Catering

Cirfood Group aims for more than 810 million turnover in 2030

The industrial plan envisages investments of EUR 160 million in the period 2026-2030

by Enrico Netti

17 March 2026

3' min read

Translated by AI

Versione italiana

3' min read

Translated by AI

Versione italiana

An average annual growth rate of 5 per cent. This is what the Cirfood Group, a leader in mass catering, has forecast for its 2026-2030 business plan. "It is not an easy period to launch an industrial plan," says Chiara Nasi, president and CEO of Cirfood, referring to the war in the Gulf and the tensions unleashed by Brent at over one hundred dollars a barrel. For the next few years we are aiming for a CAGR of 5% to reach over 810 million in revenues by 2030 with direct growth alone and without excluding acquisitions. As far as 2025 is concerned, the partial forecast at group level is 644 million.

By 2030, the new revenue mix includes more than 590 million realised from corporate, school and social health catering, while commercial service and retail catering will contribute more than 130 million. On the international side, Cirfood's presence in Belgium and Holland will generate a further 73 million while 19 million are linked to other activities complementary to the core business. These results will be the result of organic growth alone; in parallel, any M&A opportunities will be evaluated over the course of the plan. 'The industrial plan also envisages total investments of EUR 160 million, averaging about EUR 32 million per year,' explains the CEO.

The collective catering market in Italy is stable, with a turnover of around 5 billion. "We want to grow more in the collective sector, but we are not abandoning the retail sector where we want to grow with smarter, faster formats and less casual dining," explains Chiara Nasi. "For new openings we are focusing on shopping centres, airports, stations and motorways.

Belgium and the Netherlands are the markets where the cooperative has been present for a few years. "We want to consolidate positions in these countries and in 2028 we will take stock of the situation. For the time being we do not want to enter other markets."

There is a knot that holds back the marginality of companies in the sector in Italia: the impossibility of revising service prices after a tender has been awarded to a public client, 'not even to adjust prices to the cost of living as measured by Istat,' stresses the president.

For a Group with more than 12,000 employees, efficiency is linked to margins and the launch of new services that follow market demands, also using digital solutions and artificial intelligence, "to intercept the growing needs in emerging contexts such as the silver economy," anticipates the CEO. Part of the investments will be used to improve production efficiency and cost optimisation with process planning logics, new organisational solutions, and the enhancement of the value chain with 'innovation, sustainability, people empowerment, and operational efficiency,' Chiara Nasi concludes. 'Looking ahead to 2030, we imagine a company capable of renewing itself, anticipating changes, and playing a leading role in improving people's quality of life. Our commitment is not to give up our vocation, even when the path seems hard. The promise that accompanies this strategic plan is not that of a road without obstacles, but of a shared journey, in which every step is driven by the will to leave a positive mark'.