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A Long P Circuit
at the Temple of Speed

1938 saw the launch of a modernisation programme for the Monza racetrack, which included the reconstruction of the road surface, the construction of a new section of the circuit and a large grandstand. This was when the “Pirelli Circuit”, as it is still known today, was built. Little is known about this circuit, which appeared for the first time that year on the map of the new circuit of the Autodromo. It would appear that it was not used for racing and was most likely created, in collaboration with Pirelli, as a track to be used for testing tyres. This hypothesis is backed up by the layout of the circuit, with two straights connected by two “bends” of different radiuses and different surfaces, partly in asphalt and partly in porphyry.

The outbreak of the war led to all activities at the Monza racetrack being put on hold until 1948 and a number of variations were made to the circuit from the 1950s onwards. The straights and the partly asphalted north curve of the original Pirelli circuit, with a section of porphyry surfacing, can still be seen today. It is an important element in the history of the racetrack and of Pirelli’s research and testing activities. In 1963, track tests on Pirelli tyres in Italy were moved to the Lainate circuit, and later, in 1969, to the Vizzola Ticino track. Specially made for experimentation and complete with all the most modern equipment and technologies, the Vizzola track is still today a centre of excellence for outdoor testing of Pirelli tyres: a track with a “Long P”, just like the one created at Monza in the 1930s, in the Temple of Speed.

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1938 saw the launch of a modernisation programme for the Monza racetrack, which included the reconstruction of the road surface, the construction of a new section of the circuit and a large grandstand. This was when the “Pirelli Circuit”, as it is still known today, was built. Little is known about this circuit, which appeared for the first time that year on the map of the new circuit of the Autodromo. It would appear that it was not used for racing and was most likely created, in collaboration with Pirelli, as a track to be used for testing tyres. This hypothesis is backed up by the layout of the circuit, with two straights connected by two “bends” of different radiuses and different surfaces, partly in asphalt and partly in porphyry.

The outbreak of the war led to all activities at the Monza racetrack being put on hold until 1948 and a number of variations were made to the circuit from the 1950s onwards. The straights and the partly asphalted north curve of the original Pirelli circuit, with a section of porphyry surfacing, can still be seen today. It is an important element in the history of the racetrack and of Pirelli’s research and testing activities. In 1963, track tests on Pirelli tyres in Italy were moved to the Lainate circuit, and later, in 1969, to the Vizzola Ticino track. Specially made for experimentation and complete with all the most modern equipment and technologies, the Vizzola track is still today a centre of excellence for outdoor testing of Pirelli tyres: a track with a “Long P”, just like the one created at Monza in the 1930s, in the Temple of Speed.

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Gallery

Images

A Century of Records:
The Creation of the Monza Racetrack

Monza, 1922. This was the year of the first Gran Premio dell’Automobile Club, as the Monza Grand Prix was called. An authentic centre of Italian excellence. The debut race was dominated by Felice Nazzaro and Pietro Bordino, at the wheel of two Fiats fitted with Pirelli Superflex Cord tyres, with which the drivers declared they were “extremely satisfied”. In 1924 it was the turn of Alfa Romeo, which made its debut in the Grand Prix with the mighty P2: Antonio Ascari and Giuseppe Campari were out on the track, with their cars fitted with Pirelli Cord tyres. During the 1925 French Grand Prix, at the Montlhéry circuit, Antonio Ascari was leading the race when he was killed in a terrible accident. It was a hard blow for Alfa and Pirelli, who still had to prepare for an international race, for the first Automobile World Championship was to be held in Monza.

The victor here was the Florentine Count Gastone Brilli Peri, with Alfa and Pirelli. In 1933, Monza proved fatal for Giuseppe Campari, Ascari’s teammate, at the entrance to the famous banking that had become one of the wonders of modern motor racing. In the 1930s, the racetrack was the setting for what had become an unbeatable combination on the circuit: the Alfa Romeo single-seater, the racing-team manager Enzo Ferrari, the driver Tazio Nuvolari and, of course, Pirelli Stella Bianca tyres.

The history of Monza is also one of motorcycling records: the photograph of Gianni Leoni, stretched out on his “Guzzino” in November 1948, as he roars off towards the Pirelli hoarding to smash yet another record, remains in the annals. In 1950 the Monza circuit witnessed the victory of Nino Farina, the first Formula 1 World Champion with Alfa Romeo, and it heralded the success and destiny of Alberto Ascari. When Pirelli abandoned racing in 1956, the historical ties between the company and the Monza racetrack remained as strong as ever. The company’s experimental return to Formula 1 in the 1980s and the great seasons of the Touring Championships often brought the radials with the Long P back to the “world’s most famous asphalt”.

Back to the main page

Monza, 1922. This was the year of the first Gran Premio dell’Automobile Club, as the Monza Grand Prix was called. An authentic centre of Italian excellence. The debut race was dominated by Felice Nazzaro and Pietro Bordino, at the wheel of two Fiats fitted with Pirelli Superflex Cord tyres, with which the drivers declared they were “extremely satisfied”. In 1924 it was the turn of Alfa Romeo, which made its debut in the Grand Prix with the mighty P2: Antonio Ascari and Giuseppe Campari were out on the track, with their cars fitted with Pirelli Cord tyres. During the 1925 French Grand Prix, at the Montlhéry circuit, Antonio Ascari was leading the race when he was killed in a terrible accident. It was a hard blow for Alfa and Pirelli, who still had to prepare for an international race, for the first Automobile World Championship was to be held in Monza.

The victor here was the Florentine Count Gastone Brilli Peri, with Alfa and Pirelli. In 1933, Monza proved fatal for Giuseppe Campari, Ascari’s teammate, at the entrance to the famous banking that had become one of the wonders of modern motor racing. In the 1930s, the racetrack was the setting for what had become an unbeatable combination on the circuit: the Alfa Romeo single-seater, the racing-team manager Enzo Ferrari, the driver Tazio Nuvolari and, of course, Pirelli Stella Bianca tyres.

