovation

Even failure is treated differently at Italpreziosi. The company has detailed risk mitigation procedures in place not to avoid accountability, but to ensure transparency. “If failure happens, you have to show that you did your best,” said Bussey. “Then you remedy it. That’s what strong governance is about.”
The company’s many certifications—B Corp, LBMA Good Delivery, and more—aren’t just trophies. They are proof of a deliberate and consistent effort to hold itself accountable to the highest ethical standards.

A New Standard for Gold

1 Kilo of Gold from Italpreziosi

In an industry long shadowed by environmental degradation and labor exploitation, Italpreziosi is drawing a new map—one defined by ethics, not extraction. The company’s motivation is neither abstract nor optional. It is deeply practical and deeply human. “Innovation is not just about technology,” said Bussey. “It’s about creating impact through social, environmental, and cultural change.” That’s the gold Italpreziosi is truly refining—not just the material, but the meaning. Whether it’s a playground in Arezzo or a smartphone app in the Andes, every initiative reflects a golden thread of purpose. In a market where gold is often seen as the final prize, Italpreziosi shows that its greatest value lies not in the material, but in the mission. Here, gold becomes not just a product, but a promise—of dignity, equity, and transformation.

Integration Innovation

ACB Social Inclusion’s appraoch to migrant integration

ACB Social Inclusion sign outside the door

During my time in Italy, and Europe as a whole, I have been working on my undergraduate thesis through the Honors college. My research focused on refugee work: I was doing a comparative study of Ukrainian refugee integration in both Italy and the Czech Republic. I secured a grant through the Honors College, and was able to travel to the Czech Republic for my paper. Throughout my research, I interviewed many different organizations that worked with migrants and refugees, in both Italy and the Czech Republic. So last week, when we were able to visit ACB Social Inclusion, a group that works with migrants and refugees  (mainly Northern African and Banglsdeshian specifically) in Arezzo, I was familiar with how some of their programs worked.  This gave me a solid starting point when we were talking to Paola Miraglia, the director of ACB Social Inclusion, to understand how they worked and how they support their clients.

When we sat down with Paolo, she immediately started talking about the migrants that they help. Oftentimes, they come with very little money, and according to Paola, had already paid large sums of money to cross the sea to make it into Italy and Arezzo. When they arrive, they are often immediately greeted and taken into exploitive labor. “They are offered a package of everything: Sleep, food, and work,” she said. “Only that, obviously, it means working 14 hours without holidays, maybe with a contract for only two hours.” They come into Arezzo, and Italy as a whole, expecting to make a new living, but in reality, they are making very little money and not able to make a life for themselves.

When this first started to happen, Paola and ACB did not recognize what was happening. “At first, we didn’t even understand the structure,” Paola admitted. “Now we’ve retrained our staff to recognize it. Our entire intake process changed.” This was a change born out of necessity. They had to figure out new ways to make migrants feel comfortable within Italy and have a solid standard of living. It was an innovation created to help people. That kind of adaptability, responding to the needs of the people they help, is the kind of innovation that makes a lasting impact.

ACB Social Inclusion working with migrants, found on their website

ACB’s approach to this issue made me recognize what it meant for migrants to integrate into a society. Something I learned throughout my research this semester was what the process of migrant integration actually looked like. My research made me realize that integration isn’t just about living in a country and working 14 hours a day, but about their quality of life. Because ACB re-trained their staff for these matters, they were now able to effectively help migrants integrate. This understanding of integration helped me see how innovation can be about systems that revolve around empathy and cultural understanding.  This willingness to adapt not only created immediate support structures for migrants, but also created a new long-term vision for the organization. 

ACB’s innovation to adapt to the exploitation of migrants meant that their new model was able to provide assistance to migrants they hadn’t throughout before. “[We had to provide] legal assistance, assistance with housing or anything else,” Paola said. This shift to legal assistance and housing meant that migrants could start to feel comfortable in their new lives By retraining their staff to identify exploitation, and work with these migrants, ACB introduced legal assistance and housing support into their intake model, expanding beyond initial reception services. As a result, migrants who were able to be confident and stable with their lives. 

