Quality Manual
Aerospace Division
To become our customer’s
preferred partner
>
In an extremely competitive economic environment, our future depends on combining our commitment to customer satisfaction with growth, confidence and competitiveness.
All of us at the Aerospace Division are determined to meet this challenge and become the preferred partner to all our customers. To do this, we must listen to their requirements and respond to them with creativity, flexibility and agility, adapting our products and practices as needed. We must not only manage our processes, but improve them: that is the goal of the Customer Commitment” continuous
improvement programme and of a whole series of other supporting measures at the local, individual and corporate levels. This is a challenge that affects the entire Division, and it cannot be met without the full participation of each and every one of us. Meeting our objectives depends in large part on individual motivation and an awareness of our specific roles. We are now mobilising to implement our Division Management System. This Quality Manual describes our Quality and Environment policies, and the organisation, practices and principles needed to successfully align the management of the Aerospace Division with the Thales Group's core values. The Division Management System is a coherent whole encompassing cus-tomer requirements and expectations, legal and regulatory considerations, and the tools and methods we use to comply with those requirements. I am confident that all Division employees will assume "ownership" of our Quality Management System and that, by implementing it toge-ther, we will achieve our ambitious goals.
François Quentin Senior Vice President
MANAGEMENT COMMITMENT
AEROSPACE DIVISION
Core businesses . . . 4
Organisation and facilities . . . 5
Markets and technologies . . . 6-7 Quality management system . . . 8
Comprehensive security management system . . . 9
Reference System . . . 10-11 Management principles . . . 12-13 Programme and product quality . . . 14
The Quality organisation . . . 15
Conformity to standards . . . 16
External certifications . . . 17
Purpose
The purpose of this Quality manual is to present the Thales Group Aerospace Division, its organisation and Quality management system.
Scope
This manual is applicable to the entire Division, its companies and units.
Updating and distribution
This manual is updated each time there is a significant change by the Quality and Continuous Improvement Department. It is freely distributed by that department to government entities, customers, company personnel and all other interested parties.
CONTENTS
Christian Bernard
Director of Quality and Continuous Improvement
François Quentin
Senior Vice President, Aerospace Division pages
For military platforms, The Division supplies all the critical capabilities needed to achieve air superiority during combat, surveillance and intelligence missions.
The Division's military products fall into four categories: cockpit electronics, onboard radar, electronic warfare, and mission and UAV systems.
In addition, the Division provides inno-vative, seamless through-life support services, as well as on-site and logistical support.
In accomplishing all of these missions, the Division draws on a solid platform of technologies, leveraging synergies between civil and military applications. As a partner on some of the world’s
greatest aerospace successes, the Thales Group’s Aerospace Division supplies civil and military customers with a full range of innovative equip-ment, subsystems, systems and value-added services.
The Division's avionics offering provides all the intelligence needed on board and on the ground, and performs all the key flight control, navigation, communication and surveillance functions.
Its products include cockpit electro-nics, utilities equipment, and in-flight entertainment systems.
CORE BUSINESSES
>>
YEAR 2004
REVENUES
2,1 billion d’euros
NUMBER OF EMPLOYEES
13,000
AEROSPACE DIVISION
• Business Lines (BL), each of which is responsible for an entire core business at the international level, and is divided into Business Units (BU) at country level.
• Technical Business Units (TBU), whose role is to develop a specific area of technical, technological and industrial expertise and capabilities.
The Aerospace Division comprises:
• Central functional departments reporting directly to Division mana-gement.
• Country organisations in countries in which the Division has a major pre-sence.
General Manager
Countries Coordination Business Lines Management
Operations Aerospace Military Equipment Avionics Services Worldwide Commercial Aircraft Solutions Electronic Combat Solutions Electrical Systems Helicopter Solutions ISTAR Systems Military Customers Services Mission Airborne Solutions Microelectronics / MESL Computers Business Lines Airborne Computer Solutions
Avionics & Mission Systems Cockpit & Display Systems
Defence Design & Technology Fr Defence Manufacturing Unit Fr Electronic Warfare Solutions In-Flight Entertainment Instruments Navigation Operations UK Airborne Radar
Supply Chain & IS Industrial Operations Information System Administration
& Legal Affairs Finance & Control
Communications Human Resources
Strategy Research, Technology &
Engineering Central Procurement Offset Management Microelectronics / MESL Operations Computers Center of Excellence Vice President, within Operations Direction Programmes Control Quality & Improvement
Processes
Technical Business Units
Aerospace Division
Senior Vice President
Countries
Business Development Defence Domestic Marketing
Sales France Domestic & Export Marketing / Sales UK Export Market Coordination
Export Marketing & Sales France
Bid and Proposa
Asia / Pacific Canada
France
DIEHL Avionik Systeme GmbH (JVAAvionik Systeme GmbH (JV)
Germany G United Kingdom ACSS (JV) USA USA USA
ORGANISATION AND FACILITIES
Aerospace Military Equipment
AME develops specific military avionic solutions for combat, transport and training aircraft.
