The world is changing fast. Since 2020, the global economy has faced a prolonged period of severe instability. After 25 years of uninterrupted growth, Phase Motion Control has navigated this entire period — particularly the Covid crisis — without resorting to social welfare measures, relying solely on its own reserves.
In the post-Covid years, competing in both national and international markets proved extremely difficult. The uncontrolled surge in raw material and component costs led many of Phase’s customers to adopt conservative strategies, accumulating finished products and consequently reducing their orders in the following years.
At the same time, environmental sustainability policies slowed down or even came to a halt, stalling the progress of electrification and clean energy.
Phase, which had invested heavily in the energy transition with its primary market in Germany, found itself facing a market collapse. From 2023, incoming orders dropped by 45% compared to the 2022 record, followed by a modest recovery in 2024 thanks to the company’s new range of innovative products.
During this same period, Phase also undertook the redevelopment of the former Piaggio Aerospace industrial site at Genoa Airport — an initiative that required significant resources but made it possible to create a production facility based on innovative and eco-sustainable principles. The new plant includes laboratories, research areas, and offices, laying the groundwork for more efficient logistics, improved operations, and increased production capacity.
The first months of 2025, marked by the continuation of the market crisis, revealed a further 27% drop in orders compared to the same period of the previous year. At that point, for the first time in 30 years, the company had no choice but to resort to a temporary redundancy scheme, in order to reorganize its production, strengthen its commercial activities, introduce project management methodologies, and improve quality and efficiency systems to better compete in its domestic and international reference markets.
The integrated impact of these measures, combined with investments made over the previous two years across various business areas, quickly began to produce positive results. Orders started to rise again, thanks to significant new business opportunities with long-standing clients as well as new ones.
Today, the company’s order book is expanding: as of October, it is approximately 50% higher than at the same time last year, and has already reached 125% of the total orders recorded for the entire 2024 fiscal year.
Although these orders will mainly translate into revenue in 2026, the current year remains challenging. Nevertheless, the company must now focus on productivity to fulfill the new contracts and strengthen its competitiveness — both in the present and, most importantly, for the future.
Most of Phase Motion Control’s staff are now engaged in the challenge of relaunching growth after a prolonged market crisis which, although still ongoing, now presents different structural characteristics that make new business development strategies possible.
Hence the decision to once again compete on a large scale, bringing an early end to the redundancy scheme introduced at the end of the first half of the year. This means accepting a slightly higher level of risk, but with renewed confidence in the company’s ability to innovate and compete according to its strategic roadmap — one that is already delivering tangible results and building optimism for the future.
