Barilla was founded in 1877 when Pietro Barilla senior opened a bread and pasta shop in Parma in strada Vittorio Emanuele no. 252.
The Group operates directly in 26 countries, exports its products to over 100 countries and owns 29 manufacturing plants (14 in Italy and 15 in the rest of the world).
The main headquarter of the Barilla Group is in Parma at the following address:
via Mantova, 166 43122 Parma, Italy
Tel. +39 0521 2621
Fax +39 0521 270621
The turnover of the Barilla Group in 2014 was over 3.254 million Euro.
The current organizational structure of the Group is divided into two operating sub-holdings: Barilla G. e R. Fratelli Società per Azioni, which focuses on the manufacturing and sale of pasta and bakery products both in the domestic and international markets and Italian Kitchen S.r.l., which develops and manages the Restaurants business.
The companies connected to these holdings are: Barilla, Mulino Bianco, Harrys (France and Russia), Pavesi, Wasa, Filiz (Turkey), Yemina e Vesta (Mexico), Misko (Greece), Voiello, Academia Barilla.
Barilla employs 8,136 people worldwide in 2014
Barilla is privately owned by the Barilla family. The fourth generation of the Barilla family is as committed to producing quality and innovative products today as its great-great grandfather was over 130 years ago.
Barilla does not actively endorse guided tours.
If you are interested in the Art of Italian Gastronomy, we suggest that you visit the Academia Barilla website or to send an email [email protected] costs and other information.
In the EVERY DAY - Press and Media section
For information about the Group not relating to products or individual marketing areas, contact the External Relations Office: [email protected]
The HISTORICAL LIBRARY section includes the Company's most famous TV adverts and press campaigns.
The top priorities of Barilla focus on two product lines: Italian Pasta Dishes and Baked Goods. The products range from pasta (also including whole grain and egg pasta) and pasta sauces to cookies, crackers, rusks, breakfast cereals, snacks, pastry, soft bread, sweet rolls, cakes and crisp breads.
Almost all of our brands have a dedicated website with descriptions of the characteristics and preparation methods of each product. Visit the OUR BRANDS page for a list of all the available websites.
Barilla uses the following ingredients: Semolina and egg for dry pasta. Semolina, meat, vegetables and cheese for filled pasta. Flour, egg, milk, butter, vegetable fats, sugar and chocolate for bakery products. Vegetables, meat, seafood, vegetable oils and dairy products for the sauces. Dozens of other ingredients are also used (fruit, yoghurt, yeasts, flavourings, etc.) which, though used in smaller quantities, contribute to the vast range of Barilla products available.
We have always only used high quality ingredients, which tradition and science have proven to be safe for people and the environment. When selecting and using ingredients we adopt the principle of precaution: where there is no clear scientific agreement on the safety and healthiness of an ingredient, we prefer not to use it. We have also set out guidelines for the selection of ingredients and the design of the nutritional profiles of our products: select and use ingredients that are safe, intact and excellent quality; favour the use of natural extracts and ingredients rich in nutritional elements to improve the nutritional properties of the products; adopt manufacturing processes that best preserve the qualitative properties of the products; do not use hydrogenated fats; do not use ingredients containing GMO (Genetically Modified Organisms).
Bread wheat and durum wheat belong to two different species: "Triticum aestivum" and "Triticum turgidum durum” respectively. Despite being similar in appearance, the two species have notable differences, such as different adaptive properties: whilst bread wheat suffers in hot arid climates and is cultivated in cold rainy climates such as North Italy and North Europe in general, durum wheat adapts well to the climates of the Mediterranean basin (South Italy, Spain, Greece, North Africa, etc.). A fundamental difference between the two species lies in the protein composition of the caryopsis: in the case of durum wheat, it is composed of a tough gluten well-suited to the production of pasta, while in the case of bread wheat it is composed of a more extensible gluten better suited to the rising phenomenon typical of bread and bakery products.
To the natural pigments in the grain and thereby in the semolina: these pigments range in colour from yellow to red and are also found in other ingredients such as eggs.
