© ATR. All rights reserved. Proprietary document of ATR.

1TH QUARTER 2015N°38

EDITORIALOn the heels of several successful years for ATR, by the time you finish reading this column, three ATRs will have already taken off or landed somewhere around the world.2014 was a record year for ATR; we posted 160 orders, 5 new customers, a backlog of 280 aircraft and a record number of deliveries: 83.We need to get our aircraft to our customers as soon as possible and we will beat our deliveries record again this year as we continue our industrial ramp-up.Inside this issue, you will find articles on our green credentials. It is not only good for the environment but also makes business sense. It comes down to basic economics; lower fuel consumption helps our customers save money.On the inside pages you will also see how the credit rating agencies have given ATR a top ranking. According to the agencies, ATRs still maintain half their asset value after a decade of flying. While ATR will be making news as it ramps up the production line even further and looks at plans to increase the revenue potential for airlines with extra seats, other major plans are afoot.We have reorganized our internal manage-ment structure to improve our ability to meet our customers’ needs. For example, we have created a new directorate of quality and one for safety. A new Programs directorate has also been set up to ensure better control and swifter response times. In conclusion, if I had to select one sentence to represent our commit-ment to our customers for 2015, it would be, “challenge ourselves in order to meet your needs!”

Patrick de CastelbajacChief Executive Officer

IN FLIGHT

ATR’s sales figures show impressive results, how did the company get to this point?Patrick de Castelbajac: It’s true that the figures are outstanding, with 160 sales on nearly every continent but especially in the Asia-Pacific region and Latin America. We definitely think there is huge potential in Europe too, because the ATR is the most effi-cient way to travel regionally since it is so environmentally friendly. We also have to improve our image in Europe. The overall success comes down to great teamwork, everyone in the company contributed. The results are due to major airlines placing orders, and lessors too, which gives us a great deal of confidence moving forward because these people are real professionals who measure the asset value of the aircraft and antici-pate market needs well in advance.

ATR has a four-year backlog - how can you get brand new aircraft to your customers so quickly?

PdeC: Our customers anticipate and engage in long- term plan-ning. However, the ramp-up is key. We have to honor our commitments and increase our production rates to make room for new customers. If they really need a new plane imme-diately, they can speak to lessors; this is where their business plan really kicks in. Our target is to complete 95 deliveries this year. We did well last year and we are in even better shape this year. For 2016 our target is to exceed 100 aircraft.

Has the sudden decrease in fuel prices made selling turboprops more difficult?PdeC: Lower fuel prices is great news for our operators, as they can generate extra cash and then purchase new aircraft down the road. However, it is important to understand that fuel prices will not stay at this level forever. That is not me speaking, but the best analysts in the field. Keep in mind that airlines buy planes for 20 years and the

ACCORDING TO ATR CEO, PATRICK DE CASTELBAJAC, THE ONLY WAY TO MEET THE CHALLENGES OF THE FUTURE IS HARD WORK. THIS IS THE ONLY WAY FORWARD. IN AN EXTENSIVE INTERVIEW FOR ATREVIEW, PATRICK DE CASTELBAJAC INSISTED THAT RECORD SALES AND DELIVERIES IN 2014 WAS NOT THE END GAME. THESE FIGURES UNDERLINE WHAT ATR HAS TO DO TO MEET ITS CUSTOMERS’ FUTURE GOALS AND EXPECTATIONS AND THIS WILL BE A JOINT EFFORT.

2015: A YEAR OF CHALLENGE AND OPPORTUNITY

Patrick de Castelbajac, ATR CEO

© ATR. All rights reserved. Proprietary document of ATR.

The Brazilian industrial company Imetame, which manufactures parts for the oil and mining industry, used to trans-port workers to remote sites in the state of Mato Grosso Do Sul in a convoy of 60 buses! The journey took 30 hours and required hundreds of drivers. Once the workers reached the remote sites, they needed a day’s rest before they could actually start working. The 30-hour journey could take even longer in the rainy season when the jungle roads become treacherous.Needless to say, the operation cost

