"We have prioritised the return that cluster companies receive from a 360º approach"

AutoRevista: From the perspective of having captained CAAR throughout most of its history, where do the keys to the brilliant evolution of the cluster lie?

Benito Tesier.-  We can never know what the evolution of the Aragonese industry would have been like without the existence of CAAR, but it is something we can answer by intuition and experience. The major element of differentiation that clustering has intensified and maximised is the collaboration between companies, which otherwise did not occur, and if it did occur, it did so on a much smaller scale than it has done since the existence of the clusters. Today, verticalisation is not only making large or tractor companies more dynamic, but it is also reaching down to the small company, to Tier 3. 

I am not saying that it would not have taken place, but certainly not at the speed that an organisation has given it, in which the protagonists are solely and exclusively the companies. These 15 years have been a very beautiful journey where everyone has felt protagonists and participants in driving their destiny. We feel very proud of the atmosphere that has been built with a return for the companies, which not only goes to the operating account, but in intangibles such as the improvement of the organisation, the improvement of the company or the internal growth, sharing strategies and experiences from learning, from the trust between people, as well as companies. The cluster has taken advantage of a raw material that we did not know about from the business point of view in Aragon, which is generosity.

AR- We are already talking about the automotive and mobility cluster. How does this second concept fit into the resizing and redefinition of the cluster, taking into account the electrification vector?

B.T.- The arrival of electrification has taken Aragonese industry in its stride. We have an industry that is fully prepared to take on the challenges of the future with the possibility that the combustion engine will be maintained to a certain extent. The example that Aragonese industry is ready for electrification is consolidated when the first 100% electric model, an e-Corsa, leaves the Figueruelas factory, as the real materialisation of this transformation, which will be joined by the Peugeot e-208 and the Lancia Ypsilon. In the same way, the Aragonese industry is prepared to work with other OEMs on the vehicle of the future, regardless of its characteristics. 

The arrival of electrification has taken Aragonese industry by surprise. We have an industry that is fully prepared to take on the challenges of the future.

With regard to our growth, we are a very demanding cluster in terms of the admission of new members who have to meet a series of very specific characteristics, maintaining the industrial and automotive essence and recently including mobility as an inclusive element. We have prioritised the return that cluster companies receive from a 360º approach with a simple Interim Management structure and management capacity in many areas. The best factor for the involvement of new companies has been the members themselves, through which a pride of belonging has been achieved, both for what they contribute and for what they receive.

Regarding the extension of our field of action to mobility, this has been the subject of internal debate, and we have concluded that we are moving towards a paradigm shift in terms of changing mobility and transport. We believe that, in the future, cities will be driven by elements with a zero carbon footprint or minimisation of carbon impact, with a consequent transformation of society in terms of habits and customs, which will probably also transform our industry. Therefore, and this is what we have been analysing since 2019, it must anticipate these changes in terms of this new mobility incorporating Made in Aragon components. In order to reach a future in a competitive and valuable position, the work has to be done now.

Our industry must anticipate these changes in terms of the fact that this new mobility will incorporate Made in Aragon components

AR.- What would you highlight in particular about the progressive construction of the current Aragonese automotive ecosystem?

B,T.- There has been a generalised feeling of value and social peace in the territory, which is also part of the success of the Aragonese automotive industry. We have always felt well treated and valued by the regional administration, regardless of the political party, with a good understanding, as one more part of developing the Aragon of the future, which continues to be an attractive area for investment, with capacities such as the potential for renewables, a factor that will be a competitive advantage in the future for those regions that stand out in this area.

AR.- The last 40 years of the automotive industry in Aragon cannot be understood without the figure of the OEM established in the region. However, the cluster has been able to shape its own identity, always taking into account the local manufacturer, but always looking far beyond its natural scope.

B.T.- We have always gone further as an inclusive element as a representative of the local automotive ecosystem in which the Figueruelas plant, now Stellantis, has a privileged position for what it represents and for the contribution it has made over many years. The final competitiveness depends on the communion of the assembler with the component manufacturers working together. There is a very positive balance over the years with a very good relationship and understanding in the different stages of the factory. We have evolved from an auxiliary industry to a production ecosystem. On the other hand, we are the third region that contributes the most to the Volkswagen Group's electric vehicle platform and we are close to other OEMs.

AR.- What would you highlight in particular about the progressive construction of the current Aragonese automotive ecosystem?

B,T.- There has been a generalised feeling of value and social peace in the territory, which is also part of the success of the Aragonese automotive industry. We have always felt well treated and valued by the regional administration, regardless of the political party, with a good understanding, as one more part of developing the Aragon of the future, which continues to be an attractive area for investment, with capacities such as the potential for renewables, a factor that will be a competitive advantage in the future for those regions that stand out in this area.

AR.- The last 40 years of the automotive industry in Aragon cannot be understood without the figure of the OEM established in the region. However, the cluster has been able to shape its own identity, always taking into account the local manufacturer, but always looking far beyond its natural scope.

B.T.- We have always gone further as an inclusive element as a representative of the local automotive ecosystem in which the Figueruelas plant, now Stellantis, has a privileged position for what it represents and for the contribution it has made over many years. The final competitiveness depends on the communion of the assembler with the component manufacturers working together. There is a very positive balance over the years with a very good relationship and understanding in the different stages of the factory. We have evolved from an auxiliary industry to a production ecosystem. On the other hand, we are the third region that contributes the most to the Volkswagen Group's electric vehicle platform and we are close to other OEMs.

AR.- Finally, in addition to being the general manager of Brembo Spain, you also have responsibilities in SERNAUTO, Motortec and other entities, how do you manage to combine so many responsibilities for such a long time, exercising leadership with different approaches?

B.T.- If the president of CAAR changes tomorrow, the cluster will continue to have the same potential, as it is above the figure of the person who leads it, regardless of the management style.  I have tried to contribute my management skills in the interaction with the institutions and entities with which we have worked in a team spirit with a contribution of value for the companies involved, which in turn contribute their value. With regard to simultaneous representation and management positions in different organisations, this is something I would not be able to do if I did not have fantastic teams in each of them. 

Secondly, all the positions have an element of cohesion, which is the business environment, a culture of family origin, but also in a multinational like Brembo, also with the Bombassei family footprint. All this has allowed me to acquire a very deep knowledge of the company, which facilitates the work I do in each of my responsibilities. As for the experience in the presidency of CAAR, there is an incomparable factor that lies in having built a project from the beginning and it is a source of pride that those who have chosen me have considered that I was the right person to be at the head of the cluster during all this time.

Lea esta entrevista en castellano

Interview published in AutoRevista 2.382