Interview with

Rosalía Arribas

Head of Marketing at Antolin

Interview with

Rosalía Arribas

Head of Marketing at Antolin

The market demands more and more advanced solutions, and we develop them with partners such as Walter Pack.

From the 2008 financial crisis and subsequent industry restructuring to the pandemic, inflation surges, and the rise of China in the automotive industry—Rosalía Arribas has witnessed every major disruption in the 21st century from her vantage point in Antolin’s Marketing Department. Perhaps for this reason, she champions the formula that has kept the company at the forefront of interior automotive solutions: a commitment to innovation, continuous research into sustainable materials and processes, and collaboration with leading partners to deliver integrated intelligent solutions.

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You have been part of Antolin’s Marketing Department for over 24 years. From this privileged perspective, what do you consider to be the biggest transformation in the automotive sector?

I wouldn’t point to just one; I believe there have been three major transformations. First, electrification. Second, sustainability. And now, the latest challenge: the entry of Chinese manufacturers, who are flooding the market with their vehicles. A fourth transformation could be autonomous driving—initially, there was a lot of momentum, but we’ve seen that its development will be much slower than anticipated.

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How has digitalization impacted marketing strategy? Would you say it has been a natural adaptation, or has it required significant effort?

A bit of both. In some cases, it was a natural shift, while in others, it required effort—especially given today’s need for immediacy and visual engagement. During the pandemic, for example, we had to transition our client exhibitions from physical to online formats. We scheduled virtual meetings with clients to showcase our physical prototypes through our experts. It was a great success because clients appreciated our efforts to bring technology closer to them despite the circumstances. Today, we continue offering both virtual and in-person presentations.

We also had to quickly adapt our physical participation at CES Las Vegas that year into a digital format, producing videos and online content to present our innovations. Additionally, we personalized marketing campaigns to be more precise and tailored to specific clients.

"Social media plays a key role: we use it to highlight innovations, foster employee pride, and share job opportunities."

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Trade shows continue to play a crucial role.

Absolutely. For us, they are fundamental because they allow for direct, one-on-one networking, which is much more personalized. In-person trade shows generate far more business opportunities. And it’s not just industry events—customized events where we take our products directly to the client’s facilities are also key. The goal is to create a comfortable, personalized environment where we can interact directly and effectively showcase our innovations.

"Trade shows are essential because they enable direct, face-to-face networking—not just within the industry, but also through customized events."

Rosalía Arribas

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It’s hard to discuss digitalization and marketing without mentioning social media. What role does it play in an automotive company like Antolin? And looking ahead, will its importance grow or diminish?

Social media is crucial for us because it allows us to reach all our stakeholders—not just direct clients, but a much broader audience. Depending on our message, we use different platforms. We leverage social media to showcase our achievements, innovations, and even to strengthen employee engagement.

For instance, we use LinkedIn and X for corporate news and technological advancements. Facebook remains an important communication tool, particularly in Eastern Europe, the US, Mexico, and Brazil. And in China, being present on WeChat is essential, as it is the leading platform there.

"We must balance promoting innovations quickly while maintaining confidentiality to prevent plagiarism."

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Marketing in such a competitive industry must be challenging, especially with Asian competitors closely monitoring new advancements. Have you had to keep many secrets?

Absolutely. We have to carefully balance promoting our innovations quickly—aiming to be first to market—while ensuring confidentiality to prevent plagiarism. Chinese competitors are extremely fast at replicating new developments, as we’ve seen with AI.

Depending on the type of innovation, we may choose to make it public immediately or initially promote it through private, direct communication with select clients. To protect our innovations, we officially register them before presenting them to clients and sign confidentiality agreements when necessary. Awards present another challenge—submitting an innovation for an award requires disclosing technical details, which then become public. We have to decide whether the exposure is worth the risk.

"Staying ahead requires creating an innovation ecosystem, especially to deliver turnkey integrated solutions."

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How has Antolin maintained its leadership in technological innovation after 75 years in the industry?

Innovation is part of our DNA—it’s something that can’t be erased. The Antolin brothers started with a steering joint that saved lives, combining rubber and metal to prevent breakage. That was the beginning of our creative and entrepreneurial spirit. Today, we continue investing heavily in research, following the same path of creativity and innovation.

We focus on sustainable materials and processes, as well as integrated intelligent solutions. Walter Pack plays a key role as a trusted partner. One of our strategies for staying at the forefront is creating an innovation ecosystem, particularly to deliver turnkey integrated solutions. For example, with Walter Pack, we combine their specialized film technologies with our lighting and capacitive sensors to create high-value intelligent solutions.

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Would you say that partnerships like Walter Pack contribute to Antolin’s leadership?

Absolutely. Strategic partners help us reach areas where we wouldn’t otherwise be able to. The market demands increasingly complex solutions, and we develop them with partners like Walter Pack or AED, along with experts in sensor technology and sustainability. This collaboration allows us to incorporate eco-friendly materials, such as plant-based residuals, into our components.

Antolin offers a sustainable alternative for every product we bring to market. That’s why we lead sustainability as a Tier 1 supplier."

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Sustainability is a growing priority, but is it still a challenge for the automotive industry? How does Antolin integrate sustainability into its marketing and communications?

For us, sustainability is not a pending issue—we are one of the most sustainable suppliers in the industry, with a broad portfolio of sustainable products. It’s no longer an option; it’s a requirement for staying in the market. Antolin offers a sustainable alternative for every product we launch. The real question is whether manufacturers are willing to absorb the additional costs of sustainability.

In our communications, we always highlight our sustainability approach—not just environmental but also social and governance-related aspects. We don’t make empty promises; every claim we make is backed by measurable, verifiable data, which is why we confidently position ourselves as a leader in sustainable solutions.

"Passion and pride in belonging are what drive Antolin forward."

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In an increasingly technology-driven world, what role do people play at Antolin?

They remain the driving force of Antolin. I remember Avelino and José always emphasizing the importance of the team. We are a family-owned company—an outlier in this industry—and that makes a difference. I approach the company as if it were my own, and that passion and sense of belonging are what set us apart.

What are the biggest challenges for automotive marketing, and how is Antolin addressing them?

Innovation remains our top priority. Many still recognize us primarily for headliner substrates, but Antolin is much more than that. One of our most powerful marketing tools is physical prototypes—bringing our capabilities to life. Another challenge is optimizing budgets and finding new, cost-effective ways to promote our solutions.

We also prioritize Tech Days, where we bring innovations directly to clients, and industry conferences, ensuring Antolin has a voice at key events.

"Facility visits are a key marketing tool, combining technology, expertise, and hospitality."

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Any standout marketing strategies?

In our case, one of the basic marketing tools is visits to our facilities. They are a mix of technology, know-how, hospitality… it is very important to win the game with the client. It is like in sports, when you play at home you have more elements in your favour. And one of them is the showroom at the headquarters: our visitors are amazed by our showroom and by the fact that we have examples of products from each of the plants where Antolin manufactures, and also examples from our partners, such as Walter Pack, which is present at our exhibition.

Visitors continue to be surprised by our advanced product portfolio, both in diversity and quality, and by the fact that we have mini-showrooms in many of our technical centres and plants. These tools are very important and we will continue to promote them in the future.

One of our fundamental tools is market research. We closely monitor our customers, competitors, and industry trends. We also keep a detailed track of manufacturing forecasts from consulting firms, cross-check production volumes of current and upcoming models, and use this information as a key factor in our decision-making process. These tools play a crucial role in our strategy, and we are committed to further strengthening them in the future.