Imetame a great deal of money and lost productivity hours - until an alternative solution appeared in the form of ATR. Now the company flies its staff directly to the site in Mato Grosso with an ATR 72-500 from the state capital of Espirito Santo in Southeast Brazil. The flight takes just two hours - the workers can get down to business as soon as they land and the company is no longer dependent on road transport.Having an ATR means the plane can fly in and out every day and the workers spend 15 days on site and 15 days off, with

time loss reduced to a minimum. Pier Luigi Baldacchini, ATR Vice President of Sales says, “By switching from buses to a turbo-prop Imetame de facto became an airline operator too because it makes business sense, it saves time and money, increases flexibility and boosts productivity.”Staying in Brazil, the National oil company, Petrobras provides another example of how operating an ATR on behalf of industry can be an excellent business model. Petrobras has oil explo-ration and drilling interests in the remote jungle. Having the right aircraft that can

handle the tough landing environment where oil work takes place is crucial, and that is where the ATR comes into its own.The oil company subcontracts a Brazilian charter airline: Total Linhas Aereas, to fly its 1,500 workers in and out of the area with 3 turboprops.The planes leave from the city of Manaus, which has a modern airport infrastructure, but the pilots have to land on a very remote and basic landing strip where the drilling takes place. However, the ATR is at home in that kind of envi-ronment, where the turboprop does not need ground-based radar navigation and can handle short runways with ease. 200 workers are flown in and out on the turbo-prop every day and the company can even use the ATR to fly oversized cargo including drilling bores that are 6 meters long.On the other side of the planet, in Indo-nesia running ATR charter flights to get employees to and from work is also very common. Around 10 turboprops are involved in this particular business model and TransNusa is the latest to join the club. It has just received its first brand new ATR 42-600, which will be

used specifically for flying oilrig staff from the capital, Jakarta, to production sites on the Natuna Islands on behalf of the West Natuna Consortium. According to Lim Kian Hui, ATR’s Sales Director for Indonesia,commercial flights take too long and require changing planes, whereas TransNusa can bring workers to the island within 3 hours point to point, reducing travel costs. With a brand new aircraft the journey is more comfortable, provides lower operating costs and

the plane can be configured to adapt to the requirements of the oil compa-nies. Mining is also a growing industry in Eastern Indonesia and that sector is considering adapting a similar trans-port solution for their employees. Across the globe, a wide range of businesses see the turboprop as an ideal way of ferrying employees to their work destina-tion rapidly, on time and in a cost-effec-tive manner.

TURBOPROPS CAN SAVE BUSINESSES TIME AND MONEY WITH TAILOR-MADE ROUTES FOR THEIR STAFF

A SPECIALIZED MARKET FOR COMPANIES WITH

COMPLEX COMMUTING NEEDS BUSINESS CASE

IT MAKES BUSINESS SENSE, IT SAVES TIME AND MONEY,

INCREASES FLEXIBILITY AND BOOSTS PRODUCTIVITY

Petrobras employees boarding an ATR 42-500 from Total Linhas Aereas at Eduardo Gomes International Airport in Manaus

IN THE LOOP ATR IS ‘MONEY IN THE BANK’ FOR THE FINANCIAL COMMUNITY

ATR has a backlog of firm orders span-ning 4 years and posted a new record number of sales this year. That is music to the ears of the financial community and it means that banks have never been more willing to finance new ATR sales.According to Giorgio Moreni, ATR’s SVP Finance and Chief Financial Officer, two-thirds of airlines that place orders for ATRs rely on the financial community

to provide funding solutions. Thanks to ATR’s great track record and the prod-uct’s long-term asset value, financiers are eager to accompany airlines in their future business plans.Just like anyone who goes to a bank for a loan to buy a house, those with a good credit history and a demonstrated ability to repay, can negotiate attractive interest rates.

Similarly, banks and Export Credit Agen-cies (ECAs) in Europe, such as France’s COFACE and Italy’s SACE, are under-writing ATR orders since they know that traditional airlines and lessors face little risk buying ATRs, as their resale value is second to none in the industry. They also know that, thanks to ATRs unrivaled operating costs, even smaller airlines can operate profitably, which provides

further guarantees on their ability to repay.Moreover, thanks to the outstanding maturity of its programs, ATR enjoys the same risk evaluation ratings as Airbus within the financial community, in other words excellent.The banking community and ATR have a long history of working together. Banks have stood by ATR in the good times

Giorgio Moreni, CFO of ATR

turboprop is still, by far, the best solu-tion to overcome high fuel prices. Our customers remember the 2000s when they had jets and ended up parking them in deserts because fuel prices soared.

