Orizzonti Holding | OUR HISTORY
OH Spa, holding del Gruppo ORIZZONTI operante nel territorio lucano-campano, nei settori distribuzione organizzata (GDA, Futura, Pick Up, Talento), discount alimentare (Qui Discount), produzione olii confezionati (Di Carlo).
Distribuzione organizzata, Distribuzione organizzata Polla, Distribuzione organizzata Campania, Distribuzione organizzata Basilicata, DO, GDO, Centro Studi Buccino Italtipici Buccino, Futura, Pick Up, Talento, TPS, Qui Discount, Di Carlo, GDA, ITALTIPICI, SINERFIN, OH, Orizzonti Holding, Gruppo ORIZZONTI, Gruppo OH, DCH Di Carlo Holding, CENTRO STUDI, Ricerca applicata, Sviluppo processo, Innovazione tecnologica, Brevetti e Copyright, Ricerca applicata Sud Italia , Sviluppo processo Sud Italia, Innovazione tecnologica Sud Italia, Brevetti e Copyright Sud Italia, Costantino Di Carlo, Valerio Di Carlo, Alberto Camporesi, MyAv
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‘50s – ’80s

  • Setting up of the company under the sole proprietor Di Carlo Domenico
  • Development into a family business (the first Di Carlo generation makes its entrance)

’90s – 2000

  • Progression to a corporation: creation of a multi-business (industrial and distribution activities) and multichannel (wholesale and retail) group of companies
  • Very high annual growth rates
  • Increased management complexity

From 2001 to 2003

Important changes in the governance of the Group:

  • Non-shareholder Director appointed to the Board of Directors
  • Certification of the financial statements on a voluntary basis
  • The banks that finance the Group become financial Stakeholders
  • Separation of operations which are part of the GDA Group (currently OH) from the financial operations relating to the holding, which are part of DCH
  • MPS Venture enters into partnership with the GDA Group (currently OH)

From 2004 to 2008

  • Rationalization of the complex Group of companies identifying current areas of business: real estate, production, distribution, discount
  • Significant property investment (with a consequent increase of the financial debt)
  • Evolution of the company governance system
  • Development of the system of corporate governance
  • Cultural and organizational development (tasks and roles)

From 2009 to date

  • Drafting (on a voluntary basis) of the Report on Corporate Governance, which formalizes the governance rules and policies adopted by the Group
  • Launch of the System Change project for the optimization of the internal system controlling accounts management
  • Further stimulus for cultural and organizational upgrading (operations and processes)
  • New strategic direction for the development of the core-business: from product marketing to brand marketing
  • Strategic impetus to develop the “ability to innovate”. Complete openness, culturally, to the potential of technology