Alessandro Sgaravatti – Union Lido

In the heart of the Cavallino-Treporti coastline, Union Lido Mare – the new name for the historic Union Lido – stands as one of the most iconic and award-winning open-air resorts in Europe. With a total guest capacity of 10,350, rising to 12,400 when including the adjacent Camping Italy (under the same ownership) and the on-site hotel, this destination distinguishes itself not only for its size but for the quality of its offering and organisational excellence, setting benchmarks within the industry.

Behind this open-air hospitality giant is a robust operation employing over 700 staff, 42 of whom work year-round to maintain high standards of quality, maintenance and service. The business is structured under three distinct brands: the main Cavallino site (Union Lido Mare), a city-centre concept in Padua (Union Lido City), and soon, a new spa destination in Montegrotto Terme (Union Lido Terme), launching next year – all part of a coherent yet diversified growth strategy.

We sat down with Alessandro Sgaravatti, CEO and Managing Director, a pivotal figure in shaping the vision and evolution of the group. In addition to overseeing all Union Lido operations, he is also President and founder of the Leading Campings of Europe association.

Camping Business – Tell us a bit about the history of Union Lido Mare. You’re celebrating 70 years this year. How did the project first begin?
Alessandro Sgaravatti – The original concept dates back to the early 1950s. At that time, my grandfather Angelo Macola and his business partner Ignazio Vok ran a company called Vok & Macola, representing brands like Steyr (tractors), Puch (motorbikes) and Daimler (bicycles). Vok, originally from what was then Yugoslavia, brought the NSUbrand into the fold. In 1953, NSU asked our company to find a location where their employees could spend their summer holidays. My grandfather – an energetic entrepreneur and skilled property dealer – scouted several sites along the Cavallino coast and eventually purchased this one. He then sold part of the land to finance the development of a campsite.

The first “organised” campsite opened in 1955. At the time, “organised” meant having a reception, hot water (a luxury back then), centralised sanitary blocks, and a food kiosk. The project was an immediate success, and the campsite quickly expanded. Despite the growth, the core concept hasn’t changed in 70 years: an outdoor holiday, something that continues to grow in popularity across Europe. At Union Lido, camping has always been closely associated with tents, caravans and motorhomes – with mobile homes being added later. Today, we offer the full spectrum, from simple tent pitches to luxury hotel suites.

Camping Business – Two things you said really surprised me: the strong connection with NSU and the fact that there was already a sense of ‘luxury’ even back in the 1950s…
Alessandro Sgaravatti – Yes, it was a sort of luxury – because the only alternative back then was wild camping with no services whatsoever. Here, it was different: it was structured and equipped. And over the years, that campsite kept evolving until we reached today’s standards.

Camping Business – How did you personally become involved in managing Union Lido Mare?
Alessandro Sgaravatti – My background is in medicine. I studied to become a doctor and, after graduating, faced a choice: begin a five-year medical specialisation or join the family business. I opted for the latter and left medicine to focus on the company. That was in 1992 – more than 30 years ago now. I’ve worked my way through every level of the business. Since 2017, I’ve been CEO and Managing Director, which means I hold both legal and operational responsibility.

Camping Business – Who was in charge between your grandfather and yourself?
Alessandro Sgaravatti – My mother was Managing Director from 1972 to 2017 – a span of 45 years. She’s still actively involved and remains on the board and engaged in all major business decisions.

Camping Business – Since taking the reins, what sort of direction have you tried to steer the business in?
Alessandro Sgaravatti – Initially, I focused on the administrative side. We introduced management control systems and cost monitoring – which was quite new at the time, when Excel and computers were just becoming widespread. That eventually evolved into analytical accounting and the more sophisticated systems we use today. At the same time, I began product development and innovation. This included new types of mobile homes and accommodation units – including safari tents, which we introduced 15 years ago. I’ve always tried to anticipate what the next guest demand might be, especially for those who arrive without their own equipment. We also invested in enhancing the experience for traditional campers with tents, caravans or motorhomes – especially in terms of pitch size. We reduced the number of pitches in favour of larger ones, thereby improving quality.

We also introduced services like our premium “Leading Campings” pitches with private beachfront bathrooms. In 2015, we launched the Dog Camp – a dedicated dog-friendly zone. Rather than allowing pets across the entire site, we designated one specific area – recognising that not all guests are animal lovers. For 60 years, we hadn’t allowed dogs at all, so we started cautiously. It’s been a great success.

Today, we have 213 dog-friendly pitches with a range of services: vet, swimming school, agility courses, dog sitting, and even a dog pool. Initially, the small pool was for dogs, the medium one for children and the large one for adults – but due to demand, we swapped the small and medium pools. During the Covid-hit 2020 season, the Dog Camp was the only part of the resort that outperformed the previous year.

Camping Business – So the innovation has largely focused on anticipating the unspoken expectations of your guests…
Alessandro Sgaravatti – Exactly. The natural evolution of that philosophy will be seen in our new Montegrotto site – Union Lido Terme – opening at the end of next year. It’s a year-round 5-star spa resort, currently under complete renovation. Each pitch will have its own bathroom; some will even feature private thermal pools. There will also be a dog-friendly area with thermal pools for pets. A group of mobile homes will be set around a lake, each with its own thermal pool. It’s a project centred on water wellness and year-round tourism, not just summer seaside holidays.