According with Italian law dried pasta (pasta secca) is a product whose moisture content of less than 12.5%. Fresh pasta (pasta fresca) has a humidity below 30%.
See the "Allergies" section in the "Health and diet" section.
Products and packaging are designed simultaneously to achieve the greatest efficiency in terms of functionality and sustainability. We have started the progressive elimination of non-environmentally friendly components (inks, printing aids and other materials), and we use homogeneous packaging materials that are easier to recycle.
First amongst the big brands, Barilla introduced instructions for disposal on product packaging so that consumers know which recycling bin to place it in.
Once opened the sauce and used only partially, the jar must be carefully reclosed and placed in a refrigerator and used within 5 days. If it is expected to exceed this deadline, you can freeze the sauce: you can put it into a plastic container (or in a plastic bag for freezing) and then store it in the freezer department with four stars. Upon reuse, simply thaw heating it in a small pot or for a few minutes in a microwave (the product once thawed should not be refrozen and used). As for white sauces we do not recommend freezing them.
Freezing uncooked pasta provides no conservation advantages. Freezing a prepared dish is possible but should be done according to good freezing and defrosting practice. Incorrectly freezing or defrosting a pasta dish with dairy-based ingredients in the sauce for example, is not recommended. Aside from this, after being frozen and defrosted, a pasta dish will always loose some of its flavour and structural properties, thus becoming more fragile.
The food guide pyramid is a graphic representation that provides a guide towards a balanced diet. It indicates food groups arranged on different levels according to the quantities in which they should be consumed on a daily basis. At the bottom, we find the foods that should form the largest part of any diet, whilst at the top we find those to be consumed in moderation.
Based on advice from dietary experts, the correct quantity of pasta for an adult is around 80 grams. It is more difficult to define the correct quantity for children, but on average for a child of 5 - 10 years of age, it should be around 50-60 grams.
A pasta dish could be considered as a "full meal" when, as is often the case, it forms the basis for a sauce made from vegetables, meat, fish or cheese. In this instance the nutritional content is balanced thanks to the carbohydrates provided by the pasta and protein, fats, fibre or mineral salts provided by the other ingredients. If pasta is prepared with a very simple sauce, e.g. just a little tomato sauce, it then becomes a very light dish.
Pasta should not be viewed as a dish in itself but rather as part of a balanced and healthy diet. There is nothing that in itself is either fattening or not fattening, and the same goes for pasta. Of course it is very rich in carbohydrates and this makes it particularly well suited to the diets of people who practice sport. Because it belongs to the family of cereal-based dishes it is important that it is consumed in the correct quantities, according to the "food guide pyramid" (see the Mediterranean diet). Pasta, together with other cereal-based products, forms part of the base of this pyramid and is therefore one of the products that should be consumed in larger quantities during a typical day.
Every product bears a nutritional table with values expressed both per 100 grams and per serving portion, where the serving portion is defined. The values given are the result of analyses made by Barilla in accordance with directive 90/496/EEC and LD 70/93.
Barilla's care for the environment ranges from the sourcing and supply of its ingredients to the quality of the products it sells. It is also involved in environmental education. Investing in ecology for a business means providing maximum quality and reducing costs, starting with packaging. Barilla has recently reduced the weight and volume of its packaging: many packages have been enhanced in 2011. To give some examples: the dimension of Pavesini package has been optimized with a reduction of the 14% of means of transport used. Furthermore a specific tool has been developed to design more sustainable packaging. The percentage of technically recyclable packaging rose from 85% in 2008 to 96% in 2011, of which 41% comes from recycled material. We have, also, installed extremely sophisticated weighing devices able to fill pasta packages up to the last millimetre; this has allowed us to reduce the size of the packages for a saving of 6-8%. Even though ours is a low environmental impact industry, we have equipped our plants with sophisticated waste water treatment systems. We have also installed heat recycling systems: we now recycle the heat produced by the steam used during pasta drying process. All this is complemented by our commitment to ecological education. Ecology can be a tool for cost reduction, but it can also be a strategic element that contributes to a positive company image, reflecting a social "protagonist" that takes on its responsibilities in such a critical and important field as environmental protection.
