Associatont is safe to say that Paolo Pozzi has earned hiscredentials in the field.

China Fastener World no.69/2023

With a degree in Aerospace Engineering from thePolitecnico Institute of Milan, he joined the Agrati Groupin 1995, where he held various positions until becoming
General Manager of the parent company "Agrati SpA"and then a member of the Board of Directors. He wasappointed Managing Director of the Group in 2008 andCEO in 2016.
Under his leadership and in line with the Presidency,
the Agrati Group has undergone a transformation thatis clearly visible today through the achievement ofimportant goals. These successes can be summarised byan annual turnover exceeding 680 million euros and astaff of more than 2,400 employees operating across 12
manufacturing establishments situated in Europe, theUnited States and China.
Paolo Pozzi’s innate talent for diplomacy, coupledwith his engaging personality, has ga r nered him
recognition and respect within the social sphere ofhis profession, both nationally and internationally.
He has carried out and continues to carry out intense
professional and membership activities. Therefore, itcame as no surprise when he was unanimously elected
as EIFI President for the period of 2023-2027 during
the EIFI General Shareholders’ Meeting held on 12 May
2023 in Meissen (Germany).

042 惠達雜誌

Paolo Pozzi先生

I專訪

(EIFI)新任理事長

Interview withPaolo Pozzi

歐洲工業扣件協會

The E.I.F.I.
has a New
President

Article by Marco A. Guerritore, Editor in Chief, Italian Fasteners Magazine
Copyright owned by Fastener World 著作權所有：惠達雜誌

Thanks to his willingness to make time for us, we (referring toItalian Fasteners Magazine, the same goes hereinafter) had the privilegeof meeting the recently appointed President. Here is the interview thatfollowed.

What can we expect from your Presidency?
Firstly, I would once again like to express my heartfelt appreciation toall the EIFI Members who elected me as their President. It is with greathonour and happiness that I assume this position, particularly as the EIFI
is undergoing a significant period of transformation. My hope isto make a significant impact in shaping a new era for the EIFI andfacilitating its adaptation to the challenges and profound changes
currently affecting all industrial sectors.
I believe that it will become increasingly crucial to address these
new challenges at the European level in order to effectively represent andsafeguard the fasteners industry and its unique characteristics in the yearsto come.

Associaton
This will necessitate an organisation
capable of collaborating closely with national
associations, while simultaneously expanding
its operations and prominence at a Europeanlevel. This can be accomplished by cultivating
partnerships with institutions in Brussels(EC and Parliament), as well as other tradeassociations (AEGIS, CLEPA, EUROFERetc.). The present challenges cannot bea dd r esse d usi ng t he sa m e a p p r oa ches
employed in the past.

What is the current
organisational structure ofthe EIFI?
The current structure consists ofa Board, which includes a President,t w o V ice -Pr e sident s , si x member s
representing the national associations
and a General Manager. The term ofoffice for the President and Board has
been extended to four years and can be
renewed for an additional term. There arethree Market Groups:•Automotive•

General Industry/Distribution•Aerospace

There are three Operating Committees:•P ublic A f fa i rs, Lega l, T DI a ndMembership Development•Technical, Quality and Innovation•Marketing and Communication

Two new categories have been introduced
within the category of fastener manufacturers:•Affiliated Members, comprising
companies in the fasteners supplychain•

Associated Members, consisting
mainly of service and consulting
companies

China Fastener World no.69/2023

What are your objectives
as President during yourterm?
The objectives include:
1.

Enhancing the recognition andvisibility of the EIFI throughout
Europe2.

Broadening the membership base3.

Strengthening the organisation

However, the f undamental objective
remains the same: to effectively represent andprotect the interests and unique characteristicsof the European fasteners industry.

044 惠達雜誌Is there still a valid role for a European tradeassociation in today’s highly globalised world?
I would argue that because we have been living in a globalised world for morethan 30 years, it is crucial to embrace the European dimension in order to tackle
new challenges. This principle is applicable not only to trade associations but also to all
EU Member States, which sometimes overlook the fact that they are part of a geographic
region that represents the world’s largest market, renowned for excellence across allindustrial sectors.
Even in the case of fasteners, Europe maintains its position as the world’s largest
market, representing 26% of the total value of 90 billion dollars, surpassing the Asia
Pacific region, North America and China. I believe it is worthwhile trying to defend
and support this market as well as the European companies operating within it.

Are European nuts and bolts competitive at a global
level? What potential risks does this sector face inthe future?
I would say that European nuts and bolts are indeed competitive globally,
particularly when we compare ourselves to countries operating under similar
regulations and conditions. Unfortunately, we are well aware that this levelplaying field is not always guaranteed.
I think that Europe’s position as the world’s leading fastener market can be attributed
to the efforts of European manufacturers, and also to the supply chain, which over
the years has adapted and evolved alongside market demands, offering manufacturers
high-quality materials and services at competitive prices. Let us not forget that thecompetitiveness and expertise of European fastener manufacturers have allowed them todevelop global champions who have also successfully invested in other regions worldwide.
In fact, at least five European manufacturers rank among the world’s top ten fastener
manufacturers.
The potential risks are partly known and partly new. The known risks include
imbalances in relation to WTO regulations, which have led to the imposition ofimport duties to rebalance the system. The new risks stem from the disparities
in the speed and approaches adopted by different regions worldwide to address
sustainability concerns.
These concerns primarily revolve around the environment, with the first test casebeing the implementation of the CBAM (Carbon Border Adjustment Mechanism).
However, this issue extends beyond environmental considerations and encompasses
broader decisions linked to ESG issues, with each country adopting different approaches
in this regard.