The history of Monza is also one of motorcycling records: the photograph of Gianni Leoni, stretched out on his “Guzzino” in November 1948, as he roars off towards the Pirelli hoarding to smash yet another record, remains in the annals. In 1950 the Monza circuit witnessed the victory of Nino Farina, the first Formula 1 World Champion with Alfa Romeo, and it heralded the success and destiny of Alberto Ascari. When Pirelli abandoned racing in 1956, the historical ties between the company and the Monza racetrack remained as strong as ever. The company’s experimental return to Formula 1 in the 1980s and the great seasons of the Touring Championships often brought the radials with the Long P back to the “world’s most famous asphalt”.

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Gallery

Images

The Road to Success:
Pirelli’s Debut in Racing

Organised by the Automobile Club di Milano, the Carovana Automobilistica Milano-Roma was set in motion in April 1904. It was a great test for Pirelli, which fitted its Ercole tyres, the first model of which was patented in 1901, on Eisenach and Isotta Fraschini cars. The following year came the Susa-Moncenisio race: Giuseppe Tamagni’s Marchand was fitted with Pirelli tyres and had a good race, although it unfortunately ended early due to a broken gearbox. Bruno Corbetta’s Darracq fared better, coming third in Category 2, and so did Giovanni Piena’s little Peugeot Bébé, which was second in Category 3. Witnesses said they crossed the finish line “with their pneus intact”: “pneus Pirelli”, of course.

Ever since the dawn of motor racing, the Long P logo has been part of the action. March 1906 saw the first Settimana Automobilistica di Sanremo, in which Tamagni, again in his Marchand with Ercole tyres, took top spot in Category 1. This was Pirelli’s first real victory in motor racing. 1907 marked the start of a mammoth international undertaking: the Itala with Pirelli tyres triumphed in the Peking-Paris Motor Race. The sensational feat became headline news and the following year Pirelli took on the New York-Paris – almost right round the world – fitting out Emilio “Giulio” Sirtori’s Züst. At his side was the journalist Antonio Scarfoglio of Il Mattino of Naples. The race went from coast to coast, from New York to San Francisco, and then up to Alaska, before crossing the ocean and, from Siberia, reaching all the way to the finish in Paris.

Alberto Pirelli was there on the morning of 12 July 1913, at the Grand Prix of the Automobile Club de France, where Jacques Boillot was not among the favourites and yet was the first to cross the finish line on the Picardie Circuit. The runner-up was Louis Goux: both of them in Peugeots with “Pneumatiques Pirelli”. 1913 was an amazing year: from the Gulf of Palermo to the hairpin bends of the Madonie, the Targa Florio was a furious challenge for the drivers and for their cars and equipment. Felice Nazzaro took the podium, winning aboard his Pirelli-tyred Fiat. On the same day, Boillot triumphed in the speed race at the Meeting de la Sarthe at Le Mans. Pirelli clocked up victory after victory in car racing across the world and the history of Pirelli became intertwined with that of a track that is now preparing to celebrate its first century: the Monza racing circuit.

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Organised by the Automobile Club di Milano, the Carovana Automobilistica Milano-Roma was set in motion in April 1904. It was a great test for Pirelli, which fitted its Ercole tyres, the first model of which was patented in 1901, on Eisenach and Isotta Fraschini cars. The following year came the Susa-Moncenisio race: Giuseppe Tamagni’s Marchand was fitted with Pirelli tyres and had a good race, although it unfortunately ended early due to a broken gearbox. Bruno Corbetta’s Darracq fared better, coming third in Category 2, and so did Giovanni Piena’s little Peugeot Bébé, which was second in Category 3. Witnesses said they crossed the finish line “with their pneus intact”: “pneus Pirelli”, of course.

Ever since the dawn of motor racing, the Long P logo has been part of the action. March 1906 saw the first Settimana Automobilistica di Sanremo, in which Tamagni, again in his Marchand with Ercole tyres, took top spot in Category 1. This was Pirelli’s first real victory in motor racing. 1907 marked the start of a mammoth international undertaking: the Itala with Pirelli tyres triumphed in the Peking-Paris Motor Race. The sensational feat became headline news and the following year Pirelli took on the New York-Paris – almost right round the world – fitting out Emilio “Giulio” Sirtori’s Züst. At his side was the journalist Antonio Scarfoglio of Il Mattino of Naples. The race went from coast to coast, from New York to San Francisco, and then up to Alaska, before crossing the ocean and, from Siberia, reaching all the way to the finish in Paris.

Alberto Pirelli was there on the morning of 12 July 1913, at the Grand Prix of the Automobile Club de France, where Jacques Boillot was not among the favourites and yet was the first to cross the finish line on the Picardie Circuit. The runner-up was Louis Goux: both of them in Peugeots with “Pneumatiques Pirelli”. 1913 was an amazing year: from the Gulf of Palermo to the hairpin bends of the Madonie, the Targa Florio was a furious challenge for the drivers and for their cars and equipment. Felice Nazzaro took the podium, winning aboard his Pirelli-tyred Fiat. On the same day, Boillot triumphed in the speed race at the Meeting de la Sarthe at Le Mans. Pirelli clocked up victory after victory in car racing across the world and the history of Pirelli became intertwined with that of a track that is now preparing to celebrate its first century: the Monza racing circuit.

Back to the main page

Gallery

Images

Winner of the 60th Premio Campiello Announced

The 60th edition of the Premio Campiello literary award came to an end on the evening of Saturday 3 September: the coveted prize, which has been awarded to some of the greatest names in Italian literature ever since 1962, went to  Bernardo Zannoni, for the book “I miei stupidi intenti” (Sellerio)

To find out about the author and the book click here to see the interview with the Pirelli Foundation

During the ceremony, Antonio Calabrò, director of the Pirelli Foundation, and Enrico Carraro, president of the Fondazione Il Campiello, also gave Antonella Sbuelz, winner of the first edition of the Premio Campiello Junior with her book Questa notte non torno, the prize promoted by the Pirelli Foundation for Italian works of fiction and poetry for children, which introduced some important new features this year.