Over recent years Barilla has focused on two fundamental aspects of environmental protection:
In order to reduce carbon dioxide (CO2) emissions, Barilla has carried out dedicated studies to measure the emissions generated during the different stages of the manufacturing supply chain: from the cultivation of the ingredients to the final consumption of the product. Based on this data, Barilla has decided to develop projects to update the discipline of durum wheat cultivation taking into account the impact on climate change, and to check where changes can be made to the preparation instructions to achieve optimum cooking of the end product.
Barilla collaborates with many Italian and overseas voluntary organisations that provide products to alleviate food shortages. In 2011, almost all production centres allocated part of their production to support organisations or activities to the tune of 4,487 tons. of these 2,590 tons were donated to Feeding America and 1,070 tons to the Food Bank. The rest was allocated to other associations, such as the San Vincenzo association or other national charities. Barilla also provides financial aid for emergency situations, however it is company policy to not publicize this aid because solidarity should be considered as a company responsibility rather than used as a marketing device.
In 2008 almost all Barilla manufacturing sites gave some of their produce to support aid organisations or activities, for a total of 359 tons of food. Part of these donations were managed by the Parma Headquarters. In 2008 the Company supported the activities of Feeding America (United States) and Banco Alimentare (Food Bank, Italy), via donations of 334 and 1,414 tons of food respectively.
In partnership with local authorities, Barilla has set up several educational projects in various communities, aimed at promoting healthy lifestyles: GIOCAMPUS is project aimed at promoting wellbeing culture and healthy lifestyles for young people and their families in the Parma area. This project is based on a structured educational course that targets children and teens from 5 to 16 YEARS of age. The project is supported by a public-private alliance: the Municipality of Parma, the University of Parma, the Provincial section of the Italian National Olympic Committee (CONI), the Regional Office for Education, the Parma University Sports Centre and Barilla. "A MANGIAR BENE SI COMINCIA DA PICCOLINI" is an educational and advertising communication project promoted by the Barilla brand Piccolini targeting children from 3 to 5 years. The project aims at raising children’s awareness of the principles of healthy correct eating, as well as the rules for sharing meals and cooking with adults.
Barilla tackles the subject of safety in the workplace by operating on three specific fronts:
All ingredients used are provided with a compliance certificate that includes precise analytical results regarding the lot's correspondence to the physical, chemical, microbiological and organoleptic requirements defined in the quality of supply standards. The accuracy of the declaration is always monitored though dedicated tests carried out in our quality control laboratories.
All products made by the Barilla Group (under the brands of Barilla, Mulino Bianco, Pavesi, Voiello, Wasa, Filiz, Misko, Vesta and Yemina) are free of genetically modified ingredients. Barilla has always combined its experience with that of geneticists to improve the quality of ingredients provided by agriculture. This involves "helping" nature, whilst respecting the law, the environment, and above all the consumer. Genetic improvement, "neutral" and ecologically friendly improvements to selection and cultivation, should not be confused with so-called "genetic engineering".
Barilla was already compliant with the European Directive on food safety before it was implemented in Italy (L.D. no. 155 of 1997). In order to guarantee the safety of the various different products, every manufacturing and distribution unit applies a prevention system against all possible food contaminants known as HACCP: Hazard Analysis Critical Control Point. Barilla also possesses G.M.P. (Good Manufacturing Practice) company manuals, which provide standards for good hygiene practice. Together with the HACCP system, these protect against the risk of contamination by using global preventative measures to constantly guarantee product hygiene and safety.
Before they go on sale, all finished products are subjected to a series of organoleptic , microbiological, and chemical-physical checks (including tasting) in order to verify their quality and safety. In 2011 55,000 lots of raw materials were analysed with a conformity index of 96.4% (an improvmente compared to the 2010 result of 95.8%). Furthermore around 120,000 lots of finished product underwent organoleptic, microbiological and chemical-physical controls with a conformity of 95.5%.
