the country.
Manfredonia, therefore, was preferred by the Japanese just because a virgin desert, industrially speaking, out of any other district. Dr. Fukazawa told me that he liked the place from the beginning, he liked the country and its people, and he liked the city administration.
was then Mayor Dr. Nicola Ferrara, Democrat, who had done nothing for them to arrive, but he did much to keep them. To work, any industry needs, as well as land, electricity and water, plenty of water, but especially at the time of many, many permits and authorizations issued by many authorities, and each "instructed" a practice "as hoc" who needed stimulus and counter to advance.
Fortunately, all these tasks if the n'occupò colleague Dr. Nevio Russian, very good and competent, Foggia and brother of Hon. Vincenzo Russo. With his expertise and skill, after you have completed all practices for our plant in Manfredonia, was named by IRI to achieve the Alfasud factory in Pomigliano d'Arco.
Nevio Russo moved to IRI on its own, but after a few years, there was a genuine mass exodus EFIM IRI, following the appointment Att. Seven President exactly IRI, which also took with him Dr. Zurzolo, who, first as Director, he later became President of IRI in turn. In his duties
Russo was accompanied and assisted by our Managing Director, Dr. Calabro, from the Manetti & Roberts of Florence, a former navy officer who had made his own military service at the great palace of the Navy in Rome on the Tiber.
And in fact, aroused a lot of wonder, between employees and officials of the Port of Manfredonia, the immediacy with which Rome, by the Ministry, came to authorize the installation of the deposit on the coastal port, so that, for throughout the period in which the same officer was on duty, every year when I went to renew the state concession, always welcomed me with great cordiality and respect.
For his part, Mayor Ferrara sets very well the practical settlement of the first industry of Manfredonia, obtained immediately resolutions and approvals of the City Council and all of our Company, the directors and were thrilled that the work of our mayor had made with his work, died very short period between the design and start work.
His show of genius, then, was to be anticipated by the Company Ajinomoto-INSUD the cost of high-voltage line ENEL, out of the town, committing the same contract with the City of Manfredonia the return of the expenditure, not just received state funding.
As for water for industrial use, was drawn from tanks filled with the Consortium of Reclamation, the former Salty Lake, and a source of Siponto.
remember that, according to Rome, I had the opportunity to study a large map of the table and Gargano, indicating all sources and surface water and groundwater, even with an indication of areas or less seismic and curves of the altitude above sea level, there were then highlighted all the currents of the Gulf of Manfredonia and the depths of the sea.
The designer kept the elderly, disabled in war, but the former paratrooper of the Folgore and former military intelligence agent during the war, remarked that it was a military map, not readily available, and that he must not show it around too much . When
came the furniture and records from Rome to Manfredonia, I noticed the scroll of the map between the bundle of rolled drawings transported from one of the porters, and pulled away immediately, hiding it in a safe place.
After some time, I was called by the Director in his office, where he entertained visitors with a group of strangers, and asked me if I knew where it ended up that map that was in Rome, and I pulled it to him down from his cabinet and show to visitors.
Out of curiosity I stayed at the meeting and learned that they were the technicians of the BP & D Vicenza, who had to design a large petrochemical plant in the area and, given the presence of water in tanks filled on the road to Zapponeta, deduced that the best place would be precisely in the area of \u200b\u200bthe tanks (formerly Lake sauce), but that's another story.
The presence of a veritable industry in Manfredonia, the first, and for the first few years the only, in its essence was not perceived by the indigenous inhabitants, although it is truly a jewel of technology, the masons who were working there, I remember did not understand the need to create a "cage" concrete "bound" in his columns for the foundation, even in the underground part, under the floor, set time for technical compliance with the law for seismic safety, but this was already in 1965.
After all, the industrial company, was part of a culture completely divorced from the territory. Take for example the local banks, relations with whom I lived directly and personally.
There were now in the country a national bank, Banco di Napoli, elephantine public institution and patronage, which, at the local level, turned his attention to agricultural credit and land, as well as serving with Treasury local authorities and the other was a local bank rather important, the Cassa di Risparmio di Puglia, which turned to trade, crafts and, therefore, the discount and collection of bills and legs.
Our Company almeno agli inizi, aveva pochi soldi da depositare nei conti bancari, ma chiedeva servizi e, quindi, dava lavoro di ogni tipo agli sportelli, naturalmente ben remunerati.
