S Strategy – The analysis of the CFDT
AISC plenary session October 26th, 2017
The CFDT requested the presentation of the S orientations to the Staff Council and we salute the ambition shown here for better performance in terms of support to the operators, proposal of an extended services offer, and to work towards reinforcing the proximity with the customer.
This project of concentration and exploitation of data is essential to allow us to progress in predictive analysis and extend our services offer. However, we feel that numerous legal and commercial aspects remain to be managed, for example the utilization for commercial ends of data coming from a third party, Palantir’s independence and reliability…. Furthermore, it is possible that the expected gains are very over evaluated (we heard 30% of AOG avoided, which seems rather optimistic…).
For the CFDT, this project should not hide other difficulties that are slowing the reactivity of Airbus to the demands of the operators, for example the phenomenon of silos that exist with Engineering, Procurement and our suppliers.
Thanks to the engagement of the employees and the vision of the successive leaders of S, Airbus has today reached a high level of technical support that obtains regularly positive grading on the CSIP (index >70). The personnel from S has participated in the development of AIRTAC and AirTHM, accompanied by a high performing standby duty system (SEE/SER/STL), englobing signature of
official documents that allow for rapid dispatch of aircraft 24h per day 7 days per week.
The CFDT notes with satisfaction Management’s engagement to maintain the AIRTAC 2.0 center in Blagnac and highlights that the potential evolutions that could require new adaptations of working organization and hours can only be carried out with the agreement of the concerned personnel.
International Footprint (Regionalization)
If the CFDT understands the need to be closer geographically to the customer in order to better manage relations and anticipate/ respond commercially to their needs, we remain particularly vigilant concerning the volume of jobs that could be transferred outside of Europe (recent example with SLC).
The CFDT AISC members have emphasized the need for a “return clause” for the AIRBUS SAS and Opérations SAS employees who will volunteer for the contract proposed in “local+” conditions.
Furthermore this new concept of governance by region raises the question of the homogeneity of our response to the companies and our capacity of information exchange between the regions and Blagnac to capitalize on the experience.
Going further by offshoring of technical expertise centers could undo the integrated support that was a major step by Airbus towards the worldwide standard of support that we have reached thanks to the efforts of S personnel, mostly in Europe.