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  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014:  Italian Prime Minister-designate Matteo Renz holds a press conference after consultations with the leaders of Italian parties at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • ROME, ITALY - 19 February 2014: Comedian Beppe Grillo, leader of the anti-establishment 5 Stars Movement, holds a press conference after consultations with Italian Prime Minister-designate Matteo Renzi at the Parliament in Rome, Italy, on on February 19th 2014.
    CIPG_20140219_ITAPOLITICS_GovernoRen...jpg
  • TURIN, ITALY - 29 MAY 2019: Archival documents are seen here on a  consultation table in the archive of the Centro Storico Fiat museum, which hosts Fiat historical vehicles and the company archives, in Turin, Italy, on May 29th 2019.<br />
<br />
The French carmaker Renault said on Monday that it was considering a proposal by Fiat Chrysler to merge and form a global partnership aimed at improving their chances of surviving the coming perilous and costly shift to electric and self-driving cars.<br />
If the proposal goes forward, the new company would displace General Motors as the third-largest car company in the world, behind Volkswagen and Toyota, and significantly change the balance of power in the global auto industry.
    CIPG_20190529_NYT_Fiat-Renault_M3_44...jpg
  • TURIN, ITALY - 29 MAY 2019: Archival documents are seen here on a  consultation table in the archive of the Centro Storico Fiat museum, which hosts Fiat historical vehicles and the company archives, in Turin, Italy, on May 29th 2019.<br />
<br />
The French carmaker Renault said on Monday that it was considering a proposal by Fiat Chrysler to merge and form a global partnership aimed at improving their chances of surviving the coming perilous and costly shift to electric and self-driving cars.<br />
If the proposal goes forward, the new company would displace General Motors as the third-largest car company in the world, behind Volkswagen and Toyota, and significantly change the balance of power in the global auto industry.
    CIPG_20190529_NYT_Fiat-Renault_M3_44...jpg
  • LECCE, ITALY - 10 NOVEMBER 2016: (R-L) Trained sommeliers Marco Albanese and Roberto Giannone consult each other while female inamtes chat with a prison guard during a lecture on the arts and crafts of wine tasting and serving, in the largest penitentiary in the southern Italian region of Apulia, holding 1,004 inmates in the outskirts of Lecce, Italy, on November 10th 2016.<br />
<br />
Here a group of ten high-security female inmates and aspiring sommeliers , some of which are married to mafia mobsters or have been convicted for criminal association (crimes carrying up to to decades of jail time), are taking a course of eight lessons to learn how to taste, choose and serve local wines.<br />
<br />
The classes are part of a wide-ranging educational program to teach inmates new professional skills, as well as help them develop a bond with the region they live in.<br />
<br />
Since the 1970s, Italian norms have been providing for reeducation and a personalized approach to detention. However, the lack of funds to rehabilitate inmates, alongside the chronic overcrowding of Italian prisons, have created a reality of thousands of incarcerated men and women with little to do all day long. Especially those with a serious criminal record, experts said, need dedicated therapy and professionals who can help them.
    CIPG_20161110_NYT-Sommelier_5M3_5161.jpg
  • Rome, ITALY - MAY 8: Two hitters of the Green Bangla cricket team consult each other before playing against the Piazza Vittorio team at the Acrobax stadium, an ex dog track in Rome, Italy, on May 8, 2011. Cricket team Green Bangla, whose players are all from Bangladesh, plays against Piazza Vittorio, composed of Italians, Pakistanis, Indians and Bangladeshis, winning 131-52. The game took place in an ex dog track in the Rome. Cricket is becoming one of the country's fastest-growing sports thanks to a wave of immigration from India, Sri Lanka, Pakistan and Bangladesh.<br />
<br />
Gianni Cipriano for The New York Times
    cricket_16.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: A view of the former Nesi textile factory, that went out of business, is seen here in Prato, Italy, on November 26th 2019.<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, the Nesi textile factory was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving from China - mostly from the coastal city of Wenzhou, famed for its industriousness - to exploit an opportunity.<br />
They set up sewing machines across the concrete floors and imported fabric from factories in China. They sewed clothes, cannily imitating the styles of Italian fashion brands. They affixed a valuable label to their creations: “Made In Italy”.