ACB Social Inclusion’s demonstrates that adaptability can transform migrant support from reception to integration By retraining staff to learn how to work with the exploitation of migrants, ACB not only addressed immediate concerns in their model but also laid foundations for long-term stability. This approach allowed migrants to form communities through ACB’s implementation of housing and community services, increasing their quality of life.  

Innovating with Integrity: How Italpreziosi Redefines Risk in the Industry

The world of precious metals features gold as its most significant commodity because it carries both financial and actual weight. As much as the market recognizes its worth, its also very unpredictable because it experiences wild swings. The gold market experiences sudden market shifts because it produces large price swings throughout short periods. Companies functioning in this sector experience risk as a perpetual business partner rather than an occasional concern. However for Arezzo based Italpreziosi, risk is not a challenge, in fact the opposite. Italpreziosi views this unpredictability as an opportunity to redefine and make a difference.

“Behind every successful business is someone who made a courageous decision” quote hung at the front of Italpreziosi

When we had the opportunity to interview Italpreziosi, it was a very interesting experience that will last with me for a while. My initial impression of Italpreziosi’s approach to business operations seemed easy to understand. The company acts fast after gold extraction by selling the fresh ore directly to the market. The company’s strategy of immediate ore sales represents an industry-standard practice for managing market unpredictability. The true innovation of Italpreziosi extends beyond the initial observation. The company transforms risk into a resource for creativity instead of treating it as an obstacle.

“We cannot wait until we receive the gold physically… we can have a big margin or a big loss. So we hedge the position and we have no exposure on the market for the fluctuation.”

Italpreziosi chooses a different path than typical companies by sourcing gold from high-cost suppliers instead of seeking the lowest prices. Italpreziosi maintains ownership in specific mines which they carefully choose based on their commitment to sustainable and ethical mining operations. Corporate social responsibility receives more than a simple acknowledgement from this decision which transforms how gold supply chains operate.

Gold bar manufactured at Italpreziosi

The precious metals industry maintains sustainability standards at a minimal level. Most mining operations produce negative effects on both nature and employees through activities like deforestation alongside exploitative labor practices. The company sees these challenges as chances for developing new solutions instead of considering them unavoidable problems. The company demonstrates responsible mining practices by choosing ethical sourcing methods even though it requires them to reject less expensive conventional suppliers.

“Mining companies are one of our suppliers, and we carry out thorough assessments before accepting even a single gram of material from them. The assessment is very strict. The large majority of the opportunities that we have, we give up.”

Their strategy demonstrates a profound dedication to achieve risk management through extended perspectives instead of focusing on immediate financial gains. Italpreziosi recognizes that environmental conservation together with human rights protection serve as vital company assets because they build both business reputation and future success. Through their actions they demonstrate that ethical business conduct can strengthen profit margins rather than undermine them.

“You don’t know how [the miners] work every day. So you have to make sure that you can actually be managing any potential risk related to mismanagement on the social and environmental side.”

The use of third-party entities presents new difficulties regardless of how well their partners are screened. The gold mining industry’s lack of transparency makes it difficult for companies to rely on their partners but they must still maintain this relationship. Italpreziosi implements strict standards to manage suppliers by educating them about ethical practices and implementing traceability systems and supplier termination when expectations are not met. The company demonstrates a practical understanding of how trust requires development while also needing continuous oversight and the ability to remove it when needed.

The combination of realistic and idealistic approaches distinguishes Italpreziosi from other organizations. The company’s innovation transcends technology and finance to establish a philosophical foundation focusing on the environmental impact and preservation. The company transforms conventional business practices in dangerous sectors by creating new definitions of corporate responsibility. One of their prime examples is through their implementation of sustainability throughout their operations. Italpreziosi establishes a benchmark for businesses to show responsible conduct in the industry.

