![]() ![]() We plan to invest 350 million euros until 2025 to create new paint hangars or surface treatment plants as well as improving those already in existence. Then, both divisions Satys Aerospace and Satys Interiors each have ambitious roadmaps for the years to come. »įirst of all, we have to do our job right which means delivering aircraft on time in order to earn our customers’ trust. Without Airbus' tremendous success, we wouldn't be here. I would like to add that all activities are important for Satys because the customers have placed their trust in us.Ĭhristophe Cador : « Our success is primarily that of the French aeronautic industry. And this part linked to production will continue to progress because growth is a driving force for the future of our company. In total, the Interiors divisiont accounts for 35% of our annual turnover. ![]() And we have clear ambitions in this area. For example, the rail industry is a sector where we have become a major player concerning amenities. I am very attached to the painting activity which was our first market, but I was able to identify early on the need to diversify in order to strengthen the company’s position. And without this development we wouldn’t have become what we are today.ĭiversification has always been a driving force in your development strategy. However, more than half of our activity is done abroad. Satys is a French company with its headquarters in Blagnac, and will remain there as we are firmly attached to this location. We are now present in 14 countries including China, where we started our business in 2009. We first opened a paint hangar in Seville, then in England, in the Netherlands… As a result, it has never stopped. No, because we decided to add an international dimension to the company while still supporting Airbus and our other customers. Following in Airbus’s and Air France’s footsteps was in the beginning the motor of our development. That’s how we were able to build, finance and operate our first paint hanger in Blagnac in 1999. This was also the case for our other customers such as Air France. The company was looking for reliable partners, for example in painting, who would be able to invest and support its development. I had also understood that Airbus didn’t want to do everything itself on its aircraft. It wasn’t a sector that I knew very well, but I had in mind that the aeronautic industry was growing, due to Airbus’ remarkable products. What was your ision of the aeronautics markets whan you took over STTS in 1999 ? Christophe Cador, CEO of Satys since 1999, traces the history of the company, its values and development projects.
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