SAFRAN an international

Transcription

1 Hammamet, June 25th, 2009 SAFRAN an international Technology Leader In: by François ANORGA, Director, International Industrial Development 0 /

2 2008 KEY FIGURES Sales Operating income Net income - Group share 10,329 million euros 798 million euros 256 million euros 2008 sales by branch Sales by region Defense Security 1,646 MEuros Aerospace propulsion 5,803 MEuros Other Europe* 16% Asia 9% 10% 53% 56% 28% North America 28% Aircraft equipment 2,856 MEuros * Most reexported by prime contractor customers 1 /

3 A GLOBAL WORKFORCE At December 31, ,500 employees in more than 30 countries France 35,600 Europe (outside France) 6,000 Americas 8,600 Asia 2,600 Africa 1,600 Other /

4 AEROSPACE PROPULSION Commercial engines Military engines fighter jet engines trainer jet engines transport aircraft turboprop engines missile jet engines Helicopter engines Rocket engines cyrogenic engines for launch vehicles solid rocket motors for launchers and missiles satellite engines 3 /

5 AIRCRAFT EQUIPMENT Nacelles Landing systems landing gear wheels and carbon brakes control systems and hydraulics landing/braking monitoring systems Engineering Engine equipment integrated control systems power transmissions engine modules and components Wiring systems 4 /

6 DEFENSE SECURITY Optronics and Air-Land Systems infrared observation and surveillance optronics tomorrow s soldier tactical UAVs periscopes and sights space optics Security secure terminals healthcare program terminals smart cards multi-biometric ID systems access control solutions identity systems Navigation and aircraft systems navigation and guidance systems military equipment onboard information systems autopilots and flight controls aircraft modernization mission planning systems command/control systems 5 /

7 SAFRAN s Strategy in Tunisia 1 - Our first motivation: the Business: We are present since 1970, to be close to our customer: TUNIS Telecom 2 - Then, we used this presence for our industrial development : Convinced by the Competitive costs in Tunisia, we created our own plant 3 We combined the local competences with ours to create local industrial Networks, able to handle a large added value: We helped the local suppliers to develop their activities We helped our historical suppliers to come along with us 4 - We are developing R&D and Hi-tech partnerships With TELNET, for instance, to develop softwares and electronic hardwares, validation test benches, 6 /

8 SIPM - AIT Our Industrial Network in TUNISIA Telnet Spid MAT Latelec SAFRAN Supplier SIMEF GMD TN TFT Decelan TPS Stuq AGBI Angers nickelage Schligler ITP Recif TEC SAGEM SMT TASCHKE TN Eurocast Zodiac SOGIM SAFRAN in Tunisia: ~ 200 M of local added Value in /

9 SAGEM COM A success story Brief presentation Sagem Tunisia is an Offshore subsidiary, 100% owned by Sagem Communication, a part of SAFRAN Group Activities: Electronic cards and assemblies Located in Ben Arous, Created in Dec 2002, Starting of Operation: Jan 03 ISO 9000, ISO 14000, SAPR-3 June p m² Dec p m² Jan people m² June p m² June p m² Strong growth, as well in capacity as in competences 1 At first: Remote shop 2 Autonomous manufacturing centre for many products 3 - Multi competences Manufacturing and R&D centre 8 /

10 Technical Partnership with TELNET On June 17th, 2009 at Le Bourget Airshow: In presence of Mr. JOUINI, Minister of economic development and international cooperation: Signature of a technical partnership agreement between: - TEUCHOS ( SAFRAN s Structure for design and technological development) - SAI (SAFRAN AEROSPACE INDIA) - and TELNET For: - System Architecture - Hardware development - Critical softwares and operating sytems - Validation tests 9 /

11 CONCLUSION SAFRAN Group is present for almost 40 yr in Tunisia. We developed our activities, our presence attracted several suppliers Tunisia proves itself to be an excellent working place: At the heart of the «Mare Nostrum», 30 centuries of common history with Europe, geographic proximity, european culture, good spoken french, Capable and motivated Manpower, competitive costs Our experience, our advice: Don t think only low cost, but long term, instead Don t be shy: Dare important projects: The bigger the project, the better the pay back Combine the competences of occidental industries and of local suppliers: Use the local network and help its development. Begin with manpower activities, in rented buildings: Quick start up, at low risk. Be fast: The cost of a project is related to its duration 10 /

12 International Industrial Development Thank You شكرا جزيلا 11 /