Safran at a glance
Safran is an international high-technology group and tier-1 supplier of systems and equipment in its core markets of Aerospace, Defense and Security.
Operating worldwide, Safran has 69,000 employees and logged sales of 15.4 billion euros in 2014. Comprising a number of companies, Safran holds, alone or in partnership, world or European leadership positions in its markets. Safran undertakes extensive Research & Development programs to keep pace with its fast-evolving markets, including expenditures of 2 billion euros in 2014.
of consolidated revenues invested in
filled in 2013
by Thomson Reuters
supplier of engines for mainline jets
(over 100 seats), in partnership with GE
manufacturer of helicopter turbine engines
in cryogenic rocket engines and solid rocket motors
worldwide in military aircraft engines
manufacturer of landing gear, wheels and carbon brakes
(for mainline jets with over 100 seats)
manufacturer of aircraft wiring systems
manufacturer of power transmissions
(for mainline jets with over 100 seats)
in aircraft engine nacelles
manufacturer of helicopter flight controls
in tactical drones
in optronic systems
in inertial navigation systems
in biometric identity solutions
in automated identification systems
based on fingerprint, iris and facial recognition
manufacturer of computed tomography explosive detection systems
for checked luggage
Safran is a French-registered company, listed on NYSE Euronext Paris. Its share is part of the French stock market index, CAC 40.
Safran's corporate management calls on an Executive Committee representing the Group's different businesses to implement the strategic objectives defined by the Board of Directors. This governance principle guarantees a balance of power, and ensures quick responsiveness for Safran, to meet the changing requirements of its economic, financial and competitive environment.
On April 23, 2015, during the Board of Directors meeting following the Annual General Meeting of Shareholders, Philippe Petitcolin was named Chief Executive Officer of Safran, and Ross McInnes was named Chairman of the Board. They succeed Jean-Paul Herteman, who held both functions.
Board of Directors
The Board of Directors, an independent body, determines Safran’s major strategic objectives and oversees their implementation. Specialized committees provide input to support the decision-making process.
Now being updated
The Executive Committee is in charge of conducting Safran’s business, in line with the strategy defined beforehand by the Board of Directors.
Ricardo Funari / CAPA Pictures / Safran
Peter Taylor / CAPA Pictures / Safran
Safran's broad international footprint enables us to build business and industrial partnerships with the world's leading prime contractors and operators, respond quickly and locally to customer needs, and continuously strengthen our competitive edge.
Safran's presence spans the globe. We deploy production plants, research facilities, service centers and sales offices worldwide as part of a global industrial strategy that underpins our performance. We are committed to providing responsive local solutions and winning new markets.
Safran's purchasing policy
With annual purchases exceeding 8 billion euros, Safran applies a purchasing policy that helps meet our strategic objectives of excellence, competitiveness and innovation. Our policy is anchored in long-term relationships and sharing methods and values with our suppliers, plus supporting them on a daily basis.
Daniel Linares / Sagem / Safran
Rudy Burbant / CAPA Pictures / Snecma / Safran
Philippe Stroppa / Snecma / Safran
Philippe Stroppa / MBD / Safran
Meeting regulatory requirements and supporting long-term relationships
Safran's purchasing policy is in line with our commitment to excellence and competitiveness, and is fully consistent with our industrial policy and CSR (Corporate Social Responsibility) strategy.
The aim of our purchasing policy is to focus on suppliers who meet our requirements and comply with the specific regulations governing the aerospace, defense and security markets. Our suppliers are also expected to make a long-term commitment to Safran through a balanced, mutually beneficial relationship.
Creative spirit / Safran
Xavier Dessemond, Safran Vice President, Purchasing
Our aim is to ensure that our suppliers' performance meets the expectations of Safran and our customers. That means concentrating our activities around suppliers capable of ensuring the long-term competitiveness needed to boost our market shares. In turn, we demand unyielding excellence from our suppliers in terms of guaranteeing quality and on-time delivery. We also expect them to contribute innovations, and get involved very early in our own developments.
