From owner to management company: 75 years of Faro, as envisioned by Cristina Cesari.

Cristina Cesari, Tiziana Favonio’s daughter, was asked in 2009 to take over and lead the family business and plan its future. very close to her grandfather, she started working at faro at a very young age, first helping to write technical manuals, then moving to the sales department, with brief experience in purchasing and accounting.

Your training was in the field: what did your grandfather teach you?

My grandfather taught me a lot, but not here in the company: at home, in the family. For me, he was a father figure, a mentor. From a professional point of view, I have created my own role by myself, merging different inspirations.

From my uncle Angelo, I got the creative spirit and the curiosity: to never stop at what I already know but look for more, planning the future. My mother taught me the importance of always being respectful and honest, and it is worth taking the risk of saying unpopular things sometimes.

From my grandfather, I acquired the attitude of being mindful of others and the desire to look after everyone’s well-being. I have combined these elements, which now form the matrix of our unique way of doing business.
How would you define this way of doing business?

FARO will never be a ‘sell and repent’ company: every product has to make a difference for us. Take our Eva Cam for example: Integrating a camera into a lamp could have been a simple marketing initiative, adding a new accessory to the lamp.

Instead, we took the time to understand the benefits of an integrated lamp for professionals. Then, we developed it with the help of dentists themselves to achieve a level of performance that no product had ever reached before.

The result is not the sum of two products but an innovative solution in which a camera with exceptional depth of field, thanks to the light, makes it possible to film every stage of dental procedures anywhere in the mouth.

And let’s remember that improving the dentist’s work means improving his productivity, quality of life, and, therefore, patients’ health. Doing well is a chain reaction: with each step, it multiplies, expands its radius, and nurtures new ventures.

What was your first thought when you were asked to run the company?

My management style is the same as my grandfather’s and uncle’s; it is an evolution of theirs: the real change was to take a strongly owner-managed company and turn it into a management company.

Of course, like any reorganization, the transition is hard work. We carried out a rationalization process to bring back into FARO the shares of those shareholders who had lost interest in our activities over the years.

We have worked to build a project that all shareholders and managers now share with enthusiasm, passion, and commitment. My role is to synthesize and merge these visions – different and original, each of great value – into a dynamic, close-knit community.

My FARO produces and makes money by selling innovative, competitive products with a strong focus on sustainability. Therefore, as my preferred sector is finance – and perhaps it is an easier way to make a profit – we will not invest in the financial market: the actual value of what we do is in production with respect to the environment.

This is our identity; we firmly believe it is the best choice. Sustainability is at the top of the list of priorities for any responsible company. It is ‘The Theme’ for everyone, and we must all work together to preserve a livable planet for future generations.

But, of course, there are still many aspects to consider. It is a process in the making; we have only just begun.

How do you approach sustainability at FARO?

At FARO, we follow the FOUR R’S (REDUCE, REUSE, RECYCLE, AND RETHINK), essential pillars of environmental responsibility for today’s companies.

For example, we have REDUCED our use of paper and packaging and our water and electricity consumption. In addition, we have a project in collaboration with A2A RETAIL ENERGY SOLUTIONS LIMITED, a multi-service energy company, to purchase energy from renewable sources, reduce environmental impact, make consumption more efficient, and produce our electricity with photovoltaic systems.
On the subject of REUSE, I would like to highlight the great work done on our exhibition stands. Raw materials, equipment, and products are selected at the stand design stage to ensure the complete reuse of individual components, extending their useful life and avoiding waste at the disposal stage.

With this in mind, we have also considered RECYCLING, not only by applying good practices for collecting and disposing of waste but also by donating unsold products to associations that provide dental care in developing countries, such as Solidarietà Medico Odontoiatrica nel Mondo onlus and Amici di Betharram onlus in Burundi and the Central African Republic.

We are also sending equipment for the dental clinics of two Franciscan missions in Guinea Bissau. And we are always open to new initiatives, as we recently did for a mission in Romania, where we donated components for a dental clinic.

What about “RETHINK”?

A few years ago, we renovated the factory, adopting the best energy-saving technologies, introducing a plastic-free company policy, and investing in information and training for employees, customers, and stakeholders.
Since the pandemic, we have learned to reduce travel and transfers by organizing virtual and hybrid meetings. Our management and production philosophy, however, is the pillar of sustainability: to deliver quality products that last.
Therefore, we have always been totally against the policy of planned obsolescence – and we are very proud of it.

FARO’s history is closely linked to that of Ornago. How do you see the relationship with the territory today?

It is still a very close relationship. I would like to further consolidate it, for example, with the many initiatives we support and will support in the future and new projects designed explicitly for the village. One for all: I have always dreamed of reopening the “Bocciofila” (boules court). A community centre for the town’s people, not just the older ones, where they can spend peaceful, free time. This “third place” contributes to rediscovering the sense of community we still have inside but cannot express.

The “Bocciofila” was our grandfather’s passion; he was very upset when it was closed. So at the reopening, we will name it after him as a tribute to his idea of FARO as a company that improves people’s lives, a company that multiplies a value that, being for everyone, becomes lasting over time.
FARO is a family company, now in its third generation. Is the fourth already getting ready?

Actually, yes!

Considering my generation: my sister and cousins are also involved, although they don’t have an operational role. For the next one, my nephew is already working in the production department, and we can imagine that my second cousins, once they reach working age, could also think about applying for a role at FARO after following a learning and professional development path that would give them complete insight into how the company works.