Il nostro prodotto era venduto nell’Italia del Nord e, per la maggior parte, all’estero, e nessuna delle due banche, almeno nelle figure dei funzionari responsabili, mostrava di essere interessata in queste operazioni.
A quei tempi, versare in conto per l’incasso un assegno bancario fuori piazza, era un’operazione che qualsiasi banca perfezionava in oltre un mese, se andava bene, e qualsiasi funzionario, per accogliere il servizio, doveva fornirsi di “carte” e garanzie sulla solvibilità del traente, questo even if our customers were the Star and Knorr, with a check the amount at the time was a figure equal to the cost of two apartments.
Our bank drafts for collection, then little known in the area, were honored more and better than a bill from any of our client companies and north of the debtor, but for officials of the country were more or less "paper Waste ", imagine if accepted for the discount.
Issue a Model A-export of goods for sale to a foreign customer, it was an new and unknown to many bank officials, for which, to be completed, at best, requires at least ten days. Each operation
foreign sales could be funded with an "anticipation export" rate much easier, for which there was no need to "educate" a practice of overdraft, according to the classical system of trust, but, being an operation called "documentary credit", it was like a medal of merit that the bank testified against the Bank of Italy and the ICE, but only put in anguish the official naming of Manfredonia. So much so that we were first forced, then he coaxed from the main banks of Foggia and Bari
Competition between banks was made with the offer rates, for active customers, inviting and black, that is, cash in and out of the account: there was a rate, charged in bank statements, and a "more" part, paid in cash annually.
was a common practice and generally applied, of course, against the "best" customers, at least until the introduction of tax reform since 1974: first, the interest would have been subject to pay-up tax (the income tax of then), but there was cross-checked the statements by banks and as reported by the receiver, so it was a reliable choice to the "good heart" of the taxpayer.
Our Company, like all, but all the other Italian companies of the time, the interest income used to create the so-called "funds blacks", useful for "kickbacks and bribes.
Well, at least in the beginning, we were "good" customers for banks Bari and Foggia, Manfredonia discrete customers. And we learned so much from the young employees Dr. Roberto Italy, in the short period that remained with us, before and after viral hepatitis. He "negotiated" with the banks, in the sense that "dictate" the rules applicable to our current accounts, so check the Star there was accredited with currency three working days, the A / Export, already signed by the Bank, was in our drawer and was compiled by us as soon as the load of the TIR German or Dutch with our product, and on certain days of shooting aliens could be there more than one.
There was nothing illegal, indeed it was a practice commonly applied throughout Europe, not to wait for the truck driver, not to go back and forth to the bank officer or director: the signing of the Bank was used to ensure that the export was genuine and real, not fake, and that the agreed price was right and profitable, and the latter test was clearly outside the scope of an official bank.
Only a few years later, when the Bank of Italy began to spread their banking transactions on the printout for each province or territory, we saw reach officials of the two local banks, accompanied by in-chief at Foggia, "to beg" more working at their desks, but had already changed the time.
Many misunderstandings we had with the local drivers. Most of our product, as mentioned earlier, was sold abroad in northern Europe and traveled with the trucks foreigners who come to Italy to download, discharges or returning from Greece or Turkey, and went to the north with our product, with costs paid by the consignee, the same route for trucks Star and Knorr.
But it happened often enough that they need to hire several trucks for northern Italy, for example, to Trieste, where he completed the loading of a train, leaving from Trieste, continued its journey to Eastern Europe.
There could be no contract of "exclusive" with local carriers, but the contacts were quite frequent, because many local tanker, coming from the establishment of the center north, were used by our suppliers to come and download from our establishment. The reports, however, began with mutual satisfaction. When
work began to become more interesting, our drivers, associated with each other, they began to increase their demands, while our purchasing department began to seek discounts.
Perhaps there was a certain arrogance on the part of local carriers that tried to "force" the decisions of our leaders, the fact remains that the relationship ceased almost completely, using as intermediary agencies which provide for the "full return" at very reasonable prices, the "owners" to the north, the south came to download.
One of my co-workers, office worker shipments, which then had constant contact with drivers, but that was the last link in the chain making, one morning he found all four tires of his car cut with a knife. Similar
opinionated approach came with the small local suppliers, craftsmen and retailers, it seemed that everyone was convinced that "had" a kind of difference in pay more for the "privilege" of being "housed" in Manfredonia.
