Søren Viltsborg Thomsen · Nina Holdrup Søager · Anette Juel Sørensen · Lesley Etherington · Dennis Tanderup · Anders Thomassen · Ingolf Thomsen · Philippe Tuyls · Choon Hoe Lim · Libby Hannelle · James Bower · Sarah Addley · Jane Amura · Sam Baldwin · Corrine Ball ·

John Barling · Chris Barrett · Wayne Barrett · Barbara Barron · Peter Barrow · Angela Beck · Paul Bethell · Gary Callaghan · Glenys Bruce · Alison Bunker · Sue Burton · Mick Butcher · Billy Brew · Keith Campan · Steve Cannell · Jody Carter · Alan Chadwick · Kevin Chandler · Abbie Chase ·

Amanda Clements · Jeremy Cole · Charlotte Sunke · Lloyd Cooper · Dragos Cracium · Brian Crane · Mary Cremer · Stuart Curl · James David · Kevin Dean · Stuart Deary · Kevin Little · Bill Donovan · Jason Dunford · Peter Durose · Kaspars Ekis · John Grimwood · Leon Sørensen · Mary Faulkner · Shelia Fordham ·

Jim Forsberg · Jessica Frost · Lauren Fuller · Carl Gay · Michelle Gay · David Goddard · Angela Goldberg · Helen Ellis · Per Voigt · Tom Hansen · Sally Harvey · Dean Hayward · Yvonne Hearn · Peter Heeney-Duff · Shirley Henderson · Peter Hepplewhite · Tony Hickson · Steven Hill · Clair Hoare · Aimee Hodgson · Graeme Holland ·

Glenn Hooper · Keith Hopkins · Christopher Hughes · Jonathan Hunt · Donald Hydes · Bobby Jarrett · Christopher Jemson · Russell Jenks · George Jobson · Paul Jobson · David Johnson · Christine Kay · Marcia Kay · Jacqueline Kennedy · Jon Kentish · Chloe Kenyon · Cliff Lamb · Pam Lay · Sorcha Lee · Majbrit Karlsdotter · Shane Lock · Susan Lowes ·

Ken Maclennan · Julia Madhani · Victoria Martin · Paul Maynard · Bill McDonald · Emma McKenzie · John McLaughlin · Jonathan Medhurst · Hannah Mepham · Sue Miklosovits · Richard Molyneux ·

Abu Monnan · Andy Moores · Jamie

Morgan · Christopher Moss-Clarke · Paul Mott ·

Jens Nell · Ashley Nicklin · Bruce O’Connor · Allan

Orman · Martin Osborne · Ryan Parsons · Gaynor Owens ·

Kelly Palmer · Emma Parker · Lisa Overington · David Perkins ·

Ian Powell · Susan Richards · Bob Schramm · Mary Prowse · Rob Purnell

· Frankie Randall · Kim Ransley · Luke Remsbery · Jean Richards · Michael

Poland · Nick Roberts · Emma Rudge · Graham Russell · Patrick Ryan · Alan

Sargent · Charlotte Sawyer · Samuel Pearmain · Lisa Shaddick · Danny Simmons ·

Stephen Simmons · Arnie Sivertsen · Harold Smith · Garry Snow · Malcolm Spooner · Nick

Stephenson · Charlotte Stevens · Ray Stevens · Nathan Stewart · Glenn Stokes · Barry Stone ·

Robin Strickland · Stephen Sumner · Martin Swinney · Megan Tannenbaum · Beverley Tanner · Mark Tanner · Natalie Taylor · Paul Taylor · Laura Thomas · Nigel Thomas · Mark Thoms · Frankie Turnbull · Daniel Van Der Mark · Simon Varney · Roy Venn · Tina Verlo · Sandy Wainwright · Doreen Walker · Reece Walker · Bobby Walker · Mark Warwick · Chris Webbon · Richard Wellham · Tim Wheeler ·

Kathy Wiggins · Chris Williams · John Williams · Stuart Wilson · Cedric Aymonin · Olivier Bertrand · Pascal Birck · Olivier Bourgine · Francoise Bouthors-Bernard · Sébastien Boutrouille · Meddy Bretin · Jean-Michel Brothier · Laurence Candellier · Yann Caro · Karine Cerceau · Antoine Chetelat · Marie Clair · Laurent Clerget · Laure Decroix · Myriam Defreitas · Sylvie Duhamel · Manuella Fleury ·

Jean Michel Fontaine · Fabrice Fusarelli · Grégory Gonzalez · Sébastien Guingouin · Martine Hen · Anne Karczewski · Annie Claude Koehler · Arnaud Lavisse · Murielle Lemen · Christelle Lebeaupin · Jérome Lucien · Sylvie Mandon · Audrey Mansart · Emmanuel Mathiot · Valérie Moreaux · Ariane Neuville

· Louis Nicolas · Carole Piorowicz · Daniel Poiret · Sylvie Rantz · Fabienne Raynaud · Emmanuelle Ricaud · Nathalie Sinna · Sébastien Thomas · Tiphaine Trouvé · Didier Uldry · Nathalie Wowk · Ton Eichelsheim · Wenying Chen ·

Ying Hou · Yongdong Hu · Jin Fei Qin · Jun De Pan · Hai Lin · Yu Qing Ma · Xiao Zheng Sun · Laura Wang · Meng Wu · Emily Ye · Yuan Zhang · Xiao Li Zhao · Chunliu Zhong · Siti Musfirah Bite Abdul Rahim ·

Mohammad Naharuddin Bin Ali · Hamdan Bin Amran · Norfadzlina Binte Abdul Rahim · Roszita Mohd Isa · Vincent Chan · Loreen Cheo ·

Laura Cheong · Augusto Cobarrubia · David Corish · Gracie Dan · Sharon Fan · Rene Frandsen ·

Sunny Goh · Siti Zulfarae’za Binte Jumat · Kimitomo Kikuchi · Jeffrey Koh · Siok Imm Koh · Soon Ting Koo · Stephane Lecolley · Junn Lee · Jenny Li · Kah Meng Liew

· Susanne Svej · Evelyn Lim · Jenny Lim · Kai Leng Lim · Nicholas Lo · Wai Poon Loh · Shun Chiew Loo · Victorino Lores · Timothy Low · Kate Svinth · Peter Lundberg · Mohamad Amin Bin Masagoes Zainuddin · Mohamed Ali Bin Meesta · Julia Mockett · Abdullah Shatari Bin Mohamed Buhari · Jacky Neo · Eileen Ng · Kristy Ng · Anton Nöffke · Muhamad Nur Iman Bin Hashim · Timothy O’Hara · Esther Pang · Saril Bin Peai · Tommy Peh · Xiu Er Pek · Desmond Phua · Jean Quah · Mihammad Rizal Bin Samat · Gina Sim · Sin Toon Phua · Jerome Sng ·Yeow Koon Soh · Alvin Tan · Charlene Tan · Dennis Tan · Kevin Tan · Khuan Thiam Tan · Kimberley Tan · Wolfgang Tatzer ·

Eng Kai Tay · Martin Teo · Wei Jie Toh · Mary Wi · Yin Leng Wong · Benny Yeo · Julie Yeo · Khian Leong Yeo · Meng

Peow Yeo · Roxanne Yeo · Delen Yeong · Christina Yong · Joo Eng Tan · Gina Sim · Said Bin Amin · Nina Jenkins · Larri Brown · Tomekia Brown · Lisa Browne · Bruce Brzoska · Victor Castrillon · Joanne Davis · Brenda Drayne · Dick Edwards · Rick Edwards · Akilah Faulkner · Robert Finley · Tina Fitzpatrick · Detra Fullard · Larry Gordon · Tad Green · Tony Green · Eileen Griffin · Mike Gronniger · Brian Hvid · Stacy Ireland · Chris Jackson · Sandra Jenkins · Christopher Jones · Troy Jones · Gordon Keene · Bob Lanford · Kim McBurnett · Bruce Lowe · Mark Lutz · Cheryl Madero · Carol Lillian · Jean Moore · Don Nelles · Jeanette Olsen · Mark O’Shaughnessy ·

Leslie Parsons · Lan Pham · Danielle Pitts · Evva Pitts · Todd Pomeroy · Cortney

Robinson · John Ridings · Jermaine Powell · Welkind Saint Jean · Richard Rutledge · Doris Sims · Debra Scopelletti · Renard Slaughter · Michelle Thonen · Brian Webster · Melvin Vargas · Rick Tonney ·Leandro Wartelski · Donnell Word III ·

Desondra White · Helen Waldrep ·

Elliott Wells · Jim Wright ·

Al Wigert

Laith Abbas · Jens Holbech · Anette Achiam · Martin Adnoff · Esmail Aghal ·

Rikke Kristiansen · Üstündag Harc · Tina Jane Andersen · Tina Lili Andersen · Martin Andreasen · Per Arnbo · Claus Bang ·

Mette Backhausen · Henrik Bakmann · Mikkel Bardram · Ejner Barnholdt · Nicolai James Besa · Christian Bjergfelt · Mikker Ann Bjerregaard · Henrik Bjørnø ·

David Blythner · Kitt Boldinger · Gert Bolvig · Grith Borg · Hans Borgen · Steen Bruhn · Michael Buchwald · Marco Caldana · Lisette Bjørn Cappai · Lene Carlos · Yumin Chen ·

Mikael Willum Christensen · Rosamaria Gutierrez Christensen · Tom Christensen · Claus Bugge Christiansen · Lykke Christiansen · Jens Hornung Christoffersen · Carsten Cruz · Irene Cruz ·

Ulla Dahlin · Döndü Deveci · Sidse Djurø · Torben Due · Dorte Sonne Ekner · Thomas Elkjær · Thomas Ellemo · Lotte Enevoldsen · Caroline Engelsborg · Erik Juel Eriksen · Claus Kjær Fischer · Jack Frandsen ·

Martial Briere · Allan Wiggins · Susan Fuglsang · Connie Gjevnø · Rikke Heilmann · Ingelis Gretlund · Claus Gaarskær · Anette Hagelsten · Anja Siiger Hansen · Ebbe Hansen · Lene Hansen · Ove Hansen · Christina Hardegaard · Sarah Graffner · Jakob Suhr Henriksen · Nicolai Hertz · Merethe Bøjtrup Hofflund · Helle Wriedt Hollænder · Flemming Holm ·

Casper Holm-Pedersen · Henrik Hvass · Michael Højgaard · Per Iversen · Søren Iversen · Karina Jaenicke · Michael Møller Jakobsen · Helen James · Anne-Lise Bai Jensen · Henrik Jensen · Steen Karsbo · Arne Svenningsen · Külli Schjønning-Larsen · Kim Grøn Jensen · Kim Rene Jensen · Maja Christina Jensen · Tina Egede Jensen · Lisbeth Gjøl Johannessen · Gitte Juhl-Hansen · Lars Juncker · Juergen Badura · Majbrit Jørgensen · Lars Kampf · Christina Michelsen · Nils Bruse Karlsen · Dorte Kassebeer · Kim Bai Jensen ·

· Anette Knudsen · Anja Kongsted · Henning Kongsted · Anne Lise Lagerstrøm · Henrik Kristoffersen · Henning Søgaard Larsen · Lene Krag Larsen · Helle Skou Laursen · Ghita Marie le Fevre · Per Lindberg · Anders Lindqvist · Henrik Madsen · Lisa Dobbs · Asger Mikkelsen · Richard Mikkelsen · Søren Munk · Grete Kleiv Møller · Jørgen Møller · Tina Naldahl · Charlotte Nielsen · Gitte Nielsen · Hans-Jørgen Nielsen · Lasse Nielsen · Lisbeth Nielsen · Niels Halberg Nielsen · Hans Pedersen ·

Ole Nielsen · Rene Sune Nielsen · Troels Algot Nielsen · Lone Nørregaard · Maja Olsen · Martin Søgaard Olsen · Morten Olsen · Kenneth Hemmingsen Ophus · Amancio Reino Pampin · Jens Peder Pedersen · Majken Gernskov Pedersen · Annette Kildegaard Perlt · Hjørdis Petersen · Lone Petersen · Solveig Petersen · Ulla Poulsen · Mads Rahbek · Allan Rasmussen · Lars Sverre Rasmussen ·

Roland Rasmussen · Pål Rikter-Svendsen · Hanne Lynggaard Rosenkrands · Søren Sabroe · Thomas Bielefeldt Sander · Lis Schielstrup · Eva Schjøtt · Jeanett Schmidt · Richard Misslebrook · Camilla Schuricht · Mikael Serritzlew · Karina Siering · Henrik Skifte · Kamilla Duvander Jensen · John Stær · Flemming Stelling

· Ulla Stokholm Larsen · Agneta Strøbæk · Raymond Coleman · Mohammad Usman · Louise Hoby Sorrentino · Maria Lumbantobing ·

50 YEARS WITH SATAIR

CONTENTS

NOSE FOR BUSINESS

CHAPTER 1: SATAIR PREPARES FOR TAKE-OFFFrom 11 enthusiasts in a Copenhagen apartment to a dynamicinternational trading company reaching for the skies.