Graph from their website showing their environmental impact score

“If you don’t know what your impact is, you cannot do anything.”

Italpreziosi stands as a company which actively embraces risk as a foundation for leadership and organizational transformation while others fear or try to avoid it. This is a company that above all else, demonstrates its actual worth through its sourcing and trading practices as well as the refining methods for their gold and silver. Through their actions Italpreziosi leads organizational change instead of simply responding to it making them stand out among the rest in more ways than one.

Holistic Innovation

The ACB Social Inclusion organization logo is the outline of Bangladesh, honoring the organization’s Bangladeshi founders.

ACB Social Inclusion’s multi-faceted perspective on change and growth

Walking into the building that ACB Social Inclusion operates out of, I couldn’t help but think that the organization was hiding in plain sight. It was a short walk from one of Arezzo’s central streets. After sitting to visit with Paola Miraglia, the director of the local nonprofit, the physical space seemed to resonate with the overall mission of ACB Social Inclusion. There are two two key objectives that comprise this: helping the migrant community by acting as cultural mediators, and working with students from migrant communities to promote greater intercultural learning. These objectives are broad, and they set ACB Social Inclusion apart from other social service organizations. Beyond solely providing practical services, ACB uses innovative approaches to connect deeply with the Arezzo community. Paola spoke about the challenges faced by these individuals, opening my eyes to a part of the world that I had been ignorant of. The issues that ACB combats are ones that exist all throughout the community of Arezzo, just as the building exists off of one of the city’s central streets. 

A view inside one of the ACB Social Inclusion workspaces that is used for a variety of events, such as after-school tutoring for students.

I went in visiting ACB wanting to use the perspective of technology as a framework to look at the innovations they implement. However, as Paola spoke, it became clearer to me that understanding the use of technology in progressing the mission of ACB is impossible without first understanding the importance of community. The very nature of the organization revolves around the Arezzo community and the ethnic communities that exist within. A census done in 2011, the most recent one done in Italy, found that over 12% of the Arezzo’s population consists of nationalities other than Italian. ACB Social Inclusion is central in providing services to non-citizens and members of smaller communities, ranging from practical services such as supplying housing and food to cultural immersion and adaptation opportunities. 

Beyond this community impact, the organization is a community within itself. Paola recalled the year that Covid put a hold on funding for their projects. When this happened, ACB employees realized that resolution was possible only if they worked as a team. Each team member worked the same hours for significantly less pay. This shows the dedication that each individual has for pursuing positive change. Paola’s personal passion demonstrates this same attitude. When asked what drives her, she responded: “To learn every day.” To her, this means maintaining the desire to improve, understand, and maintain adaptability even after 20 years with the organization. “The world is unfair… even creating a change in your own localized community can make a huge difference.” One of the ways ACB Social Inclusion spurs this change is through technological innovation.

 Technology allows ACB to connect with the community in various ways. One of the ways the organization approaches social inclusion and cultural immersion is by making foundational information easily accessible. They have created a system of posters that display QR codes, each poster providing detailed information on certain topics in several languages. For example, the poster produced for the local hospital answers the most commonly asked questions patients have. These QR codes are now displayed on site at the hospital. That being said, ACB Social Inclusion recognizes that not everyone has had equal opportunity to education, and literacy levels vary. To prevent inaccessibility, the QR codes present information in video format.

Example of the QR code posters provided by ACB Social Inclusion.

Not only does the organization exist to serve the communities of Arezzo, the information provided in each document must be supplied and verified by the larger community. Before ACB can begin producing the content, community members at each poster location provide extensive details on the most relevant information. The organization’s relationship with the community is certainly a symbiotic one.

Like all facets of ACB, the poster project has considerable depth. This intricacy caused a few problems to arise when implementing the innovation. One of the issues that arose involved the logistics of cultural mediators. 