Our Purchasing Department had price lists of all the material we needed, when small amounts were addressed to local suppliers, was applied to discover that these excessive and unjustified mark-ups. The craftsmen had
tops estimates and standard. When the Purchasing Department called them and discussed extending the same estimate in an analytical and precise, then clashed on the profit margin to be applied.
As member of the "fauna" local, tried to explain to my neighbors that we were in a market economy, that there were merchants and craftsmen in the surrounding areas who were content to earn less, but not everyone understood.
The "competitors"
The raw material for glutamate was beet molasses, which is the first work of the factory, so it was produced by three major industry groups, our great enemy, succeed not only refused, but hindered all our contacts with other European manufacturers, because, as I was able to verify, industrial espionage was not a prerogative of our Japanese friends, but of all large industrial groups.
The European Common Market "rewarded" the exporters of raw materials and thus also of sugary substances, so that, as producers and exporters to collect these "prizes", our competitors preferred to "export" the beet molasses, instead of sell it in Italy.
There was in Europe a sort of international association of sugar producers and all related equipment, the stated purpose of encouraging meetings between the "supply and demand," was actually a true "sign" that decides the price of raw materials sector and ensure that members should implement the agreed price.
Annually, at the appropriate time for the "campaign" sales, the producers met in a European site by default, such as Monte Carlo in Monaco, or Rotterdam, or Zurich, and here were held "meetings" between (the few) and sellers (the few) buyers with the system of "open auction", ie, including prohibitions and exclusions, the seller, the buyer could choose to your liking, even refusing customers with the striped tie or almond-shaped eyes, immediately imitated by other fellow producers.
The Japanese, after the first time they were marginalized, being empty-handed, soon found the system to circumvent the prohibitions. The purchase of molasses for our factory was then made by a businessman greek, a financier who, in his country, Igoumenitsa, was the holder of a license for the production of sugar but, in my opinion, did not have a grinder produce it.
He bought his own name, but not only on behalf of our Japanese, even for others. It had to be a known person in the environment, so much so that our Japanese friends, always beware of trust, granted him ample credit available in advance and put the sums in dollars to participate in the auctions.
He trusted the Japanese, even then, on time, on the eve of the race, we phoned to ask for confirmation of credit, the amount, the issuing bank and the receiver.
win him lots of raw material, and only after the purchase, the home of learned or acquired. So was the case, and there was the case from the port of Ravenna left a Greek ship loaded with molasses. While browsing in the Adriatic TRAVEL DOCUMENTS to Marseilles, where, in Customs, the goods were "nationalized" as French and deducted from the total amount specified in the original import permit.
greek arrival at the port of Igoumenitsa, the ship found the documentation in order to "nationalize" in Greece the same goods from France, but soon after, he went on, without downloading, for the port of Manfredonia, where he was finally "nationalized" and discharged into our coastal warehouse.
The European Market "reward" then the Italian manufacturer, the French exporter and the greek, all for the same goods never left the Adriatic.
Once that occurred, while "our" ship was unloading molasses in the tanks at the port of Manfredonia, at sea, at anchor, there is another ship that was waiting for their turn to "load" the beet molasses produced by one of the many factories in the province of Foggia and for who knows where.
course, our competitors, after the first cases, tried to create other obstacles, but they could not fight the ineffable greek businessman who, at other times, it was extended even to their service. If necessary, in some cases, our greek friend was using "third-party agents" in front, to compensate for what we asked, all'apercredito in addition, a substantial "bribe" of dollars in cash, and here our very useful "funds blacks."
may at this point begs the question - "Why not buy directly from producers Foggia molasses?" - The question is easy, the answer not, as a technical characteristic of molasses foggiano that required further work that are unable to explain. The owners of the factories
Foggia were always the same at the national level and at the beginning, we also provide small quantities of molasses, but "our" glutamate cut the legs of the market "their" product and, as the market pulled and there was work for all, tolerated our presence, but once the system went to the factory, the total annual production created a surplus of supply in Europe and created a veritable war of resistance .
Yet the core business of sugar was not glutamate, but keep in mind that, for sugar, had a highly seasonal work, while the glutamate could keep the workers engaged for an indefinite period even during the dead that the raw material should not but they had to buy it at home, in short, that the proceeds of glutamate was all just "fruit".
