The holy restart

A ‘holy restart’ is needed to get production moving again. But what would make it ‘holy’? The ‘ontological’ ingredients to certify elements of holiness are the result of a series of empirical reasonings in the field of the motion transmission industry.

What is needed, first of all, is a systemic vision of the industry for the various sectors: a vision capable of bringing or pushing the general production of the sector to a sustainable regime, not necessarily parameterised to pre-Covid production, but to the growth forecasts of the sector in the reference market for the next three to five years, and readjusting the industrial plans to identify the levels of sustainability.
There is an urgent need for state intervention in the field of logistics, e.g. in terms of government policy and the supply of raw materials from abroad. The driving force behind state intervention should be employment: a restart capable of creating good jobs would be truly ‘holy’.

To avoid the risk of financial speculation, ‘ethical’ investments are needed. Ethical investments translate into a structured ROI on the various components of production, on entire supply chains. Otherwise, the resources deployed by the EU for the recovery risk finding less fertile ground than necessary and all the assessments that accompanied the recovery risk turning into betrayal. With a 10% drop in GDP in 2020, there is little point in looking with enchanted eyes at +5-6% in 2021: it is not enough. As in every crisis, the secret card we have to play is called innovation. A brave industry requires prerequisites that do not exist and an ad hoc tax policy geared to research and development (intelligent innovation).
If such an alignment of planets were to occur, this recovery would certainly be ‘holy’. The degree of sanctity would increase out of all proportion if entire supply chains were to be cherished.

This brings us to the subject of training. The crisis in technical training in our country has deep roots and overlaps with functional illiteracy, which has now become a system. In order to redesign a performance control framework, we must entrust the fate of technical training to federation projects designed specifically for each sector. The example of the FEDERTEC Academy has long offered skills planning.
For a ‘holy’ restart every enterprise should achieve sustainability, and thus facilitate the transmission of movement; the function of bearings is emblematic because like skills they enable movement. Then, even staff who do not want to work would find themselves included in a system of rewards and penalties that would shape and constitute business ethics.