    CIPG_20191126_NYT_Italy-Cris_M3_2328.jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A banner of La Taverna a Santa Chiara is seen here by the campanile (bell tower) of the Monastery of Santa Chiara , in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A starter dish made of raw shoulder, cold cuts of Castelpoto and cheese produced by Giovanni Pucciarelli, are seen here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The experimental test of a 2MW burner at the RINA  combustion station is seen here in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network for the first tim
    CIPG_20200210_NYT-Hydrogen_M3_3279.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: Irene Luzzo, Head of Combustion Station, checks the combustion conditions of a SMS Zeroflame burner 2MW during an experimental test at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few mon
    CIPG_20200210_NYT-Hydrogen_M3_3207.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The experimental test of a 2MW burner at the RINA  combustion station is seen here in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network for the first tim
    CIPG_20200210_NYT-Hydrogen_M3_3173.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The combustion of a hydrogen and methane gas blend is seen is seen in an oven during an experimental test of a 2MW burner at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after
    CIPG_20200210_NYT-Hydrogen_M3_3109.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: (L-R) Massimo Derchi, SVP Business Unit Asset Italia of Snam, and  Guido Chiappa, EVP of  Industrie Rina, look inside the oven during an experimental test of a 2MW burner at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Saler
    CIPG_20200210_NYT-Hydrogen_M3_3070.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2740.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2580.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2575.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2558.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2463.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: A view of the former Nesi textile factory, that went out of business, is seen here in Prato, Italy, on November 26th 2019.<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, the Nesi textile factory was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving from China - mostly from the coastal city of Wenzhou, famed for its industriousness - to exploit an opportunity.<br />
They set up sewing machines across the concrete floors and imported fabric from factories in China. They sewed clothes, cannily imitating the styles of Italian fashion brands. They affixed a valuable label to their creations: “Made In Italy”.
    CIPG_20191126_NYT_Italy-Cris_M3_2231.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: The entrance of the former Nesi textile factory, that went out of business, is seen here in Prato, Italy, on November 26th 2019.<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, the Nesi textile factory was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving from China - mostly from the coastal city of Wenzhou, famed for its industriousness - to exploit an opportunity.<br />
They set up sewing machines across the concrete floors and imported fabric from factories in China. They sewed clothes, cannily imitating the styles of Italian fashion brands. They affixed a valuable label to their creations: “Made In Italy”.
    CIPG_20191126_NYT_Italy-Cris_M3_2119.jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: The daily menu is seen here at the entrance of La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A passer-by walks by La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A view of the kitchen stove at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo cooks at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A wine supplier of La Taverna a Santa Chiara is seen here at the entrance of the tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: "Melanzane a funghetto", a side dish made of egglplants and Vesuvian cherry tomatoes, is seen here as it cooks in the kitchen of  La Taverna a Santa Chiara, in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: "Melanzane a funghetto", a side dish made of egglplants and Vesuvian cherry tomatoes, is seen here as it cooks in the kitchen of  La Taverna a Santa Chiara, in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A waiter serves customers having lunch at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo (center) and Nives Monda (center-right), founders of La Taverna a Santa Chiara, chat with "O Professore" (The Professor"), a well-known character of the historical center, here in their tavern in Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Customers have lunch at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: "Ziti al ragù", a classical Neapolitan dish which consists in an ancient pasta with meat sauce, is seen here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo serves "Ziti al ragù", a classical Neapolitan dish which consists in an ancient pasta with meat sauce, here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo serves "Maccheroncini alla Briganta", a pasta with  chili peppers Vesuvian cherry tomatoes and conciato romano cheese here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo serves "Maccheroncini alla Briganta", a pasta with  chili peppers Vesuvian cherry tomatoes and conciato romano cheese here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7278.jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7232.jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7229.jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7207.jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7202.jpg
  • VATICAN CITY - 24 NOVEMBER 2016: Thomas Williams, Rome Bureau Chief for Breitbart News, poses for a portrait in St. Peter's square, Vatican City, on November 24th 2016.<br />
<br />
Thomas Williams is an American Theologian, author, consultant, former priest of the Legion of Christand spokesman and spokesman of the order. In 2012, he admitted to fathering a love child several years before with Elizabeth Lev, the daughter of Mary Anne Glendon, the U.S. Ambassador to the Holy See and one of the most powerful Americans in the church. The news of the love child further tarnished the already shaky reputation of the Legion of Christ after the 2009 revelation that the religious group’s founder, Rev. Marcial Maciel, was a drug addict and a pedophile who fathered numerous children.<br />