Then, I'm used to that think ill consider that, while sugar, the whole production process was controlled by the intendant of Finance to make it subject to import duties and taxes provided for the Finance glutamate occurred only on the base used for the production, while the product sugary substance was not finished, so was not subject to duties, and could sell even without an invoice without VAT.
I would not look like a sucker, but I was convinced that after the event that one of two ships simultaneously at the port of Manfredonia for molasses, because then you could justify the involvement of the Judiciary, after some time agreed selling the molasses of the sugar Foggia and Molise.
The Bureaucracy
As state-owned companies, ours was very respectful of the laws and regulations, because there was no "master" that stress differently, and the Japanese themselves, for their mentality, were very respectful of tax laws and tax.
In our contacts with all public employees, had almost become a song to remember that we had no interest in this breach, struggling to overcome the conviction of public servants who "are all evaders, until proven otherwise." Fortunately, there were many officials intelligent understand our philosophy of approach to rules and shared, so that, by auditors, they were very cooperative.
Since the construction of the plant, for example, in the presence of a factory store "dextrose" on sugar, we were subject to the levy and the load, the presence of an officer of the Internal Revenue Foggia that, with the assistance of a graduated of the Guardia di Finanza, by law, had to oversee all the movements of the same substance and check that the registration will happen, by hand, on a large log.
In short, when he realized that nobody had in mind to grasp the dextrose to make cakes or otherwise, gave assistance to the financier and he himself became a clerk at the registration and the first to recommend our "honesty" to their colleagues.
fact, for the TIR customs declaration for use abroad, it was necessary that these trucks, after loading, were accompanied to Customs, at the center of the country, monitored here, and "sealed" receive "papers" to the border and then returned to our factory to pick up the other bank records and accounting for the recipient.
With the recommendation of our officers, the documents were sent to customs, stamped and signed, and returned, together with a staff financed, in our factory where the financier and controlling the load and then swooped in Customs was taken back, while the shooting straight into to your destination.
This was possible because the customs officials were convinced that they could rely on the accuracy of our maps, that described the amount was correct, that the price was the true one and that did not load any other product in addition to the written and Therefore, a possible border control would be spun smoothly and regularly.
accordance with general principles, but not expressed risaputi for coexistence and cooperation with the Government Offices and supervisory bodies, as our Company with a transparent accounting, also known as "corruption" was clear: the "cake" Christmas there was a regular turnover of the indication of the name and address of the recipient, so many officials there "begged" to be exempt from the gift.
to Customs, however, not being a product of our broad and common use, was for a "package" containing writing paper, stationery and miscellaneous office supplies, which make up the shortcomings of state provision. The Carabinieri was given the luminous and made available to our photocopier.
Industrial Relations
I like to recall that, for the most part, the workers of the plant were hired in full campaign period for local elections, which confirmed the Democrat Mayor Nicola Ferrara, with a consensus around the Party.
After a few months there were factory in the elections for the appointment of the Internal Committee and obtained almost the CGIL a plebiscite is not sectarian, is that I, personally and openly, m'impegnai for the campaign in favor of availing DC the cooperation of employees of the factory fresh, the ones who, once recruited, not only entered the CGIL, and so far I do not see anything wrong; but then founded the first section of the PSIUP Manfredonia, the far left also with respect to PCI, with the back wall a large photograph of Che Guevara, with cigar, beret and red star.
There being, of course, past experience in the industrial area around the role of the union at the factory had to be invented, and there were too many problems if it had not occurred then the famous '68, "revolutionary" for the whole of Europe, 'autumn "hot" in 1969 for us in Italy.
remember that at the beginning, almost all of the workers were classified in the last union level and salary. Which began production, you could not keep the staff at that level, no longer justify it.
began the claims, disputes and strikes, with the Japanese, but also the Italian party leadership, unwilling to give up and recognize progress and grade level to those who "collected from the field or from the road, we've made them become workers industry. I did not like this phrase, but became the dominant motive of union negotiations, aimed at the beginning, the Director Raffetto, but the sentence was not his.
