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rails, and 1.1 times as much rubber and plastics. To provide
aconcretereferencepoint,ifBrescia’sprovincewerean
EU country, according to the analyses carried out, it would
be the twelfth in terms of GNP per head, ahead of Italy and
Spain, and it would overtake in absolute terms Latvia, Estonia,
Cyprus and Malta. Basically, we are the centre of a territory
which has all the prerequisites to perform well and
toplayaleadingroleinthemanufacturingsegment,which
is and should keep on being our first objective in terms of
industrial policy. Unfortunately as a country Italy’s development
is still fettered by weak infrastructures, a slow and
aggressive bureaucracy, hardly enlightened norms; entrepreneurs
believing in their still exist, can be competitive in
spite of everything and do not just sit and watch, but we
mustrealizethatbynotmakingallthechangesweallknow
would be necessary, we are losing opportunities and devaluing
our potential. The world has changed, I am convinced
that Italy could be the most competitive country in the
world on account of its ingenuity, innovation and professional
capabilities of its workforce, but we cannot lose all
of this just for the sake of remaining anchored to remnants
of the past.
LetustalkabouttheOMRgroup,which
grew from a small family-run business to
a multinational automotive parts company,
from subcontractors to suppliers of complex
partsandsystemsfortheautomotivesector,
withveryfewcompetitorsintheworld.
In which specific segments is your business
developing, and how would you describe in
a few words your approach to innovation?
OMRAutomotive’sactivityconcernsfor50%theautomotive
industry, for 20% agricultural machinery and earth
movers, for 20% industrial and commercial vehicles and for
10%motorcycles.Innovationistherecurringthemeinour
activity in every moment, it concerns products and processes,andthereforethechoiceofmaterialsandofthe
transformation methods, intermediate processes, machining
and finishing, from the basic metallurgy right up to the
digitization of the entire production cycle. This basic setup
affects all choices investing development strategies
and dynamics of corporate growth. Innovation implies that
wedonotjustproduce“items”,butwesharewithourclients,
as partners, the creation of ideas and projects with
increasingly ambitious objectives, which need to take into
consideration collateral but fundamental issues such as
environmental sustainability and social responsibility. The
automotive industry is today doing very well; as a consequence
we are progressing rapidly with our innovative
Figure 2:
GDP per capita
in EU countries and
the province of
Brescia,
2013, €
(source: Centro
Studi Associazione
Industriale
Bresciana on data
Istat and Eurostat)
contochenonfacendoicambiamentichetutticonoscono,
stiamo perdendo opportunità e stiamo svalutando il nostro
potenziale. Il mondo è cambiato, sono convinto che l’Italia
possa essere il Paese più competitivo al mondo per genialità,
innovazione e professionalità delle sue maestranze, ma
non possiamo perdere tutto questo per restare ancorati a
retaggi del passato.
Parliamo un po’ del gruppo OMR, da una piccola realtà
famigliare a multinazionale della componentistica
automotive, da contolavoristi a fornitori di
componenti e di sistemi complessi per il sistema
automobilistico, con pochissimi rivali al mondo.
Suqualicompartispecificisisviluppailvostro
business e come ci può descrivere in poche parole
il vostro approccio all’innovazione?
L’attività di OMR Automotive si sviluppa per il 50% nelle
auto, 20% macchine agricole e movimento terra, 20% veicoli
industriali e commerciali, 10% motocicli. L’innovazione
èilfiloconduttoredellanostraattivitàinognimomento,riguardaiprodottieiprocessi,quindilasceltadeimateriali
e delle modalità di trasformazione, trattamenti intermedi,
lavorazioni e finiture, parte dalla metallurgia di base sino
alla digitalizzazione dell’intero ciclo produttivo. E’ un’im-
Figura 2:
Pil pro capite
dei paesi EU
edellaprovincia
di Brescia,
2013, € (fonte:
Centro Studi
Associazione
Industriale
Bresciana su dati
Istat ed Eurostat)
April 2017 N° 02
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