History
1920: Francesco Minini establishes the business
Cantine Francesco Minini was founded in 1920 by Francesco Minini. A young farmer returning home after the First World War, he entered the wine trade with limited financial means but considerable determination. He began during a period of economic hardship, in a rural economy then centred almost entirely on cultivating the fields. The family's agricultural roots continued to shape its attachment to the land and its emphasis on passion, dedication and humility.
Post-war reconstruction and the second generation
The company's development followed the economic and social changes that transformed Italy during the twentieth century, progressively extending distribution across the national market. After the Second World War, Francesco Minini resumed commercial expansion with the help of his sons, Franco and Battista. Their activity unfolded within an Italy damaged by war but entering a period of reconstruction and renewed economic confidence.
The 1960s: relocation to Verolanuova
Rapid growth at the beginning of the 1960s made a larger winery necessary. The Minini family moved to a new facility in Verolanuova, which remains the company's headquarters. It was subsequently enlarged, renovated and modernised on several occasions.
During this period the family also began cooperation projects with growers across Italy's principal wine-producing areas. These relationships supported a broader portfolio and enabled the company to serve increasingly varied markets.
Late 1970s: international expansion
Toward the end of the 1970s, the family made a concerted move into international markets. The third generation carried this strategy forward, extending the company's presence into large and highly competitive export markets. International demand also influenced the selection and development of new products.
The company used its production relationships to work with a wide range of traditional Italian grape varieties, presenting their established regional identities through contemporary styles and packaging. This approach supported the development of an extensive Central and Southern Italian portfolio, particularly from Toscana, Sicilia, Puglia and Campania, alongside wines from Veneto and Abruzzo. By 2025 exports represented approximately 70% of turnover.
Greater integration with production
In a later phase, the company acquired and restored an old Sicilian baglio as part of a strategy of closer integration with production. The historic structure was renovated and equipped with modern winemaking technology. This is a separate Sicilian production property and is not treated as part of the Verolanuova estate.
2018: expansion of the Verolanuova winery
Major enlargement works at Verolanuova were completed in 2018. The headquarters subsequently comprised approximately 10,000 m² of covered space and was equipped with modern oenological installations. Investments begun around this period increased the value generated per unit of wine sold even while the volume handled remained broadly stable.
Sustainability management and the fourth generation
A management system based on the Equalitas Sustainable Organization standard began to be developed and implemented in October 2022. Equalitas certification had been obtained by 2024, alongside the maintenance of BRC and IFS food-safety certifications. An internal Equalitas audit under revision 5 of the organization module was completed on 24 January 2025.
The family business has now developed through four generations. Its current operating model combines the purchase of bulk wine, bottling at Verolanuova, cooperation with producers in multiple Italian regions, international distribution and continuing investment in quality, food safety and environmental performance.
Winemaking
Operating model
The Equalitas-certified organizational scope covers the purchase of bulk wine and the bottling of still wines in glass bottles of various formats. The Verolanuova organization comprises the winery, bottling operations, management offices and administrative offices. Cooperation with producers across Italy provides the regional wines used to assemble the company’s broad portfolio.
Verolanuova facility
The Verolanuova headquarters has approximately 10,000 m² of covered space following the expansion completed in 2018. Its installations are described as technologically advanced. Individual processing stages are governed by written work plans that define the phases, operating procedures and associated record-keeping systems. Oenological operations follow the requirements of the certifications held by the company.
Bottling and sanitation
The bottling line incorporates an automatic bottle-washing and cleaning system. Municipal water used for bottle and equipment cleaning is treated, softened and microfiltered to 0.2 microns.
Cleaning products are selected for effectiveness at the lowest practical concentration. Combined cleaning products are avoided because they are considered less effective despite simplifying operations. Ambient-temperature water is preferred; when warm water is required, the lowest effective temperature is used. Washing cycles are kept as short as the equipment and detergent instructions permit.
Packaging
Glass bottles are selected with regard to low weight, market position, sales channel and product type. The average 750 ml bottle weighed 0.411 kg in the 2024 assessment, and lighter Bordeaux-style bottles below 360 g were under consideration. The 1.1 kg Baros bottle had already been replaced by the 0.9 kg Baros Light format.
Closures may be cork, assembled closures or aluminium. Capsules are selected in plastic or aluminium laminate for their sealing performance. Recovery of release liners from self-adhesive labels is maintained. Anonymous cartons accounted for 35.7% of use and branded cartons for 64.3%; carton suppliers were FSC certified and guaranteed more than 70% recycled material, with some products reaching 100%.
Quality, traceability and supplier control
The company applies quality systems associated with UNI EN ISO 9001:2008, BRC and IFS, together with an HACCP-based self-control plan. Analytical testing follows an internal analysis plan. Food Defense procedures cover site security, supervision of personnel and visitors, controlled waste storage and disposal, logistics through delivery, incoming mail and packages, network security and product authenticity. Traceability extends from the authenticity and quality of grapes through the oenological processing aids used.
Suppliers of wine, primary packaging and oenological products are assessed through predefined risk criteria. Wine suppliers are classified as high risk by default and receive a questionnaire; organic certification is additionally required when their wine is to be bottled and sold as organic. Other high-risk suppliers must hold at least one accepted certification from a list that includes ISO 9001, ISO 14001, ISO 45001, ISO 50001, ISO 22000, BRC/IFS, FSSC, SA8000 and SMETA.
Philosophy
Cantine Francesco Minini defines its identity through continuity between family generations, agricultural roots and close cooperation with producers. Passion, determination and humility are presented as values inherited from the founder and sustained through four generations.
The commercial and stylistic philosophy combines Italian wine traditions with technological development and contemporary presentation. Traditional grape varieties and regional wine identities are selected through relationships with producers, then offered in a modern, accessible style and with innovative packaging for Italian and international markets.
Quality is framed as a process of continuous improvement rather than a fixed achievement. The company links this objective to analytical control, food safety, traceability, employee training, technological innovation and attention to changing markets.
Its sustainability policy integrates three dimensions: reducing the environmental impact of production, social responsibility toward workers and communities, and the long-term economic resilience of the territories in which it operates. Equalitas certification is treated both as the result of this approach and as a framework for further improvement. Research and innovation are directed toward products and processes compatible with environmental protection, responsible use of natural resources and advance evaluation of manufacturing impacts.