When more or less, the plant went into full production phase of her, strikes causing damage to the economy of manufacture and, fortunately, also changed managerial staff. Raffetto was joined and then, often, even replaced by Managing Director, Mr. Italy who taught us that much, even in the treatment and "respect" other people's work and workers. With
exhausting negotiations, every time, advances were granted class for groups of workers. To their thinking, the Japanese were programmers and computers: speaking of progress, they wanted to first know how much it cost and how much the company would be the total expenditure on concessions to make. And I know this well because, at that time, I was just involved in the calculation of payroll and personnel costs. In any
case, claims he spent the season, spent the 1968 and 1969, remained a national strikes and those for the renewal of employment contract. However, the idea remained in citizenship, which in our factory is not done nothing but go on strike, as well as the belief took root that our workers do not work, or work a little, that the factory during working hours, Pornographic films are projected onto the wards. They were all fairy tales, or as we would say today, urban legends, it is not inconceivable that had been launched by employees themselves for fun or for spite.
The production process was a continuous cycle for 48 weeks a year and twenty-four hours a day. All employees in production departments were divided into four groups, one of which, every day, it was at rest while the other three covered and completed the work day shifts ranging from 6 to 14, from 14 to 22 and from 22 to six in the morning.
between the two daytime shifts only had a day off, among others, were two rest days. Each turn worked for five consecutive days. In practice, removing six o'clock on Monday morning, was part of the factory at 14 of the following Wednesday, removing the 22 on Thursday, fell to sixth on Saturday, when the five days ended on Friday at 14, fell at 22 on Monday. With
il tempo, i gruppi si consolidarono rimanendo sempre gli stessi, anche se divisi tra reparti di produzione e servizi generali e questa fu una precisa scelta dei tecnici giapponesi, mentre i chimici italiani, pare secondo il comune pensiero, ritenevano che i gruppi dovessero essere mischiati spesso, per evitare che si creassero tra i componenti contrasti e attriti o, peggio, si creassero consorterie tramanti a danno dell'impianto.
Con la fabbrica distante dal paese cinque chilometri, anche se era stato messo a disposizione il mezzo pubblico, si crearono piccoli gruppi che, a turno o condividendo la spesa, preferivano arrivare in fabbrica in auto. Tra i gruppi si crearono nuove amicizie o si consolidarono le vecchie. Si crearono gruppi che, nei turni rest, will compete in soccer games, organized group tours, meetings and similar user-friendly.
course, when these groups were in turn of rest, especially in the morning, remains in committee and met in public places. Those who saw them together, was the idea that "they never work!" But when they saw them on the wards were in service, day and night, Sundays, public holidays, Christmas, New Year and all other parties.
The programming was hard shifts so that the same worker could calculate and predict in advance the turn that would happen at Christmas, six-month wedding anniversary, the birthday son or wife and be able to plan accordingly.
The organization and rigidity in shifts and in groups, in the light of the rediscovery of socialization, it might seem a little success in terms of civil and educational, but it was a great success for the sake of productivity in the factory, built and implemented by staff Japanese. In fact, over time, was born between the groups a kind of competition, a race for productivity, although this could not be calculated in terms of quantity, but solely in terms of absence or reduction of critical moments in the production cycle.
If a group was away, was replaced by the type of group turn off, if the absence is prolonged for several days, were called up all those able to replace it, at all times during their turn of rest.
is still an imbalance is created in the group receiving the various groups that "lending" the substitute, because the two days off were not a "luxury", but really needed to recover from one round to another. If the absence was justified and very occasionally, all lent themselves willy-nilly, to support the extraordinary because, sooner or later, could also happen to be a substitute for having to be replaced.
Try a little 'thinking if the absence had been self-serving: between the many people "uncomfortable" there was always someone who at least grumble or complain about it, and, very often, the substitute was called into service not found at home, did not attend or, in turn, is calling in sick: the complaint was for us that the disease first was false or pretext.
just wait for the second or third absence, and reached the official request to "move" away from the normal group, made the shift manager on behalf of all partners, supported by internal union representative. The recidivist was removed from duty and became a "daily" between the "generic services", with hours from eight to seventeen, losing in busta paga, le relative indennità per turno, lavoro notturno, festivo ecc.
La “mela marcia” veniva rimossa dalle buone: un vero successo!
Questo sistema, però, costringeva a recarsi in fabbrica anche con la febbre? Perché no! Con il gruppo unito, se la persona era notoriamente uno che non dava problemi al gruppo, se un giorno non si sentiva bene, specie di notte quando erano assenti i Capi reparto e restavano solo i Capi Turno, poteva chiedere di essere lasciato libero da impegni pressanti e, almeno per un paio d’ore, se ne restava su di una panca a riposare, mentre gli altri compagni coprivano la sua posizione.
