Chpt. 0000
Introduction
At first glance, Remazel Engineering might seem like just another player in the industrial landscape—a company that designs and builds sophisticated underwater systems from a small town in northern Italy. But step inside its headquarters in Chiuduno, and something else becomes immediately clear: here, innovation starts not with machines, but with people.
In every corner of the company, from engineering bays to open meeting spaces, there’s a sense that collaboration isn’t just encouraged—it’s expected. Ideas are not passed down; they emerge from conversations, from shared goals, from mutual trust. Success, at Remazel, is not measured in output, but in how deeply people are engaged in the journey.
This spirit has carried the company across continents, from the shores of Trieste to installations in China and Brazil. With roots in the Oil & Gas sector and a firm eye on the future of offshore energy, Remazel has become a quiet force in the global shift toward sustainability. But what drew us to this company wasn't just its market role—it was its human heartbeat.
This is the story of how a mid-sized Italian engineering firm is building something bigger than technology: a culture.
Chpt. 0001
Innovation at Remazel doesn’t begin with code or circuitry—it begins with people. Behind every underwater system the company delivers, there’s a team of individuals turning shared purpose into engineered precision.
From the start, Remazel has recognized its workforce not as a resource, but as its core identity. Technical and engineering expertise matter, of course, but what sets the company apart is its human-centric culture—one that sees collaboration as strategy, and belonging as performance.
“We see people as our greatest asset,” says Marketing Manager Chiara Tucillo. It’s a sentiment echoed at every level of the company. From designers to project managers to technicians, each person sees their role not as isolated function, but as part of a continuous chain—from idea to final delivery—where every contribution leaves a visible mark.
This ethos became formalized in what Remazel calls its People Strategy, a collaborative initiative that redefined company values not from the top down, but through a participatory process that linked leadership and talent. Built on three pillars—inform, involve, and motivate—the program anchors human connection in daily business.
Employees are kept in the loop on company strategy and milestones. Team-building activities, informal meetups, and transparent dialogue nurture a workplace where people don’t just show up—they show up for each other. The result? A workforce aligned not just by contracts, but by trust.
Chpt. 0002
At Remazel, projects are never off-the-shelf—they’re always custom. That means no two challenges are alike. And no team can work in silos.
Each solution is the product of collective intelligence: project managers, engineers, and quality experts sharing ownership of outcomes from the ground up. Objectives are set by leadership but translated into daily action by everyone involved, creating a rhythm of shared focus that drives the company forward.
Unlike traditional hierarchies, Remazel’s leadership structure is deeply rooted in internal growth. Many senior figures have risen through the ranks, forging a strong cultural continuity. Bringing in external managers, while possible, can prove challenging—not because of resistance, but because internal alignment is so deeply embedded.
This spirit of inclusion takes shape in cross-functional working groups. Among the most impactful: the Work Improvement Team (WIT)—a trio of the Chief Engineer, the Head Project Manager, and the Quality Control Manager. Together, they bridge disciplines and break down barriers, meeting regularly to dissect processes, troubleshoot problems, and implement changes in real time.
It’s not about hierarchy—it’s about harmony.
Chpt. 0003
At Remazel, each product starts not from a blueprint, but from a blank page. Every system is custom-designed to match a specific environment, a specific client, and a specific need. There is no "standard solution"—and that’s the point.
This tailor-made approach goes beyond engineering. It shapes how the company operates, how teams are built, and how relationships are managed. It’s a culture of precision—one where adaptability isn’t a value; it’s a necessity.
The company thrives on its ability to reinvent itself with every new commission. Projects are never repeated. Clients bring new variables. And with each challenge, Remazel adapts—technically, operationally, and interpersonally. This appetite for experimentation extends into internal processes, from workflows to communication styles, always pushing toward better, smarter, faster.
That culture of openness also defines its relationships—with collaborators, with suppliers, and, most importantly, with clients. Here, sales and marketing teams are not just transactional touchpoints. They’re ongoing partners in a dialogue that begins long before the contract is signed—and continues well after delivery.
Digital tools amplify this fluidity. Through virtual modeling and simulation, Remazel anticipates problems before they happen, tests solutions without physical prototypes, and keeps clients engaged in the iteration process. Digitalization isn’t just about efficiency—it’s about precision, agility, and trust.
Chpt. 0004
If you want to understand how Remazel works, look at how its offices are built. Open layouts, shared spaces, modular design desks—everything is designed to foster interaction. No walls. No barriers. Just ideas in motion.
At Remazel, even furniture carries intent. Spaces are meant to be warm, inclusive, and fluid—encouraging engineers to move between projects, exchange expertise, and learn by doing. This is not accidental. It’s by design.
The company sees this mobility as its best recruitment tool. Young talent isn’t promised stability—it’s offered challenge. New hires aren’t given a corner to fill—they’re handed a map and told to explore. And for those who embrace the pace, opportunity follows.
Project islands are interchangeable, allowing engineers and technicians to rotate across disciplines, develop new skills, and gain exposure to different project stages. In doing so, they don’t just grow—they contribute, faster and deeper.
What attracts new generations, Remazel has learned, is not just the work—it’s the freedom to shape their future. The company provides a clear vision of what paths are available, and what it takes to follow them. In turn, young professionals feel ownership not just of tasks, but of the company’s long-term trajectory.
This is not a workplace where people stay for safety. It’s a place they grow into—and grow from.
Chpt. 0005
In the world of offshore systems and technical innovation, sustainability often means environmental stewardship. But at Remazel, it means something more: social sustainability—the commitment to building a company where every generation can find its place and leave its mark.
The company’s long-term success won’t be measured only in projects delivered, but in people developed. Young engineers, seasoned veterans, newcomers and leaders—all are seen as agents of change, contributors to a collective momentum.
This is how Remazel builds its future: by investing in people, in relationships, and in the unseen infrastructure that turns ambition into impact.
Not just for now. For the next generation.
