Creating an icon
Jane Bordenave talks to Alessandro Barioli, managing director of PermasteelisaÔÇÖs European Division, about the companyÔÇÖs commitment to quality and its positioning as the leader in its sector.
You might think that the global economic downturn and its effect on the property markets would spell bad news for companies such as Permasteelisa. The firm was founded in 1973 by Massimo Colomban as Isa, producing and installing aluminium windows from its headquarters just outside of Venice. It now installs curtain walls, external cladding, internal partitions and furniture systems for commercial clients.
The company grew throughout the 1970s and 1980s, which allowed it to acquire Australian fa├ºade maker Permasteel in 1987, after which it became Permasteelisa. The Australian companyÔÇÖs most notable project was the fascia of the Sydney Opera House and the fusion fuelled rapid growth due to the new opportunities it presented outside the Italian market. Growth over the past 20 years has also been impressive, increasing turnover from Ôé¼20 million in 1990 to over Ôé¼1.3 billion today. Even more remarkable is that the recession has barely put a dent in these figuresÔÇöturnover in 2009 is the same as it was in 2008.
So how has the company managed to do this, considering the problems that the construction and real estate industries have had over the course of the past 12 months? ÔÇ£The reason for our relative stability is that we are a global company. We have 22 manufacturing plants throughout North America, Oceania, Asia, the Middle East and Western Europe,ÔÇØ explains managing director Alessandro Barioli. ÔÇ£Consequently, growing markets have acted as a counterbalance to shrinking ones. For example, we were involved with many contracts in the Middle East when the crisis hit, which was a less than ideal situation. The markets in Spain and Ireland were also affected, although their experience wasnÔÇÖt as catastrophic. However, these shrinkages were compensated for by a sharp rise within our home market, in Italy.ÔÇØ
This growth in their domestic market has come after 20 years of almost complete lack of demand in the country and is fuelled in part by the current renovation of ItalyÔÇÖs fashion capital, Milan. ÔÇ£We have been focusing our attention on Italy for the past six months and have already won some contracts in Milan. It is an exciting time and we hope to have an even greater involvement in the city.ÔÇØ
One of the reasons that MilanÔÇÖs facelift is of such great importance to Permasteelisa is what it could mean for the future. ÔÇ£This is the first time anything like this has ever been undertaken in Italy. Success in Milan could provoke a chain reaction, with other Italian cities deciding to follow suit. We want to show what we have to offer so we can be involved in any future projects.ÔÇØ The company is already working with top architects in the country.
Permasteelisa has also been able to make maximum gains from this upsurge in interest, as its headquarters are in Italy. With these prospects and the expected return to form in the UK market, where some projects have been on hold, the recession has left Permasteelisa virtually untouched.
But the company is not resting on its laurels just yet. It is actively seeking out new markets in totally new areas, including Eastern Europe, Russia, South America and Africa. ÔÇ£Africa, for us, is a continent with huge potential,ÔÇØ explains Barioli. ÔÇ£We are really very keen to break into this market and are already making good progress in Nigeria, with a view to establishing ourselves in North Africa too.ÔÇØ Africa wonÔÇÖt be an easy ride though, as the Chinese have a long established presence on the continent. ÔÇ£In Africa, they are our main competitors, especially as they have a reputation that has been built up over many years. Nevertheless, we are confident that Permasteelisa will achieve the same status in Africa as it has in Europe and elsewhere.ÔÇØ
Another reason for the companyÔÇÖs success has been its commitment to quality. Permasteelisa has very strong and long-standing links with its suppliers, which ensures vital consistency in the quality of the materials used. ÔÇ£We have a list of suppliers to Permasteelisa, which we review annually. However, the requirements that suppliers or potential suppliers have to meet are very rigorous. As a consequence, it is not very often that a new supplier makes it onto the list,ÔÇØ explains Barioli. ÔÇ£The reality is that if there is a minor mistake made by our suppliers, it can become a major problem for us on site, which makes it a major problem for our clients. We cannot afford to have these kinds of problems, which is why we largely work with the same suppliers, who we know can deliver the high level of quality necessary for our work time and again.ÔÇØ
Sustainability in the companyÔÇÖs projects is always an important consideration, and is influenced both internally and externally. ÔÇ£We go beyond the basic regulations and follow the toughest, most advanced and ambitious goals when it comes to sustainability,ÔÇØ says Barioli. ÔÇ£Everything is taken into consideration, including how far our suppliersÔÇÖ factories are from our own and what materials we should use on the building. All the factors are rated and then the overall project is given a certified score for sustainability. We always make sure that what we produce is at the leading edge, attaining the best possible level of certification. We also try to use as much recycled material as possible and use recycled packaging that can be recycled once again.ÔÇØ
When you consider the projects that the company has been involved with, it is easy to see why it is the leader in its field, with a reputation for quality. Names such as Canary Wharf, the Shanghai World Financial Centre and BMW Werlt give an insight into the truly amazing projects Permasteelisa has been involved with. As economies recover and new markets open up, it is certain that we will see more of the companyÔÇÖs work on iconic buildings throughout the world.