Many ACB employees act as cultural mediators, meaning they understand both the cultural context of Italy and that of the individual who has asked for help. This idea is important when producing digital media, as the information must be credible before being sourced out to the larger community. ACB works diligently to employ individuals well-versed in both cultures they are representing, guaranteeing that the information provided is not only accessible, but also relevant. The problem-solving approach that ACB Social Inclusion uses allows them to find well-suited professionals to record the videos for technology-based projects.

The world map in the ACB Social Inclusion office echoes the organization’s dedication to serving all cultural communities within Arezzo.

Oftentimes, innovation can’t simply be viewed through one specific framework. There is an interplay between the various aspects, such as community, technology, and teamwork. Each is foundational to the mission of ACB Social Inclusion. I find it fitting that an organization that deals intimately with sensitive, intricate social situations uses such a vast variety of approaches to innovation. This is an essential mindset, which has allowed them to continue moving forward in a complicated sector of work. 

Quotes in this article have been provided to the best of my ability, as the interview was oftentimes translated from Italian to English, with the Assistant Director of OUA Ursula Armstrong acting as a mediator.

ACB Social Inclusion: Innovators in Service

For our final site visit, my Innovators in Journalism classmates and I visited the office of ACB Social Inclusion. This nonprofit organization, founded in 2006 and reintroduced as ACB in 2014, has a very fitting name. Their mission is “promoting the inclusion and enhancement of diversity by responding to the needs of the territory.” While there, we learned that one of their major focuses is supporting migrants in Arezzo. According to their website, they aim to “devote ourselves completely to the listening desk to support the most vulnerable people, to the activity of linguistic-cultural mediation, particularly with schools in the area, and to many training activities for adults and educational programs for children, all with the goal of improving Italian language skills among migrants.” A beautiful mission, and the first of its kind in Arezzo. How’s that for innovative?

One of the ways ACB helps migrants is with QR codes to helpful videos in their language.

This week, I was assigned the “origin and motivation” theme of innovation. I told Paola Miraglia, the director of ACB and the person we interviewed, that I thought it was the best topic to have for this week’s site visit. After hearing her speak about their work, I felt even more confident about this.

When I asked how the organization started, and whether there was a gap in the market, Miraglia quickly responded that in Italy, “a gap is the normality.” In other words, the system is full of barriers. ACB’s founder recognized just how complex and confusing Italian immigration laws could be for foreigners, and the lack of resources that could help them navigate.

“People coming here can’t understand Italian law, and the system is very difficult for them,” Miraglia told us. “And in our opinion, it was very important to have someone who could explain, but also assist these people, and accompany them.” For migrants coming to Arezzo, “there was this need for a kind of specialization,” she said. And so ACB Social Inclusion was born.

The staff of ACB with local leaders and experts on World Refugee Day. “With events like the one on June 20, we reiterate our daily commitment to creating a more just, inclusive and open society in compliance with the laws and its institutions.”

That response, that desire to step in where government institutions failed, is innovation. ACB wasn’t created to offer services and make a profit; it was made to help real people who were struggling in a new, unknown environment. They noticed a hole in the system and they patched it, purely based on compassion, empathy, and community-building for this often marginalized part of the population. To me, that’s the best kind of innovation.

Naturally, I wanted to know what drives such a team. I wanted to know what keeps this team getting out of bed in the morning and bringing them to ACB everyday. So I asked.

Miraglia told me it basically came down to one thing: solidarity. Especially during the early days of COVID-19, she said, there was this powerful feeling among the team that together, they could make a difference. “That sort of feeling of being a group really helped,” she explained. While they couldn’t fix the pandemic, they could support each other and the people they were working with. The feeling of knowing they weren’t alone in the effort gave them the motivation to keep showing up, even when things were hard. In this case, innovation looked like resilience, teamwork, and refusing to let a global pandemic stop them from helping people.