<br />
Breitbart News is a conservative news website founded in 2007. Stephen Bannon, chairman of Breitbart News, was appointed chief White House strategist for President-elect Donald J. Trump
    CIPG_20161124_NYT-Breitbart_5M3_7182.jpg
  • MILANO, ITALY - 1 MARCH 2016: Said Manah, an inmate and waiter, serves dinner to customers of the "InGalera" restaurant in the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Said Manah, an inmate and waiter, checks on customers as they finish their dinner at the "InGalera" restaurant in the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Mirko Savoldelli, an Italian inmate and cook, prepares a risotto for customers in the kitchen of the "InGalera" restaurant at the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Amuse-bouches (cheese mousse  with mustard, curry crunchies and dill) are served as welcome snack together with a glass of prosecco to all the customers of the "InGalera" restaurant upon their arrival, here in the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Said Manah, an inmate and waiter from Marocco, steps out of the kitchen with a chart of fresh bread for the customers of the "InGalera" restaurant at the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: An inmate of the Bollate prison working as a waiter pours wine to a customer of the "InGalera" restaurant in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: A view of the detention area of the Milan Bollate prison is seen here from the office building of the prison in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: An empty watchtower and an unwatched perimiter wall of the Bollate prison are seen here in Milan, Italy, on March 1st 2016. The watchtowers have been in disuse for years since the inmates are free to move around from one area to the other of the prison, while others are free to go work outside the penitentiary.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation proces
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Inmate Danci Petre cleans the barn of the stables of the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Horses are here in the stables of the Bollate prison next to the detention building in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Inmate Samuele Salaris cleans the stables of the Bollate prison next to the detention building in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: An inmate walks freely in the hallway of the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: The entrance door of the chappel of the first division of the Bollate prison is seen here in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: A statue of the Holy Mary is here in the chappel of the first division of the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Inmate and DJ Vincenzo Romano poses for a portraits in the music room of the Bollate prison, where he composes electronic music and uploads it on his YouTube channel,  in Milan, Italy, on March 1st 2016. Vincenzo Romano says he is sentenced to prison until 2019 after being caught "doing parties with women and cocaine". <br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitati
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Inmate and DJ Vincenzo Romano poses for a portraits in the music room of the Bollate prison, where he composes electronic music and uploads it on his YouTube channel,  in Milan, Italy, on March 1st 2016. Vincenzo Romano says he is sentenced to prison until 2019 after being caught "doing parties with women and cocaine". <br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitati
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Inmate and DJ Vincenzo Romano composes electronic music on a computer in the music room of the Bollate prison in Milan, Italy, on March 1st 2016. Vincenzo Romano says he is sentenced to prison until 2019 after being caught "doing parties with women and cocaine". <br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: A penitentiary guard enters the first division of the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
The Bollate prison is known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.<br />
<br />
The philosophy of the prison is to make inmates responsible. The recidivity of the Bollate prison is low (approximately 20%) compared to the national average of Italian prison, which is about 65%.<br />
<br />
In October 2015, the prison and the co-operative ABS La Sapienza inaugurated "InGalera" (which translates in English as "InJail"), the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Aggi Bislimaj, an inmate from Kosovo, works as a dishwasher at the "InGalera" restaurant in the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • MILANO, ITALY - 1 MARCH 2016: Customers have dinner at the Bollate prison in Milan, Italy, on March 1st 2016.<br />
<br />
"InGalera" (which translates in English as "InJail") is the first restaurant located inside a prison and offering high-quality cooking to the public and a future to the inmates. It was inaugurated last October inside the Bollate prison in Milan. It is open five days a week for lunch and dinner, and seats 55 people. There are 9 people involved in the project, including cooks and waiters, all regularly employed and all inmates of the prison, apart from the chef and the maître d’hôtel, recruited from outside to guarantee the high quality of the food served. The restaurant is a project of the co-operative ABC La Sapienza - that operates inside the prison and provides more than 1,000 meals three times a day with the help of inmates they've hired - and of PwC, a multinational operating in the field of corporate consultancy. The goal of this project is to follow prisoners in rehabilitation process of social inclusion.<br />
<br />
The Bollate prison is already known for being a good example of penitentiary administration. The inmates are free to move around from one area to the other inside the prison (their cells open at 7:30am and close at 9pm) to go study, exercise in a gym, or work (in a call center, as scenographers, tailors, gardeners, cooks, typographers, among others)  in one of the 11 co-operatives inside the prison or in one of the private partnering businesses outside the prison. The turnover of the co-operatives that work inside the prison was €2mln in 2012.