CHAPTER 2: A NEW ERAInternational influences and new markets – as the world changes, Satairgets ready to tackle the new millennium.

CHAPTER 3: SATAIR TODAYFrom Copenhagen to the Far East – Satair has become the world’s largest independent distributor of spares and components for the aviation industry. And the future is wide open.

SATAIR OVER THE YEARS

Final copy date: April 2, 2008

Editorial committee: Louise Hoby Sorrentino, Camilla Schuricht, Steen Karsbo and Anette Hagelsten

Research, text and editing: Henrik Kristensen and Michala Paulli, GCI Mannov

Design and print: EYE-D Gramstrup ApS

Cover: Satair’s employees, May 2008

ILLUSTRATIONS USED IN THE BOOK:

Satair’s archives, Airliners.net, arj21.org,

Eurocopter, SPH - The Business Times,

Amager Bladet, Reimar Juul, Bill Arm-

strong, Bill Hann, Boeing, Craig Murray,

Ivan Rodriguez, Jan-Kåre Folstad,

Linze Folkeringa, Juha Klemettinen,

Juhani Sipilä, Manuel Marin, Mariusz

Adamski, Mel Lawrence, Michael Hall,

North West Pilot, Peter De Jong, Peter

M. Garwood, Radek Oneksiak, Rhys

Dudley, Sam Chui, SAS Group, Serge

Bailleul, Shawn Miller, Simon Willson,

Stil, Swissair, Ted Oliveira, Thomas Klein

and Tim de Groot.

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1992 1995 1997 1998 1999 2001 2003 2005 2006 2007 2008

Satair employees from 1957 to 2007600

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1957

1982

2007

On December 23, 1957, a group of capable businessmen keenly dedicated to the aviation industry founded a new organisation: Scandinavian Air Trading Co. A/S. They invested their personal savings in a good idea – laying the foundations of the international company we have become today.

Denmark, UK, France, USA, the Middle East, Singapore and China – over the years we have become a genuinely global outfit, developing within our company structure a unique combination of know‑how, skills and presence. We know our business. We move when we identify an opportunity. And we’re not afraid of change. On the contrary.

When the world around us changes, we adjust to suit the circumstances. We’re oppor‑tunistic in the most positive sense of the word – quick to spot an opportunity and identify new, profitable business areas. New markets, new products, new service concepts – our strength lies in staying ahead of the pack.

It was sound commercial thinking and a nose for business that got Satair off the ground 50 years ago – and these are still the company’s strong points today. The simplest idea, option or solution is often the best, and that’s something we recognise at Satair. We don’t do things we don’t understand – we act when it’s necessary – and we’re a company of doers. That’s the feeling we get on our way round the company.

We’ve had our bumps on the way – but the road ahead’s looking good for Satair. We’ve done well in crisis situations because we’ve stood shoulder to shoulder, adapted to new circumstances – and identified business opportunities where others have seen obstacles.

Satair has become a leading global distributor, thanks to our skilled workforce. More than 500 employees worldwide make up the backbone of the Satair family, and that’s something to be proud of.

The success of our business depends on relations with customers, suppliers and partners, and every day our skilled and committed employees throughout the world step into the front line, cultivating the personal relations and contacts on which we base our entire business concept. Without them there would be no Satair. We are determined to be the first choice of our customers and suppliers when the search is on for a sound commercial transaction or an attractive deal. If there is one thing we’re expert at, it’s keeping our customers’ aircraft flying – and our own corporate feet firmly on the ground.

It’s with more than just a little pride that we take the opportunity with this anniversary publication to congratulate everyone on this special birthday. We’ve done it together, and we look forward to making a start to the next 50 years so that we can lift Satair to new heights.

Nose for busiNess

Executive Board 2008:John Staer, CEO

Morten Olsen, COOMichael Hoejgaard, CFO

JohnStaer

It’sMondayevening.11peoplearegatheredinasmallapartmentatFiolstraede24inthecentreofCopenhagen.They’replanningtheworkscheduleforthecomingweek.DC‑3sparesfortheUSA,LycomingenginepartsfromtheUSdestinedforEgypt.It’s1960.Thefledglingcompany–ScandinavianAirTradingCo.A/S–hasjusthireditsfirstrealemployee:

asecretarywho’llspendhertimehandlingmailandansweringthetelephoneduringtheday.The10companyfoundershandleallotherwork.Onavoluntarybasis...intheevenings...becausetheyknowthey’reontoagoodidea.

The adventure begins three years earlier – in 1957 – in the technical sales depart‑ment at Scandinavian Airlines (SAS). In those days the department carried out aircraft maintenance work for various airlines, including other companies from the Middle East and southern Europe which did not have their own facilities for serv‑icing a fleet of aircraft. But as SAS grew, its focus on servicing aircraft for others gradually diminished, and in the mid 1950s SAS began to wind down its external maintenance service in order to concentrate completely on its own aircraft.

Parts with PoteNtialA small group of enthusiasts in and around SAS realise the situation offers a business opportunity. Those airlines which had previously had their aircraft serviced by SAS now needed to have the work done elsewhere. There was a need for spares – and spares had to be tracked down, purchased and resold.

satair PrePares for take‑off

From11enthusiastsinaCopen‑hagenapartmenttoadynamicinternationaltradingcompany

reachingfortheskies.

�‑51957‑1958

SatairstartedlifeonDecember23,1957.

Pratt&WhitneyR‑985engine.

SAT’S FIrST SHArEHOlDErSBuyer Bergthor Brock

Manufacturer Jens Frederik rasmussenCivil Engineer Helge W. Hansen

Mrs. Birgit Krogh (withdrew after a few months)Manufacturer H.C. Henriksen

Mrs. Gudrun Blicher JensenCapt. Janssen

Mrs. rigmor SoerensenMrs. Gunvor Christensen

Photographer H. AueMrs. Poulsen

And there was enough equipment on the market. It was shortly after World War II – and there were numerous stores of spare parts for aircraft and all kinds of other equipment scattered throughout Europe.

a comPaNy takes to the airIn December 1957 Blicher Jensen, an SAS engineer, and nine other colleagues from the aviation industry seize the opportunity to go into business. The group includes five employees from SAS’ technical sales department, and together they set up a new company: Scandinavian Air Trading Co. A/S (SAT). Pooling their personal resources and borrowings, they manage to put up share capital of DKK 50,000 distributed more or less equally among the 11 shareholders.

The first shares are issued on December 23, 1957, and the foundations are laid for the global company known today as Satair.

There’s a push to register the new company before the Christmas holidays because it is already in the process of buying a consignment of Pratt & Whitney r‑985 engine parts in England. The purchase is negotiated – and the parts arrive in Copenhagen early in the new year.

In1956personnelfromSAS’technicaldepart‑mentvisitedEthiopiainconnectionwithaDC‑3andC‑47dealwiththeEthiopianAirForce.

satair PrePares for take‑off

WHEN STErlING AIrWAyS BECAME AIrBOrNE

SAT’s early years coincided with the first years of the jet age, when ordinary families began flying off

on charter holidays. When legendary Danish travel boss, Pastor Eilif Kroager, founded his Tjaereborg

travel company in 1962, the new upwardly mobile air‑craft broker was ready to lend a hand. Oskar Thomsen,

who has been a SAT shareholder since 1958, says:

”One day Pastor Kroager strolls into the technical sales department, wanting to buy a couple of aircraft. He chats

with Blicher Jensen and eventually asks: “How many passengers can a DC‑3 carry?” Blicher Jensen phones me in the engineering

department and asks me to come over. I can tell the pastor that the SAS version of the DC‑3 carries 21 passengers but that it can be

modified to carry 28. “Oh, that’s not nearly enough,” the pastor says, “it’ll need to take at least 100!” I tell him that what he needs in that

case is a DC‑6B. “Do you have any of them for sale?” We have to admit that we don’t. On the way out the good pastor asks me to let him know

when we can help him out with a couple of DC‑6Bs.Six months later I learn that Swissair has two DC‑6Bs for sale. Even in those

early days we were on good terms with Swissair – so we were able to arrange for the pastor to buy the two Swiss aircraft. And that was the start of Sterling

Airways!

”

In its early years the new company is based at the home address of its chairman, Helge W. Hansen, in Virum, north of Copenhagen. And from the outset it’s full steam ahead. The little group of corporate hopefuls is driven by a pioneering spirit in its early days. Its members tend their respective day jobs and duties – and spend their evenings and weekends build‑ing up their new trading company. All aspects of buying and selling are handled by the 10 shareholders themselves – Helge W. Hansen’s wife does the books.

exPaNdiNg distributorSeveral of the company’s founders still work for SAS, and the company doesn’t want to compete with SAS’ maintenance work on the large DC‑3, DC‑4, DC‑6 and DC‑6B aircraft. So SAT concentrates primarily on engine components and propellers for smaller aircraft. Initially, the growing trading company acts chiefly as a distributor for US suppliers, and in 1958 it begins a profitable partnership with lycoming, the American aircraft manufacturer. A relationship that has lasted up to the present, and which means that SAT is entrusted with the sale and distribution of spares for lycoming’s aircraft engines.

The little company’s business goes well. Sales in 1958 totalled DKK 141,033, the follow‑ing year they reached DKK 860,131. Trade is brisk across Europe’s borders – in 1959, for example, the company buys two DC‑3 aircraft from SAS and sells them on to the French air force. And in the same period a shipment of Pratt & Whitney r‑985 engines offered for sale by the Dutch air force changes hands when SAT steps in to buy it – and resells it to a French company.

SAT continues to expand. In 1960 it needs a real office and employees. The company moves from the Virum home of its chairman into a private, borrowed apartment in Fiol‑straede, Copenhagen, where it welcomes its first employee – Tove Jeppesen, a secretary. In May of that year Knud Soerensen is appointed General Manager and will head SAT until 1987 and from 1992 to 1994. Now things are really looking up. The following year – 1961 – the bustling company is again in the market for premises, moving this time to a 40‑m² rented office in Hangar A at Copenhagen Airport.

dc‑3 TheDC‑3wasoneof

themostwidelyusedaircraftinthepost‑waryears.

�‑7 1958‑1960

TheDC‑4carries86passengersandhasarangeof6,800km.

WHEN STErlING AIrWAyS BECAME AIrBOrNE

SAT’s early years coincided with the first years of the jet age, when ordinary families began flying off

on charter holidays. When legendary Danish travel boss, Pastor Eilif Kroager, founded his Tjaereborg

travel company in 1962, the new upwardly mobile air‑craft broker was ready to lend a hand. Oskar Thomsen,

who has been a SAT shareholder since 1958, says:

”One day Pastor Kroager strolls into the technical sales department, wanting to buy a couple of aircraft. He chats

with Blicher Jensen and eventually asks: “How many passengers can a DC‑3 carry?” Blicher Jensen phones me in the engineering

department and asks me to come over. I can tell the pastor that the SAS version of the DC‑3 carries 21 passengers but that it can be

modified to carry 28. “Oh, that’s not nearly enough,” the pastor says, “it’ll need to take at least 100!” I tell him that what he needs in that

case is a DC‑6B. “Do you have any of them for sale?” We have to admit that we don’t. On the way out the good pastor asks me to let him know

when we can help him out with a couple of DC‑6Bs.Six months later I learn that Swissair has two DC‑6Bs for sale. Even in those

early days we were on good terms with Swissair – so we were able to arrange for the pastor to buy the two Swiss aircraft. And that was the start of Sterling

Airways!

