Long-Range Performance: Industrie Chimiche Forestali navigates sectoral resilience, global expansion, and A.I. in the R&D Lab.
Industrie Chimiche Forestali (ICF) confirms its role as a crucial connection for the entire footwear and leather goods supply chain, excelling in the production of high-engineering adhesives and chemical solutions. Within a global context marked by growing regulatory complexities and market slowdowns, the company based in Lombardy demonstrates remarkable resilience. Its strategy hinges on balancing traditional segments with industrial sectors (primarily Automotive), coupled with a growth plan focused on aggregation. The real breakthrough, however, appears to lie in advanced digitalization, with Artificial Intelligence poised to redefine Research & Development processes.
Eng. Guido Cami, President and CEO of Industrie Chimiche Forestali, offers a lucid and clear-eyed analysis of current market dynamics and the company’s strategies for navigating a complex economic climate.
Eng. Cami, what are your immediate impressions and the most significant takeaways from this global trade fair, a vital event for your network?
“The response exceeded all expectations. We registered visitors from over 50 countries, a figure that significantly amplifies our footprint, which already extends across 80 markets. From Central African to Asian delegations (Japan, Korea), all the way to North and South American players, the show offered an exceptional cross-section of our global clientele.”
The footwear and leather goods sectors are currently experiencing a downturn. How is ICF managing this economic climate, given that much of your business has historically been tied to these segments?
“It’s undeniable that the trend for footwear, whether classic, casual, or high-end luxury, is currently flat. We are suffering, like everyone else, from the generalized slowdown, which is compounded by a period of adjustment in the sports segment after the post-pandemic boom. Fortunately, our diversification balances the equation: the other half of our business, in industrial sectors like Automotive, has performed strongly. This allows us to make up for losses elsewhere. In terms of overall performance, we will close the year in line with the last, which, given the situation, is an excellent result that enables us to generate cash and distribute dividends.”
Increasingly stringent European regulations are raising concerns across the industrial landscape. What are the tangible effects of this hyper- regulation on the competitiveness of companies like yours?
“The regulatory complexity imposed by Europe is a serious problem. It places us at a competitive disadvantage compared to non-European manufacturers, who operate in less regulated environments. We incur higher costs and manage more complex processes, while they can operate with greater flexibility. This dynamic is so influential that it’s pushing major chemical multinationals to downsize personnel and close plants. In parallel, there’s the issue of technical training: the shortage of profiles like mechanics, chemists, and engineers, in favor of less productive career paths, represents a trajectory that mortgages Europe’s industrial future.”
You stressed the importance of presenting a ‘united front.’ Do you believe that the current industry association structures are incisive and cohesive enough to protect the interests of European businesses?
“There’s a gap between those who legislate and those who suffer the consequences. Ethics and environmental responsibility are non-negotiable, but the rules must be internationally uniform. Today, an Italian company exporting abroad finds itself competing with local players who benefit from different rules and lower raw material and energy costs. This disparity is hindering the European economy. To counter it, aggregation is fundamental: our successful merger with Morel and Tessitura Langé is proof of this. By joining forces, we’ve increased turnover, spread fixed costs over a broader base, and even expanded our staff. Strength in numbers is how you find the extra footing needed to stay stable.”
Let’s talk about the cutting edge: Can Artificial Intelligence (A.I.) genuinely make roles in the factory more attractive and modern, and more importantly, how is ICF preparing to integrate this technology into its core business?
“A.I. is an accelerant. We have started meetings with specialized startups, involving our frontline managers. The goal isn’t to replace staff, but to increase value. For example, we are already studying how an Artificial Intelligence system can support our adhesive formulators. Today, our in-house ‘Pico della Mirandola’ works through trial and error; tomorrow, A.I. will provide predictive chemical recipes based on resistance, viscosity, and certification parameters. Human expertise will remain crucial for final execution, but A.I. will create the optimized operational blueprint. We must invest in and engage young people, who are natives of this mindset. Artificial Intelligence needs to be the tool that helps transform mechanical and repetitive tasks into activities with high strategic and added value.”
Guido Cami, President & CEO Industrie Chimiche Forestali S.p.A.