Inside a meeting room with trophies won by some of the kids ACB has helped.

“What’s your favorite part about your job?” was my final question. “It’s not an easy answer,” she started.

In the end, her favorite part of her job is knowing how crucial her role is to ACB’s effectiveness. Now that she’s in more of an organizational position, she’s a bit more removed from the personal stories of the people they help. But in a way, this distance has allowed her to be more productive and effective. When support workers come to her with specific cases, she’s able to stay sort of detached and focus on organizing the steps that need to be taken without getting emotionally overwhelmed. She mentioned that it’s been a natural shift for her, and she’s realized that she’s now more helpful in this role than she was in her original role at the front desk. She’s found a balance that’s still deeply connected to the mission, but with a better perspective that allows her to make a real difference in a different way. This is a reminder that sometimes the best way to help is by finding the place where you can have the most impact, even if it means stepping back a little to get a bird’s eye view.

At its core, this is the very essence of innovation. ACB recognized the needs of others and used the resources they had to make a real impact. They didn’t just see a “gap” in the system, they saw real people struggling and stepped up. By focusing on the human side of things rather than the profit side, they’ve created a space that’s truly making a difference in the lives of those who need it most.

My biggest takeaway from this interview was how powerful having empathy for others can be in driving innovation. ACB proves to me that the most impactful innovation starts with compassion for our fellow humans.

My classmates and I with Paola Miraglia.

Italpreziosi’s approach to risk

“Behind every successful business is someone who made a courageous decision” quote hung at the front of Italpreziosi

When it comes to precious metals, gold is one of the most valuable ones out there. With value, however, risk can be very high. Italpreziosi, located in an industrial district within Arezzo, is one of the most innovative and forward thinking gold production companies out there. They use their innovation to take new risks and overcome any challenges that they may face. Some of these risks they take involve how profit off the gold they mine.

“We cannot wait until we receive the gold physically… we can have a big margin or a big loss. So we hedge the position and we have no exposure on the market for the fluctuation.”

Fortune can quickly shift in the gold market. Gold prices fluctuate quickly and interchangeably, meaning to invest in gold is to constantly take a risk. Italpreziosi manages this risk by selling freshly mined ore immediately to a company: Minimizing the exposure they have to volatile market swings. This is a typical response to market swings: sell before the prices change too much in one direction.

But risk is more than just typical corporate responses, and risk in the industry can’t be confined to this basic practice. Italpreziosi focuses on taking risks to build a sustainable company: One that is both environmentally friendly and ethically responsible. Italpreziosi co-owns mining companies to mine their ore, and they choose companies that must have a focus on sustainability, something that wasn’t common in this industry. This illustrates how they see risk not as something to merely avoid but as something to engage with intentionally, redefining industry norms in the process.


“Mining companies are one of our suppliers, and we carry out thorough assessments before accepting even a single gram of material from them. The assessment is very strict. The large majority of the opportunities that we have, we give up.”

This shows that Italpreziosi’s approach to sustainability is just as important as the gold itself. They could choose cheaper companies, maximizing their profit, but instead  they focus on sustainability and safe business practices to protect the countries where gold is mined, both the employees and the environment. Their ability to deny cheaper labor and practices is innovative in itself. It sets a new precedent within the industry, demonstrating that profitability and ethical responsibility don’t have to be mutually exclusive. By prioritizing long-term stability over short-term gains, Italpreziosi positions itself as a model for how modern companies can manage risk while driving meaningful, sustainable change.

 This decision to reject the majority of opportunities isn’t just about in the moment ethical standards–it’s a calculated long-term risk management strategy, protecting the company’s reputation and operational security.

Graph from Italpreziosi’s website showing their policy directives

“You don’t know how [the miners] work every day. So you have to make sure that you can actually be managing any potential risk related to mismanagement on the social and environmental side.”