Where do things stand with the project for a 90-seat aircraft?PdeC: What operators are looking for is a more efficient aircraft on the market, one that can carry more passengers and genera te ex t ra revenue. The increased efficiency may be lower fuel consumption, better avionics and any added safety

features or anything that improves the passenger experience. That is our objective. This is why we are consid-ering bringing the number of seats in the aircraft up to 78. However, let me stress that the -42 is also an absolutely crucial member of our family for the years ahead because it is the right fit for many customers in their markets. Therefore, a 90-seat aircraft is not necessarily what the market wants right now.

What are your key priorities for this year?PdeC: Being as close to our customers as possible. Everyone says that, we

want to do it. Listening to our customers and not just saying we have a great product is part of what makes ATR unique. We are here to say, ‘we have some ideas, now let’s hear yours’ and then see if we can brainstorm

together and turn these ideas into a better project. If our customers ask for improvements, we want to see if we can deliver on it. What we are trying to

do is make sure we have a global foot-print everywhere. Concrete evidence of this is that we have just recently increased our presence significantly in China and Tokyo. See article on page 4.

One last question: you joined ATR last

June. Tell us a little about yourself and your way of

working?PdeC: I am reasonably direct, and I want my staff to find solutions, to be customer focused. I want them to ask themselves, ‘how can we do things better together?’ I am a hard

worker and I expect those who work for me to do the same. We must chal-lenge ourselves to meet our customers’ needs. I strongly believe in a couple of simple facts: no one on their own knows how to bui ld an aircraf t . Everyone has to work together to bring their expertise and share it. Our staff members come from diverse cultures, backgrounds, training and work expe-riences: this is a real strength for us. By working together, this will bring the best out in everyone. In the past, I have seen where best practices work well and I am 100% convinced that everyone benefits when we all share what we know.

IN FLIGHT

and in more difficult times, such as when the global financial crisis made it a much tougher market. Today, however, thanks to ATR’s healthy order book and enduring market success, the future looks very promising.

THE TURBOPROP IS STILL BY FAR THE BEST SOLUTION TO

OVERCOME HIGH FUEL PRICES

ATR PLAYS MAJOR ROLE IN EUROPE’S AMBITIOUS INITIATIVE

FOR SAFER, MORE EFFICIENT AND CLEANER SKIES

IN FIGURES

SESAR (Single European Sky ATM Research- ATM (Air Traffic Manage-ment)) unites around 3,000 experts in Europe and beyond in an effort to make the SES (Single European Sky) a timely reality by developing technologies and procedures for a new-generation of the ATM system capable of enhancing performance. SESAR aims to increase

European airspace capacity, reduce the accident rate per flight hour, reduce the environmental impact and costs per flight. These performance results are forecasted to be achieved via R&D on improvements to ATM operations, including technical systems, proce-dures, human factors and institutional changes.ATR has played an important role in SESAR activities with its co-parent owner ALENIA AERMACCHI since

2012, including involvement in tech-nical subjects and execution of a series of relevant flight tests.In this framework, during May 2014 over a one-week period, more than 10 different types of approaches were performed on ATR-600 aircraft (MSN0811prototype) with upgraded avionics software provided by Thales

for Advanced LPV (Local-izer Precision with Vertical

guidance) in the aim to eval-uate the aircraft behavior and

crew perspective ( workload, situ-ation awareness, etc.).

This exercise also provided evidence on the feasibility and acceptability of the Advanced LPV concept. Moreover, the Advanced APV (Approach Proce-dures with Vertical Guidance) concepts may interest Airborne Industry, Airlines (inclusion of new airports/runways in their operational scenario) and pilots.

SESAR 2020 – will continue the results already developed during the SESAR project, which began in 2008 and runs through 2016. SESAR 2020 –

expected to run from 2015 onwards – aims to demonstrate the viability of solu-tions developed by the SESAR project in larger and more operationally-inte-grated environments.Together, in conjunction with ALENIA AERMACCHI, ATR is gearing up for an even bigger role in the next phase, SESAR2020, whose “Call for Expres-sion of Interest” was launched on July 9th 2014.

ATR’s Chief Project Engineer, Sofia Fredj-Ezzekmi indicates that ATR wants to extend its participation to SESAR

2020, in order to play a major role in the design and testing phase on the innovations and technologies for the future ATM system. According to Antonio Sperandio, ATR’s European Research and Development Cooperation Program Director, ATR wants to take technology to the next level to satisfy its customers’ needs and also anticipate new industry regula-tions well in advance. By playing a vital role within SESAR 2020 it can lead the way and make sure the industry meets its future targets for safer, more efficient and cleaner skies.

