In the complexity of the industrial world, sustainability is not just an environmental mission, it is a new language that demands vision, sensitivity, and the ability to create shared value.
We met Riccardo Quagliuolo, Sustainability Director at Acqua Vera and Sicon, to understand how to lead a transformation that brings together people, processes, and responsibility.
Who is Riccardo Quagliuolo and what has been his journey at Acqua Vera?
Tell us about your professional background and what it means to be a Sustainability Manager at Acqua Vera
“My career began at Coca-Cola, in the technical and IT division, working with equipment such as dispensing systems and refrigerated displays. After that experience, I joined Sicon – Società Italiana Contenitori, one of the leading Italian companies producing PET preforms and tethered caps, where I held the role of Head of Quality, Environment and Food Safety. Today, I lead sustainability for both Sicon and Acqua Vera, two complementary companies united by a shared vision: to innovate responsibly.
Being a Sustainability Manager means carrying a dual responsibility and, at the same time, a great privilege: guiding both companies towards a future that is conscious, measurable, and authentic. It requires strategic vision, the ability to measure impacts, and the sensitivity to engage with very different people, from technicians to external stakeholders, to the communities that host our facilities.”
What has been the most stimulating challenge in your role? Can you recall a moment you felt particularly proud of the choices you’ve made?
“The greatest challenge is turning words like climate neutrality or circularity into real projects that generate tangible change.
I remember with particular pride the installation of photovoltaic panels in our plants: it was not just a technical investment, but a clear signal to the local community that the company is committed to making a tangible contribution to reducing emissions.
Seeing people get involved, proud to be part of a company that takes real action, was a moment that gave meaning to all our work.”
The corporate sustainability journey: turning objectives into everyday actions
How do you translate sustainability goals into concrete actions for people across the company?
“I believe sustainability should never be an ‘office topic’, it’s a journey that must involve everyone. Each objective should be linked to a daily gesture. It’s not easy at first, not everyone immediately understands the value of change. It takes time, empathy, and training.
That’s why we launched a structured training programme with Green Future Project, not a generic one, but tailored for each company department: commercial, supply chain, human resources, quality, technical management, marketing and communications. We were pleasantly surprised to see that the departments initially most sceptical became the most engaged and proactive.
This proves that when you strike the right chord, sustainability stops being perceived as an obligation and becomes a source of professional pride. It’s a slow but powerful cultural transformation.”
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The partnership withGreen Future Project
How has the collaboration with Green Future Project accelerated your sustainability journey?
“Two years ago, we decided to measure our emissions. We knew we needed a reliable partner, one capable of supporting us both technically and on a human level, that’s how our partnership with Green Future Project began.
Their Carbon Footprint software and constant team support allowed us to report emissions with precision. We published our carbon footprint reports and began drafting our first sustainability report, which is now in its second edition.
Green Future Project has been the bridge that connected our commitments to shared action, transforming numbers into stories worth telling. We’re not just talking about data, but about relationships. With them, we’ve found a partner that enters companies gently, listens, and builds together.”
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Looking to the future of sustainability
What is the boldest choice a company like yours will have to make in the coming years?
“The boldest choice will be to fully integrate the ESG pillars into every system and business process, transforming them from theoretical principles into practical management tools. It means changing the very way decisions are made: from strategy to production, from communication to supplier selection.
It’s a courageous journey because it involves stepping outside traditional frameworks, revisiting habits, and often questioning established practices. It’s no longer enough to talk about climate neutrality or circular economy, these concepts must be turned into concrete, measurable projects shared with everyone in the company everyday.”
How do you see the future of sustainability in your sector?
“The future will inevitably be shaped by the circular economy. In our sector, this means rethinking the supply chain, from packaging design to resource recovery, while promoting values such as workers’ well-being, respect for local communities, and ethical supply chains. Consumers today demand authenticity and transparency.
This transformation will bring great opportunities for those who can adopt a responsible, certified, and clearly communicated business model.”
What advice would you give to someone aspiring to work in sustainability?
“I’d say: don’t see sustainability as a mere regulatory obligation. It’s a journey that combines awareness, empathy, and strategic vision.
It’s about building bridges between departments and between people, and remembering that every sustainable choice, even the smallest one, contributes to a virtuous system that enriches the entire value chain.”
The experience of Riccardo Quagliuolo demonstrates that sustainability is not a destination but a continuous process of learning and collaboration.
With the support of Green Future Project, Acqua Vera and Sicon are building a business model that combines innovation, transparency, and shared responsibility.