There is, however, still risk in using third-parties within their business practices. Gold mining, and ore mining in general, has a big risk of human rights and environmental violations, and companies like Italpreziosi cannot afford to look the other way. Italpreziosi’s proactive strategy includes educating suppliers, enforcing traceability, and refusing to partner with those who cannot meet their standards.This highlights a critical tension in modern global industries: Trusting third-parties while knowing you can’t always fully control them. Italpreziosi’s emphasis on education and traceability is a pragmatic acknowledgment of that tension, and a smart way to reduce operational and reputational risk.

Graph from their website showing their environmental impact score

“If you don’t know what your impact is, you cannot do anything.”

In the constantly changing world of precious metals, risk is inevitable – but how a company chooses to approach risk with innovative solutions defines its long-term standard and character.  By embedding sustainability and ethics at the core of its operations, Italpreziosi has distinguished itself in an industry historically known for opacity and exploitation.

Old But Gold

OU in Arezzo Journalism Students visiting Italpreziosi

How Italpreziosi has remained successful after 40 years of operation

In early April, I had the opportunity to visit one of Arezzo’s most prominent companies with my Innovators in Journalism class at OU. From the outside facade of Italpreziosi, I never could have guessed what was waiting within. Just behind closed doors is a company that is truly golden and glowing. This is in part due to the innovative approach Italpreziosi demonstrates, but also due to what they manufacture. Italpreziosi is a leading player in the world of gold. Based in Arezzo, the company deals with many services, such as precious metals trading, metal banks, investment gold, and refining gold. The list goes on. Italpreziosi has been active since 1984, yet remains ahead of the game even after decades of being in operation. One of the ways they do this is by maintaining a future-forward attitude regarding business organization and management. 

Gold bar manufactured at Italpreziosi

Throughout the entire inspection process, Italpreziosi uses expert-level precision. They start with gold from mines or recycled gold, then send it through analysis, a refining system, and finally produce it into gold bars. Following production, the varying types and weights of gold are distributed to individuals, banks, and companies. This attention to detail is a meticulous process; despite the tedium, Italpreziosi has remained committed to ethical and sustainable gold since 2007. This commitment is evident within seconds of opening their 2023 Impact Report and reading their business model, but it is also seen from the start of the production process itself, with the use of recycled gold products. 

Silver bars manufactured at Italpreziosi

Two major factors allow Italpreziosi to stay ahead as a sustainable company in the fast-paced business world. Those two factors are SDGs and ESGs. In recent years, the company committed to contributing to the SDG, or Sustainable Development Goals, of Agenda 2030. This is an action program that was signed by the governments of UN member countries in September 2015. Each goal allows companies to measure their impact both at a current level and potential (or future) level. Out of the seventeen development goals outlined in the agenda, Italpreziosi has already adopted six of them: good health and well-being, quality education, gender equality, decent work and economic growth, peace, and partnerships. Each initiative promotes positive growth inside the company, allowing Italpreziosi to stand out in comparison to companies that have yet to adopt SDGs. 

ESG is another pillar of Italpreziosi’s business model. ESG stands for Environment, Social, and Governance. These topics are aligned with Global Reporting Initiative Standards, a system that allows companies to track material themes based on stakeholder interest and impact on the organization. Technologies such as these help Italpreziosi to remain connected to the interests of their clients, prevent mistakes or miscommunications, and work towards their goals at a faster rate. 

“Engaging with our stakeholders is a fundamental and constructive step for Italpreziosi, to understand its current and future performance, but also to seek solutions for all those challenges that our industry is facing.” 

Failure is something that threatens to loom over any company and is something that any good business must consider. Italpreziosi approaches the idea of failure from a preventative point of view. By implementing the use of SDGs and ESG, they have created a clear structure that promotes success. The governance aspect is especially important for this. Under the ESG model, transparency and due diligence are the primary subtopics of governance, meaning that companies implementing governance keep a very close eye out for corruption, money laundering, economic value being generated, and raw material traceability. In addition to this, Italpreziosi conducts frequent risk-assessment, creating specific plans and procedures for each possible outcome they face. 