To find out about the author and her book click here to see the interview with the Pirelli Foundation

You can find the latest on the Premio Campiello Junior events at www.fondazionepirelli.org and www.premiocampiello.org

The 60th edition of the Premio Campiello literary award came to an end on the evening of Saturday 3 September: the coveted prize, which has been awarded to some of the greatest names in Italian literature ever since 1962, went to  Bernardo Zannoni, for the book “I miei stupidi intenti” (Sellerio)

To find out about the author and the book click here to see the interview with the Pirelli Foundation

During the ceremony, Antonio Calabrò, director of the Pirelli Foundation, and Enrico Carraro, president of the Fondazione Il Campiello, also gave Antonella Sbuelz, winner of the first edition of the Premio Campiello Junior with her book Questa notte non torno, the prize promoted by the Pirelli Foundation for Italian works of fiction and poetry for children, which introduced some important new features this year.

To find out about the author and her book click here to see the interview with the Pirelli Foundation

You can find the latest on the Premio Campiello Junior events at www.fondazionepirelli.org and www.premiocampiello.org

Countdown to the Final of the Premio Campiello 2022: Let’s Find Out About The Five Finalist Books and their Authors

The evening of the Premio Campiello 2022 awards ceremony is fast approaching, once again supported by Pirelli, which always leads the way in promoting reading events. To find out more about the champions in this sixtieth edition of the prestigious literary award, the Pirelli Foundation has invited the five finalists to talk about their books in conversations with Antonio Calabrò, the director of the Pirelli Foundation. The interviews will accompany readers during the run-up to the awards ceremony, which is set to be held on Saturday 3 September. This year it will be back at the Teatro La Fenice in Venice and will be broadcast live on Rai 5 starting at 8.45 p.m.

From today until Friday 2 September, the five finalists will talk to us about their works: novels that speak of trees with memories and recollections, of the kisses that intersperse the life of a young woman, of the explosive violence that can turn an existence on its head, of a generation of powerful men who made the history of Italy, and of animals that question the meaning of life.

This is the complete programme of videos that will be published on the fondazionepirelli.org website, starting today:

Monday 29 August 2022: Antonio Pascale – La foglia di fico (Einaudi)

Tuesday 30 August 2022: Daniela Ranieri – Stradario aggiornato di tutti i miei baci (Ponte alle Grazie)

Wednesday 31 August 2022: Fabio Bacà – Nova (Adelphi)

Thursday 1 September 2022: Elena Stancanelli – Il tuffatore (La nave di Teseo)

Friday 2 September 2022: Bernardo Zannoni – I miei stupidi intenti (Sellerio)

Enjoy the show, and the read!

Pirelli Foundation

The evening of the Premio Campiello 2022 awards ceremony is fast approaching, once again supported by Pirelli, which always leads the way in promoting reading events. To find out more about the champions in this sixtieth edition of the prestigious literary award, the Pirelli Foundation has invited the five finalists to talk about their books in conversations with Antonio Calabrò, the director of the Pirelli Foundation. The interviews will accompany readers during the run-up to the awards ceremony, which is set to be held on Saturday 3 September. This year it will be back at the Teatro La Fenice in Venice and will be broadcast live on Rai 5 starting at 8.45 p.m.

From today until Friday 2 September, the five finalists will talk to us about their works: novels that speak of trees with memories and recollections, of the kisses that intersperse the life of a young woman, of the explosive violence that can turn an existence on its head, of a generation of powerful men who made the history of Italy, and of animals that question the meaning of life.

This is the complete programme of videos that will be published on the fondazionepirelli.org website, starting today:

Monday 29 August 2022: Antonio Pascale – La foglia di fico (Einaudi)

Tuesday 30 August 2022: Daniela Ranieri – Stradario aggiornato di tutti i miei baci (Ponte alle Grazie)

Wednesday 31 August 2022: Fabio Bacà – Nova (Adelphi)

Thursday 1 September 2022: Elena Stancanelli – Il tuffatore (La nave di Teseo)

Friday 2 September 2022: Bernardo Zannoni – I miei stupidi intenti (Sellerio)

Enjoy the show, and the read!

Pirelli Foundation

Multimedia

Video

Corporate changes, a tale from within

The analysis of what happened in a production organisation grappling with the pandemic and the changes in workplace culture

 

 

 

Reorganising work to tackle changes taking place outside a company and thus generate further changes inside the company: it is something that happens in all production organisations and that alters corporate culture itself, as well as one’s personal approach to work.

Starting from this underlying premise, Alberto Martiello and Giuseppe Parigi analyse what happened after the COVID-19 pandemic in a particular organisation such as the Bank of Italy. “Il modello ibrido: una reazione vitale dal mondo del lavoro” (“The hybrid model: a vital response from the world of work”) – a research study recently published as part of the Tematiche istituzionali (Institutional topics) magazine published by the Bank itself – is a good analytical example that can also reveal much about other similar situations.

Changing the way we work, applying new technological tools, dealing with employees situated in different locations, new methods of communication among employees, evolved social approaches: these are the topics at the basis of the Bank of Italy’s experience, as well as of Martiello and Parigi’s analysis, all without neglecting the need for new trade union agreements or forgetting the risks connected to changing how work is structured – risks that are related, above all, to the nature of employees as “social beings” and thus also needing a direct relationship with their colleagues.

Besides all this, the two authors also focus on the role of managers as well as on the requirement for training paths differing from traditional ones and novel forms of corporate cohesion.

Martiello and Parigi’s analysis has the great merit to narrate, from within, the intense change experienced by an enterprise (albeit a particular one) that shifted to a hybrid mode of working. It’s an honest account that leaves no room for redundant rhetoric and, despite its conciseness, it does not overlook anything. Its conclusion includes the following passage: “As it always happens in phases of rapid change, uncertainties arise that generate moments of perplexity and confusion, and this can lead to anxiety and apprehension towards the future. Not everyone has been able to bear this situation and many have experienced periods of (great) mental distress in relation to their work;  others have reacted by excessively increasing the workload (or simply quitting their job). Managers must reconsider their role, finding new balances in which tools used in the past are reviewed or even completely abandoned in favour of new ones.”