”

a b

a:OneofSwissair’sDC‑6BsbeforeitwassoldtoSterlingAirways.

b: SameaircraftafterthesaletoSterlingAirways.

�‑9

close to the customerWhen it moves into premises at Copenhagen Airport, SAT is also getting much closer to its customers and partners. Flying is no longer a mode of travel reserved for the affluent, and in the early 1960s charter flights to holiday destinations in southern Europe are becoming very popular. Hog‑roast parties, swimming pools and long white beaches tempted people to visit exotic places like Spanish Mallorca, Costa Brava and Costa del Sol. Many of the flights were aboard popular DC aircraft, and the new travel companies needed assistance in buying, maintaining and servicing the many aircraft that carried sun‑worshipping holiday‑makers to warmer climes.

how to succeed iN the aerosPace busiNessThe bulk of the company’s business now comprises purchase and sale of parts for DC‑3, DC‑4, DC‑6 and Convair aircraft combined with parts from lycoming for which SAT has obtained the distribution rights. The industrious SAT traders have their hands full and have been conscious from the outset of the importance of striking quickly when a good business opportunity arises.

• In 1960 SAT buys from the Czechoslovakian airline, CSA, its stock of DC‑3 spares including 25 Pratt & Whitney engines. The whole consignment is resold to the US.

• In 1961 the company again does a deal with CSA. This time for a DC‑3 aircraft.• In 1962 Iranair sells its stock of DC‑4 spares to SAT.• A DC‑4 from Portugal is sold to the Icelandic Coast Guard.• In 1963 the company buys Swissair’s entire stock of DC‑6B spares.• SAT buys a C‑47 in Jordan in 1963 and sells it to the US.

When an airline divests itself of a particular type of aircraft, it no longer requires its stock of spares – and that’s when SAT stands ready to do a deal. The trader acquires the stock at a reasonable price, splits it up and sells the parts on to other airlines. Even in the 1960s SAT was regularly dealing with companies in Europe, the Middle East, Africa and the USA.

dc‑� TheDC‑6Bcouldseatupto102passen‑

gersandbecameoneofthefirstaircrafttobeusedtosendhundredsoftouristsoncharterholidaystopopulardestinations.

1960‑1965

In September 1961 Finn ytting joins the company as assistant to Knud Soerensen, and a couple of months later Arne Joergensen arrives as warehouse manager. SAT now has four people on its pay‑roll. Other additions are Svend Jespersen (1963) and Per lindberg (1968) who become part of the group of pioneers who drive Satair forward as a dynamic, international player. By the end of the year the company has 24 employees. Within the past few years Finn ytting and Per lindberg have each celebrated 40 years with the company.

waNted: extra legroomIn 1966 sales top DKK 10m, SAT is negotiating an increasing number of distributorships, the company is bursting at the seams again – and needs extra legroom in Copenhagen. SAT is now distributor for French Morane‑Saulnier, for Beechcraft and for Wilpac – and later for Goodyear tyres and Exide batteries. The new distributorships involve many new part num‑bers – and more warehouse space is at the top of the company’s wishlist.

In 1966 SAT signs a 75‑year lease for a four‑acre site just west of the airport. The address is Amager landevej 147 – where Satair now has its head office. At the same time Sterling Airways takes over SAT’s former airport premises. A couple of years later – in 1970 – SAT invests in the adjacent site, Amager landevej 149‑151, securing the essential space for many years’ expansion.

good NeighboursIn the 1960s maintenance becomes an increasingly important part of the business. The work is done in collaboration with a neighbouring company, Scanaviation, which specialises in the repair and maintenance of aircraft and aircraft components. This is where Jens Frederik ras‑mussen and H.C. Henriksen – shareholders in SAT right from the beginning – are employed. Over the years, SAT has established many good contacts abroad. These are now cultivated to obtain maintenance and repair contracts – for example, in Germany and the Netherlands. SAT supplies the spare parts, while Scanaviation performs the actual repair work.

exchaNge ProgrammeThere’s no shortage of inventiveness on Amager landevej. During this period SAT also sets up an exchange programme for parts for DC‑3, DC‑4 and DC‑6 aircraft – customers can simply hand in their own unserviceable component and get an overhauled part home with them. This is the case, for example, with DC‑6 engines. SAT has the unserviceable engine repaired by Braathens in Norway so that it is ready to be given in exchange to the next customer. This innovative business model means a better, faster turnaround for the customer – and a significant increase in business for SAT.

THE AMErICAN CONNECTIONFrom the very beginning SAT has had good connections in the USA. In the early 1960s a close relationship is developed with California Propeller, a company specialising in propeller maintenance – a partnership that lasts for more than 40 years, with SAT acting as California Propeller’s representative in Europe.

coNvair ��0 Inthe1960sSATalsobuysandsellscom‑

ponentsforthecharacteristicConvair240,340and440aircraft,easilyrecognisablebytheirdistinctivetail.Theseaircraftcar‑ried44passengers.ProductionofConvairpassengeraircraftceasedin1965.

New Premises oN the way Anew1,300‑m²warehouseisreadyin

March1967,anda300‑m²suiteofofficestwomonthslater.ThewarehousequicklyfillswithcomponentsforDC‑3,DC‑4,DC‑6andConvair240/340/440aircraft.

1965‑1970

10‑11

Shelves stacked with 68,000 part numbers are quite a problem to manage but in the 1970s technological help is on its way. In 1974 SAT buys its first computer. It is a state‑of‑the‑art machine from the UK – an ICl 2903 – with Danish software, and represents a massive investment for the company. The technological wonder will take over the huge job of man‑aging the constantly growing number of different aircraft parts. But before it can do that, someone has to key the existing 68,000 parts into the system. It’s a job that takes about six months – working days and evenings.

iNveNtory coNtrolThe computer has become essential. In the 1950s and early 1960s employees, customers and partners all knew each other. Agreements were verbal, and everyone knew which part was stored where. But with 40 employees, a growing portfolio approaching 100,000 part numbers, and sales topping DKK 31m there is an urgent need for an efficient computer system to ease the task of inventory control.

In 1974 even a top‑of‑the‑range computer’s memory is fairly limited – and that becomes obvious. With only 24 kilobytes of storage space, keyboard work has to halt several times a day to make backups and clean up data in order to progress with the next lot. All data is stored on large magnetic tapes. Fortunately the system can be expanded – which it is in 1978, when SAT upgrades to the larger model, the ICl 2904.

dealer aNd distributorAt the threshold of the 1970s the distribution side of the business is gradually beginning to gain more significance than buying and selling spares. The drawback in buying up complete inventories of spares is all the parts the market doesn’t ask for. These simply lie on the shelf, taking up space. It makes more logical sense with the other parts – the ones that sell – to purchase them specifically and distribute them to a targeted market.

In 1972 and 1973 spare parts for older generations of aircraft nearing retirement – such as the DC‑3, DC‑4 and DC‑6 – occupy a lot of space on warehouse shelves. The new and upcoming aircraft are the DC‑8 and DC‑9, Boeing 707 and 720, and Fokker F27.

aN f27 aircraft from the all NiPPoN fleet.

AlthoughSATactsincreasinglyasadealeranddistributor,in1973thecompanynev‑erthelessbuysuptheJapaneseairline,ALLNIPPON’s,entirestockofF27spares.Thisisanenormousquantityof100tonsrepre‑senting8,000parts.FourgiantcontainersareshippedbyTrans‑SiberianRailwayandarriveinCopenhagenin1974.Asthecom‑ponentsareunpacked,itisquicklyevidentthatwarehousespacewillrunout–sothecompanytemporarilyrentsaninflatablebuildingforthemanyspareparts.

1970‑1975

Satair’snewcomputersystemwasfullyintegratedandup‑to‑date–forthe1970s.TheICL2903controlledtheinventory,showingthestatusofeachcomponentatanygiventime.Anditinterfacedwiththeaccountsdepart‑ment–forexample,printingoutcustomerinvoices.Anne‑LiseBaiJensenwasamemberoftheofficestaffwhenthenewcomputersystemswereintroduced–andisstillemployedatheadofficeinKastrupin2008.

across the atlaNticThe distribution business is growing. American manufacturers in particular discover that it can be difficult matching payments and logistics across the Atlantic – and this is where SAT conveniently comes into the picture, as the link to airlines in Europe. reflecting its grow‑ing role as a distributor for American corporations, the Danish company applies in 1976 for admission to the American trade organisation, Aviation Distributors and Manufacturers Association (ADMA). The application proves to be a thorny issue because some members of the organisation are just a little sceptical at the thought of making room for a European company in what is otherwise an exclusively US/Canadian body. But after a week’s negotia‑tion and personal campaigning, SAT – as the first company outside the US and Canada – is given the green light to join ADMA. Membership, which the company continues to enjoy, means that SAT will have contact with a very wide circle of suppliers.

growth aNd exPaNsioNThe airline industry expands – and SAT grows along with it. In 1975 the company has 41 employees and sales of approx. DKK 40m. By 1979 the workforce has grown to 59 employ‑ees and sales have reached approx. DKK 50m.

During the 1970s it again becomes necessary to expand facilities at the company’s Amager landevej address to provide room for more growth. In 1972 SAT builds new of‑fice facilities, which are opened with flourish and fanfare, and in 1977 it is the turn of the warehouse to add more space to its capacity. In 1978 another office block is added, and in 1979 Management decides to build a brand‑new warehouse and office building on the neighbouring site, Amager landevej 151.

In1972thenewofficesatAmagerLandevejwereopened.

SAT PUBlISHES CATAlOGUEIn a new move in 1977, SAT begins publishing catalogues for its customers to describe its stock items, spares and tools from various manufacturers for whom SAT acted as distributor in the late 1970s.

from sat to satair Fromthemid1970sthe

companybeginsincreasinglytousethenameSatair.Vari‑ouspeople–includingsomecustomers–don’tthinkthenameSAThasadistinctiveringtoit.Somethinghastobedone.Theending“air”isaddedtosignalthatthecompanyworksintheairlinebusiness.Inconjunctionwithareorganisationofthecompanyin1978thenameischangedtoScandinavianAirTradingInvestA/S,andasistercompanyisformed.Whiletheoriginalcompanychieflyoccupiesitselfwiththecompanypremises,thenewcompany,entitledSatair–ScandinavianAirTradingCo.A/S,becomestheprimaryoperatingcompany.Inanewdevelopment,employeeshavetheopportunitytobuysharesinthecompany.

1975‑1980

12‑13

back iN the 1970sIn the new office premises inaugurated in 1972 staff sit in open plan office landscapes. Computers haven’t yet appeared on desks. This won’t happen for another couple of years. Instead, offices still have large filing cabinets containing thousands and thousands of data cards. The warehouse is stocked with everything from flaps and propellers to fuel hoses, filters and rivets.

kNud soereNseNGeneralManagerofSatair,1960‑88and1992‑94

Although it was not until May 1960 that Knud Soerensen became General Manager of the newly formed company, he was one of the original group in the Fiolstraede apartment back in the 1950s – and one of the main driving forces behind the development of Satair as we know it today. like so many of the other founders, Knud Soerensen was still working for SAS when the seeds were sown to set up Satair, and at the very outset it was in fact Knud Soerensen’s wife, rigmor, who was registered as a company shareholder.

Knud Soerensen was a businessman and a skilled merchant. He trained in retail grocery in Aarhus in northern Jutland, and during World War II he worked further north in Skagen, where he was active in the Danish resistance as a member of the “Joekke” Group.

