Corporate and Quality Policy


Teleco Freni srl designs, manufactures and sells negative and positive spring pressure electromagnetic safety brakes.

Our scope is to become the leading company in Italy with the largest market share.

Strategies and competitive advantage

The players on the market are decisively larger, mainly based in Germany (we only have 2 competitors in Italy).

The sector giants have production plants in the Far East. Their dimensions and production structure, which can boast plants in the Far East, gives them little room for flexibility and, in a demanding market like the current one, this is a significant weakness. Being aware of this, we focused the efforts of Teleco Freni so that all our flexibility stands out among our strengths, or rather our ability to quickly create custom products, prototypes, etc. (we have one of the most advantageous lead times on the market).

Flexibility and lead time are pivotal to our company sales policies and a must for us is to deliver unplanned orders within 15 days and, if requested by the client, anticipate planned delivery during the order phase by approximately ten days.

Another important objective is to beat leading competitors when large supply opportunities present themselves. Unfortunately, our current dimensions are not such to allow joint-ventures with Asian companies or branches in the Far East, as most of our competitors have and, as a result, acquiring those large orders is very difficult for pricing purposes alone.

We are aware that the quality of our products is a fundamental factor to achieve our objectives and, as a result, the company will significantly invest in this sector.

It is not by chance that 100% production testing is a must for us, something other competitors only carry out on random products.

Another strength that has allowed Teleco Freni to gain loyal clients is its respect for delivery conditions; it is important for us to maintain a good rating, confirmed by reports sent to us.

Fundamental values and principles

For the company’s success, it is of primary importance to implement the following fundamental values and principles:

A. Customer-focused organisation

We are judged based on the products and services we offer; they are the result of our activities and should be the best possible for all our clients. We cannot stop based on the results achieved, our promises are not enough (expected quality), but we have to “interpret” clients to also meet their unexpressed needs (latent quality). Each of our actions aims to obtain our client’s consent, each activity must be intended to show the high esteem with which their needs are held, in the products and services we offer them. All the company departments are involved and everyone must feel they are taking part in achieving “customer satisfaction”.

B. Leadership

Behavioural coherence of those managing the company is fundamental for improvement and to ask “others” to follow us; in short:

I say what i do, i do what I say

C. People involvement

Human resources are one of the most important resources in a company. We believe they are a wealth since training of staff, sensitisation and involvement takes time and, as a result, money. It is not by chance we define them as a resource. Our objective is and will always be to involve all our staff to obtain the best performance from each individual, so that each of us has duties and rights and both are respected to live and work in a more serene and comfortable environment. We believe by achieving the right involvement of all staff we can achieve greater return and the satisfaction of all our clients.

D. Process approach

A desired outcome is achieved through better efficiency when the relative activities and resources are managed as a process. Consequentially, our corporate structure is based on a model called: "SKILLS MANAGEMENT".

E. Continuous improvement

The ambitious objective is to reach a mental state in the entire company which leads to identifying new problems to resolve and not simply resolving those presented, meaning anticipating and preventing problematic situations rather than dealing with them when they generate negative effects. The formalisation of know-how is the foundation to create a corporate “history” where we sometimes operate on “tradition”. It allows the know-how of some to be transferred to everyone who needs it for their work and to create solid foundations for future growth; it is an important point to achieve the result of “getting it right the first time”.

F. Decisions based on real data

At operational level, continuous improvement can only take place based on objective data and facts, which are inferred by the “corporate dashboard”, composed of a set of indicators “linked” to the various corporate processes.

G. Active participation (systematic approach to management)

We believe that active participation among staff is decisive to improve the corporate system and to achieve the new organisational and management structure. Active participation must enable moments of contrast among subjects, people or bodies to be overcome, whatever their hierarchic relations. A complaint, an end unto itself, does not drive any virtuous circle. Information, at all levels, is an indispensable condition to promote active participation; proposals must be independently assessed by those formulating them.

H. Collaborazione con i fornitori

We have to maintain mutually beneficial relations with suppliers, especially our strategic suppliers, considering them a decisive part of our success. In our new vision of the corporate system, the supplier becomes a partner with whom increasingly close collaboration is established, being one of the links in the chain that leads to customer satisfaction.

I. Profits

Profits are essential for continuous growth and represent the final indication of the efficiency with which we manage the company; the economic/financial indexes are integrated with those of processes and formulated in “real time”.