Camping Business – I imagine running such a large and complex structure like Union Lido Mare also required significant organisational evolution…
Alessandro Sgaravatti – Absolutely. We revamped job descriptions and reorganised our HR processes. The arrival of the internet – and later, social media – changed everything. The toughest period was 2020 and 2021. I always tell my team: if we got through that, we can handle anything. The first death reported in Vo’ Euganeo made me immediately call the banks to increase our credit lines. Between March and May 2020, we refunded over €8 million. But once we reopened, guests returned. We were the first campsite in Italy to reopen that year – on 6 May 2020 – with just four caravans on site. By 2 June, once regional travel was allowed, we had 3,600 guests – all from the Veneto region – and we even made announcements in Venetian dialect!

Camping Business – Are there any particularly innovative projects currently underway?
Alessandro Sgaravatti – Yes, we’re completing a major new water park to replace the one built in 1989–90. It’s been completely redesigned and themed. We’ve also replaced 36 mobile homes and carried out various upgrades across the campsite. It’s been a big year for investment, including ongoing work in Montegrotto. We currently have more than 300 workers across two sites.

Camping Business – You’ve also created accommodation for staff…
Alessandro Sgaravatti – Yes, we built a new staff accommodation area using mobile homes – a major improvement over older facilities. These days, high-quality staff housing is essential. Today, we treat our employees as guests – and their comfort is a top priority.

Camping Business – Sustainability is a hot topic across environmental, social and governance fronts. How are you addressing it?
Alessandro Sgaravatti – Outdoor hospitality is naturally ‘green’ – after all, our roof is the sky and the trees. We’ve planted over 30,000 trees here – not counting shrubs, bushes and flowers. That’s a hallmark of Union Lido. On top of that, we’ve significantly expanded our solar capacity. Our hotel now covers 65% of its energy needs via solar; the campsite around 15%. That number seems low, but due to building restrictions, we’re only allowed to install panels on existing roof slopes. We also buy certified green electricity wherever possible.

Water conservation is another focus: all our showers have push-button controls to minimise usage. Waste management is excellent – Cavallino has a recycling rate of 72%, and we’re fully aligned with that. We also use electric vehicles for waste collection, deliveries, and even street cleaning.

Camping Business – What do you do to encourage guest loyalty?
Alessandro Sgaravatti – Our guest return rate is around 52% – a remarkably consistent figure over the years. While some variation occurred due to the rise of low-cost flights, campers often own their gear, so they tend to return. We enhance this natural loyalty through constant reinvestment and continuous improvement. About 65% of our new guests come on the recommendation of someone who has already stayed here. We also invest in digital marketing – which allows precise conversion tracking – and continue to attend trade fairs and use traditional media. But the most effective strategy is always direct marketing to guests while they’re on site.

Camping Business – How does your international guest mix compare to the local average?
Alessandro Sgaravatti – We have slightly fewer Italians and more Germans than average. In recent years, we’ve seen a sharp rise in Polish guests, replacing some of the Danish visitors. We also have a strong Czech presence. Italians make-up 10% of our guests, while Germans account for 55%. The rest – including the Poles, Czechs and others – hover between 5% and 7% each.

Camping Business – What role does technology play in managing a site like Union Lido Mare? Beyond visible tools like access wristbands?
Alessandro Sgaravatti – Technology is crucial on many levels. One key example is our real-time guest feedback system. Through our app, guests complete surveys during their stay – allowing us to address dissatisfaction immediately. Access wristbands, introduced several years ago, help us manage security, entry and even access to private bathrooms on premium pitches. We’ve also just implemented a new property management system.

Camping Business – When it comes to recruiting and retaining staff – always a challenge in this industry – what’s your approach beyond offering good housing?
Alessandro Sgaravatti – We do a full review of all seasonal contracts during and after the season, aiming to secure next year’s team by October. We’ve introduced a generous welfare system, which plays a key role in staff retention. We want our people to feel good about working here and to speak up if something isn’t right.

We pay great attention to both permanent and seasonal staff. We offer training, and a third-party agency conducts staff satisfaction interviews and psychological assessments to ensure their roles match their expectations and contracts. We also support basic needs – from housing to discounted meals – and ensure fair working hours and time off.

Camping Business – Looking at the open-air hospitality sector more broadly, what key changes do you foresee in the coming years?
Alessandro Sgaravatti – In my view, particularly within the 4- and 5-star segment, there needs to be a renewed focus on what guests perceive as the essential elements of luxury in the outdoor holiday experience. I’m not talking about gold-plated taps, but rather the sense of reward felt by a guest who chooses to invest their holiday budget in an open-air resort. That reward comes from things like generous pitch sizes, top-quality sanitary facilities, and exceptional servicefrom our staff – including field supervisors, guest experience monitors, and people who truly listen and respond to our guests’ needs.

Another key area is food. In fact, for many of our guests, gastronomy is the second most important reason they choose to stay with us. We offer a diverse culinary experience through four restaurants and fourteen bars, each with its own distinct identity – something our guests really appreciate.

Camping Business – Do you manage the food outlets directly?
Alessandro Sgaravatti – No, they’re operated under business lease agreements, but we maintain tight control over quality on two fronts. First, we monitor guest satisfaction using surveys and direct interviews. Second, we carry out surprise health and safety inspections. We work with a specialist company that conducts these checks three times a year, looking at things like HACCP compliance and other key hygiene parameters.

Camping Business – How are bookings looking for this season?
Alessandro Sgaravatti – Very good – slightly ahead of last year, which was already a record-breaking season. So we’re more than ready.

Camping Business – If you had unlimited time and budget, and could reinvent Union Lido Mare from scratch, what would you change or introduce?
Alessandro Sgaravatti – If it were possible – and I admit this is purely hypothetical – I would acquire more land. Not to increase capacity, but to maintain our current guest numbers while offering even larger pitches. I’d also add more private bathrooms, similar to what we’re doing at our new Montegrotto site. It’s a growing demand – especially in the post-Covid era – and I believe it’s a lasting trend within the sector.