“Il modello ibrido: una reazione vitale dal mondo del lavoro” (“The hybrid model: a vital response from the world of work”)

Alberto Martiello, Giuseppe Parigi

Tematiche istituzionali, Banca d’Italia, June 2022

The analysis of what happened in a production organisation grappling with the pandemic and the changes in workplace culture

 

 

 

Reorganising work to tackle changes taking place outside a company and thus generate further changes inside the company: it is something that happens in all production organisations and that alters corporate culture itself, as well as one’s personal approach to work.

Starting from this underlying premise, Alberto Martiello and Giuseppe Parigi analyse what happened after the COVID-19 pandemic in a particular organisation such as the Bank of Italy. “Il modello ibrido: una reazione vitale dal mondo del lavoro” (“The hybrid model: a vital response from the world of work”) – a research study recently published as part of the Tematiche istituzionali (Institutional topics) magazine published by the Bank itself – is a good analytical example that can also reveal much about other similar situations.

Changing the way we work, applying new technological tools, dealing with employees situated in different locations, new methods of communication among employees, evolved social approaches: these are the topics at the basis of the Bank of Italy’s experience, as well as of Martiello and Parigi’s analysis, all without neglecting the need for new trade union agreements or forgetting the risks connected to changing how work is structured – risks that are related, above all, to the nature of employees as “social beings” and thus also needing a direct relationship with their colleagues.

Besides all this, the two authors also focus on the role of managers as well as on the requirement for training paths differing from traditional ones and novel forms of corporate cohesion.

Martiello and Parigi’s analysis has the great merit to narrate, from within, the intense change experienced by an enterprise (albeit a particular one) that shifted to a hybrid mode of working. It’s an honest account that leaves no room for redundant rhetoric and, despite its conciseness, it does not overlook anything. Its conclusion includes the following passage: “As it always happens in phases of rapid change, uncertainties arise that generate moments of perplexity and confusion, and this can lead to anxiety and apprehension towards the future. Not everyone has been able to bear this situation and many have experienced periods of (great) mental distress in relation to their work;  others have reacted by excessively increasing the workload (or simply quitting their job). Managers must reconsider their role, finding new balances in which tools used in the past are reviewed or even completely abandoned in favour of new ones.”

“Il modello ibrido: una reazione vitale dal mondo del lavoro” (“The hybrid model: a vital response from the world of work”)

Alberto Martiello, Giuseppe Parigi

Tematiche istituzionali, Banca d’Italia, June 2022

New government: the priority and values of enterprises

Europe, public debt and implementation of the PNRR, the Italian recovery and resilience plan

Corporate promise: we are Europe. Our currency and target market are European. Our institutional rules and political decisions, required for investment and growth, are European. Our values (liberal democracy, environmental and social sustainability, the search for a competitiveness coupled with solidarity, care for the people, commitment to scientific research and quality) that inspire our obligations as social actors building wealth and creating employment opportunities, are European.

Over two difficult years, Italian enterprises have faced the COVID-19 pandemic and an intense economic slowdown, the war in Ukraine and the energy crisis, bottlenecks in a globalisation that needs to be reimagined, inflation and, now, a risk of recession. They’ve had concerns about the foolish crisis affecting the Draghi government, brought on by short-sighted and irresponsible political forces, fearing the consequences of a recession that’s coming to several parts of the world. Therefore, they have drafted, in a document recently approved by the General Council of territorial entrepreneurial institution Confindustria, 18 points constituting a strategy for resistance and recovery that takes into consideration Italy’s overall interests and insists on interventions that are crucial to guarantee development, income and employment. A true “priority schedule” aimed at the government that will be formed after the next political elections and that “represents an action strategy for the next parliamentary term.”

Indeed, its starts with a very political preamble, framed by the values and interests of the EU, disputed by populist and sovereignist shadows looming on current Italian politics. “Confindustria’s vision remains firmly tied to European decisions, just as the Western vision is to NATO. We believe, now more than ever, that Italy needs public financing that won’t be jeopardised again, and a quick implementation of the PNRR accompanied by new, sharp reforms, in order to meet the growth of poverty and social hardship.”

Industry, in fact, should be considered “a national security strategic asset”: without industry there’s neither development nor social cohesion. It’s a belief also substantiated by these past years’ figures and successes (as by ISTAT data on acquired GDP growth that reached 3.4% in 2022, one of the best in Europe). It’s a premise to more advanced proposals: “Without reformist action, the productivity and quality of public spending won’t improve, capital won’t be attracted, there won’t be any support for 10 million Italian people on the brink of poverty, there won’t be a reversal of the demographic curve, the growth of Italian industry in global value chains won’t be safeguarded.”

The first of these 18 points, then, insists on the “firm commitment to European principles and values”, as the pandemic and the war have corroborated the notion that solutions to the great global challenges of our times are found at a European, not national, level. Europe and the domestic market, whose proper and consistent functioning must be preserved, are key to the future of producers and provide a perspective through which the restoration of strategic supply chains – including national ones – can be strengthened and promoted, within the context of the twin transition, too. Steps forward towards a common European debt aimed at solidarity and a common energy policy, ECB’s recent adoption of the TPI (Transmission Protection Instrument), sharing the sanctions adopted against Russia after its invasion of Ukraine, are all key developments along a path leading to a much needed strengthening of European institutions and Italy must consider itself as irreversibly committed to this, without any concession to sovereignism.”

The second points reiterates the decision made by enterprises with regard to “Atlantic values”, with explicit reference to NATO and the West, binding democratic freedom with market freedom, a culture of rights and duties with the best corporate culture which, indeed, makes our manufacturing and service industries excellent worldwide (sustainability it’s the best representative example of this).

“The irresponsible political crisis that has ended a government based on national solidarity, led by President Draghi, has caused a crack in Western solidarity, already challenged by the Russian invasion of Ukraine”, reads the document. Thus, “the government that will arise after the elections must ward off any misunderstanding about this and reiterate its uncompromising stance in sharing the political, military and economic steps jointly taken by NATO and the US.”

