IIW History 1990-2015

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. 31 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’. 32 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

THE NEW MILLENNIUM