“[Risk assessment] is important for a company for reputation and potential sanctions, and you have to consider that… if you have a strong governance, you have policies, you have a structure that demonstrates that you did everything you could do… failure can [still] happen. The thing is, if you demonstrate that you did everything transparently in the possibility you had, there is nothing you can be afraid of.” 

This response shows just how high of a standard the ideas of governance, SDGs and ESGs are held to within the company, and rightfully so. These models have helped Italpreziosi transform over the past decade, from a small company to a booming business. 

“Then, if failure happens, you have to have a mitigation action plan. You have actions to resolve and remedy. Remediation is crucial.” 

The organized and highly structured approach to business, risk assessment, and potential failure is one of the many factors that keep this gold manufacturing on top. 

Gold smelting process at Italpreziosi

After learning more about Italpreziosi’s innovative approach to business, the other students and I had the opportunity to tour the facility and see behind-the-scenes production on-site. As we toured the facility, the careful attention to detail was evident in every step of the process. Every person we spoke to seemed passionate about the work they were doing. From the smelting to the lab analysis, the manufacturing process truly seemed to be expertly done. It is one thing for a company to claim a business model, but seeing these words put into action is what truly sets Italpreziosi apart. Through the use of their innovative and forward-thinking methods, they have transformed the production process, and the company, for the better.

Innovation and Resilience: The Evolution of E-Simple

Modern technology demands innovation because it has become essential for businesses to survive. Organizations need to embrace both new technologies and market demands since staying relevant depends on their ability to adapt. We had the opportunity to meet with the co-founders of E-Simple, and they shared their experiences about their beginnings. Including the numerous risks along with both failures and successes during its operational timeline. E-Simple’s path to success was not swift and immediate yet it became successful because the company showed determination together with adaptability and innovation. Through its transformation from virtual shopping malls to AI applications, E-Simple presents an example that shows how businesses succeed through ongoing innovation.

Cofounders of E-Simple: Marcello Comanducci (left) and Francesco Marcantoni (right)

The Early Days: A Vision Ahead of Its Time

The foundation of E-Simple emerged during the early 2000s through a daring plan to develop a total 3D virtual shopping mall. The innovative business concept met resistance from an e-commerce market, which at that time was not developed enough to be able to afford the risk. The project had technical potential yet the market environment failed to provide proper conditions. The problem that held it back was the fact that the technology and user acceptance level for this concept simply were not mature enough to allow large-scale implementation during that period.

In response, the team behind E-Simple didn’t give up and they were left with no choice but to transform their approach. They used their initial business setback as an opportunity to learn from instead of abandoning their mission. The company rebranded and shifted its direction from e-commerce to digital technology development in early 2008. It was only then that E-Simple started its path toward tech leadership status through this strategic adaptation.

Obstacles in Fundraising and the Italian Tech Ecosystem

While the idea was a winner, E-Simple encountered its most significant challenge yet. Obtaining sufficient financial resources during its initial operational phase in the precarious environment Italy was in at the time. Italy maintained an underdeveloped venture capital environment during that period which stood in contrast to the established U.S. market that we know today. Investors at that time preferred to support real estate businesses instead of innovative technology startups. The company faced difficulties in obtaining investments because Italian investors refused to risk capital on innovative technology startups. Italy’s limited financial support for emerging technologies made it difficult for startups like E-Simple to operate.

Despite the odds, the company continued their operations.

Francesco created and introduced a company by the name of Livemote in 2017, joining forces with E-Simple and using their new power to make strides. Livemote which developed digital solutions for different industries to their advantage, was they key piece that was needed to grow. Their ability to obtain seed capital and private investor support enabled them to secure necessary funding for growth. The next challenge was against local funding environment, presenting substantial obstacles to the company. Italian investors behaved as financial supporters instead of partners because they delivered capital without offering strategic guidance or mentorship to the company.