The future sees commitment at an international level, in order to “avoid returning to a world divided into two blocks, which doesn’t correspond to the interests of a transformative and exporting country like Italy.” In fact, “full freedom in accessing energy, commodities and technologies must be the goal of all democratic countries’ shared effort, in the interest of the world, for a globalisation that will benefit everyone. In this context, Italy must enhance its central position in the Mediterranean area, as well as its active role in the dialogue involving all international actors.”

In an electoral campaign that already seems rife with costly and unrealistic promises (pensions, contributions, benefits for this or that category) and that threatens to implicate some kind of cross party determined to exacerbate national debt, Confindustria reminds us that “over the past ten years, governments of varying political persuasion increased the Italian public debt from 120% to 150% of the GDP – much higher than in other EU countries, considering that the pandemic didn’t just affect Italy. Italy’s public spending has been greater than the Eurozone average in each of the ten years taken into consideration and the country’s deficit has also risen, despite a higher-than-average fiscal strain. The fact that, with a maturity date of two years, Italy today has to repay a debt that’s 25% higher than that of Greece must make us stop and think.”

Hence, the new government “must consider itself obliged to pursue a structured balance in terms of public finances.”

Budget policies that don’t respect constraints “are thwarted by the tensions experienced by government bonds on the market” (market trends are shifting to show higher reliability in Greek government bonds). All political forces, then, “must be well aware that the possible activation of the anti-spread shield, recently introduced by the ECB, is conditional to meeting the commitments undertaken with the EU in terms of calibration of public budgets and implementation of reforms, including those laid down in the PNRR, as well as of the restoration of structural macroeconomic unbalances.”

Still within an EU context, “this asset should commit the future government to a necessary revision of the rules of the Stability and Growth Path, where more stringent constraints on national public finances should be balanced by adequate fiscal capacity at a European level, to be employed to mitigate the impact of potential crisis and increase public investments.”

Confindustria’s enterprises operate within what Giovanni Orsina terms “the precincts of earnestness” (La Stampa, 25 July): Atlantic loyalty, the will to constructively participate in EU life, a determination to not destabilise the Euro – that is, implementing the PNRR as an indispensable tool allowing Italy not to waste an extraordinary chance to reform and modernise European Italy and to finally untangle issues of low structural grown swamped by poor productivity.

With regards to the PNRR, in fact, we must insist on a key point: an effective monitoring system to verify the Plan’s implementation status, looking at legislative provisions, implementation policies, calls for tender, fund expenditure, all at both a central and at a regional and municipal level – the kind of monitoring that Confindustria wants, as a tool for clarity and the restoration of efficiency and confidence.

Other priorities concern “fair and sustainable” welfare, schools and universities, active employment policies to support the transition towards the digital economy and environmental values, salaries to be increased through collective bargaining tools and, as such, to be tied in with production growth, taxes, enterprise capitalisation, scientific research and technological shifts, an efficient and effective healthcare system, energy and the environment, infrastructures, transports and the logistics for “sustainable mobility”, funding development, economic and social political decisions for a “reversal of the demographic curve.”

Europe as the future, then. Good governance as a tool, going beyond the clamour of an election campaign driven by populism and setting sustainable development as a goal, taking especially into consideration the future generations. To enterprises, being leaders in an open and well-regulated market, within a “Reinventing globalisation” trend (to quote the headline of the mid-June issue of The Economist) means assuming a great, overall sense of responsibility and demanding, legitimately so, the same commitment from Italy’s future government.

Europe, public debt and implementation of the PNRR, the Italian recovery and resilience plan

Corporate promise: we are Europe. Our currency and target market are European. Our institutional rules and political decisions, required for investment and growth, are European. Our values (liberal democracy, environmental and social sustainability, the search for a competitiveness coupled with solidarity, care for the people, commitment to scientific research and quality) that inspire our obligations as social actors building wealth and creating employment opportunities, are European.

Over two difficult years, Italian enterprises have faced the COVID-19 pandemic and an intense economic slowdown, the war in Ukraine and the energy crisis, bottlenecks in a globalisation that needs to be reimagined, inflation and, now, a risk of recession. They’ve had concerns about the foolish crisis affecting the Draghi government, brought on by short-sighted and irresponsible political forces, fearing the consequences of a recession that’s coming to several parts of the world. Therefore, they have drafted, in a document recently approved by the General Council of territorial entrepreneurial institution Confindustria, 18 points constituting a strategy for resistance and recovery that takes into consideration Italy’s overall interests and insists on interventions that are crucial to guarantee development, income and employment. A true “priority schedule” aimed at the government that will be formed after the next political elections and that “represents an action strategy for the next parliamentary term.”

Indeed, its starts with a very political preamble, framed by the values and interests of the EU, disputed by populist and sovereignist shadows looming on current Italian politics. “Confindustria’s vision remains firmly tied to European decisions, just as the Western vision is to NATO. We believe, now more than ever, that Italy needs public financing that won’t be jeopardised again, and a quick implementation of the PNRR accompanied by new, sharp reforms, in order to meet the growth of poverty and social hardship.”

Industry, in fact, should be considered “a national security strategic asset”: without industry there’s neither development nor social cohesion. It’s a belief also substantiated by these past years’ figures and successes (as by ISTAT data on acquired GDP growth that reached 3.4% in 2022, one of the best in Europe). It’s a premise to more advanced proposals: “Without reformist action, the productivity and quality of public spending won’t improve, capital won’t be attracted, there won’t be any support for 10 million Italian people on the brink of poverty, there won’t be a reversal of the demographic curve, the growth of Italian industry in global value chains won’t be safeguarded.”

The first of these 18 points, then, insists on the “firm commitment to European principles and values”, as the pandemic and the war have corroborated the notion that solutions to the great global challenges of our times are found at a European, not national, level. Europe and the domestic market, whose proper and consistent functioning must be preserved, are key to the future of producers and provide a perspective through which the restoration of strategic supply chains – including national ones – can be strengthened and promoted, within the context of the twin transition, too. Steps forward towards a common European debt aimed at solidarity and a common energy policy, ECB’s recent adoption of the TPI (Transmission Protection Instrument), sharing the sanctions adopted against Russia after its invasion of Ukraine, are all key developments along a path leading to a much needed strengthening of European institutions and Italy must consider itself as irreversibly committed to this, without any concession to sovereignism.”