    CIPG_20160301_INYT_PrisonRestaurant_...jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: Hydrogen tanks are stored by the RINA  combustion station during the experimental test of a 2MW burner in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the netwo
    CIPG_20200210_NYT-Hydrogen_M3_3405.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: Hydrogen tanks are stored by the RINA  combustion station during the experimental test of a 2MW burner in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the netwo
    CIPG_20200210_NYT-Hydrogen_M3_3390.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The experimental test of a 2MW burner at the RINA  combustion station is seen here in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network for the first tim
    CIPG_20200210_NYT-Hydrogen_M3_3376.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: Irene Luzzo, Head of Combustion Station, checks the combustion conditions of a SMS Zeroflame burner 2MW during an experimental test at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few mon
    CIPG_20200210_NYT-Hydrogen_M3_3182.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The experimental test of a 2MW burner at the RINA  combustion station is seen here in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network for the first tim
    CIPG_20200210_NYT-Hydrogen_M3_3151.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The experimental test of a 2MW burner at the RINA  combustion station is seen here in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network for the first tim
    CIPG_20200210_NYT-Hydrogen_M3_3133.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: The combustion of a hydrogen and methane gas blend is seen is seen in an oven during an experimental test of a 2MW burner at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating performance  of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after
    CIPG_20200210_NYT-Hydrogen_M3_3099.jpg
  • DALMINE, ITALY - 10 FEBRUARY 2020: An oven during an experimental test of a 2MW burner is seen here at the RINA  combustion station in Dalmine, Italy, on February 10th 2020.<br />
<br />
The test is validating the performance of a 2MW burner with a gas mixture of 70% methane and 30% hydrogen (H2NG), and compare them against natural gas use.<br />
<br />
Snam and RINA have launched a project to test the suitability of existing industrial burners, generally not specifically designed for hydrogen content mixture, to burn gas with increased hydrogen content. provides a vast array of engineering and consultancy, testing, inspection and certification services, dedicated to all players of the energy sector, including SNAM<br />
<br />
Italy is optimally positioned to become a leading hub for green hydrogen from North Africa to<br />
Europe. Italy could use its solar resources and its existing connection to North Africa (which has even better<br />
solar resources) to set up a leading hydrogen hub.<br />
<br />
Snam is one of the world’s leading energy infrastructure companies and first in Europe by gas transmission network size (32,625 km in Italy, over 41,000 with international subsidiaries) and storage capacity (16.9 billion cubic meters in Italy, more than 20 bcm with international subsidiaries).<br />
<br />
In September 2018, together with other European companies, Snam signed a Hydrogen Initiative declaration to support hydrogen’s potential as a sustainable energy source. The signatory companies have undertaken to gradually integrate hydrogen into gas transmission networks and to encourage their use as a solution for energy storage, as well as to support the development of hydrogen produced by electrolysis, which allows more efficient use of energy intermittent renewables.<br />
Snam has recently doubled the volume of the hydrogen blend, which was experimentally introduced into its natural gas transmission network in Contursi Terme, Salerno (Italy), to 10%, this just a few months after the 5% hydrogen blend was introduced into the network
    CIPG_20200210_NYT-Hydrogen_M3_3093.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2747.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2654.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2636.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2618.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2582.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2547.jpg
