"We are the sunrise industry"

Gerd Götz is leaving the helm of European Aluminium after around ten years. In the interview, he talks about the massive changes he has seen, the milestones that have been achieved – and the important role of language.

ALUMINIUM: Mr. Götz, you are stepping down as Director General of European Aluminium after almost a decade. Are you wistful?

Gerd Götz: No, I am very much in tune with it. I have been privileged to have enjoyed all phases of my professional life, they have all fulfilled and filled me. But I think that after almost ten years, it's also good to have a change. In addition: I have every reason to believe that my successor will do an excellent job. And that he will have at least as much fun doing it.

What kind of work is waiting for Paul Voss? Is it lobbying?

Götz: I would rather not use that term – we know how much it has fallen into disrepute. But above all, the task goes far beyond that. We live in a world in which broadcasting is the most important thing. Many have forgotten how to observe and listen. But in a task like this, that is crucial. It's about perceiving which players act how in which situation. It's about sensing that companies, customers or suppliers are subject to different mechanisms than, say, politicians or lobbyists. I think my first and most important task was to probe the space for the members of the association: to maintain the license to operate and create the license to grow.

So it's all about empathy, first and foremost?

Götz: Understanding companies of all sizes in terms of their strategy is a key prerequisite for gaining acceptance within an industry sector. The work can only be based on trust – and that's not necessarily there from the start, it has to be worked out.

How would you describe the changes in the industry over these ten years?

Götz: I can only answer that question in a broader context. Ten years ago, a Brexit was unthinkable, we associated "pandemic" with the Middle Ages, "circular economy" was a largely unknown term, and there was no talk of Chinese overcapacity. These ten years have brought brute dislocation – socially and geopolitically. All of this has greatly changed the industry. Which is also clearly reflected in communications.

What do you mean by that?

Götz: In 2012 – when I had already signed on with European Aluminium without it being announced yet – I was at ALUMINIUM in Düsseldorf as an interested visitor. I had been active at numerous consumer trade fairs in the years before and was deeply surprised at how far behind the industry was in its self-presentation. That has changed dramatically: Today, the industry not only tells itself what great stuff it makes, it also carries that to the outside world and seeks dialogue with those who think differently than it does. For me, that's basically the most important change.

But probably not the only change you've been able to accompany during these years. What would you name?

Götz: Marie Curie's quote has been handed down: 'You never notice what has been done. You only ever see what still needs to be done.' She may have meant that critically, but I don't think that's a bad approach: We can sit back with satisfaction, or we can see what can still be done.

But you can be a little satisfied sometimes?

Götz: Of course we have succeeded in a number of areas. We were certainly a pioneer in Brussels with the Sustainability Roadmap Towards 2025. This was an important part of our positioning, also because we set very specific targets and regularly measure them and make them transparent. The integration of the former Aluminum Recycling Association into European Aluminium was also important for self-discovery and positioning as a sustainable industry. And on a global level: the Aluminium Summit in Montreal 2018 in the run-up to the G7 meeting. But as I said, much more important is what lies ahead.

And that is probably a world of diminished certainties?

Götz: Yes, the global competitive situation and the structure of companies have changed massively in these years. We are experiencing overcapacity, pressure on prices and regulatory pressure in Europe. If the other competitors are able to operate under different conditions and, in some cases, subsidized, then of course you have to rethink a lot and tackle a lot – also in the political arena. This is also an important task for the association: we have to talk to politicians to make it clear how important this industry is.

It's not about creating monopolies, it's about strategic autonomy, about reducing dependence on other regions – which can then also be used politically. Magnesium and natural gas are excellent examples of how we Europeans have become dependent. And politicians need to think beyond one legislative period here – which industries do we need in Europe? Because let's not kid ourselves: If we lose a primary producer in Europe, it's lost forever. Politicians must define clearly: Do we want to produce in Europe or not? And if the answer is no, then please say it out loud!

How has this increased volatility influenced the association's activities?

Götz: It has become increasingly clear to the members that it has to be about building a longer-term perspective. And that the association must constantly review itself - that's why the committees are so important. The Sustainability Roadmap was a decisive step in this respect. It showed that it can only be done with mutual trust. Again, in my view, language was an important aspect.

You mean the renaming of the association?

Götz: Yes. Everyone was talking about 'EAA' at the time, and I really wanted to change that. It may be a small thing, but I think it is important. Our repositioning wanted the aluminum to shine. No more abbreviation! Not in any contract, not anywhere. We speak for aluminum in Europe, production in Europe, jobs in Europe – that's what unites us. And that must also be reflected in the name. This focus has helped us a lot. It has allowed us to address trade policy issues and also to make comparisons with other regions. It also helps when you seek out research projects – with our Innovation Hub, we have really taken a breathtaking development. We've managed to get our industry doing collaborative projects and also those with partners outside our industry.

Are there any points where you have failed?

Götz: In retrospect, of course, you find some things that didn't succeed. But failure would mean not pursuing it further. Sometimes we don't reach our milestones and have to park an issue. We have not driven anything against the wall.

Unfortunately, what happens time and again is that the less spectacular things are overlooked – even by me. If, for example, a tolerance threshold for an admixture in an alloy can be kept at a certain limit, then in my view that is a spectacular success. Because it has prevented a whole group of companies from no longer being able to produce. Not having always noticed the silent heroes is rather the answer to your question.

Aluminum is being positioned as the material of the future. Is that the industry talking itself up?

Götz: No, aluminum plays a role in solving problems in all relevant subject areas. Whether it's sustainability, the circular economy, recyclability or lightweight construction, aluminum can score points everywhere. And we don't just claim that, we can prove it. We are the sunrise industry, and we can't communicate that strongly enough. That's why it's so important to use trade fairs or congresses to communicate with the relevant stakeholders. We have to say and explain it over and over again.

Will you yourself remain in the industry in some form?

Götz: Aluminum has always been part of my life – even when I didn't know it. And it will remain a part of my life. I have developed an affinity for aluminum that will endure as an emotional bond. It may well be that I will still be asked about it in the future because of my experience. In any case, I'm not worried about not being busy. Just on smaller levels and in a more selfless way.

Interview: Bernhard Fragner.