Barilla is committed to developing products and processes that are as energy efficient as possible along the entire supply chain, reducing where possible the use of fossil fuels, such as oil and coal. For a detailed description of the energy-saving actions implemented by the company see the digital version of the 2012 Sustainable Business Report, chapter 3 "Towards a Sustainable and Integrated Supply Chain".
Barilla has decided to evaluate energy supplies that reduce reliance on fossil fuels. In 2011, Barilla met all the power demand from Mulino Bianco bakeries using a “Renewable Energy Certificate System” (www.recs.org orwww.mulinobianco.it). This has led to a reduction of 41% in CO2 to emissions to finished product in Mulino Bianco bakery plants between 2008 and this year.
Barilla can take pride in a well-established tradition where sustainability issues are concerned. The real change is that these activities are now part of an overall plan: rather than a problem, sustainability is now seen as an opportunity for further growth and development, managed like any other company operation. We could sum up by saying that the ethical dimension, always a concern of the Barilla family, which for four generations has pioneered “sustainable” thinking, is now boosted by more focus on the development of strategies and activities.
Many companies, including our main international competitors, publish sustainability reports and have introduced activities relating to sustainable development. However, we would say that some of them do this in a rather auto-referential way. We shall be publishing in advance the goals we intend to pursue and giving an account to the general public at regular intervals. In defining our sustainability model we involved some two hundred people - colleagues, customers, suppliers, NGOs, journalists and scientific bodies -, who gave us their views on the areas in which they expect Barilla to play a specific, proactive role. This “census” of the expectations of civil society has ensured that we are working within an objective, rational framework of reference, not based entirely on our personal perceptions. Every year, furthermore, the stakeholders are engaged in dialogue and confrontation activities with the company.
The sustainability process is perfectly integrated with our corporate strategies. The issues of sustainability and social responsibility are a constant point of reference in decisions relating to all company activities.
Everyone at Barilla is involved. The Chairman, the Vice-chairmen, the Chief Executive Officer and the senior management provide the strategic direction, monitor initiatives and check the results. An interfunctional group of managers implements the activities, proposes indicators for assessing sustainability-related projects and gathers and manages information. The Sustainability Unit, which operates within the Communication and External Relations Department, coordinates the whole management and reporting process. The Sustainability Unit is also responsible for the internal and external communication on sustainability issues and for the relationship with civil society organizations (NGOs).
"Good for You, sustainable for the Planet" is a new form of sustainable reporting. We have told the activities we act every day, from field to fork. We would like to communicate that what the world calls sustainability, we just call it "our way of doing business, since 1877". We have prepared e a document that is not only addressed to technicians or sustainability professionals, but to all People who want to discover more about our world. In this new publication, you can find the Barilla’s strategy and all the activities are ordered following three strategic addresses: 1. Building knowledge; 2. Building a sustainable company and 3. Building Local Relations. We invite you to discover more, reading the Digital Version of our 2012 Report.
A responsibility model serves to identify a company’s characteristics where responsibility and sustainability are concerned. In other words, it identifies the areas critical to the company’s achieving sustainability. A company’s responsibility model is unique and specific, determined by its history, culture, values, ownership, management, business activities and objectives.
The critical factors or areas define a company’s priorities when it comes to drawing up strategies and setting objectives. They are those which a company decides to measure and report on publicly to point out the way ahead and gauge progress in the various areas, and also to encourage reflection on internal and external processes and how best to bring about improvements. At Barilla, we have identified seven critical factors selected based on our history, culture, values and the vision and mission that make us distinctive. An initial selection was based on assessment, comparisons and dialogue with in-company specialists and authoritative groups of stakeholders, then there was a final selection involving senior management.