Business Lines
MARKETS
>>
Avionics Services Worldwide
ASW provides an extensive range of services and support for civil avionics and in-flight entertainment (IFE) systems. Services include repair, part replacement, logistics support, ABTH (Avionics By The Hour) and turnkey maintenance contracts. ASW’s main objective is to guarantee customer satisfaction by providing competitive, effective support tailored to the needs of it diverse customer base.
Commercial Aircraft Solutions
The Commercial Aircraft Solutions (CAS) BL offers competitive product and system solutions for cockpits and passenger cabins (including in-flight entertainment) on commercial, regional and business aircraft.
Electronic Combat Solutions
The role of the Electronic Combat Solutions (ECS) BL is to promote and sell radar and electronic warfare systems and equipment for all naval and air combat platforms. The BL also offers combat aircraft upgrade solutions.
Electrical Systems
The Electrical Systems BL designs, develops and manufacturers electrical power generation and conversion systems and equipment for aircraft and missiles. An electrical conversion system developed by Thales has been selected to equip the future Boeing 787.
Helicopter Solutions
Leveraging the Aerospace Division’s experience in both civil and military technologies, Helicopter Solutions acts as prime contractor, systems integrator and supplier of systems, subsystems and equipment for helicopters. Its offering includes user interfaces (helmet-mounted LCD and head-up display systems and instruments), navigation, communications, computers, self-protection systems and surveillance radar.
ISTAR Systems
Drawing on its experience with the British army’s Watchkeeper UAV programme, Intelligence, Surveillance, Target, Acquisition and Reconnaissance (ISTAR) Systems addresses the current and future challenges facing UAV systems. Its other basic role is to develop network-centric capabilities.
Military Customers Services
The role of the Military Customer Services (MCS) BL is to ensure the highest possible levels of availability of customers' equipment and systems. In addition to developing its “customer services” business, MCS is working to improve its positioning on third-party maintenance contracts.
Mission Airborne Solutions
Integrator and prime contractor for onboard mission systems, the Mission Airborne Solutions (MAS) BL is involved in the development of intelligence and surveillance aircraft. Its objective is to develop Thales’ business in onboard mission systems for combat aircraft, special-mission aircraft, helicopters and Unmanned Airborne Vehicle (UAV) Systems.
Microelectronics/MESL
The Microelectronics/MESL BL engineers, manufactures and mar-kets active microwave modules, hybrid modules, complex circuit boards, and subassemblies incorporating these elements, as well as ferrites (power components), in small to medium volumes. It also designs the associated test benches.
Computers
The Computers BL provides Thales with specialised expertise in the area of signal and data processing, drawing extensively on commercial technologies to develop its high-performance products.
The BLs are the Division’s core management structures and have worldwide responsibility for market seg-ments, products and services. Each BL is made up of Business Units in each country, organised by types of systems, equipment and services. The BLs define strategy for one or more countries and organise business development efforts. They manage Request For Proposals (RFPs), control investment decisions, define product policy and how it is implemented with the customer, and promote synergies.
AEROSPACE DIVISION
Airborne Computer Solutions
ACS designs, manufactures and integrates data processing platforms, mainly for the Commercial Aircraft Solutions, Avionics Services Worldwide, Helicopter Solutions and Avionics for Military Aircraft BLs.
Operations UK
The Operations UK TBU develops equipment and systems for ground-based radar, surveillance radar, naval and airborne electronic warfare applications, including the Watchkeeper programme. It is responsible for supply chain management, system engineering and software engineering.
Avionics & Mission Systems
Drawing on extensive expertise in command and control systems, the Avionics & Mission Systems TBU (AMS) develops, integrates and certifies onboard systems, products and software for the Division’s major civil and military programmes.
Cockpit & Display Systems
CDS designs and manufactures civil and military cockpit equipment and systems. For example, the unit supplies all of the display screens for Airbus cockpits and Dassault Aviation combat aircraft.