The second points reiterates the decision made by enterprises with regard to “Atlantic values”, with explicit reference to NATO and the West, binding democratic freedom with market freedom, a culture of rights and duties with the best corporate culture which, indeed, makes our manufacturing and service industries excellent worldwide (sustainability it’s the best representative example of this).

“The irresponsible political crisis that has ended a government based on national solidarity, led by President Draghi, has caused a crack in Western solidarity, already challenged by the Russian invasion of Ukraine”, reads the document. Thus, “the government that will arise after the elections must ward off any misunderstanding about this and reiterate its uncompromising stance in sharing the political, military and economic steps jointly taken by NATO and the US.”

The future sees commitment at an international level, in order to “avoid returning to a world divided into two blocks, which doesn’t correspond to the interests of a transformative and exporting country like Italy.” In fact, “full freedom in accessing energy, commodities and technologies must be the goal of all democratic countries’ shared effort, in the interest of the world, for a globalisation that will benefit everyone. In this context, Italy must enhance its central position in the Mediterranean area, as well as its active role in the dialogue involving all international actors.”

In an electoral campaign that already seems rife with costly and unrealistic promises (pensions, contributions, benefits for this or that category) and that threatens to implicate some kind of cross party determined to exacerbate national debt, Confindustria reminds us that “over the past ten years, governments of varying political persuasion increased the Italian public debt from 120% to 150% of the GDP – much higher than in other EU countries, considering that the pandemic didn’t just affect Italy. Italy’s public spending has been greater than the Eurozone average in each of the ten years taken into consideration and the country’s deficit has also risen, despite a higher-than-average fiscal strain. The fact that, with a maturity date of two years, Italy today has to repay a debt that’s 25% higher than that of Greece must make us stop and think.”

Hence, the new government “must consider itself obliged to pursue a structured balance in terms of public finances.”

Budget policies that don’t respect constraints “are thwarted by the tensions experienced by government bonds on the market” (market trends are shifting to show higher reliability in Greek government bonds). All political forces, then, “must be well aware that the possible activation of the anti-spread shield, recently introduced by the ECB, is conditional to meeting the commitments undertaken with the EU in terms of calibration of public budgets and implementation of reforms, including those laid down in the PNRR, as well as of the restoration of structural macroeconomic unbalances.”

Still within an EU context, “this asset should commit the future government to a necessary revision of the rules of the Stability and Growth Path, where more stringent constraints on national public finances should be balanced by adequate fiscal capacity at a European level, to be employed to mitigate the impact of potential crisis and increase public investments.”

Confindustria’s enterprises operate within what Giovanni Orsina terms “the precincts of earnestness” (La Stampa, 25 July): Atlantic loyalty, the will to constructively participate in EU life, a determination to not destabilise the Euro – that is, implementing the PNRR as an indispensable tool allowing Italy not to waste an extraordinary chance to reform and modernise European Italy and to finally untangle issues of low structural grown swamped by poor productivity.

With regards to the PNRR, in fact, we must insist on a key point: an effective monitoring system to verify the Plan’s implementation status, looking at legislative provisions, implementation policies, calls for tender, fund expenditure, all at both a central and at a regional and municipal level – the kind of monitoring that Confindustria wants, as a tool for clarity and the restoration of efficiency and confidence.

Other priorities concern “fair and sustainable” welfare, schools and universities, active employment policies to support the transition towards the digital economy and environmental values, salaries to be increased through collective bargaining tools and, as such, to be tied in with production growth, taxes, enterprise capitalisation, scientific research and technological shifts, an efficient and effective healthcare system, energy and the environment, infrastructures, transports and the logistics for “sustainable mobility”, funding development, economic and social political decisions for a “reversal of the demographic curve.”

Europe as the future, then. Good governance as a tool, going beyond the clamour of an election campaign driven by populism and setting sustainable development as a goal, taking especially into consideration the future generations. To enterprises, being leaders in an open and well-regulated market, within a “Reinventing globalisation” trend (to quote the headline of the mid-June issue of The Economist) means assuming a great, overall sense of responsibility and demanding, legitimately so, the same commitment from Italy’s future government.

Rereading Keynes. And develop good corporate culture

Going back to some of the essays written by the great 20th-century economist is useful, to better understand what is happening today, too

 

 

Tackling the economy as a subjective expression of human activity aimed at improving people’s life conditions and prospects. Caring for one’s “home” with rational tools as well as a certain amount of subjectivity that derives precisely from human action, paying great attention to what the classic scholars teach as, over time, they have studied and interpreted this facet of human endeavour and finding, in them, tools that are still useful to understand what is happening nowadays.

This is why rereading, among many others, some of the essays on the economic crisis written by John Maynard Keynes and collected in Come uscire dalla crisi (How to overcome the crisis), curated by Pierluigi Sabbatini, can prove useful. It includes nine essays written just before he drafted his seminal work (the General Theory), during the Great Depression, in the 1930s. The essays, all written in a controversial and brilliant, yet easily accessible, style, tackle issues that were as important then as they are today – unemployment, lack of investments, international speculative trade – and that constitute as many elements of the economic crisis, which Keynes precisely describes before suggesting some economic policies to solve them.

This book includes writings on the level of wages, international issues and tensions, unemployment, public economic planning, the methods and paths to reach wealth, a state’s self-sufficiency, the presence of poverty even when prosperity prevails in an economic system. All topics that, needless to say, are examined not just through a refined analysis but also with astute and comprehensible language.

Reading Keynes is always a stimulating and informative experience – reading him in a deeply complex period and, in many ways, during a crisis, provides unusual interpretative tools that should certainly be employed and that remain irreplaceable.