After the war, Knud Soerensen joined SAS as a sales rep in Technical Sales. In the decade he worked at SAS he accumulated a wealth of international expertise on the aviation industry and an in depth insight into the market for purchase and sale of aircraft and spares. This know‑how, combined with his wonderful talent for trade, formed the basis of Knud Soerensen’s many years of dedicated work at Satair. Under his skilled leadership, Satair grew from being a small, dynamic trading company into an international and reputable organisa‑tion with entities in many countries and customers all over the world.

In Satair’s 50 year history only three people have led the company. Knud Soerensen was its first General Manager from 1960 to 1988. From 1988 Claus Schreiber was the man in charge – until Knud Soerensen resumed the reins in 1992 for a short period. In 1994 John Staer was appointed CEO.

”WhenSoerensentookchargeofsomething,thingsjustclickedintoplace.Therewerenoproblems.Hehadawaywithpeopleandcouldpleaseeverybody.

”

OSKAr THOMSEN, KNUD SOErENSEN’S FOrMEr SAS COllEAGUE AND A CO‑FOUNDEr OF SATAIr.

KnudSoerensen

”Discountisn’tsomethingyougive–it’ssomethingyouget.

” KNUD SOErENSEN, GENErAl MANAGEr OF SATAIr, 1960‑88 AND 1992‑94.

1�‑15

the fireDisaster strikes just before Christmas. In the early, dark hours of December 22, 1981, fire breaks out in the old 1967 warehouse. It spreads rapidly, out of control, and quickly envelopes the entire building. The fire causes several explosions, and nearby residents have to be evacuated from their beds into the winter night. Firefighters battle to subdue the flames, and after an intense two‑hour struggle the fire is finally

brought under control. But the damage is done.As the sun rises on December 22, a tragic sight awaits shocked employees.

The entire warehouse is totally destroyed. The entire contents of the warehouse are also destroyed – at an estimated loss of DKK 30m. Fortunately, no one is injured.

As the office section had been salvaged, it and the computer system are up and running again within a couple of days. As luck would have it, construction of the new warehouse and office building on the neighbouring site is virtually complete so it can be brought into use while the old warehouse is being rebuilt. The many components lost in the blaze have to be replaced. It takes a huge effort and investment to refill the warehouse as quickly as possible.

The cause of the fire is never identified – but there is some speculation that it could have been a lit Christmas candle that had been forgotten.

ASatairBeechcraft1900wasusedforatimeforRedCrossflightswithinAfghanistan.

1980‑1986

Thefirewasfront‑pagenewsinDenmark.Theheadlines:MajorfireatKastrup.AircraftpartsworthDKK30mlostinblaze.

SATAIr FlIES TO THE rESCUEWhen an aircraft has an error which hault further flight operation, the aircraft is kept on ground until the faulty component has been replaced. It’s a situation known as AOG – Aircraft on Ground. AOG stoppages are massively expensive in lost flying time – and are an airline’s worst nightmare. Especially when it’s a long way to the nearest supply of spares. Satair thinks creatively and commercially of ways to help its customers – and in 1980 buys its own company aircraft, a light twin‑engined Beechcraft Baron with seating for six passengers. With its own aircraft, Satair can now much more easily service customers at smaller European airports.

New times, New busiNessFrom 1985 Satair is again thinking big, thinking new. And over the next few years Man‑agement makes a number of organisational changes to coincide with an expansion of the company’s business activities. Satair A/S changes its name to Satair Holding A/S, and a new Satair A/S is formed to handle all trading activities. A second new company is established under the name Satfly A/S to invest in and lease out aircraft. The Group also acquires Avi‑Advisors A/S, a company specialising in assessing air accidents and aircraft claims on behalf of insurers.

from kastruP to baNgladeshBuying and selling used aircraft bring Knud Soerensen and his Satair colleagues to all corners of the earth. The biggest single aircraft deal hitherto negotiated by the company is with Biman Bangladesh Airlines. In 1990 Satair buys three Fokker F27‑600 aircraft and a complete stock of associated spares – a deal worth the eye‑watering sum of USD 6m. The aircraft are transferred to Cologne, Germany, where they are resold for USD 7m. Finn ytting, who was on the Bangladesh trip, relates:

“Three of us went to Bangladesh to inspect everything. All the spares were included in the deal so everything had to be packed and loaded aboard the aircraft. We had also hired four pilots to fly the three F27s to Europe. Inside the Biman warehouse, where all the spares were kept, the store manager was crying his eyes out. I remember he sported a big beard. He was sobbing because these were all the spares that he’d worked with ... now they were disappearing ... and he’d been so pleased with them. I’ll never forget that. I can still see him sitting in his office, tears running down his cheeks – as all his spares disappeared out the door ...”

GrOWTH CONTINUES INTO THE EArly 1980S.• In the 1979/80 fiscal year the company has 59 employees and sales of

just over DKK 71m.• In fiscal 1985/86 it has 94 employees and sales of nearly DKK 282m.• But during the second half of the decade growth slows somewhat, partly

on account of a weak US dollar. The 1980s conclude with 135 employees and sales of just over DKK 348m.

WHOlE AIrCrAFT ON THE SHElF

In the 1980s Satair broadens its busi‑ness activities to include the trading

and leasing of aircraft. In many cases, the company purchases second‑hand air‑

craft cheaply, refurbishes them and either sells them or leases them out.

In 1990 Satfly A/S and Avi‑Advisors A/S are merged to form Sataircraft A/S, which will now

handle Satair’s leasing, purchase and sale of aircraft.

In1982SatairboughtitsfirstconsignmentofFokkerF28parts.

1�‑17

airshows – the iNdustry’s travelliNg showroomThe airline industry has grown enormously since Satair began business in 1957. The number of airlines and other potential customers increases steadily, and it’s important to raise your profile and get people to notice you. Because there are many companies competing over the juiciest deals. The major airshows have gradually become the industry’s meeting place and showroom, and in 1982 Satair takes part in its first front‑line show in Hannover. It will prove to be the first of many years’ enthusiastic participation in airshows all over the world.

a:Satairalreadyhascustomersthroughouttheworldinthe1980s,andatthemajorairshowsthecompanygoestogreatlengthstoemphasisethefactthatitcomesfromDenmark.Thered‑and‑whitenationalcoloursattheSatairstandinHannoverin1982speaktheirproudmessage.

b:TheFarEasteconomyisdevelop‑inghealthilythroughoutthe1980s–whichmeansmorecustomersforSatair.AmongthemMalaysianAirlinesandtheIndonesianAirForce.InChinatheeconomyisstartingtoboom,andSatairisamongtheexhibitorsattheBeijingAirshowin1987.

c:Paris1993.AsSatairbecomesmoreinternational,withsubsidiariesworld‑wide,itsoftensitsDanishpedigree.

d:HamburgAirshowin2008.Thenationalred‑and‑whitecoloursremainSatair’scorporatecolourstothisday.

twiN otter OneoftheaircraftSatairbeginsservicinginthe1980sisthedeHavillandCanadaTwinOtter.

Theaircraft’slandinggearisextremelystableandcanbedeliveredwithwheels,floatsorskisforlandingonwaterorflaticeandsnow.

a b c

Hannover1982 Beijing1987 Paris1993

closer to the worldIn 1986 Satair takes a giant leap to support its many strong links with the USA: the expanding company opens its first office in North America. The US subsidiary locates in Connecticut – but within three years has moved to Atlanta, Georgia.

In 1991 Tom Whitehead, Satair’s American sales manager, in an interview with a Danish newspaper, says of the move:

“In our business you have to be fast, reliable and able to deliver the goods. We discov‑ered quite simply that there were other much more appropriate places to locate a company like ours. When an aircraft is grounded because it’s short of a spare part, from our present location near Hartsfield, Atlanta, we can normally deliver the component within about five hours. We think we have an optimum location for living up to our own objectives.”

Two years after opening in the USA, Satair – in 1988 – takes its next great step. This time all the way to the Far East. A new company, Satair Far East – today, Satair Pte. ltd. – takes its place in the local market, opening its doors in Singapore. In 1990 the office moves to the loyang District, near the airport, and builds a 1,000‑m² warehouse facility. With its own warehouse and 11 employees in Singapore, Satair can now service its Far East customers almost on a local basis.

1986‑1990

In1988SatairopensasubsidiaryinSingapore.

7�7 jumbojet Boeing’slargestaircraft–the747,also

knownastheJumbojet–hasformanyyearsbeentheworld’slargestpassengeraircraft.Thefirst747stooktotheskiesintheearly1970sandarerecognisedbytheircharacteristic“hump”.Satairbegansup‑plyingpartsfortheJumbojetinthe1980s.

d

Hamburg2008

1�‑19

the first major crisisThe new decade gets off to a violent start. On August 2, 1990, the Iraqi army invades Kuwait. The world community cannot sanction the invasion, and led by the USA it mounts an international force to fight the Iraqi army. This is the start of the First Gulf War – also called Operation Desert Storm. At first, Satair thinks it unlikely that the war will influence its business – but reality will soon put a different complexion on the situation.

The Gulf War hits both the industry and Satair hard. The state of international uncertain‑ty that follows in the wake of the war causes air traffic to stagnate. The aviation industry as a whole reacts by putting its purchases on hold, drawing instead upon its own stocks of parts. The state of caution lasts several years, and the consequences are grave. Satair sales drop 6% in fiscal 1991/92, and for the first time in its history Satair must cut its workforce on account of external factors. The company sheds 23 jobs – a massive 17% of its total staff.

sataircraft – distributioN aNd Purchase/sale of aircraftDuring the period 1989‑90 Satair concentrates all its activities on the leasing and purchase/sale of aircraft through its subsidiary Sataircraft. Many of the aircraft bought by Sataircraft are sold to such African countries as Kenya, Congo and Gabon; others go to Nepal. Trans‑actions mostly involve the de Havilland Twin Otter, while other aircraft are primarily leased on long‑term contracts to Business Flight Scandinavia and other customers. But buying, selling and leasing aircraft is not the profitable business it once was, so during the period 1991‑93 all aircraft are sold again – including Satair’s own company aircraft.

Internationalinfluencesandnewmarkets–astheworldchanges,

Satairgetsreadytotacklethenewmillennium.

a New era

AIrCrAFT ON THE SHElVES

At the end of 1990 Satair owned 11 aircraft:

4 Fokker F27‑6004 de Havilland C6 Twin Otter

1 Beechcraft 19002 Beechcraft Baron

In1990SatairwinsacontracttosupplyaircraftpartstothePolishmanu‑facturerPZLMielec–whowillbebuilding20ofthePiperM‑20Mewa.

1990‑1994

ThecasewaswidelycoveredintheDanishmedia.

sataircraft is sold – aNd striPPed of its assetsSatair is in crisis. The Gulf War has seriously knocked sales – and buy‑ing, selling and leasing aircraft through Sataircraft A/S is no longer a very profitable business. In fiscal 1991/92 Satair – for the first time in its history – has to report a deficit. It has lost about DKK 9m for the year.

In early 1992 a Danish businessman presents himself as a buyer for Sataircraft (which no longer owns any aircraft). He offers DKK 10m for the subsidiary, and the offer is seen as a welcome opportunity to improve the Group’s liquidity. Satair snaps up to the chance.

It becomes clear that the purchaser of Sataircraft has a hidden agenda with his new acquisition. He quickly strips the company of its assets and lets it go bankrupt – without paying the company’s debt of DKK 13m to the Danish tax authorities. The purchaser then vanishes and moves abroad.

case comes to courtThe sale of Sataircraft becomes a calamity for Satair, and many years are to pass before the casebook can finally be closed. As the case unfolds, there seems to be some initial doubt as to whether the Sataircraft buyer has in fact done anything wrong. This is by no means the first time companies have been purchased, asset‑stripped and declared bankrupt. But although these kinds of transactions have cost the Danish tax authorities billions of kroner over the years, no case has ever been taken to court in Denmark.

In early 1994 the tax minister of the day decides to bring Satair to court to investigate whether Satair has acted fraudulently in connection with the sale of Sataircraft. The court action will drag on for the next three years. In the first instance, Satair is found by the High Court of Denmark to have acted negligently in its sale of Sataircraft. According to the court, Satair should have foreseen that the purchaser of Sataircraft did not have a genuine motive. Satair appeals the ruling to the Supreme Court – but at the same time immediately pays off the tax debt of DKK 13m plus interest and legal costs. The Supreme Court upholds the ruling in 1997.