CUSTOMERS BENEFIT FROM NEW TECHNOLOGY AND STAY ONE STEP AHEAD OF NEW MANDATORY EU REGULATIONS

CUSTOMER SERVICE REPRESENTATIVES COVER THE WORLD ASSISTING CUSTOMERS AS THEY GROW THEIR BUSINESSES

ATR’S ROVING AMBASSADORS

THE AIM IS TO REVOLUTIONIZE AIR TRAFFIC MANAGEMENT

SYSTEMS BY 2024

IN PROGRESS

IN SERVICE

At the Farnborough Air Show, ATR CEO Patrick de Castelbajac said one of his key priorities going forward was to improve Customer Satisfaction. To achieve this goal, one of the measure involves increasing the number of ATR Customer Support Representatives (CSRs) worldwide. CSRs work in close collaboration with customers to help them strengthen their airline and facilitate the entry into service of new turboprops. The CSRs also offer new support services aimed at optimizing fleet utilization. ATR has two types of CSRs: those who accompany specific airlines with the Entry Into Service (EIS) of their new aircraft, and the Regional Customer Support Representatives based in the

Australia, Russia and Brazil offices to cover the associated customers located in Australasia, Russia and CIS and South America. ATR has a total of 24 CSRs from more than 12 different national-ities based in 18 different countries. That combined with their background

in engineering and mechanics makes them ideal reps. Often they worked for airlines in the past before joining ATR so they have a key advantage in that they understand customers’ requirements, as they have been on the other side so to speak, and are able to anticipate their needs. For example, an ATR representative has accompanied the Colombian airline, Avianca, for more than a year now, as the airline puts its large order of new turboprops into service. Therefore, a second CSR is now based in Guate-mala to support the customer in interna-tional growth. Their job is to work in very close proximity with the airline, to assist with any queries or troubleshooting and

to provide key advice that will enable Avianca

to optimize all its turboprops to their full capacity. Avianca

also receives updates on a regular basis about all the services

and support they can receive from ATR. At some times, they also benefit from the support of the Regional CSR.Ultimately, the role of the CSRs is to enable the airlines to become autono-mous while reassuring them that they can rely on ATR representatives to assist them. In the words of Marc Bourret, ATR’s CSR and Airlines Project Director,

the Customer Support Representatives act as ambassadors for ATR world-wide, as they have the special privilege of working alongside their customer throughout the mission. The representa-tives are usually on site for a minimum of 3 months and can stay as long as 3 years before they are rotated elsewhere taking their vast know-how with them to their next assignment.

Despite their engineering backgrounds, the CSRs do not work directly on the aircraft but advise the airlines and ensure continuous knowledge transfer through on-the-job training and appro-priate usage. They also act as a go-between with ATR headquarters in Toulouse or regional centers. The number of CSRs deployed has

already increased as the number of new ATR customers grows and that trend will continue. To meet this increase in demand, two more Regional Support Representative Offices will be added, one in Southeast Asia and another in Africa. This is all part of the CEO’s mission statement to focus on customer proximity. Workshops are held on a regular basis, bringing together all the CSRs to share their experiences and new work methods. This is an opportunity to meet and exchange with all ATR departments and specialists and see how they can propose an even better service by eval-uating what is new or changing and points of interest for their customers. In early December, all 24 representa-tives met in Toulouse.

IT’S ALL PART OF THE CEO’S MISSION STATEMENT TO

FOCUS ON CUSTOMER PROXIMITY

280As of January 1st 2015, we have a backlog of 280 aircraft (30 ATR 42-600s and 250 ATR 72-600s). This is the best ATR backlog at the beginning of the year.

