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Behind the scenes of tourism in Venice, the daily challenge of BLUTEC laundry

by
MARZIO NAVA

In the heart of the Venetian area, in Eraclea, the industrial laundry BLUTEC plays a strategic role in supporting key sectors such as tourism, hospitality, and catering. Behind the scale of its machinery and the pace of production lies a complex organization, where technology and daily operations intertwine, and logistics becomes a finely balanced exercise.

Through this interview with the company’s management, founder Paolo Zane, at the helm since 2003, and his son Pierpaolo, we explore the inner workings of this operation, examining its processes, challenges, and future outlook. It is an opportunity to give voice to those who ensure, day after day, the efficiency of an essential yet often overlooked service. A journey behind the scenes of a sector where innovation and organization are key to competitiveness.

Let’s look more closely at your internal organization: how are roles and responsibilities structured within the company?

(Pierpaolo Zane) “I primarily oversee internal operations, including production, purchasing, supplier relations, and logistics. Having grown up within the company, I started at a very young age, I’ve developed a deep understanding of every department. Even today, if needed, I can step directly into production without difficulty”. (Paolo Zane) I primarily handle the commercial side and customer relations. However, as is often happening in family-run businesses, roles are never strictly defined. We have both always done a bit of everything and continue to do so. This flexibility is a strength, enabling us to respond quickly to any situation”.

Let’s move on to an interesting aspect: what happens during the Venice International Film Festival?

(Pierpaolo) “Hotels are fully booked. The city, under the spotlight of global attention, is packed, and the economic impact is significant. However, guest behavior changes completely: most are journalists, industry professionals, and workers who spend little time in hotels. Rooms are often single occupancy, and consumption is limited. Fewer additional services are used and, as a result, laundry demand does not experience any significant surge”.

In recent years, you have embarked on a process of organizational evolution. What does it involve?

(Pierpaolo) “Over the years, we have focused on production development through continuous investment in machinery and technology. Today, our focus is on internal organization, with the aim of increasing the autonomy of department managers and their processes. In the past, every decision had to go through us, whereas today we aim to delegate responsibilities. We want each department to be able to operate independently, with clear responsibilities and well-defined processes”.

Is this path also linked to certifications?
(Pierpaolo) “Absolutely. Since 2020, we have been certified ISO 9001 and ISO 14065, and this year we also obtained ISO 14001 environmental certification. These are not merely formal recognitions: they have led us to rethink processes, controls, and operating methods, making the company more structured and aware”.

Your market is strongly tied to Venice. What are the main challenges of this territory?

(Paolo) “Logistics is undoubtedly the main challenge. We operate across Venice, Lido, and the islands, which means a large part of transport is by water. It is a complex system requiring planning, precision, and strong coordination. Deliveries begin very early, our transporters are on site as early as 3:30 a.m., and by 7 a.m. most operations are already completed. Any delay can trigger a chain reaction”.

What are the main cost items for the company?

(Pierpaolo) “The cost structure is dominated by three key areas

• Personnel - 29,8% of revenue
- is representing the most significant cost, including wages, contributions, and HR management
• Transport (road and water)
- 20,7% of revenue, of which 18,6% relates to outsourced services - in some areas, such as Venice, this cost exceeds personnel, highlighting the impact of logistics
• Consumables and energy
- 10,9% of revenue - including detergents, washing materials, and energy (water, electricity, gas)”.

Together, these categories account for approximately 61,4% of total revenue, reflecting a typical industrial laundry cost structure.

Do you manage transport internally?

(Pierpaolo) “No, we rely on specialized external partners. Transport in the lagoon requires specific expertise and qualified personnel, which are increasingly difficult to find. Working with multiple partners ensures flexibility, allowing us to handle urgent situations and maintain service reliability even during more complex periods”.

Let’s talk about your clients: what is your main target?
(Pierpaolo) “Around 70% of our clients are hotels, while the remaining 30% are restaurants. We focus on small to mediumsized establishments, typically with 30 to 50 rooms. This allows us to work more effectively, maintain high quality standards, and build closer relationships”.

And large hotel chains?
(Pierpaolo) “They are not our primary target, although we have the experience and capacity to serve them. They often require complex specifications and operate on tighter margins. Brand prestige alone is not enough if it is not economically sustainable, and that is the principle guiding our choices”.

As you mentioned, is Venice still a family-run market?

(Paolo) “Yes, I would say around 80% of hotels are still familyowned or directly managed. This facilitates dialogue and quality control. In larger chains, relationships tend to be more distant, services are often outsourced, and direct feedback, essential for us, is limited”. How much does seasonality affect your work? (Pierpaolo) “Compared to seaside resorts, Venice benefits from a longer season. However, quieter periods remain - January, for example, is very slow. For this reason, we have chosen not to operate as a seasonal laundry, aiming instead for continuity, both for business stability and job security”.

How many people work with you?
(Pierpaolo) “We employ around 40 people, including five to seven seasonal workers during peak periods”.

How do you handle peak summer workloads?
(Pierpaolo) “We have invested heavily in improving production efficiency and organization, which allows us to manage workloads more effectively”. (Paolo) “One important achievement has been reducing weekend work. In the past, Saturday mornings were often required; today this happens only when strictly necessary, mainly during the summer”.

Industrial laundry is still a little-known sector. How complex is it?

(Paolo) “Much more than people imagine. It’s not just about washing linen, it requires cross-disciplinary expertise, from chemistry to mechanics, as well as textile management and logistics. We manage water treatment systems, boilers, and quality controls. In many ways, we have become technicians, chemists, and logisticians at the same time. It is a highly specialized profession, even if it is not always perceived as such”.

How do you retain customers?
(Pierpaolo) “Through consistent quality and reliable service. We can say with confidence that we have never lost a client due to our own shortcomings. When it has happened, it was due to economic reasons or factors beyond our control”.

From an economic perspective, how is the company performing?
(Pierpaolo) “In recent years, revenue has remained stable, with modest growth prospects thanks to new clients. A particularly positive aspect is that we have not recorded any bad debts, which reflects the strength of the relationships we have built”.

Looking ahead, where are you focusing your investments?

(Pierpaolo) “Primarily on internal organization, training, and empowering departments. We believe growth comes through people. Some of our employees have been with us since the company’s founding, trusted individuals with whom we have built strong professional and personal relationships. In our sector, having loyal and skilled staff is a major asset. For this reason, we are also investing in employee well-being, introducing welfare tools to further motivate and retain our team. A stable and competent workforce is essential to ensuring quality and continuity of service”. •

DETERGO MAGAZINE # APRIL 2026