Pivoting to Digital Innovation: A New Identity

E-Simple redirected its focus toward digital prototyping and design which led to the development of solutions for sectors far beyond than the idea of virtual malls. E-Simple started its development journey through a major project with Natuzzi which represented a high-end Italian furniture manufacturer. Natuzzi maintained digital product design models but their conventional production methods neglected to implement these models into finished products. The result? The physical items ended up being different from the digital models which created a problematic discrepancy during product development.

E-Simple achieved a breakthrough through this project by proving its capability to develop innovative solutions that merged digital innovation with manufacturing and design sectors. This became the proof of concept for E-Simple and proved to themselves and others that it can be done.

Competing in the Italian Market: Small Fish in a Big Pond

E-Simple faced stiff competition from large technology and infrastructure companies as it expanded its operations. Public contracts for large-scale projects in Italy were usually awarded to giants like Leonardo and Almaviva. Companies that had the infrastructure and financial muscle to meet the tender requirements for events to make themselves known. Nevertheless, these big companies are usually not very good at delivering the complex and innovative solutions that such big projects require. This is where E-Simple’s niche came into play.

Although the bigger companies had the advantage of being bigger, E-Simple was able to get into partnership as a subcontractor for many of these big projects. What made their situation particularly unique was that many of E-Simple’s competitors were also their customers. As they lacked the technical capacity to deliver the promises that they made in the bids, and thus, they had to resort to E-Simple to provide the technical implementation. In some way, E-Simple was competing with and working with the bigger competitors to be able to operate in a market that is cutthroat.

The Role of Acquisition: Scaling Through New Changer

A major development for E-Simple was in 2017 when they were bought by New Changer, a bigger company with ties to the infrastructure and digital sectors. This enabled E-Simple to apply for larger public tenders and also get a foothold in the industry. It also brought with it the financial muscle and credibility to compete with the bigger players in the market.

Being under New Changer’s umbrella was crucial to E-Simple in getting these bigger deals; otherwise, the company would have probably been unable to get them. As is the case in most industries, including technology, being part of a bigger group with better connections and resources can be very beneficial to a company.

Future Prospects: AI and Augmented Reality

In the future, E-Simple is set to be at the leading edge of two of the biggest trends in technology: AI and AR. The incorporation of artificial intelligence in daily activities is gradually becoming a reality with products such as smart home devices and AI-powered customer service bots. E-Simple is specifically interested in computer vision which is the ability of AI systems to interpret and make sense of visual data in real time. With recent development, for instance, Meta’s allowing access to camera feeds for AI-powered applications, E-Simple is in the process of trying to integrate AI with AR to create more immersive experiences.

The team has a vision of a future where smart glasses will be the next step in the fusion of the digital and physical worlds. Think of being in a museum or in the city and being able to get real time information about the place you are in through AR glasses. This integration of AI, AR and wearable tech could change how we interact with and perceive the world around us.

Conclusion: Lessons Learned and the Importance of Curiosity

When looking back at their journey, the founders of E-Simple have a few tips for anyone who wants to innovate: be curious, be open-minded, and always be on the lookout to learn more. They say that innovation is not a job done during office hours only but it is a way of thinking. In order to be successful in the tech world one has to always ask how things work, come up with new ideas, and seek ways to improve on what is already available.

In many ways, the story of E-Simple is one of resilience. Despite the numerous challenges that the company faced in terms of financial, technological and market-related issues, the company did not lose sight of its dream of digital innovation. Rather, they turned their failures into opportunities, always ready to meet new challenges and new opportunities. They are able to innovate within traditional industries and adopt new technologies like AI and AR, which are likely to remain successful in the coming years.


The E-Simple journey shows tech job seekers and startup builders that achieving success means using failures as opportunities to learn and innovate rather than trying to prevent them.

Link to Website

https://www.esimple.it

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