23

87

42

128

Asia Pacific

46%

Africa Middle East

8%Americas

15%

Europe

31%

Our 24 Customer Support Representatives with our CEO, Patrick de Castelbajac

Our ATR 42-600 prototype has conducted a series of flight tests in Turin to optimize advanced flight approaches (APV)

SUMMARY OF BACKLOG (As of End December 2014 - Source ATR Fleet Status)Note: Lessors are included in the countries where they are based

AIRCRAFT UTILIZATION(as of End December 2014 - Data reported by operators)

ATR72 ATR42 TOTAL

Cumulative Flight Hours

12,17 11,91 24,08

Cumulative Flight Cycles 13,71 13,11 26,82

In millions

FLEET IN SERVICE(as of End December 2014 - Source ATR Fleet Status)

Europe

Asia Pacific

Africa &Middle East

North America

Latin America

34 %

27.3 %

8.6 %

11.7 %18.4 %

AIRLINE OPERATORS AND LEASING COMPANIES (as of End December 2014 - Source ATR Fleet Status)

Per Business

Cargo

SpecialMission

Airlines

151

19

15

Per Region

Europe Asia Pacific

LatinAmerica

Africa &Middle East

NorthAmerica

60

27

10 34

54

© ATR. All rights reserved. Proprietary document of ATR.

Indonesia-based TransNusa has leased ATRs in the past but, in September, it received its first brand new ATR 42-600 and has an option to pur-chase three more. TransNusa is a new ambitious company and ATR is playing a major role in its expansion plans. TransNusa CEO, Juvenile Jodjana, sat down with ATRe-view in Toulouse to talk about his plans for the future and how ATR fits into them.

Tell us a little about TransNusa’s business?TransNusa has two main business lines: one is commercial flights, which

we developed from the beginning and in the last two years we have diver-sified into services like oil contracts or airline travel for resorts. That is an entirely new market for us. It depends on customer requirements and we are able to listen to them and tailor our product to their needs. That is our advantage, we can adapt quickly, while big airlines can’t.

How do you plan to expand and how can the ATR turbo-prop help you?Indonesia is a huge market, in a huge country: there are 17,000 islands with hundreds of airports scattered all over Indonesia. It offers many oppor-tunities that we can explore and we

want to specialize in turboprop opera-tions. With turboprops, we can reach remote areas, open up routes and create a multiplier effect and access in and out for the local communities that we will serve. Hopefully, we will help those communities grow economi-cally as we have done elsewhere since 2005. Therefore, our goal is not just to be profitable but to help the country develop too. We have to replace our older aircraft and the ATR is the right aircraft to modernize our fleet. This is our first brand new ATR but it will provide the foundations for our team to bring other ATRs into the fleet as we go forward in the future. It is the right aircraft for efficiency and safety standards, and its advanced technology will help us grow too.

You specifically chose the ATR 42-600. What are its main benefits?We have bought this brand new ATR to cater to the oil industry that we are going to begin serving in November. The other ATRs we have on option will be either for other oil industry contracts that we may sign in 2015 or for regular scheduled airline services. We will begin operations with this brand new ATR on a route between the capital and Sumatra province. The ATR 42-600 has great perfor-mance and flexibility. Many runways

in Indonesia have very limited landing access of around 1,200 meters. However, for the ATR-42 it is just perfect and we can execute a maximum amount of take-offs. This plane also burns less fuel and is what we require for the niche market we want to tap into in Indonesia.

How do you think your passengers will welcome the comfort of the brand new ATR 42-600?Our passengers will love this airplane because it is brand new and it has advanced technology. We have already had feedback from passen-gers to this effect.

Do you have one word to conclude?The ATR team has been fabulous and very supportive from the beginning when I started making enquiries about this order. The regional office in Singa-pore and the head office in Toulouse gave me a great deal of help. They assisted us with the financing aspect and they sat down and discussed our needs with us. If I had to find one word to describe the relationship I have with ATR it would be “Partnership”.

Scan this QR code to view the whole interview

ATR has opened a new office in Tokyo, as part of its ongoing commitment to be as close and responsive to its customers as possible.

Headed by Regional Sales Vice President Dominique Dumas, the new North Asia and Philippines office will manage ATR’s presence in Japan, Mongolia, South Korea, Taiwan and the Philippines.There are already 35 ATR aircraft operating across this region.

This summer’s delivery of an ATR 42-600 to Amakusa Airlines is expected to be the first of many in Japan, due to the country’s very specific operational and regulatory constraints.“Japanese air passengers expect a high level of service, quality and punctuality, so many airlines a r e l oo k i ng t o upg rade t o more efficient, modern aircraft. Moreover, our -600 is the only turboprop to meet Japan’s strict urban and noise rest r ic t ions,

thanks to the integration of modern and state-of-the-art technology,” explained Dominique Dumas.