  • PRATO, ITALY - 26 NOVEMBER 2019: Edoardo Nesi (55), who inherited a textile factory from his father but closed it a few years ago because of Chinese competition, poses for a portrait in his home in Prato, Italy, on November 26th 2019. “In Prato, we thought we were the best in the world,” says Edoardo Nesi, who spent his days running the textile factory his grandfather started, and his nights penning novels. “ Everybody was making money.” “We lived in a place where everything had been good for 40 years,” Mr. Nesi says. “Nobody was afraid of the future.”<br />
<br />
In the 1990s, the Germans began purchasing cheaper fabrics woven in the former East Germany, Bulgaria and Romania. Then, they shifted their sights to China, where similar fabric could be had for less than half the price of Prato’s. Chinese factories were buying the same German-made machinery used by the mills in Prato. They were hiring Italian consultants who were instructing them on the modern arts of the trade. By 2000, Mr. Nesi’s business was no longer making money.<br />
<br />
Italy has proved especially vulnerable to China’s emergence as a manufacturing juggernaut, given that many of its artisanal trades -- textiles, leather, shoe-making -- have long been dominated by small, family-run businesses that lacked the scale to compete on price with factories in a nation of 1.4 billion people. <br />
In recent years, four Italian regions that were as late as the 1980s electing Communists and then reliably supported center-left candidates -- Tuscany, Umbria, Marche and Emilia-Romagna  -- have swung dramatically to the extreme right. Many working class people say that delineation has it backwards: The left abandoned them, not the other way around. <br />
<br />
Between 2001 and 2011, Prato’s 6,000 textile companies shrunk to 3,000, and those employed by the plants plunged from 40,000 to 19,000, according to Confindustria, the leading Italian industrial trade association. As Prato’s factories went dark, people began arriving
    CIPG_20191126_NYT_Italy-Cris_M3_2538.jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: The entrance of La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A waiter and a wine supplier of La Taverna a Santa Chiara are seen here at the entrance of the tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018:  banner of La Taverna a Santa Chiara hangs from its balcony here in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    SMAS_20181010_CULBACK_SantaChiara_DS...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo cooks at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chef Potito Izzo prepares chili peppers with Vesuvian cherry tomatoes here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: Chili peppers with Vesuvian cherry tomatoes are cooked here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
  • NAPLES, ITALY - 10 OCTOBER 2018: A starter dish made of raw shoulder, cold cuts of Castelpoto and cheese produced by Giovanni Pucciarelli, are seen here at La Taverna a Santa Chiara, a tavern in the historical center of Naples, Italy, on October 10th 2018.<br />
<br />
The idea of the founders Nives Monda and Potito Izzo (two really unusual names in southern Italy) was to create a “taste gate" of Campania products. La Taverna a Santa Chiara, founded in 2013, is a modern tavern whose strengths are the choice of regional and seasonal products and mostly small producers. Small restaurant, small producers.<br />
The two partners tried to put producers and consumers in direct contact, skipping the distribution, and managing to reduce the costs of the products considerably. Nives and Potito managed to create a simple kitchen, at moderate costs but with high quality raw materials.<br />
"A different restaurant idea," says Nives, "the producers deliver their products at low prices and the tavern manages to make traditional dishes with niche products".<br />
Nives Monda has been a labor consultant for 20 years. Potito Izzo is the chef who has always been loyal to the  family cuisine. When he embraced the idea of Nives he found in the tavern the natural place to express the tradition of Neapolitan cuisine. Nives defines him as a "comfort food chef". Their partnership is a true friendship that has lasted for over 10 years.
    CIPG_20181010_CULBACK_TavernaSantaCh...jpg
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