By using performance indicators (KPIs), which measure and explain a particular phenomenon which needs to be taken into account. They are expressed in figures or qualitative judgments which define and describe the company in terms universally understood within the business community, making it possible to arrive at an overall comparative judgment of the company proposing them. In the first phase of screening, Barilla identified over 400 potential indicators. We have selected those we consider to be most appropriate and indicative of the various areas in which we want to measure and monitor sustainability issues. You can find them on our Digital Version of the 2012 Sustainable Business Report.
Barilla’s management have of course made a fundamental contribution, but the stakeholders have also been involved, right from the beginning. We would also like to confirm that this form of proactive consultation and involvement will continue, every year our stakeholders are involved in a consultation panel on the reporting documents and sustainable strategies.
Involving stakeholders is important because it makes the process truly objective. It prevents us from just rubber-stamping our own activities. Documents concerned with social responsibility and sustainability often report a few positive results and try to conceal the real problems. But civil society is asking us not only “what” we are doing, but “how” we are doing it. Increasingly, society is asking questions about how companies behave, independently of the financial results they report. The issue is no longer how much turnover and profits were generated, but whether they were generated in compliance with ethical principles.
The seven critical sustainability factors are the most significant and relevant to Barilla and are also important for the growth of our company’s business. In the next three-to-five years, we shall be concentrating on actions and activities having a strong and clear connection with the critical factors selected. The social responsibility assessment is a complete and complex document providing a full survey of our business activities seen through the lens of sustainability. Every activity can in theory be classified on the basis of the impact it has on society, on the community, on people. We shall be assessed on transparency, completeness, precision, logical consistency.
“Stakeholder” is a general term for all persons with a real or potential interest in a company’s activities. Some are natural partners, such as customers or consumers, or suppliers, with whom our relationships have to be far more than purely contractual. We might call them strategic customers or suppliers, where the development of the business is concerned.It is therefore a good thing for companies to define precise categories of stakeholder, and criteria to assist in planning long-term relationships with them. With significant stakeholders (for example, consumer organisations and journalists), we think it useful to establish transparent, enduring relationships that enable us, through dialogue, to grasp the requirements and wishes of individuals and society generally. Using a “grid” of criteria, we have examined and evaluated the different categories of stakeholder and, with help from the managers responsible for each major area, have identified those which matter most. This research is helping us enormously in taking decisions about our principal target groups and the best ways of approaching them with a view to engaging in structured dialogue.
Relationships with stakeholders serve to make company communications and decisions less auto-referential. Through its relationships with stakeholders, the enterprise must demonstrate that it has taken on board the wishes, needs and aspirations of the individuals and groups that represent them. Involvement consists in a transparent, on-going exchange of ideas on different topics that will help guide the company’s sustainability-related activities.
By clicking on the page JOIN US you can directly access our vacancies in a specific geography, location, or job family
Absolutely, click on the page JOIN US and you will access all current opportunities available throughout our locations
Following your online application, the recruiting manager will prescreen all applications. Suitable candidates will be interviewed via phone, and if their expectations and background match the job requirements, they will be invited to a personal interview with the recruiter first, then with the hiring manager(s) who are part of the recruiting panel for the specific vacancy. End-round candidates will be asked to complete an on-line self-assessments, before the final interview with the role owners.
Our career progression is driven by merit and potential. We are dedicated to developing our future leaders from within our own ranks and strongly believe in on-the-job development. Through our talent management framework and cycle we ensure career opportunities in line with your background, expertise, and career aspirations. We offer both structured career paths within our core job families, and we strongly believe in cross-functional moves.
The Barilla LAB for Knowledge and Innovation is our multidisciplinary corporate university aiming at up-skilling our people on our path towards technical and leadership excellence. Through a variety of leadership development and training programs, as well as ad hoc initiatives we support the development of skills and competencies needed to successfully deliver current and future objectives.
Our Company is characterized by a supportive and collaborative work environment, open door policy and accessibility of top management. We offer a wide range of different benefits across our locations, from company canteens, public transport facilitation, company stores with your favorite products at a reduced price, and social activities.