Historical background
1909
Engineer Luigi Boldrocchi receives his first two orders to supply 8 fans. And he launches the Milan factory in Via Praga, covering an area of 6,300 square metres.
Engineer Luigi Boldrocchi receives his first two orders to supply 8 fans. And he launches the Milan factory in Via Praga, covering an area of 6,300 square metres.
1927
Purchase in the United States of the license to produce “embedded” finned tubes, subsequently adapted principally for cooling electrical machinery, or incorporated in naval and railway installations. A thousand-dollar investment for a product that is still relevant a hundred years later.
Purchase in the United States of the license to produce “embedded” finned tubes, subsequently adapted principally for cooling electrical machinery, or incorporated in naval and railway installations. A thousand-dollar investment for a product that is still relevant a hundred years later.
1938
Engineer Giuliano Boldrocchi, son of Luigi, joins the company, mainly handling the commercial side. Successful launch of an emergency fan design, which is operated by pedalling in tandem, used in air-raid shelters in the war years to come.
Engineer Giuliano Boldrocchi, son of Luigi, joins the company, mainly handling the commercial side. Successful launch of an emergency fan design, which is operated by pedalling in tandem, used in air-raid shelters in the war years to come.
1943
Engineer Luigi Boldrocchi decides to move production to Biassono, with the aim of protecting the company from the risk of bombing. Some of the offices and workshops remain in Milan at the original Via Praga site.
Engineer Luigi Boldrocchi decides to move production to Biassono, with the aim of protecting the company from the risk of bombing. Some of the offices and workshops remain in Milan at the original Via Praga site.
1949
Luigi passes away and is succeeded his son Giuliano. Under his guidance, great attention is paid to improving employees’ quality of life.
Luigi passes away and is succeeded his son Giuliano. Under his guidance, great attention is paid to improving employees’ quality of life.
1955
The company begins to move away from the mass production model to develop made-to-measure products for each client, accelerating the specialization process in the space of a few years. Coolers for electrical machinery become one of the key products, while the large conditioning systems sector is gradually abandoned.
The company begins to move away from the mass production model to develop made-to-measure products for each client, accelerating the specialization process in the space of a few years. Coolers for electrical machinery become one of the key products, while the large conditioning systems sector is gradually abandoned.
1968
Giuliano passes away, leaving the company in the hands of his wife Marisa and the Technical Director, Carlo Gandini. He is Boldrocchi’s sole guide until the ‘80s, bringing it little by little onto the European scene and signing excellent deals with the main Italian companies of the period: from Marelli to Ansaldo, Montedison and Snia.
Giuliano passes away, leaving the company in the hands of his wife Marisa and the Technical Director, Carlo Gandini. He is Boldrocchi’s sole guide until the ‘80s, bringing it little by little onto the European scene and signing excellent deals with the main Italian companies of the period: from Marelli to Ansaldo, Montedison and Snia.
1970
The transfer of the company to Biassono is completed. 2nd November marks the official opening of the current premises in Via Trento e Trieste, covering an area of 47,000 square metres.
The transfer of the company to Biassono is completed. 2nd November marks the official opening of the current premises in Via Trento e Trieste, covering an area of 47,000 square metres.
1972
Engineer Gandini is joined in the company by Luigi Boldrocchi, eldest son of Giuliano. Before meeting with a fatal accident on the slopes of Chamonix in 1980, he helps to drive Boldrocchi’s internationalization, thanks in part to the agreement with Swedish company Bacho to manufacture compact filtration boxes in Italy. .
Engineer Gandini is joined in the company by Luigi Boldrocchi, eldest son of Giuliano. Before meeting with a fatal accident on the slopes of Chamonix in 1980, he helps to drive Boldrocchi’s internationalization, thanks in part to the agreement with Swedish company Bacho to manufacture compact filtration boxes in Italy. .
1980
Massimo Boldrocchi, the current President, joins the company, seeking to direct Boldrocchi towards the nuclear sector.
Massimo Boldrocchi, the current President, joins the company, seeking to direct Boldrocchi towards the nuclear sector.
1988
Boldrocchi starts to adopt a divisional structure. The Air Coolers division is created, specializing in the chemical and oil & gas sectors, while soundproofing solutions are assigned to Boldrocchi Acustica.
Boldrocchi starts to adopt a divisional structure. The Air Coolers division is created, specializing in the chemical and oil & gas sectors, while soundproofing solutions are assigned to Boldrocchi Acustica.
1990
development of the divisional structure continues, with the addition of Boldrocchi Ecologia, responsible for industrial air pollution control. It handles the manufacture of filters for factories, electrostatic precipitators, coolers and reactors for gas, even conducting testing and analysis of air composition.
development of the divisional structure continues, with the addition of Boldrocchi Ecologia, responsible for industrial air pollution control. It handles the manufacture of filters for factories, electrostatic precipitators, coolers and reactors for gas, even conducting testing and analysis of air composition.
1992
Boldrocchi becomes principal shareholder in Comet, the Solaro-based company specializing in axial fans. A new division, Boldrocchi T.E., is thus created for the manufacture of cooling towers.
Boldrocchi becomes principal shareholder in Comet, the Solaro-based company specializing in axial fans. A new division, Boldrocchi T.E., is thus created for the manufacture of cooling towers.
1997
Acquisition of De Cardenas, which has failed to relaunch itself after the takeover of Marelli. Its absorption makes Boldrocchi market leader for large fans in Italy, and simultaneously puts it at the cutting edge of environmental technology, via the new division: Boldrocchi Aeroto.
Acquisition of De Cardenas, which has failed to relaunch itself after the takeover of Marelli. Its absorption makes Boldrocchi market leader for large fans in Italy, and simultaneously puts it at the cutting edge of environmental technology, via the new division: Boldrocchi Aeroto.
2007
In October a new branch of the company is opened at Chennai, in India: Aeroto Boldrocchi India. With around fifty employees and an 8,000 square metre site, it is the result of a joint venture with local business and aims to build on Boldrocchi’s presence in one of the most important markets of the future.
In October a new branch of the company is opened at Chennai, in India: Aeroto Boldrocchi India. With around fifty employees and an 8,000 square metre site, it is the result of a joint venture with local business and aims to build on Boldrocchi’s presence in one of the most important markets of the future.
2008
The acquisition of a factory adjacent to the current site in Biassono represents the overture to an expansion of the company, with the objective of transfering the entire manufacture of heat exchangers to the new 18,000 square metre premises.
The acquisition of a factory adjacent to the current site in Biassono represents the overture to an expansion of the company, with the objective of transfering the entire manufacture of heat exchangers to the new 18,000 square metre premises.
2009
Boldrocchi equips itself with a 100 kW photovoltaic power station, the initialcore of an electricity self-generating capacity equivalent to one third of consumption. This investment seals the company’s environmental mission exactly 100 years after its inception.
Boldrocchi equips itself with a 100 kW photovoltaic power station, the initialcore of an electricity self-generating capacity equivalent to one third of consumption. This investment seals the company’s environmental mission exactly 100 years after its inception.
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