I t is the growing requirement for both quality and pioneering technology that makes this region a huge potential growth market for ATR. The next objective is the launch of a dedicated customer support network, to ensure an even higher standard of service, and a clear understanding of regional airlines’ specific needs.

Publisher: Laurence Rigolini - Supervisor: Elio Baino - Coordinator: Mélanie Nonju - Editor: Sapiens Sapiens - Layout: TBWA\CORPORATE - Printer: Graphic Pyrénées - Images: ATR, Pierre Barthe - Contributors: Patrick de Castelbajac, Dominique Dumas, Sofia Fredj-Ezzekmi, Antonio Sperandio, Lim Kian Hui, Pier Luigi Baldacchini, Jean-Pierre Clercin, Marc Bourret, Giorgio Moreni, Bertrand Pabon, Stéphane Gemble, Domenico Melchiorre, Francesco Diana, Juvenile Jodjana, Guillaume Lérisson, Massimo Castorina, Elio Baino, Mélanie Baby. © ATR. All rights reserved. Proprietary document of ATR. This document shall not be reproduced or disclosed to a third party without the written consent of ATR. This document and its content shall not be used for any purpose other than that for which

it is supplied. ATR, its logo, the distinctive ATR aircraft profiles and patented information relating to the ATR aircraft are the exclusive property of ATR and are subject to copyright. This document and all information contained herein are the sole property of ATR. No intellectual property right is granted through, or induced by, the delivery of this document or the disclosure of its content. The statements made herein do not constitute an offer or a representation. They are based on the mentioned assumptions and are expressed in good faith. Printed on mixed FSC®-certified papers, wood from well-managed forests. Send your remarks by email at the following address: corporateweb@atr.fr

IN CONFIDENCETRANSNUSA

PURCHASES ITS FIRST EVER BRAND NEW ATR AND PLEDGES MORE ORDERS ARE ON THE WAY

TransNusa takes delivery of its first ATR 42-600

DID YOU KNOWNEW TOKYO OFFICE TO SERVE

JAPAN AND NORTH ASIA REGION

IN BRIEF

GLAMOR IN CANNES RED CARPET SUCCESS FOR ATR IN CORPORATE MEDIA SECTOR

ATR’s documentary “Let’s fly Brazil - The new flying rivers” has received a silver dolphin award at this year’s Cannes Corporate Media and TV Film Festival. It is one of the most prestigious gatherings worldwide for the corporate audiovisual industry.

ATR has just received Authorized Economic Operator (AEO) status from the French Government. This simplifies customs procedures for the import and export of aircraft and spare parts for operators and is recognized throughout the EU, the US and China.

FOR ATR OPERATORS GOING THROUGH CUSTOMS IS NOW EASIER THAN EVER

As announced ATR 13th Operators’ Conference will take place from March 30th to April 1st, 2015 in Nice (France). Hoping that this event should be a good occasion to reinforce our co-operation, we are looking forward to meeting you personally and sharing together on your ATR operations! Register on: www.atr-conference.com

ATR 13TH OPERATORS’ CONFERENCE

WHERE TO FIND US IN 2015

Nice, France

Miami, USA

Santa Lucia, Mexico

13th Global Operators Conference

MRO Americas

FAM - Feria Aeroespacial México 2015

31 Mar. -1st Apr.

14-16 Apr.

22-25 Apr.

CHINA

MONGOLIA

JAPAN

PHILIPPINES

TAIWAN

HONG-KONG

SOUTHKOREA

TOKYO

Laurence Rigolini has been appointed new Corporate Secretary of ATR. She previously worked for Airbus Heli-copters and reports directly to CEO Patrick De Castelbajac. Ms. Rigolini’s new responsibilities include institu-

tional relations, communications, general services, IT and the environment.

NEW SENIOR APPOINTMENT AT ATR: MOVING FROM HELICOPTERS TO TURBOPROPS

Thierry Casale has been appointed Senior Vice President, Programs. This newly created directorate manages product improvement projects including supply chain activities. He reports directly to ATR CEO Patrick de Castelbajac.

ATR LAUNCHES PROGRAMS DIRECTORATE

David Brigante joins ATR from Alenia Aermacchi as new Senior VP, Procurement. He is responsible for contract negotiations with suppliers and reports directly to CEO Patrick de Castelbajac.

NEW HEAD OF ATR PROCUREMENT