since then, its ceo has led an effort to make barilla a -- >> they've been in business for about 200rs, 150 and it is really interesting. on the family ownership, they've been firm. most of the time, only a decade in the 1970's when it was not under family ownership. controlled by the family. one of his the chairman of the company and was the chairman in 2013 when he made those comments on italy's best-known radio show, that were condemned widely as homophobic. carol: let's get into that because this is a company very well-known in the italian corporate culture. really known in the global pasta industry, but take us back to 2013 and what happened. >> he was getting a live radio interview on italy's best-known radio show, a program on station 24. he said he would never do a commercial with a gay family, not because he disagreed with the lifestyle bu because it was nott the lifestyle that barilla wanted to represent. italy is a phenomenally traditional country in this respect. a lot can be attributed to the impact on religion on moral philosophy in the country so at the time, his comme

barilla's road to winning back its reputation.his is "bloomberg businessweek." ♪ jason: welcome back to "bloomberg businessweek." i'm a jason kelly. join carol massar and me everyday on the radio from 2:00 to 5:00 wall street time. also, catch up on our daily show by listening to our podcast at itunes, soundcloud, and bloomberg.com. find us at businessweek.com and the mobile app. in the featured section, boeing is in a serious crisis. two deadly crashes months apart have sparked investigations into products and its training processes. the problems erected suddenly, but engineers at boeing said they were years in the making. we spoke to reporter peter robison. >> it has caught attention and rightly so because it is a stunning example of a company that has been known for its meticulous engineering and commitment to safety that is being questioned about that right now. we tried to talk to employees who had been at the company a long time and kept hearing again and again was the problem was that the company had shifted to a focused to

gay family, not because he disagreed with the lifestyle b because it was notut the lifestyle that barillaanted to represent. italy is a phenomenally traditional country in this respect. a lot can be attributed to the impact on religion on moral philosophy in the country so at the time, his comments to the nation might not have seemed really that off-color. several comments have been made since then by some of the country's most powerful businessman but given that so the revenue is coming from international channels, the rot -- brand is known abroad and a lot of countries in -- customers in countries of the u.s. or europe mounted a global boycott or at least threatened a global boycott very shortly after those comments were made. jason: what is this corporate internal response, because the drivingens with the ceo to meet the chairman and hearing this interview, and being absolutely shocked but then having to deal with the aftermath. what did he do? thomas: i had a great opportunity to interview the ceo of the company and he joined less than a year before the interview was broadcast from un

family, not because he disagreed with the lifestyle, but just because it was not the lifestyle that barillad to represent. italy is a phenomenally traditional country in this respect. i think a lot of that can be attributed to the impact on religion on moral philosophy in the country so at the time, his comments to the nation might not have seemed really that off-color. several comments have been made since then by some of the country's most powerful businessmen. but given that so much of the revenue is coming from international channels, the brand is very well-known abroad. and a lot of customers in countries of the u.s. or europe mounted a global boycott or at least threatened a global boycott very shortly after those comments were made. jason: what is this corporate internal response, because the story opens with the ceo driving to meet the chairman and hearing this interview, and being absolutely shocked but then having to deal with the aftermath. what did he do? thomas: that is right. i had a great opportunity to interview the ceo of the company and he joined less than a year before th