What can the EIFI do, particularly for small andmedium-sized European companies in the fasteners
sector?
In my view, small and medium-sized companies need to be part of anorganisation that can effectively represent, defend and guide them in navigating
the immense challenges of today. Consider the three major transformations currently
taking place in Europe: sustainability, digitisation and the electrification of the automotive
sector, which remains a key market for fastener manufacturers. These profound changes
are having a significant impact on organisations, and the fact that they are all happening
at the same time makes their management very complex and burdensome for large
companies, while posing an unsustainable challenge for small and medium-sizedenterprises. By sharing these epochal transitions with associations that can provide
valuable information, support and guidance on addressing these challenges, Ibelieve we can foster more cohesive and harmonious growth throughout theentire supply chain. This collaboration can help prevent disruptions and discontinuities
that could potentially lead to significant issues, as demonstrated during the pandemic.

Associaton

Currently, there is the prevailing belief
that growth is the sole means to guarantee
a company’s survival. In your opinion,
what does this growth actually mean andhow should it be achieved?
I do not think that growth is the only way to survive, but it isevident that stagnant or diminished corporate stature does not foster thedevelopment of champions capable of competing in a global and rapidly
evolving environment such as the one we face today. Without growth,
there is no investment and without investment, there is no innovation andno job creation.
Europe stands at the forefront in the battle against pollution ingeneral, but this inevitably means placing limitations on economic andproduction activities. How do you propose reconciling this contradiction
in a positive manner?

China Fastener World no.69/2023

I believe that Europe’s environmental choices are correct, and no one,including companies, wants to oppose the transition. However, it appears
that there has been an excessive focus on regulation, leaving
little room for the development of a comprehensive strategy.
While deadlines and potential sanctions have been set, the competitive
landscape with American and Chinese companies seems to have been
overlooked. The risk we face is that we are creating new rules forthe game with highly skilled referees, only to find that others havetaken the field ahead of us. This is true not only in the transition toelectric vehicles, where Europe trails behind China, Korea and Japan interms of accumulated battery technology, but also in the high-tech sector,
where Europe faces a technological gap and lacks key players compared
to countries like the United States and China. This contradiction
could be resolved by greater collaboration between the European
Commission and trade associations. Together they can work towards
defining more comprehensive strategies that take into account the speedof transition and the negative effects it may bring in the short term.
A prime example is the new regulations on car emissions with Euro 7
engines scheduled for July 2025. These regulations entail significantly
higher costs than those initially estimated by the Commission, whileproviding limited environmental benefits.

We are currently witnessing a periodof significant change and uncertainty,
particularly in the automotive industry.
What are your predictions in this regard?
What role should the EIFI play in thiscontext?
For quite some time now, I have believed that the transition toelectric vehicles is irreversible. There is no turning back given themassive investments made by car manufacturers in Europe and globally.
Recent growth figures have shown unexpected advancements not only in
China but also in Europe, albeit at varying rates between northern andsouthern countries. The goal of achieving full electric private mobility inEurope by 2035, which may have seemed implausible a few years ago, has
become more feasible. Since 2019 we have seen exponential growth in themarket share of electrified vehicles, reaching 21% in 2022, with 9% being

046 惠達雜誌fully electric (BEV). Some Northern European countries,
such as Norway, have already achieved an impressive 80%
penetration rate. Evaluating how these countries have beenable to reach such levels today will provide insights into
the 2035 sustainability target for the whole of Europe.
Uncertainty persists in the short term regarding the overall
demand for cars, which will undoubtedly be negatively
impacted by reduced credit availability, higher costs, theeffects of a potential recession and relatively high price levelsof electric vehicles, particularly in segments A and B.
When it comes to the evolution of the car, the EIFI
will need to collaborate closely with other national andEuropean automotive trade associations to address industryspecific challenges that may arise during this complex phase.
One key challenge lies in effectively managing larger
quantities and varieties of products, particularly forfastener manufacturers. This will necessitate diverse
skills and the development of new processes to create
new materials, coatings and components. Additionally,broader knowledge in areas beyond mechanics andmetal materials will be essential. The demand for morediversified products will also lead to greater complexity
in logistics management and distribution of products,
as well as the need to converge towards standards
that have yet to be defined. Lastly, over the comingyears, components dedicated solely to internal combustion
vehicles will gradually decline in volume, adversely affecting
production costs due to diminished economies of scale,following a logic similar to what we have already seen forcomponents used exclusively for diesel powertrains.

In the aftermath of a pandemic andwith ongoing conflicts in various
parts of the world, is it possible tomaintain optimism and confidence
in the future?
Unfortunately, wars and pandemics have always existed
in the world and are part of human history and nature.
Our generation has been fortunate enough to have avoided
experiencing them directly. In particular, in the Westernworld, we have managed not to have wars for over 70 years,
with the exception of the Balkan War in the 1990s. However,
we now have one in the heart of Europe that increasingly
involves us and seems to be taking on the form of a clash
between the West and the rest of the world. This situation is
disconcerting and fills us with unease and uncertainty, but I
believe that maintaining a healthy balance of realism andoptimism is the most prudent approach.

How would you like to conclude
this interview?
With a closing remark that carries both a cautionary
message and a ray of hope for companies of all sizes.
The world is changing fast. It is no longer a question of
big overpowering small, but rather of the fast outpacing
the slow.