Come uscire dalla crisi (How to overcome the crisis)

John Maynard Keynes

Pierluigi Sabbatini (curated by)

Laterza, 2004

Going back to some of the essays written by the great 20th-century economist is useful, to better understand what is happening today, too

 

 

Tackling the economy as a subjective expression of human activity aimed at improving people’s life conditions and prospects. Caring for one’s “home” with rational tools as well as a certain amount of subjectivity that derives precisely from human action, paying great attention to what the classic scholars teach as, over time, they have studied and interpreted this facet of human endeavour and finding, in them, tools that are still useful to understand what is happening nowadays.

This is why rereading, among many others, some of the essays on the economic crisis written by John Maynard Keynes and collected in Come uscire dalla crisi (How to overcome the crisis), curated by Pierluigi Sabbatini, can prove useful. It includes nine essays written just before he drafted his seminal work (the General Theory), during the Great Depression, in the 1930s. The essays, all written in a controversial and brilliant, yet easily accessible, style, tackle issues that were as important then as they are today – unemployment, lack of investments, international speculative trade – and that constitute as many elements of the economic crisis, which Keynes precisely describes before suggesting some economic policies to solve them.

This book includes writings on the level of wages, international issues and tensions, unemployment, public economic planning, the methods and paths to reach wealth, a state’s self-sufficiency, the presence of poverty even when prosperity prevails in an economic system. All topics that, needless to say, are examined not just through a refined analysis but also with astute and comprehensible language.

Reading Keynes is always a stimulating and informative experience – reading him in a deeply complex period and, in many ways, during a crisis, provides unusual interpretative tools that should certainly be employed and that remain irreplaceable.

Come uscire dalla crisi (How to overcome the crisis)

John Maynard Keynes

Pierluigi Sabbatini (curated by)

Laterza, 2004

Form and Function in Pirelli Resilient Flooring – from the Late 1800s to the 1980s:

By the end of the nineteenth century, the many everyday applications of rubber began to include its use for carpets and floors. Elastic rubber mats for platforms, carriages and entrances appeared in Pirelli’s first general catalogue in 1886, which included lithographic illustrations of carpets by the painter and engraver Giuseppe Barberis. However, the first catalogue for floors and tiles in our Historical Archive is dated 1912. “The rubber floor has some characteristics that make it like no other: it is extremely resistant and durable, and its smooth surface it is easy to wash and does not attract dust. It is soft and elastic and it muffles noises. The variety of colours and decorations that are available makes it ideal to accompany every style and meet all furnishing needs.” Thanks to these characteristics – we read in the 1912 catalogue – this product was very popular in Britain and the United States “where it is chosen as a luxury floor not only for ocean liners, for the halls of major administrations and for sleeping cars, but also for churches, clubs, public offices, and cafés.” One of the ocean liners fitted with this type of floor was the SS Principessa Mafalda, one of the largest steamships ever built for Lloyd Italiano. She was launched in 1908 but went down in history as the “Italian Titanic”, due to her tragic sinking off the coast of Brazil in 1927. As early as 1898, Pirelli began to combine the production of floors in rubber with those made of linoleum, a synthetic material obtained by processing linseed oil, with a level of elasticity and impermeability like that of rubber. Pirelli took over the factory of a competitor in Narni, in the province of Terni, where it started manufacturing the material and in 1898 it set up the Società del Linoleum. The leading customers of rubber and linoleum floors included the Regia Marina and the Ferrovie dello Stato, which Pirelli supplied with flooring for ships and trains. The 1920s and 1930s brought a boom in the sales of these floors, for their hygiene and ease of cleaning made them ideal for hospitals and clinics, and their acoustic qualities meant they could be used in banks, offices and theatres. In Milan, these included branches of the Banca Popolare di Novara and the Banco di Napoli, the Palazzo della Borsa, which was designed by the architect Paolo Mezzanotte, and the Teatro Lirico. In the same years, when “Propaganda” offices were set up in both companies – it was at the Società del Linoleum in the early 1930s that the poet-engineer Leonardo Sinisgalli started his professional career – there was a significant increase in advertising investments in the miscellaneous items sector. Advertisements for flooring were created by famous poster designers such as Leonetto Cappiello and Aldo Mazza, as well as Nino Nanni, who in 1928 created the advertisement for rubber floors, the original sketch for which is now in our Historical Archive: a child spills hot chocolate on the floor, but “all’s well” says the slogan: “it’s a rubber floor!”.

In the 1950s, the range of “resilient floors” expanded with the use of new synthetic materials such as vinyl, Resivite, Prealine, and fibreglass and polyester laminates. The production of rubber floors continued, as did that of linoleum until 1974. The black “bubble” type in rubber was chosen by Franco Albini and Bob Noorda for the new Milan Metro in 1963, becoming an icon of design and functionality.

By the end of the nineteenth century, the many everyday applications of rubber began to include its use for carpets and floors. Elastic rubber mats for platforms, carriages and entrances appeared in Pirelli’s first general catalogue in 1886, which included lithographic illustrations of carpets by the painter and engraver Giuseppe Barberis. However, the first catalogue for floors and tiles in our Historical Archive is dated 1912. “The rubber floor has some characteristics that make it like no other: it is extremely resistant and durable, and its smooth surface it is easy to wash and does not attract dust. It is soft and elastic and it muffles noises. The variety of colours and decorations that are available makes it ideal to accompany every style and meet all furnishing needs.” Thanks to these characteristics – we read in the 1912 catalogue – this product was very popular in Britain and the United States “where it is chosen as a luxury floor not only for ocean liners, for the halls of major administrations and for sleeping cars, but also for churches, clubs, public offices, and cafés.” One of the ocean liners fitted with this type of floor was the SS Principessa Mafalda, one of the largest steamships ever built for Lloyd Italiano. She was launched in 1908 but went down in history as the “Italian Titanic”, due to her tragic sinking off the coast of Brazil in 1927. As early as 1898, Pirelli began to combine the production of floors in rubber with those made of linoleum, a synthetic material obtained by processing linseed oil, with a level of elasticity and impermeability like that of rubber. Pirelli took over the factory of a competitor in Narni, in the province of Terni, where it started manufacturing the material and in 1898 it set up the Società del Linoleum. The leading customers of rubber and linoleum floors included the Regia Marina and the Ferrovie dello Stato, which Pirelli supplied with flooring for ships and trains. The 1920s and 1930s brought a boom in the sales of these floors, for their hygiene and ease of cleaning made them ideal for hospitals and clinics, and their acoustic qualities meant they could be used in banks, offices and theatres. In Milan, these included branches of the Banca Popolare di Novara and the Banco di Napoli, the Palazzo della Borsa, which was designed by the architect Paolo Mezzanotte, and the Teatro Lirico. In the same years, when “Propaganda” offices were set up in both companies – it was at the Società del Linoleum in the early 1930s that the poet-engineer Leonardo Sinisgalli started his professional career – there was a significant increase in advertising investments in the miscellaneous items sector. Advertisements for flooring were created by famous poster designers such as Leonetto Cappiello and Aldo Mazza, as well as Nino Nanni, who in 1928 created the advertisement for rubber floors, the original sketch for which is now in our Historical Archive: a child spills hot chocolate on the floor, but “all’s well” says the slogan: “it’s a rubber floor!”.