No coNsequeNce for the busiNessThe asset‑stripper case is exclusively a matter between Satair and the Danish tax authorities, and the case has no direct consequence for Satair’s business. But because the case establishes a principle and is the first of 1,600 similar cases that follow im‑mediately afterwards, it receives a good deal of attention in the Danish media. In the end, however, Satair receives media praise for its professional handling of the matter.

20‑21

New maN at the toPOn October 1, 1994, John Staer is appointed Satair’s new CEO. He takes over from Knud Soerensen, who temporarily returned to the post when Claus Schreiber left the company in 1992. John Staer faces two major tasks. First of all, to navigate Satair safely through the asset‑stripping case to minimise the negative effect on the company. Secondly, the time has come to attract new shareholders to replace the first generation – and one of the courses of action in this respect is for Satair to go public.

The new CEO comes to Satair from a position as Chief Financial Officer with Ambu International A/S, a manu‑facturer of equipment for the health sector. At Ambu, John Staer’s responsibilities have included overseeing that company’s international subsidiaries. He also brings with him crucial experience from converting Ambu from a family‑owned company to a successful listed company. The plan is that he should do the same with Satair.

From the very beginning Satair’s corporate make‑up has reflected the fact that its shareholders are a group of families. In the early 1990s, however, the company changes course, and the appointment of a new CEO signals a major modernisation process designed to streamline Satair. A process that will also bring early changes in its board of directors. Shortly after John Staer’s appointment, the board gets a new chairman. A leading Danish attorney and experienced corporate chairman, N.E. Nielsen, joins the Satair board – an indication of new times ahead.

1994‑1997

Intheearly1990sSatairappointsanewmanagementteam:CEOJohnStaer(left)andChairmanN.E.Nielsen.

Satairdistributesnotonlyaircraftpartsbutalso–inthe1990s–partsforhelicoptermanufacturers.Forexample,Eurocopter.

New busiNess horizoNsled by John Staer and N.E. Nielsen, Satair finally turns its back on its original business model of buying and selling consignments of aircraft parts; it has become an increasingly difficult sector to operate in.

New certification requirements in the aviation industry are designed to ensure that only original parts, meeting all standards, are used in aircraft production – and there is also a growing demand for all aircraft parts to be completely traceable. There must be no doubt about the origin of individual components.

Under the new policy, it is a much better business to focus on becoming a regular distributor – and that is the course on which Satair management embarks up through the 1990s. But metre upon endless metre of warehouse storage shelves are still piled high with old spare parts and components for which there is no longer a demand – so Satair holds a gigantic warehouse sale. It manages to sell 70% of its stock – and reduces the remainder to about 30,000 part numbers.

brisk sales iN the far eastIn the 1990s activities in Singapore are doing very well. The business expands rapidly, and in March 1994 Satair sets up another Far East subsidiary. This time in Malaysia. The new company, Satair Malaysia SDN BHD, is a joint venture with a local company, Seri Aero Jaya SDN BHD, with whom Satair has cooperated for many years. Customers prefer dealing with local companies, and a local office is welcome.

A year later – in May 1995 – a China sales office is opened in Beijing. It is a subdivision of Satair Asia in Singapore. In connection with the opening of the Beijing office John Staer gives a Danish media interview. In it he says: “China is an attractive market of which we’re expecting a great deal in the years ahead. Many affluent provinces are setting up their own airlines and have the funds to pay for them – so we believe our China office has a healthy future.”

TheofficeinBeijingislaidoutinawaythatwelcomeseverymemberoftheSatairfamily.

MArKETS IN THE 1990SIn fiscal 1995/96 Satair has sales of DKK 424m. The Far East is showing signs of being a good market – but the company’s biggest market is Ger‑many, followed by the UK. The USA holds third place. Another of Satair’s old‑established and stable markets is the air forces of several countries within and outside of NATO. That sector represents 10% of company sales during the period 1995‑96. But it is the major airlines that account for the bulk of Satair sales – as much as 51%.

oem build‑uPIn the mid 1990s Satair management realises that one area of business has been neglected for too long: sale of products such as rivets and fasteners directly to aircraft manufacturers – of both fixed‑wing and rotary‑wing aircraft – and their suppliers. These customers are known under the heading of Original Equipment Manufacturer or simply OEM. The OEM market is potentially substantial and one that Satair has not yet cultivated to the full. That situation is due to change. Satair launches on a programme of buying up existing compa‑nies and deliberately picks out markets in which a major player like Airbus has its produc‑tion.

Satair starts by acquiring the French company Tecnimatic Aéronautique SA in 1998 – which is the start of Satair France SA. The purchase consolidates Satair relations with Airbus in France, to whom Tecnimatic Aéronautique SA is a supplier.

alliaNce with c.j. fox & soNs ltd., ukUntil this point Satair had never really had a foothold in the British market, which tradition‑ally supports a thriving aviation industry. This changes in 2001, when Satair merges its OEM division with the old‑established English company – and former competitor – C.J. Fox & Sons ltd. The two companies jointly establish a new OEM subsidiary under the name Satair Hardware Group ltd. It will handle the distribution of hardware – bolts, rivets, nuts and tools – to customers. Satair’s holding in Satair France is also transferred to Satair Hardware Group ltd. Satair’s holding is 56%, giving the company undisputed access to the British market – where Airbus builds its aircraft wings. There are thousands of rivets in a wing – and Satair Hardware Group ltd. is very happy to supply them.

quick visit to switzerlaNdIn 1999 Satair acquires a Swiss company, Control Products AG, a specialist distributor of electrical products. After a year, and according to plan, Control Products AG suspends operations and moves all its activities to Copenhagen.

1997‑2000

SatairHardwareUKLtd.,Shoreham.

22‑23

SATAIr GOES PUBlICEver since John Staer was appointed CEO in 1994, taking Satair public on the Copenhagen Stock Exchange has been on the agenda. The stock‑market flotation occurs on June 3, 1997, with 31% of Satair shares being offered for sale. The shares are sold by existing shareholders, and Satair receives no funds from the float. Going public proves immensely successful, and all shares are sold on the first day. At the time of the float, John Staer an‑nounces that Satair is ready to expand and that growth will consist mainly of acquisitions.

double iN fiveAs the old millennium fades to a close, Satair is once more on firm ground and makes great strides in the late 1990s. In fiscal 1996/97 turnover rises by DKK 87m to DKK 511m, and in March 2000 the company raises its profits forecast for the year. The Far East economy, which had undergone a crisis in the late 1990s, is back on track. At the same time, air‑pas‑senger traffic is picking up nicely in Europe. All in line with Satair’s own strategy: “Double in Five”, launched in 1999. The strategic objective is to double sales within five years. This will mean an average annual growth rate of 15% – based on a bigger customer portfolio, a bigger product portfolio, more agreements with manufacturers, and more acquisitions. And to round off the positive scene, Satair is looking to develop new sales and distribution concepts – making it even more attractive for customers and suppliers to do business with the energetic company.

creativity aNd New busiNessInnovative thinking is a Satair specialty. large companies like Airbus and lufthansa are finding it more and more difficult to deal with an undergrowth of small suppliers – who are often unable to deliver the service and conclude the deals the major buyers are looking for. At Satair this situation has all the hallmarks of a new area of business. Although still sticking primarily to a handful of permanent distribution agreements for particular components, Satair is inspired by the situation to think innovatively – and comes up with IPP®, Integrated Purchasing Program, the first of its kind in the world. IPP is a single procurement channel drawing together a network of many small suppliers whose products are of particular interest to Airbus. By offering to manage this channel, Satair can guarantee that customers get the service and products they need – even from small suppliers.

The industry welcomes IPP. It’s the right solution at the right time – when general trends are otherwise moving in the direction of rationalisation and optimisation of logistics and purchases. One‑Stop‑Shop is an emerging concept – and the industry likes it.

GErMANy AND AUSTrAlIA

In late 2000 Satair – via its OEM division – ac‑

quires a German company, AeroPro, which acts as agent

for American manufacturers of aircraft parts. The acquisition

is intended to strengthen Satair’s hand in relations with German

manufacturers of aircraft and heli‑copters. Earlier in the new year Satair

also sets up a “warehouse hotel” in Australia – in conjunction with a number

of customers in that country.

2�‑25

9/11 – satair has learNed its lessoNThe Gulf War and the period that followed took Satair by surprise – but when terrorists attack the World Trade Center and The Pentagon on September 11, 2001, Satair has learned a lesson. The whole company is on crisis alert from Day One. As it happens, Satair’s management team is assembled in Copenhagen on that fateful Tuesday and immediately sets up a crisis‑management team. Satair management expects that the effect of 9/11 will hit the Aftermarket hardest, to a lesser extent the OEM market – but the opposite is to turn out to be the case. Not only do people fly less after 9/11 but fewer new aircraft are ordered and built. Aircraft manufacturers downsize and cut their workforces. The whole sector is under pressure.

Although faced with a crisis situation, Satair rejects any policy of mass redundancies. Management assesses that reducing the workforce would be detrimental to the company in the long term and is determined to get by with the staff the company currently employs. It is generally expected that market conditions will slowly revert to normal – and they do more or less after a year or so. But the terror attack whips the rug from under the “Double in Five” strategy – ambitions must be adjusted to bring them into line with market conditions, and the same applies to expectations for sales and earnings in the years ahead. Satair does, however, very well to emerge from the crisis without incurring a deficit.

just‑iN‑time service with boeiNgIn April 2006 Satair becomes part of Boeing’s Integrated Materials Management (IMM) initiative. With IMM, Boeing – in collaboration with Satair and a group of other partners – is able to manage stocks of parts that airlines hold for aircraft maintenance. When an airline joins the programme, Boeing, Satair and other IMM partners can deliver the required spares exactly when the airline needs them. It minimises the airline’s need for an extensive stock of parts – and reduces AOG costs. All in all, big savings.

2001‑2008

oN Premises with the customer SatairdevelopsaDirectLineFeedconcept

primarilytoitsOEMcustomers.DLFper‑mitsSatairtostationanemployeeonthecustomer’spremises.Thepurposeistoen‑surethatthemanufacturerneverrunsoutofpartsdistributedbySatair.Satair’sNickStephensonispicturedhereasOn‑SiteRepresentativewithAircelleintheUK.

In 2003 Satair acquires two companies, lentern Aircraft ltd. and lentern International Inc., formerly competitors to Satair Hardware in the UK. lentern is an old‑established company, founded during World War II. After the purchase, lentern production facilities are transferred to a new address in Southend. The ribbon is cut at the new address on March 16, 2004. lentern is merged with Satair Hardware UK, securing a much stronger position in the market.

sars‑free cabiN veNtilatioNEarly in the new millennium cabin ventilation aboard aircraft achieves notoriety on the international agenda. In 2002 there is an outbreak of Severe Acute respiratory Syndrome (SArS) in China, and it spreads quickly to many parts of the world. The virus is spread by people travelling to and from an infected area, and there is widespread anxiety that there may be a risk of infection with SArS and similar airborne diseases via ventilation systems aboard aircraft.

If the cabin air supply is correctly filtered, bacteria and vira are removed – and with them the risk of infection. In the post‑2002 period large numbers of new air filters are fitted. They are known as HEPA filters, and are a type distributed by Satair.

New acquisitioNs iN the far east Satair already has offices in Singapore and China but if the company is to become one of the main players in the global market, it needs more growth ... in the Far East. So Satair is looking east again.

