Italian Design Icons, Semar Group
This article was originally published in Italian in Panorama on 24th June 2026.
Please note that this is a courtesy translation of the Italian language article originally published in the Panorama Magazine Issue at: https://www.panorama.it/attualita/economia/italian-design-icons-il-gruppo-semar
In the Italian Design Icons series, we explore the Italian excellences that have turned innovation, industrial vision, and adaptability into global achievement. Among them, the Semar Group stands out as an example of global growth driven by technology, flexibility, and strategy. The company specializes in the production of current transformers, power supply modules, and solutions for the energy sector.
The Italian parent company, Semar S.r.l., founded in 1973 in Castelfidardo (Ancona), is the cornerstone of the Semar Group, which boasts a turnover of €60 million as of 2025. Today, Semar employs over 600 people across Italy, China, Tunisia, and the United States, developing advanced technologies for highly competitive industrial markets. Present in China since the late 1990s, the Group has progressively transformed the Chinese market into a pillar of its international expansion, combining Italian know-how, cultural openness, and a commitment to sustainability.
Sharing this journey is Elisa Palmieri, a second-generation member of the founding family who serves as Marketing Communication Manager and Chief Sustainability Officer. Drawing on her experience in corporate communications and the coordination of international operations, she contributes to the development of ESG strategies and the global positioning of the Semar brand.
In this interview with Panorama, Palmieri traces Semar’s evolution in China and reflects on the roles that innovation, industrial culture, and sustainability play in the company’s international competitiveness.
Q1: Semar celebrated the 25th anniversary of its presence in China last year. How would you define Semar's strategic evolution in this market, from the joint venture in 2000 to becoming a crucial sales channel for the Group today?
R1: In the 1990s, China was perceived by many Western companies more as a threat than as an opportunity. In that context, Semar’s choice was unconventional and, in hindsight, remarkably forward-looking. We chose a different approach, guided by a belief my father has always expressed very clearly: if you cannot compete with a potential rival, it is better to form an alliance. It was precisely this strategic vision that led to the creation of the joint venture in 2000, marking the Group’s entry into the Chinese market. Since then, Semar’s journey in China has been characterized by continuous evolution: from a simple manufacturing presence to a true commercial and strategic hub. Over time, the Chinese market has not just been a place to operate in, but a context to engage with, learn from, and grow within. Today, we can say that this choice has proven to be successful. Our Chinese colleagues are no longer just operational partners, but key counterparts with whom we share vision, expertise, and objectives. Continuous and constructive dialogue, combined with a strong capacity for mutual listening, has enabled us to build a solid and lasting model of collaboration. Without this path of partnership and openness, China would hardly have become such a crucial pillar in the Group’s commercial development.
Q2: What cultural differences have you noticed observing the Chinese market from Italy compared to when you were directly in China, and how have these experiences influenced your understanding of the market and your operational approach?
R2: Observing China from Italy inevitably leads to a partial perception, often filtered through stereotypes or Western market logic that does not always apply to that context. Only by being there in person do you truly grasp the speed, complexity, and strong cultural specificity that characterize the country. One of the most evident aspects is the different approach to time and change: the Chinese market is extremely dynamic, requiring rapid decision-making and a high degree of adaptability. At the same time, however, personal relationships play a central role: trust is built over time and is essential for developing strong partnerships. This direct experience has taught us that standard models cannot simply be applied. It has been necessary to develop a more flexible approach, based on listening and a deep understanding of the local context. In this regard, the contribution of our Chinese colleagues has been crucial in correctly interpreting market dynamics and making more effective decisions. Ultimately, the shift from a “remote” perspective to direct presence has allowed us to evolve not only operationally but also culturally, making us a more open, responsive organization capable of operating in a truly global environment.
Q3: How does Semar integrate design and innovation into the development of products for the Chinese market, and can you provide a concrete example of how these elements come together in a recent product or project?