Four main thrusts
Safran's purchasing policy has four main thrusts:
- Develop a group of suppliers capable of:
- Meeting Safran's current and future performance needs, in terms of cost, quality and deadlines, along with technological expertise and innovation.
- Guaranteeing that Safran's CSR strategy will be applied throughout the supply chain at their level, notably working with sheltered workshops and adapted enterprises.
- Foster suppliers' involvement early in Safran's development programs, to make sure we can meet all customer requirements, by allowing our suppliers to:
- Propose their own innovations.
- Bring all their expertise to the table so we can design and build the best and most cost-effective Safran products, in line with our health, safety and environment (HSE) standards.
- Promote procedures, and management and monitoring tools shared by all Safran companies to improve the operation of our supply chain and relations with suppliers.
- Support key suppliers to help them adapt their organizational structure to meet Safran's expectations and changing market requirements.
Safran's purchasing policy
Safran's purchasing policy is deployed according to the following principles:
- In line with Safran's Code of Ethics and best practices listed in the Business Mediation Charter.
- In compliance with Safran's commitments to public authorities, trade associations and other partners.
- Based on:
- ongoing collaboration between Safran companies and the corporate purchasing culture and network;
- coordinated actions by all Safran staff working with suppliers;
- involvement of the Purchasing department throughout our products' life cycles.
- Each Safran company has its own Purchasing department, which adapts the corporate purchasing policy to the specific requirements of its own markets. Each entity is responsible for managing its own production purchases.
Excerpt from the speech by Xavier Dessemond, Safran Vice President, Purchasing, during Suppliers' Day 2013, the first convention organized by Safran for its suppliers, held on November 22, 2013 in Paris.
Tasks and responsibilities:
- Coordination of production purchasing between Safran companies.
- • Management of non-production purchasing for all Safran companies, through the Shared Services Center (SSC), Safran Purchasing.
Working with Safran
Working together to boost performance
Safran expects our suppliers to engage in proactive continuous improvement to improve performance and competitiveness. In return, we work closely with our suppliers to help them achieve these goals.
Thierry Schneider / Aircelle / Safran
Purchasing volume of
€ 8.2 billion
Purchasing general terms and conditions (GTC) applicable under French law
- Standard General Purchasing Conditions
- General Purchasing Conditions Aeronautical Supplies
- General Purchasing Conditions for Intellectual Services
- The general terms and conditions for purchasing in other countries are available on request from Corporate Purchasing
- The Supplier Requirements and Industrial Validation Process guidelines are also available on request from the Purchasing department in any Safran company.
Building solid relationships with suppliers is a key to Safran’s competitiveness. Safran’s Purchasing policy is based on relations with some 13,000 suppliers, from small and medium-size enterprises (SME) to major multinationals.
SME correspondent/internal mediator
Safran's Responsible Supplier Relations Code of Conduct has established the position of SME correspondent/internal mediator to maintain balanced, long-term relations between SMEs and Safran, based on mutual trust.
To help our suppliers improve their performance, Safran pledges to help them meet their objectives.
Safran Purchasing: non-production purchases
Reporting directly to Corporate Purchasing, the Shared Services Center (SSC) "Safran Purchasing" handles non-production purchasing for all Safran companies. It pools all indirect non-production purchases from 10,000 suppliers and handles a total annual order volume of €2.7 billion from suppliers worldwide.
Thierry Mamberti / Safran
Ten purchasing categories
Eric Drouin / Snecma / Safran
Safran Purchasing includes some 250 buyers worldwide, who handle purchasing in the ten following categories:
- Construction, infrastructure, facility management & energy
- Industrial & non-industrial consumables
- Transportation, logistics and travel
- Information technology and telecommunications
- Design and testing services
- Human resources, training and consulting
- Capital goods
- Cutting tools
- Special tooling
Eric Drouin / Snecma / Safran
in annual order volume
worldwide, dedicated to non-production purchasing
Consistency and local support
A centralized team defines and deploys purchasing strategy, negotiates Group contracts and oversees supplier performance. In addition, local on-site purchasing teams liaise closely with users and ensure that purchasing policy and procurement contracts are managed efficiently.