Question at ~7min
View: https://www.youtube.com/watch?v=LPZi3GasXZw&t=1130s
What would it take for Dassault to remain committed to this project, to this program, in the long term?
Would you like 80% of the industrial work, instead of the current one-third? And does the government support you?
E. Trappier :
Well, let me correct your impression. We are not asking for 80% of the work.
That is not Dassault's demand at all. It's all over the press. I don't want to issue a press release to say that it's not true, but there has been an audit to look at how effective the current cooperation is.
So, this audit is in the hands of French officials and, I suppose, German and Spanish officials. We spoke to the leader, which is the DGA, to say, “This is what needs to be done to improve governance.”
I would remind you that when we had Neuron governance, i.e., six countries, not three, we didn't do 80% of the work. We did our share of the work as normal, and we are quite prepared to subcontract and give out prestigious work.
I remember that, on the Neuron, we gave out the wings—which are generally the most prestigious part of the aircraft. The wings were made by Saab, for example. So that didn't pose any problems.
The question that arises here—and that I am asking for the sake of efficiency, not only for the French side, but for the efficiency of the project involving three countries—is: what is the industrial product in the world that is efficient, for which there is no real designated leader, where there are three co-co-cos?
How can I, Dassault Aviation, have leadership when I am faced with someone who weighs twice as much—not in terms of company size, but in terms of work? How can we ensure project management if I don't have the right to choose subcontractors in France, Spain, and Germany? It depends on what Airbus decides in Germany or what Airbus decides in Spain.
I don't think that's the right way to fly a plane, to achieve our ambitions. Others think it is the right way. They say so very, very clearly: it's the Eurofighter method.
Well, we don't use the Eurofighter method. We're using the Rafale method—we're doing it all ourselves. We know pretty much how to do that. When I say “all ourselves,” there are 500 companies around us. There's Thales, there's Safran, because it's not just the aircraft: there are the engines, there's the electronics. But, roughly speaking, we know how to do it.
Or we use the Neuron method, to build a demonstrator for six countries, with six companies involved, but with clearly identified tasks and clearly identified leadership.
That's the question I asked. It's exaggerated to say, “Dassault is asking for 80%.” No, Dassault isn't asking for 80%.
So what needs to be done? Well, we just need to clearly define who does what, and establish real leadership. If I don't have leadership... I'm being asked to be a leader, but I don't have the tools to be a leader. So I'm saying so.
And the government? Well, you have to ask the government that question. You have to ask the DGA and the Ministry of the Armed Forces.
Translated with DeepL.com (free version)