At the beginning of 2006 Satair expands its activities in Singapore by buying a company called TPA Pte. ltd. TPA is a highly esteemed supplier of equipment and spares for the aviation industry, bought mainly from German suppliers. TPA also has a department which repairs components, which gives Satair the opportunity to offer customers in the region a source for faster repairs. And the TPA acquisition gives Satair local sales staff in Korea, Japan and Dubai, where the company has not hitherto been represented.

chiNa – key marketSatair has all Chinese commercial operators and a number of local manufacturers of aircraft and helicopters as customers and regards the Chinese market as key to its future. In 2008 Satair acquired a 49% holding in the Chinese company, Sichuan ruibo Hydraulic Compo‑nent Service, which specialises in repairing hydraulic products for the aviation industry. In conjunction with the purchase of TPA, the ruibo acquisition means that Satair has definitely begun to realise part of its strategy for the new millennium: to become a fully developed service company increasingly able to offer its customers an one‑stop‑shop service.

WOrKING WITH PAll COrPOrATION

One of the leading manu‑facturers of filters for use in

aircraft is the American Pall Corporation. Satair has been

a distributor of Pall products in Europe and the Far East since 1991,

and Pall became a large stockholder in Satair at the 1997 IPO. In 2005 Satair

took over PAS, which is Pall’s distribution activities in the commercial Aftermarket in North and South America.

AsasuppliertoAirbus,SatairdeliversthousandsofrivetsandothercomponentstothegiantAirbusA380.

SatairtakespartinthelaunchoftheChineseair‑linerARJ21,whichseatsaround80passengers.TheaircraftisdesignedtoservetheChineseregions.

2�‑27

a trim tab – aNd a helPiNg haNd“It was the day after Christmas, back in the 1980s. I was on AOG duty and suddenly received a call from an aircraft mechanic employed by one of our Fokker F27 customers. He had a problem. One of the customer’s F27s was due to fly a group of journalists to the Paris‑Dakar rally but she was on the ground at Kastrup Airport and needed a particular spare part in order to take off – a trim tab, a structural part of the wing, about two metres long. The mechanic was looking for such a part and wanted to know if Satair could help – because at the time we were one of the main distributors of F27 products. Naturally we could.

I myself took the spare part out to the mechanic at the airport, where it turned out he was working all alone because it was Christmas. I offered to give him a hand – and sud‑denly I found myself up a ladder, holding the trim tab while the mechanic screwed it into place. At one point, there was something that didn’t quite fit – and the mechanic knocked the component in position with a rubber hammer.

The picture of me up a ladder as he knocked the tab into place with a rubber hammer is an image I shall never forget. It isn’t so often we get right up close to the finished job with the parts we supply – and it was quite an experience making the difference out there at the aircraft. Feeling quite literally that we were helping to keep the aircraft in the sky.”

TomHansen,CorporateCustomerDevelopmentManager,SatairemployeesinceJune1,1984.

”I’vebeenworkingheresince1984.OvertheyearsSatairhasbecomeabigpartofmylife,andIhavehadmanyofthosegoodexperiencesthatsaysomethingaboutourcorporateculture.Therehavebeenchanges,andSatairhasalteredovertime,buttherehasalwaysbeensomethingspecial,some‑thingthat’sneverchanged.Andthat’sthegenuinedesireofouremployeestohelpeachotherandourcustomersandsuppliers.Wealwaystakeourworkseriously–butit’softenabitofhumourthatgetsthejobdone.

”TOM HANSEN

coPeNhageN – right Next doorWhen you’re the world’s biggest independent distributor of components and spares for the aviation industry, there’s a lot of sense in having your headquarters on Amager, right next door to Copenhagen Airport in Kastrup. North America, the Middle East, the Far East – Satair has the whole world as its home market. And Copenhagen is centrally located and in the right time zone when you’re represented all over the globe and busy every day servicing the world’s airlines and manufacturers of aircraft and aircraft parts. Satair has its headquarters at Amager landevej on the island of Amager. It’s where you’ll find Corporate Management and Satair’s administrative units – for example, Corporate Hr and IT – and it’s where the network of threads is gathered from across the world. From the outset, Satair has had its warehouse on Amager – and things are still that way.

bolts aNd screws iN the airAn ordinary airliner is built from as many as three million different parts, many of them replaceable. Bolts and screws, oxygen masks and coffee‑makers, hoses and lamps – Satair’s core service is the distribution of more than 100,000 consumables. While Satair’s OEM Divi‑sion services manufacturers of aircraft and helicopters, Aftermarket Division looks after the maintenance and repair market.

Satair’s OEM Division looks after distribution and sale of components directly to compa‑nies which build aircraft and helicopters. Whereas Aftermarket bases its work on many large distributorship agreements, OEM operates differently. This division has a handful of major distributorships with suppliers, and focuses instead on having contracts with customers for the supply of production components. Satair OEM generates much of its business through long‑standing outsourcing contracts under which Satair is responsible for a very wide range of goods.

FromAmagertotheFarEast–Satairhasbecometheworld’slargestindependentdistributorofsparesandcomponentsfortheaviationindustry.Andthefutureiswideopen.

satair today

AFTErMArKET AND OEM Satair’s Aftermarket Division handles the daily sales and distribution of many thou‑sands of different parts and components for a wide range of commercial airlines, workshops and other customers worldwide. The bulk of Aftermarket sales stems from major distribution agreements – several of which Satair holds on an exclusive basis. In 2008 Aftermarket represents about 400 manufacturers of aircraft components, and services more than 1,000 Aftermarket customers throughout the world. Aftermar‑ket accounts for more than two‑thirds of Satair’s total activities.

2�‑29

from merchaNt to distributorSatair today is different from – and more than – the Danish trading company set up 50 years ago based on a good idea, a bunch of enthusiasts, and a lot of hard work. The company – once a trader and merchant – has become an international and strong distributor and a dynamic service company. Satair operates at the centre of a complex and ever‑changing aviation industry and forms a link between manufacturers of aircraft and aircraft parts and operators. Operators need to keep their planes flying, aircraft manufacturers have to be serviced, and the whole thing must be based on a strong network of suppliers and manu‑facturers – which must be carefully maintained.

maNy couNtries, oNe comPaNyIf an aircraft needs a spare part in order to take to the skies, then that part has to be fitted – irrespective where in the world the aircraft may be. It takes delivery reliability, a sense of timing – and, not least, the ability to be in the right place at the right time. Up through the 1990s Satair has become a truly international player, and through a series of acquisitions and mergers now covers the globe. By the beginning of 2008, Satair was represented at many different points throughout the world.

the far east – the future marketThe Far East represents a growing strategic market for Satair and being in a position to service such OEMs as Airbus and Boeing locally within the Far East is of immense commercial value to Satair. The company has made a series of acquisitions over the years and set up offices in Japan, Singapore, China and elsewhere. Examples of this are the acquisition of the distribution company TPA in Singapore in 2006, and a 49% holding in the Chinese repair company Sichuan ruibo in 2008.

The combination of stable spare‑part supplies and local aircraft‑repair skills is proving a winning commercial formula. Suppliers need to be able to offer the major OEMs local Far East solutions, and at the same time Chinese airlines, for example, need to have ready, local access to the right spares.

LiewKahMengtestsacontrolboxintherepairshopinSingapore–whereSatairhasbeenrepresentedsince1988.

oNe‑stoP‑shoPThe acquisition of repair companies such as ruibo in China serves at the same time to illustrate another significant development trend. Whereas the people who drove Satair in the early years were fundamentally traders and masters of buying and selling, the company facing the new century has gradually become a full‑blown service provider. Manufacturers and operators are trimming their businesses and processes and are increasingly looking for fewer and more efficient relations and partners to whom they can delegate an ever‑increasing share of procurement, warehousing, logis‑tics and other support functions – while they themselves are better able to concentrate on their core business.

a deal is a dealSatair has always based its business dealings on relationships, close contacts with cus‑tomers and suppliers, and the principle that a deal is a deal – and that will continue in future. But from selling hoses, filters, screws and bolts directly from mile‑long shelves to the waiting customer, the business is changing ... in future, core products will be more in the way of service concepts, with Satair taking more or less total responsibility for warehousing and repairs. The bedrock of this business comprises employee know‑how, a global presence, the right components on all shelves, and the ability to offer overview, control and process optimisation in place of simple part numbers. So the strategy at the beginning of the 21 century points in the direction of full‑service business models, with Satair acting increasingly as a one‑stop‑shop in repair and maintenance.

A JOINT BUSINESS, A COMMON PlATFOrMSatair has branches all over the world, more than 500 employees and several thousand part numbers to manage every day for cus‑tomers and suppliers. That takes overview and very solid founda‑tions – especially when, more and more, you offer to take over and manage all warehouse functions for your customers. Employees, customers and suppliers must be able to communicate seamlessly, and in 2008 Satair has installed a new IT solution which covers all parts of the company – another important stone has been added to an already strong foundation.

30‑31

satair oN the maPSatair has grown to become a global enterprise and is today represented all over the world.

SAlES AND WArEHOUSE

WArEHOUSE

SAlES rEPrESENTATION

rEPAIr CENTEr

satair a/s, kastruP/coPeNhageNdeNmark HeadquartersAftermarket & OEM160+ employees

satair Pte. ltd., siNgaPoreAftermarket70+ employees

satair usa iNc., atlaNta, wichita & ft. lauderdale usa Aftermarket & OEM50+ employees

satair chiNa, beijiNg & cheNgdukiNa Aftermarket & OEM35+ employees

satair hardware uk ltd., shoreham & southeNduk OEM160+ employees

satair hardware sas, seNlis/ParisfraNce OEM40+ employees

32‑33

satair aNd its board of directorsSatair started off life as a family‑run company, and despite changes in the Board over the years, the original family ties are still strong. In 2008 there are still two representatives of the founding families on the Board – Finn rasmussen, a descendant of Manufacturer Jens Frederik rasmussen, and Carsten Soerensen, son of rigmor and Knud Soerensen.

iNterNatioNal toNeWhen N.E. Nielsen takes over as Chairman of the Board in 1994, it’s a signal that changes are about to occur and that an international outlook is on the cards. To succeed with inter‑national expansion requires knowledge of local conditions in other parts of the world both within and outside your particular industrial sector – and Satair achieves this by welcoming international members to its board.

In 1998 a representative of a leading French shareholder became a board member, and in 2000 the Board welcomed a very experienced American, with links to Satair’s main sup‑plier. This was followed in 2006 with the election of the CEO of the company that had sold TPA in Singapore. In Anniversary year 2008 the Board of Directors comprises six members elected by the General Meeting (three from Denmark, one from the USA, one from Belgium and one from Singapore) and three Danish employee representatives.

In 2008 Satair has one of the most internationally representative boards of any Danish public company – which affords the Board of Directors a unique background awareness of what it takes to operate a worldwide business enterprise. International insight is a sound footing on which to act quickly, professionally and knowledgeably when the time comes for strategic decisions.

JohnStaerandtheSatairBoardofDirectorsin1996withN.E.Nielsen,Chairman.Lefttoright:FinnRasmussen,CarstenL.Soerensen,GertChristoffersen,GunnarChristensen,N.E.Nielsen,MadsRahbek,JoergenHoeyandHolgerElbek.Onemember,LisbethNielsen,wasabsentwhenthephotographwastaken.

love of busiNess, love of flyiNg“Sound commercial principles are still a key to Satair’s way of doing business. Satair has its roots in Denmark – but as a modern, international company it embraces the world. If there’s anything the company has done well, it has been taking the down‑to‑earth Danish approach to commercial thinking and transferring it to its actions and transactions in the wider world.

Satair is a business enterprise staffed by good, modern‑minded busi‑ness people who know a healthy deal when they see one. Every day you’ll find well‑qualified, talented and competent employees behind all the many agreements and deals that make Satair one of the world’s leaders in its field. From Singapore to Atlanta – it’s our employees that are the foundation of our company. They are the ones who can see, grasp and take advantage of the many opportunities we come across in our everyday dealings – and negotiate transac‑tions big and small. With its network of employees all over the world, Satair possesses a great inner strength that lends the company an outward unity – even though it reaches halfway across the globe. It has a corporate culture that not only encourages plans – but also encourages you to put your plans into action.

Company employees have always played a key role on the Board. During one of Satair’s worst crises – before I arrived at the company – employee representatives demonstrated an astonishing composure and strength, which helped bring Satair through a difficult period. Today they bring a detailed knowledge of agreements and markets to the boardroom, af‑fording an extra dimension to its work. At the same time, they are good representatives of the strong culture and spirit that binds Satair together. A spirit which continues to permeate all parts of the company and which helps make Satair a dynamic and exciting company to manage.

