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THE NEW MILLENNIUM
Beaufils was also impressed with the previous work of Ziegenfuss as the
Standardisation Officer. During a CEN/TC 121 meeting in Copenhagen he offered the
position in the new Secretariat to Ziegenfuss, a little hesitantly he recalled, since he might
receive a negative reply. Ziegenfuss dispelled any concerns that Beaufils may have had by
saying ‘…we have been competitors [for CEO] but now that the bidding process is over
I have great pleasure in accepting your proposal and to serve IIW’. The ‘dream team’ as
Beaufils was to call it, was ready for action and he then advised Braithwaite of his team
structure and his action plans for the future.
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Braithwaite himself was impressed with the level of turn-around that
eventually did take place and later was to congratulate the new CEO on
the improvement to the Institute’s operations. Beaufils was clearly delighted
with one of the more notable achievements the Secretariat had made during
the first years that he had been the CEO. He was to underline, in purple
prose, that the IIW accounts for 2000, 2001 and 2002 had been the subject
of a tax audit by the French fiscal authorities. The conclusion was a rather
pleasing – ‘No tax penalty’.
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The position of CEO, though, was not without
its frustrations and continued demands by successive Presidents often meant
that Beaufils had to put in long days, including weekends, to ensure that such
entreaties were satisfied.
Beaufils was to introduce the first IIW Annual Report on the activities of the IIW
Secretariat and the Board of Directors in 2003, including a detailed assessment of the
Institute’s accomplishments and technical output over the previous
12 months. This was a talking point for members since it contained
all the necessary information on IIW’s performance over that
year, including its financial and budgetary status. It did have an
immediate impact since its commentary was both informative and
interesting, something that the membership had been calling for
and expecting for some time. The worthwhile nature of this action
was to engender a feeling of satisfaction within the membership.
The ‘ship of state’ was being managed in a professional
way and in the best interests of IIW members.
Pekkari, on assuming the Presidency in 2002,
was a senior executive from industry who also saw
revitalising IIW as one of his key actions over the next
three years. The principal drawcard now, in attracting
future members, was the chance to participate in the
IAB qualification scheme and for Member Countries to
Bertil Pekkari