In the 1950s, the range of “resilient floors” expanded with the use of new synthetic materials such as vinyl, Resivite, Prealine, and fibreglass and polyester laminates. The production of rubber floors continued, as did that of linoleum until 1974. The black “bubble” type in rubber was chosen by Franco Albini and Bob Noorda for the new Milan Metro in 1963, becoming an icon of design and functionality.

Corporate leaders

Learning a different way to lead a production organisation

Leading a company as if it were an army in combat. Strategy and tactics, a sense of organisation and (calculated) risk, the ability to arouse enthusiasm and lead from the front, and also to endure and innovate on the field. Features that can also apply to good entrepreneurs and managers, taking into consideration, of course, the differences existing between actually waging a war and tackling the challenges that company leaders face every day.

These are the premises adopted by Gianfranco Di Pietro (philosopher) and Andrea Lipparini (full professor of innovation management) in writing Strategia e leadership nella storia. Lezioni per i manager (Strategy and leadership throughout history. Teachings for managers), a book that it is neither a history textbook nor a business administration manual for good entrepreneurs, but something very different, and as such very interesting to read.

The book’s aim is to present a leadership training model that integrates a historical narrative. At first, then, readers learn about the exploits of great leaders who inspired and motivated people to follow them with the utmost devotion, before being presented with an analysis of those great figures’ abilities and mistakes, the lessons we can learn from them and how we can apply them in practice in order to develop and refine leadership skills within production organisations. Thus, for instance, the vicissitudes of Carthaginian general Hannibal teach us about winning strategies, such as studying the enemy and enhancing soldiers’ skills, while also showing how one’s homeland might not be too interested in providing political support and the danger of underestimating an adversary’s tenacity. The experience of Julius Caesar, who championed swift action and efficient problem resolution, reveals the importance of training and motivation, as well as the need to maintain alliances and support. Finally, the rise and fall of Napoleon testify to his organisation and tactical expertise, but also to the negative implications of failing to increase the number of collaborators and overestimating one’s own abilities.

The authors believe that leadership skills, as well as managerial techniques, can be learned, and throughout the book they suggest some ideas for reflection, as well as indications on how to effectively integrate history within training paths for current and future leaders.

Di Pietro and Lipparini’s work make for good reading as, indeed, it does not aspire to be a manual but only to provide some food for thought, looking at things from an unusual perspective. Its narration comes to a beautiful ending: “It is, perhaps, the ability to adequately balance past and present that links those who have confidence in their skills while also acknowledging that they are not unique.”

Strategia e leadership nella storia. Lezioni per i manager (Strategy and leadership throughout history. Teachings for managers)

Gianfranco Di Pietro, Andrea Lipparini

Il Mulino, 2022

Learning a different way to lead a production organisation

Leading a company as if it were an army in combat. Strategy and tactics, a sense of organisation and (calculated) risk, the ability to arouse enthusiasm and lead from the front, and also to endure and innovate on the field. Features that can also apply to good entrepreneurs and managers, taking into consideration, of course, the differences existing between actually waging a war and tackling the challenges that company leaders face every day.

These are the premises adopted by Gianfranco Di Pietro (philosopher) and Andrea Lipparini (full professor of innovation management) in writing Strategia e leadership nella storia. Lezioni per i manager (Strategy and leadership throughout history. Teachings for managers), a book that it is neither a history textbook nor a business administration manual for good entrepreneurs, but something very different, and as such very interesting to read.

The book’s aim is to present a leadership training model that integrates a historical narrative. At first, then, readers learn about the exploits of great leaders who inspired and motivated people to follow them with the utmost devotion, before being presented with an analysis of those great figures’ abilities and mistakes, the lessons we can learn from them and how we can apply them in practice in order to develop and refine leadership skills within production organisations. Thus, for instance, the vicissitudes of Carthaginian general Hannibal teach us about winning strategies, such as studying the enemy and enhancing soldiers’ skills, while also showing how one’s homeland might not be too interested in providing political support and the danger of underestimating an adversary’s tenacity. The experience of Julius Caesar, who championed swift action and efficient problem resolution, reveals the importance of training and motivation, as well as the need to maintain alliances and support. Finally, the rise and fall of Napoleon testify to his organisation and tactical expertise, but also to the negative implications of failing to increase the number of collaborators and overestimating one’s own abilities.

The authors believe that leadership skills, as well as managerial techniques, can be learned, and throughout the book they suggest some ideas for reflection, as well as indications on how to effectively integrate history within training paths for current and future leaders.

Di Pietro and Lipparini’s work make for good reading as, indeed, it does not aspire to be a manual but only to provide some food for thought, looking at things from an unusual perspective. Its narration comes to a beautiful ending: “It is, perhaps, the ability to adequately balance past and present that links those who have confidence in their skills while also acknowledging that they are not unique.”

Strategia e leadership nella storia. Lezioni per i manager (Strategy and leadership throughout history. Teachings for managers)

Gianfranco Di Pietro, Andrea Lipparini

Il Mulino, 2022

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