R3: For us, design and innovation are closely interconnected and always stem from a careful understanding of market needs. In China, where the technological level and customer expectations are particularly high, this approach is essential to develop truly competitive solutions. Integration is based on continuous collaboration between our Italian teams and local teams: on one side, we bring advanced engineering expertise and long-standing design experience; on the other, we benefit from a direct understanding of the market and its specific applications. This enables us to develop high-performance products that are also perfectly adapted to their context of use.
A concrete example is the Rogowski coil, a technology in which Semar has developed distinctive know-how. Today, we are able to produce current sensors with an accuracy level of up to 0.1%, an extremely high standard that only a few players can consistently achieve with the same level of reliability. This result is not only about technical precision: the quality of the coil has a direct impact on the safety and protection of the systems in which it is installed. Accurate current measurement is essential to prevent faults, properly manage loads, and ensure the safe operation of electrical infrastructure.
In this sense, our work goes beyond developing a component—it contributes to creating safer and more reliable systems. This combination of engineering excellence, attention to detail, and the ability to address real-world needs is what defines Semar’s added value, both in China and in the other markets where we operate.
Q4: How do you respond to the expectations of Chinese consumers regarding the environment and social responsibility, and what differences do you notice between their expectations and those of European consumers?
R4: As Sustainability Officer of the Group, I can say that sustainability represents one of the fundamental pillars for our business development and growth. It is a central factor that concretely shapes our development model, guiding our industrial and product decisions.
We are also strongly committed to monitoring our CO₂e emissions across all Group plants—three in Italy, as well as in Tunisia, China, and the United States—with a clear and ambitious goal: achieving carbon neutrality by 2030. This commitment translates into concrete actions across the entire value chain.
In recent years, we have developed a portfolio increasingly aligned with the energy transition and smart grids, in line with the expectations of advanced markets such as China. A concrete example is our medium-voltage instrument transformer designed without the use of SF₆ gas, a technology still widely used today but with a significant environmental impact. Our solution represents a more sustainable alternative while maintaining high standards of performance and reliability.
In the same direction, we have also developed Airy, a sensor capable of monitoring more than 20 environmental parameters related to air quality. This technology has been implemented across all Group plants to analyze differences between operational contexts and enable targeted actions to improve environmental and workplace conditions.
Alongside this, we have also developed solutions for electric mobility, such as our Infinergi charging station, which fits into an energy ecosystem increasingly oriented toward electrification and emissions reduction.
As for the differences between China and Europe, both markets are showing growing attention to environmental and social responsibility, albeit with different approaches. In Europe, sustainability is often driven by regulations and strong cultural awareness, while in China change is very rapid and strongly supported by industrial policies and large-scale investments. In both cases, however, the direction is clear: innovation and sustainability are increasingly interconnected and represent a key factor of competitiveness.
For us, being able to anticipate these needs means not only responding to the market, but also actively contributing to the development of a more sustainable energy system.
Q5: What reflections or general suggestions can you offer to those who wish to enter the Chinese market, considering the complex and constantly evolving dynamics of this country?
R5: The first suggestion is to avoid interpreting China through the lens of Western markets. It is an extremely complex environment, with its own dynamics, requiring a dedicated approach and a genuine willingness to understand its specific characteristics.
It is essential to invest with a long-term perspective. A short-term, results-driven approach has often prevented many companies from building a solid and lasting presence in China. We chose a different path, aiming to combine the speed and dynamism of the Chinese context with a more structured culture and a typically European long-term strategic vision.
Another key aspect is adaptability. The Chinese market evolves very rapidly, both technologically and in terms of customer expectations. Companies need to be flexible, ready to rethink established models and develop tailored solutions, rather than assuming that what works elsewhere can be replicated directly.
At the same time, it is important to maintain a clear corporate identity. Balancing local adaptation with global consistency is one of the most delicate, yet most strategic, elements for achieving success.
Finally, I would recommend adopting a listening-based approach. The ability to truly understand the market—through continuous dialogue with customers, partners, and local teams—is what allows companies to turn complexity into opportunity and build sustainable growth.
Edited by: Carlo Diego D’Andrea, Managing Partner of D’Andrea & Partners Legal Counsel and National Vice President of the European Union Chamber of Commerce in China (EUCCC).