At Satair we share a passion for negotiating the best possible deal and developing a strong and sustainable business across geographical and cultural boundaries. But we also share something else. We share a fascination for what it’s all about. Seeing an A380 gliding across the sky in all its majesty, and thinking that you’ve done your bit by delivering the nuts and bolts that hold the giant together up there in the air – and you’d be excused for feeling just a bit sentimental!”

”SeeinganA380glidingacrosstheskyinallitsmajesty,andthinkingthatyou’vedoneyourbitbydeliveringthenutsandboltsthatholdthegianttogetherupthereintheair–andyou’dbeexcusedforfeelingjustabitsenti‑mental!

”

N.E.Nielsen,Satair’sBoardChairmansince1994

3�‑35

AMBITIONEr OG FællES Mål: DElIVErING 500+

I Satair handler det om at flytte andet og mere end partnumre. Hvis man vil være de bedste i en voksende branche fuld af muligheder for forretning, så kræver det et højt ambitionsniveau. Målet er en omsætning på over 500 mio. dollars inden 2010 og en øget indtjening. Det mål skal nås gennem nytænkning, godt samarbejde, øget vækst og styrkelse af de gode relationer både internt og eksternt.

• Growth lige siden den 23. december 1957 er Satair vokset konstant. Fordi man forstår at

se de rigtige muligheder på de rigtige tidspunkter, og fordi man slet ikke kan lade være. I dag distribuerer Satair til mere end 100 lande og har over 2.000 aktive kunder.

• relationships Hele Satairs forretning hviler på gode relationer mellem mennesker. Både internt

i virksomheden på tværs af kultur og geografi og eksternt i forhold til Satairs mange og ofte mangeårige relationer til kunder og leverandører.

• Innovation I Satair vil man hellere gå foran end se andre løbe med de store forretningsmu‑

ligheder. Det kræver nytænkning og innovation i driften af forretningen. Satair skal gå foran, når der skal udvikles nye effektive supply chain‑løsninger til virk‑somhedens mange kunder og partnere.

• People Det er medarbejderne, der udgør rygraden i Satair, og sådan har det været fra

dag ét. Men hvor det engang var en gruppe nøglepersoner, der tegnede virksom‑heden, er det i dag en hel organisation af engagerede mennesker, der trækker i fællesskab.

AMBITIONS AND SHArED OBJECTIVES:DElIVErING 500+

At Satair the job is to move more than just part numbers. To be the leader in a growing industry full of business potential takes a high level of ambition. The company’s objective is to reach sales of more than USD 500m by 2010 and to improve its profitability. To achieve that objective will require in‑novation, close cooperation, increased growth, and a consolidation of good relations both internally and externally.

• GrOWTH Satair has been growing continuously since December 23, 1957. Because

the company has identified the right possibilities at the right time – and because it can’t help growing. Today Satair distributes to more than 100 countries and has more than 2,000 active customers.

• rElATIONSHIPS Satair bases its entire business on having good interpersonal relation‑

ships. Both internally within the company across different cultures and geography and externally in relation to Satair’s many and often dec‑ades‑long relations with customers and suppliers.

• INNOVATION At Satair we would rather lead the way than see others run off with the

prime business opportunities. running a business requires innovation and fresh thinking. Satair must take the lead in developing new, efficient supply chain solutions for the company’s many customers and partners.

• PEOPlE It’s people that give Satair its backbone, and it’s been that way since Day

One. But whereas it was once a group of key individuals who represented the company, today an entire organisation of committed people are pull‑ing a willing load.

”InChinesebusinessweplacegreatemphasisonpersonalrela‑tionships.Peoplearepreparedtodobusinessifthey’rewithgoodfriendsandfeelsecure–other‑wise,no.It’shighlyprofessional–andsimplyanotherwayofrunningabusiness.

” HU yONGDONG, GENErAl MANAGEr, SATAIr CHINA.

InBeijingSatairChinasharespremiseswithCASC/AirbusCustomerSupportCentre.Thisisalsowherethecompanyhasitswarehouse–integratedwithAirbus’localwarehouse.

close‑uP of the chiNese marketThe number 10 has positive symbolic significance in Chinese culture – so when Satair’s China office celebrated its 10 anniversary in 2005, it was a special day in more ways than one. Satair has been operating in Singapore since 1988 – but in 1995 the moment had come to join the rapidly expanding market in China. And with its office in Beijing, Satair became the first foreign distributor of its kind to set up in that country.

The aviation industry market in China in 2008 is the fastest‑growing aviation market in the world. Since 1995 air traffic in the country has increased by 14% a year, and the number of aircraft has risen from only about 100 to around 1,000. The aviation industry is booming, and the Civil Aviation Administration of China (CAAC) expects that by 2010 several thousand new aircraft will be required – simply to meet the needs of air traffic within China’s own boundaries.

What began as an outfit with two employees has grown today into a well‑founded sales and service business employing many people. Satair’s Chinese employees service a growing number of both local and international manufacturers and operators – in conjunction with the office in Singapore and the rest of the Satair team.

a global Player – at local levelIn China personal relationships are the key to negotiating a good deal, which is why a local presence is so important. Because in China you need to know the culture and the language – and realise how important personal trust is. And you have to take the time it takes to build up a good relationship to local customers and partners.

Satair today is one of the leading players in China when it comes to helping aircraft into the air and keeping them there safely. The company has great ambitions, and Satair will devote much effort over the next many years to increasing and consolidating its presence in this mighty country. It’s an ambition well founded in the fact that Satair already has a good local brand image – Satair China and its employees are recognised for their integrity, transparency, good service and stable support.

3�‑373�‑

we are committed to serviNg our customers aNd our suPPliers

we succeed through kNowledge aNd comPeteNce

we demoNstrate iNitiative aNd commitmeNt

we will coNduct busiNess ProfessioNally, ethically aNd resPectfully

”To me Satair is a growing family of diverse members and cultures.

BrUCE lOWE, USA

”My best experience is going to Copen‑

hagen for SAP training. It was my first time

there and I had the opportunity to work

with colleagues from different parts of the

world, with everyone working part as a

team moving towards the same goal. lOrEEN CHEO, SINGAPOrE

”To me Satair is an opportunity for

growth both personally and professionally.

MIKE GrONNIGEr, USA”My best experience has been the

rebuilding of the UK business into a profit‑

making entity after a very difficult integra‑

tion, this was very rewarding and a time of

great learning and development for me, I

was involved in many aspects of running a

business and enjoyed the mentoring from

my peers and support from a great team.

KEVIN CHANDlEr, ENGlAND

”To me Satair is an organization that is worth to stay with till retirement. NICHOlAS lO MING CHUNG, SINGAPOrE

”Taking part as an Employee representa‑tive in the work of the Satair Board has been and is a thrilling experience – it has been especially interesting to be involved in the acquisition of new companies. For example, I have had a hand in the purchase of lentern, TPA, PAS and ruibo.

DOrTE SONNE EKNEr, DENMArK

”It was a great experience being part

of the Focus 500 meeting in November in

Copenhagen, and seeing a true worldwide

collection of talent and capabilities. listen‑

ing to the perspective of our business from

my peers around the world, with their op‑

portunities and obstacles, convinced me we

have a very knowledgeable organization.

BOB lANFOrD, USA

”The culture at Satair is professional but friendly – hardworking but relaxed. rEECE WAlKEr, ENGlAND

”I once received a request for Quota‑tion, and in order to be able to answer it I needed to know the type of aircraft. It turned out it was for a submarine, not an aircraft! But I gave a quote anyway – and got the order. It’s always fun to tackle a deal with a difference!

lONE PETErSEN, DENMArK

”To me Satair is an adventure, which is worthwhile in itself.

BrUCE P. BrzOSKA, USA

”My best experience with Satair has been

visiting Northwest Airlines, where I had a

chance to see both sales aspects and the

logistics side of our business.

DESONDrA WHITE, USA

”Satair is a purposeful, go‑ahead, adaptable company in which the individual employee can take on responsibility – and see Satair not as an employer but as a solid marriage!

lOTTE KATHrINE ENEVOlDSEN, DENMArK

”As a former employee of the lentern Group, my best experience has been the transition to the Satair family and the global support that we feel has made a significant difference in our success in Ft. lauderdale since the acquisition.

DICK EDWArDS, USA

”To me, Satair is integrity, excellent

customer service and innovation.

VAlErIE MOrEAUx, FrANCE

”Since starting up the IMM program with Boeing, I have had the time of my life at Satair. There has not been a dull moment trying to manage this diverse program.

BrIAN N. HVID, USA

” To me Satair is a very high

performance company which attach

importance to the human values.

CHrISTEllE lEBEAUPIN, FrANCE

”I believe our company is very strong, because we are a Danish company. Our shared work ethic seems to have spread across the world – and I’m sure it will continue.

KIM MCBUrNETT, USA

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satair over the years

19�0 19�1 19�2 19�7 197� 197� 197� 19�1 19�� 19�5 19��

Satair becomes a distributor for Cherry rivet, Precision rivet and Wilson & Telex. It buys its first ship‑ments of F27 parts from KlM, Swissair/Balair and All Nippon Airways

Satair becomes a Champion distributor, and purchases a large consignment of DC‑3 and DC‑4 aircraft parts in zaïre. Satair acquires an aircraft for its own use: a Beechcraft Baron E55

19�0

3�‑39

CONTENTS

NOSE FOR BUSINESS

CHAPTER 1: SATAIR PREPARES FOR TAKE-OFFFrom 11 enthusiasts in a Copenhagen apartment to a dynamicinternational trading company reaching for the skies.

CHAPTER 2: A NEW ERAInternational influences and new markets – as the world changes, Satairgets ready to tackle the new millennium.

CHAPTER 3: SATAIR TODAYFrom Copenhagen to the Far East – Satair has become the world’s largest independent distributor of spares and components for the aviation industry. And the future is wide open.

SATAIR OVER THE YEARS

Final copy date: April 2, 2008

Editorial committee: Louise Hoby Sorrentino, Camilla Schuricht, Steen Karsbo and Anette Hagelsten

Research, text and editing: Henrik Kristensen and Michala Paulli, GCI Mannov

Design and print: EYE-D Gramstrup ApS

Cover: Satair’s employees, May 2008

ILLUSTRATIONS USED IN THE BOOK:

Satair’s archives, Airliners.net, arj21.org,

Eurocopter, SPH - The Business Times,

Amager Bladet, Reimar Juul, Bill Arm-

strong, Bill Hann, Boeing, Craig Murray,

Ivan Rodriguez, Jan-Kåre Folstad,

Linze Folkeringa, Juha Klemettinen,

Juhani Sipilä, Manuel Marin, Mariusz

Adamski, Mel Lawrence, Michael Hall,

North West Pilot, Peter De Jong, Peter

M. Garwood, Radek Oneksiak, Rhys

Dudley, Sam Chui, SAS Group, Serge

Bailleul, Shawn Miller, Simon Willson,

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1992 1995 1997 1998 1999 2001 2003 2005 2006 2007 2008

Satair employees from 1957 to 2007600

500

400

300

200

100

0

1957

1982

2007

Søren Viltsborg Thomsen · Nina Holdrup Søager · Anette Juel Sørensen · Lesley Etherington · Dennis Tanderup · Anders Thomassen · Ingolf Thomsen · Philippe Tuyls · Choon Hoe Lim · Libby Hannelle · James Bower · Sarah Addley · Jane Amura · Sam Baldwin · Corrine Ball ·

John Barling · Chris Barrett · Wayne Barrett · Barbara Barron · Peter Barrow · Angela Beck · Paul Bethell · Gary Callaghan · Glenys Bruce · Alison Bunker · Sue Burton · Mick Butcher · Billy Brew · Keith Campan · Steve Cannell · Jody Carter · Alan Chadwick · Kevin Chandler · Abbie Chase ·