Del resto il ciclo produttivo aveva una durata più or less fixed for each production department and was done so that, in most of their day, was required vigilant attention to the instrumentation and a few direct interventions.
In such cases, that is, travel from the department asked the group, there were several, I think, however, fewer than a dozen, but the group of generic services were also classified those from other services, did not have much desire to work and that in any event, absent or present by the service, they could not bother to others and to work but, for better or worse, carry out a service that otherwise would have been outsourced to third parties, and license was not recommended, because il Sindacato li avrebbe difesi, perché sarebbe iniziata una lunga vertenza di lavoro e, già all’epoca, i Giudici del Lavoro davano sempre ragione al “povero” lavoratore.
Quando qualcuno esterno mi diceva che i dipendenti della nostra Società erano “tutti” fannulloni e scansafatiche, io li invitavo a farmi il nome o, se per omertà tacevano, li citavo io, uno ad uno, facendo appunto l’elenco degli addetti ai servizi generici: - «Ho dimenticato qualcuno? Ne ho contato una diecina! Ma ne lavorano più di duecentotrenta. Sono sempre e solo gli stessi! Come si può dire che sono “tutti” fannulloni?» -
Con il tempo, gli operai diventarono più bravi dei chimici a prevedere la durata del ciclo produttivo da loro stessi seguito e controllato, per cui erano in grado di prevedere i cosiddetti “tempi morti” nei quali potevano anche “distrarsi”, magari facendo una partita a carte, o mangiare “la parmigiana” portata in fabbrica dal collega, la torta del compleanno del figlio, e così via: l’importante era che non si creassero scompensi nel ciclo produttivo!
La Direzione, i Capi Reparto, noi dell’Ufficio del personale, sapevamo sempre tutto e tutti tolleravano questo tipo di andazzo, proprio perché, comunque, non si creava alcun inconveniente nella produzione.
Dirò di più, nella maggior cases, our office staff, we were informed in advance of the "small parties" scheduled, and this because, at the entrance and exit of the factory, there was the "chosen at random," the bell rang at random for the search worker chosen, and we are warned to turn the guardian of all that such workers would bring the factory, but he was not authorized, only an "invitation" to turn a blind eye.
How, for example, was made at the World Cup and European football broadcast on television: to allow the entrance of the television set at the factory, he avoided the dover fronteggiare le numerose assenze, e spesso ero lo stesso Capo reparto, italiano o giapponese, che assisteva agli incontri insieme ai suoi operai.
Questo potrebbe sembrare “accondiscendenza passiva” o, peggio complicità o paternalismo. No: questo ci consentiva di conoscere tutto quello che avveniva in fabbrica, ma soprattutto ci permetteva di “concedere” favori apparentemente gratuiti, ma all’occorrenza, nei momenti critici, sapevamo a chi rivolgerci per chiedere notizie, per dare “consigli” e suggerimenti.
Con il tempo, quando le posizioni chiave della Società furono accentrate nelle mani dei “quadri” locali, eravamo in grado di “affiancare” la Commissione Interna, senza strafare o dare ordini, semplicemente con il colloquio con i “capi”, lasciando “cadere” là i nostri pareri, consigli o suggerimenti.
Qualche volta, uno di questi rappresentanti si metteva in posizione polemica nei confronti della Direzione e non “recepiva” i nostri consigli.
Se lo scontro si faceva particolarmente burrascoso, se i rapporti si fossero ormai compromessi irrimediabilmente, ricorrevamo alla squalifica completa della sua carriera di sindacalista: bastava dargli un avanzamento di livello, oppure assumere uno dei suoi fratelli o famigliari stretti, che perdeva ogni credibilità agli occhi dei suoi compagni e mordente nei confronti della Direzione.
course there was also someone who, while going straight on his way without "listening" to our recommendations for intelligence, honesty and uprightness, was respected by all, even by management, and one of them, Pasquale Lauriola, became Provincial Secretary of the ICFTU also FEDERCHIMICA.
It happened as well, sometimes that some of the most intelligent unionists were questioned by the "base" or someone who wanted to replace it, then we ourselves were to "advise" to be temporarily aside to make way for the new advancing the which, of course, would never have received our advice or our suggestions.
Unfortunately, just at a time like that, while in Internal Committee had received a head, even political, emergent but low specific gravity and unreliable, before it can be challenging, there came the decisive final stages of the life of our factory. And this is my only regret.
Courtesy of Rag. Michele Brunetti
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