Amanda Clements · Jeremy Cole · Charlotte Sunke · Lloyd Cooper · Dragos Cracium · Brian Crane · Mary Cremer · Stuart Curl · James David · Kevin Dean · Stuart Deary · Kevin Little · Bill Donovan · Jason Dunford · Peter Durose · Kaspars Ekis · John Grimwood · Leon Sørensen · Mary Faulkner · Shelia Fordham ·

Jim Forsberg · Jessica Frost · Lauren Fuller · Carl Gay · Michelle Gay · David Goddard · Angela Goldberg · Helen Ellis · Per Voigt · Tom Hansen · Sally Harvey · Dean Hayward · Yvonne Hearn · Peter Heeney-Duff · Shirley Henderson · Peter Hepplewhite · Tony Hickson · Steven Hill · Clair Hoare · Aimee Hodgson · Graeme Holland ·

Glenn Hooper · Keith Hopkins · Christopher Hughes · Jonathan Hunt · Donald Hydes · Bobby Jarrett · Christopher Jemson · Russell Jenks · George Jobson · Paul Jobson · David Johnson · Christine Kay · Marcia Kay · Jacqueline Kennedy · Jon Kentish · Chloe Kenyon · Cliff Lamb · Pam Lay · Sorcha Lee · Majbrit Karlsdotter · Shane Lock · Susan Lowes ·

Ken Maclennan · Julia Madhani · Victoria Martin · Paul Maynard · Bill McDonald · Emma McKenzie · John McLaughlin · Jonathan Medhurst · Hannah Mepham · Sue Miklosovits · Richard Molyneux ·

Abu Monnan · Andy Moores · Jamie

Morgan · Christopher Moss-Clarke · Paul Mott ·

Jens Nell · Ashley Nicklin · Bruce O’Connor · Allan

Orman · Martin Osborne · Ryan Parsons · Gaynor Owens ·

Kelly Palmer · Emma Parker · Lisa Overington · David Perkins ·

Ian Powell · Susan Richards · Bob Schramm · Mary Prowse · Rob Purnell

· Frankie Randall · Kim Ransley · Luke Remsbery · Jean Richards · Michael

Poland · Nick Roberts · Emma Rudge · Graham Russell · Patrick Ryan · Alan

Sargent · Charlotte Sawyer · Samuel Pearmain · Lisa Shaddick · Danny Simmons ·

Stephen Simmons · Arnie Sivertsen · Harold Smith · Garry Snow · Malcolm Spooner · Nick

Stephenson · Charlotte Stevens · Ray Stevens · Nathan Stewart · Glenn Stokes · Barry Stone ·

Robin Strickland · Stephen Sumner · Martin Swinney · Megan Tannenbaum · Beverley Tanner · Mark Tanner · Natalie Taylor · Paul Taylor · Laura Thomas · Nigel Thomas · Mark Thoms · Frankie Turnbull · Daniel Van Der Mark · Simon Varney · Roy Venn · Tina Verlo · Sandy Wainwright · Doreen Walker · Reece Walker · Bobby Walker · Mark Warwick · Chris Webbon · Richard Wellham · Tim Wheeler ·

Kathy Wiggins · Chris Williams · John Williams · Stuart Wilson · Cedric Aymonin · Olivier Bertrand · Pascal Birck · Olivier Bourgine · Francoise Bouthors-Bernard · Sébastien Boutrouille · Meddy Bretin · Jean-Michel Brothier · Laurence Candellier · Yann Caro · Karine Cerceau · Antoine Chetelat · Marie Clair · Laurent Clerget · Laure Decroix · Myriam Defreitas · Sylvie Duhamel · Manuella Fleury ·

Jean Michel Fontaine · Fabrice Fusarelli · Grégory Gonzalez · Sébastien Guingouin · Martine Hen · Anne Karczewski · Annie Claude Koehler · Arnaud Lavisse · Murielle Lemen · Christelle Lebeaupin · Jérome Lucien · Sylvie Mandon · Audrey Mansart · Emmanuel Mathiot · Valérie Moreaux · Ariane Neuville

· Louis Nicolas · Carole Piorowicz · Daniel Poiret · Sylvie Rantz · Fabienne Raynaud · Emmanuelle Ricaud · Nathalie Sinna · Sébastien Thomas · Tiphaine Trouvé · Didier Uldry · Nathalie Wowk · Ton Eichelsheim · Wenying Chen ·

Ying Hou · Yongdong Hu · Jin Fei Qin · Jun De Pan · Hai Lin · Yu Qing Ma · Xiao Zheng Sun · Laura Wang · Meng Wu · Emily Ye · Yuan Zhang · Xiao Li Zhao · Chunliu Zhong · Siti Musfirah Bite Abdul Rahim ·

Mohammad Naharuddin Bin Ali · Hamdan Bin Amran · Norfadzlina Binte Abdul Rahim · Roszita Mohd Isa · Vincent Chan · Loreen Cheo ·

Laura Cheong · Augusto Cobarrubia · David Corish · Gracie Dan · Sharon Fan · Rene Frandsen ·

Sunny Goh · Siti Zulfarae’za Binte Jumat · Kimitomo Kikuchi · Jeffrey Koh · Siok Imm Koh · Soon Ting Koo · Stephane Lecolley · Junn Lee · Jenny Li · Kah Meng Liew

· Susanne Svej · Evelyn Lim · Jenny Lim · Kai Leng Lim · Nicholas Lo · Wai Poon Loh · Shun Chiew Loo · Victorino Lores · Timothy Low · Kate Svinth · Peter Lundberg · Mohamad Amin Bin Masagoes Zainuddin · Mohamed Ali Bin Meesta · Julia Mockett · Abdullah Shatari Bin Mohamed Buhari · Jacky Neo · Eileen Ng · Kristy Ng · Anton Nöffke · Muhamad Nur Iman Bin Hashim · Timothy O’Hara · Esther Pang · Saril Bin Peai · Tommy Peh · Xiu Er Pek · Desmond Phua · Jean Quah · Mihammad Rizal Bin Samat · Gina Sim · Sin Toon Phua · Jerome Sng ·Yeow Koon Soh · Alvin Tan · Charlene Tan · Dennis Tan · Kevin Tan · Khuan Thiam Tan · Kimberley Tan · Wolfgang Tatzer ·

Eng Kai Tay · Martin Teo · Wei Jie Toh · Mary Wi · Yin Leng Wong · Benny Yeo · Julie Yeo · Khian Leong Yeo · Meng

Peow Yeo · Roxanne Yeo · Delen Yeong · Christina Yong · Joo Eng Tan · Gina Sim · Said Bin Amin · Nina Jenkins · Larri Brown · Tomekia Brown · Lisa Browne · Bruce Brzoska · Victor Castrillon · Joanne Davis · Brenda Drayne · Dick Edwards · Rick Edwards · Akilah Faulkner · Robert Finley · Tina Fitzpatrick · Detra Fullard · Larry Gordon · Tad Green · Tony Green · Eileen Griffin · Mike Gronniger · Brian Hvid · Stacy Ireland · Chris Jackson · Sandra Jenkins · Christopher Jones · Troy Jones · Gordon Keene · Bob Lanford · Kim McBurnett · Bruce Lowe · Mark Lutz · Cheryl Madero · Carol Lillian · Jean Moore · Don Nelles · Jeanette Olsen · Mark O’Shaughnessy ·

Leslie Parsons · Lan Pham · Danielle Pitts · Evva Pitts · Todd Pomeroy · Cortney

Robinson · John Ridings · Jermaine Powell · Welkind Saint Jean · Richard Rutledge · Doris Sims · Debra Scopelletti · Renard Slaughter · Michelle Thonen · Brian Webster · Melvin Vargas · Rick Tonney ·Leandro Wartelski · Donnell Word III ·

Desondra White · Helen Waldrep ·

Elliott Wells · Jim Wright ·

Al Wigert

Laith Abbas · Jens Holbech · Anette Achiam · Martin Adnoff · Esmail Aghal ·

Rikke Kristiansen · Üstündag Harc · Tina Jane Andersen · Tina Lili Andersen · Martin Andreasen · Per Arnbo · Claus Bang ·

Mette Backhausen · Henrik Bakmann · Mikkel Bardram · Ejner Barnholdt · Nicolai James Besa · Christian Bjergfelt · Mikker Ann Bjerregaard · Henrik Bjørnø ·

David Blythner · Kitt Boldinger · Gert Bolvig · Grith Borg · Hans Borgen · Steen Bruhn · Michael Buchwald · Marco Caldana · Lisette Bjørn Cappai · Lene Carlos · Yumin Chen ·

Mikael Willum Christensen · Rosamaria Gutierrez Christensen · Tom Christensen · Claus Bugge Christiansen · Lykke Christiansen · Jens Hornung Christoffersen · Carsten Cruz · Irene Cruz ·

Ulla Dahlin · Döndü Deveci · Sidse Djurø · Torben Due · Dorte Sonne Ekner · Thomas Elkjær · Thomas Ellemo · Lotte Enevoldsen · Caroline Engelsborg · Erik Juel Eriksen · Claus Kjær Fischer · Jack Frandsen ·

Martial Briere · Allan Wiggins · Susan Fuglsang · Connie Gjevnø · Rikke Heilmann · Ingelis Gretlund · Claus Gaarskær · Anette Hagelsten · Anja Siiger Hansen · Ebbe Hansen · Lene Hansen · Ove Hansen · Christina Hardegaard · Sarah Graffner · Jakob Suhr Henriksen · Nicolai Hertz · Merethe Bøjtrup Hofflund · Helle Wriedt Hollænder · Flemming Holm ·

Casper Holm-Pedersen · Henrik Hvass · Michael Højgaard · Per Iversen · Søren Iversen · Karina Jaenicke · Michael Møller Jakobsen · Helen James · Anne-Lise Bai Jensen · Henrik Jensen · Steen Karsbo · Arne Svenningsen · Külli Schjønning-Larsen · Kim Grøn Jensen · Kim Rene Jensen · Maja Christina Jensen · Tina Egede Jensen · Lisbeth Gjøl Johannessen · Gitte Juhl-Hansen · Lars Juncker · Juergen Badura · Majbrit Jørgensen · Lars Kampf · Christina Michelsen · Nils Bruse Karlsen · Dorte Kassebeer · Kim Bai Jensen ·

· Anette Knudsen · Anja Kongsted · Henning Kongsted · Anne Lise Lagerstrøm · Henrik Kristoffersen · Henning Søgaard Larsen · Lene Krag Larsen · Helle Skou Laursen · Ghita Marie le Fevre · Per Lindberg · Anders Lindqvist · Henrik Madsen · Lisa Dobbs · Asger Mikkelsen · Richard Mikkelsen · Søren Munk · Grete Kleiv Møller · Jørgen Møller · Tina Naldahl · Charlotte Nielsen · Gitte Nielsen · Hans-Jørgen Nielsen · Lasse Nielsen · Lisbeth Nielsen · Niels Halberg Nielsen · Hans Pedersen ·

Ole Nielsen · Rene Sune Nielsen · Troels Algot Nielsen · Lone Nørregaard · Maja Olsen · Martin Søgaard Olsen · Morten Olsen · Kenneth Hemmingsen Ophus · Amancio Reino Pampin · Jens Peder Pedersen · Majken Gernskov Pedersen · Annette Kildegaard Perlt · Hjørdis Petersen · Lone Petersen · Solveig Petersen · Ulla Poulsen · Mads Rahbek · Allan Rasmussen · Lars Sverre Rasmussen ·

Roland Rasmussen · Pål Rikter-Svendsen · Hanne Lynggaard Rosenkrands · Søren Sabroe · Thomas Bielefeldt Sander · Lis Schielstrup · Eva Schjøtt · Jeanett Schmidt · Richard Misslebrook · Camilla Schuricht · Mikael Serritzlew · Karina Siering · Henrik Skifte · Kamilla Duvander Jensen · John Stær · Flemming Stelling

· Ulla Stokholm Larsen · Agneta Strøbæk · Raymond Coleman · Mohammad Usman · Louise Hoby Sorrentino · Maria Lumbantobing ·

50 YEARS WITH SATAIR