Defence Design & Technology fr
The Defence Design & Technology TBU (DD&T) develops driver/receivers, pointing systems and power supply units for radars (combat aircraft and maritime patrol aircraft), electronic warfare receivers and jammers, microwave reception subsystems for missile seekers, mission computers for combat aircraft, and high-power transmitters for surface radars.
Defence Manufacturing Unit fr
The Defence Manufacturing Unit TBU (DMU) is in charge of series production of airborne radars, electronic warfare equipment, onboard military computers and missile electronics for proximity fuzes and seekers. Its design office contributes to physical prototype and hardware developments.
In-Flight Entertainment
The In-Flight Entertainment TBU (IFE) designs and manufactures in-flight entertainment systems (the TopSeries line) for airline passenger entertainment and telecommunications. It is also developing TopSeries eXecutive, a passenger cabin management system for regional and business aircraft.
Instruments
The Instruments TBU specialises in flight instrumentation, with product lines including electromagnetic and flat-screen instruments with or without integrated sensors, pressure sensors, transmitters, graphical displays and control systems.
Navigation
The Navigation TBU develops and manufactures integrated navigation systems, inertial navigation units, radio navigation receivers (GPS, Egnos, Galileo), air speed indicators, power supply units, navigation computers for civil and military aircraft, helicopters, missiles, UAV systems and launchers, as well as low-voltage power supply systems for the other TBUs.
Airborne Radar
The Airborne Radar TBU supports the Division’s BLs by developing, manufacturing and supporting nose radars (RBE2, RBE2 active array antenna, RDY, RC400) for combat aircraft, as well as airborne surveillance radars (Searchwater and Ocean Master).
Technical Business Units
The role of each TBU is to develop a specific area of technical, technological or industrial expertise, and to deliver competitively priced products within an agreed timeframe and in full compliance with quality spe-cifications. The TBUs are organised on a worldwide basis into product lines and centres of excellence, and coordinate their work with that of the other Thales divisions.
Electronic Warfare Solutions
The EWS BL supports all the Division’s BLs, developing and manufacturing electronic warfare systems and equipment for airborne, land, naval and space applications, including the SPECTRA and IMEWS systems, as well as self-protection systems for combat aircraft, the ASTAC pod, intelligence systems for SIGINT aircraft, and self-defence systems for the Horizon frigates and other warships.
TECHNOLOGIES
In line with Thales Group core values, the Aerospace Division’s policy has three main axes:
• Satisfied Customers:
Listening to customers and acting on their demands with optimum responsi-veness, each employee is focused on meeting the Division's commitments with respect to delivery times, quality of products and services, and service availability.
• Growth and competitiveness:
The Division strives to meet the objectives set by the Thales Group by developing its order bookings and working to increase its competitive-ness and capacity for innovation.
• Building a winning team:
The personal involvement and ongoing professional development of each employee is key to our success.
To achieve its objectives, the
Aerospace Division has
deve-loped a Quality Management
System based upon:
• Division policy
• the Reference System
• the Customer Commitment conti-nuous improvement programme.
This system is aligned with the Thales Group code of ethics, legal and regulatory requirements and is consistent with the Division’s health, safety and environment policies. Re ference System PROGRAMME Customer satisfaction Building a winning team Growth and competitiveness Q U AL I T Y P O L IC Y
QUALITY MANAGEMENT SYSTEM
Compliance with current
l a w s a n d r e g u l a t i o n s
governing health, safety,
security and the
environ-ment (at the European,
national, local, and Group
levels) is a basic value for
t h e T h a l e s A e r o s p a c e
Division.
The Division’s health, safety and environ-ment policy is based on the concept of comprehensive security for improved efficiency and effectiveness. This policy covers four basic categories:
• Safety and working conditions • Environment
• Industrial and defence security • Information system security
DIVISION AERONAUTIQUE
The Aerospace Division is committed to continuous improvement in all aspects of comprehensive security and has introduced a risk prevention programme and defined priority areas of focus for further improvement.
The Security and Compliance Department is charged with implementing this policy through a directive included in the Reference System.
The Security Level Evaluation Guide is used to determine the appropriate action plans. Operational staff incorporate these action plans into the budgeting process and provide Division management with regular progress reports.
COMPREHENSIVE SECURITY MANAGEMENT
SYSTEM
The Reference System
com-prises three types of process:
• operational processes, co-ordindated with project and programme miles-tones, and conducted to provide cus-tomers with the products, systems and services that meet their require-ments.
• management processes, including all the activities required for mana-ging the company, its resources and processes, and conducted in support of the operational processes.
• expertise processes, making up the toolbox of methods and tools needed to implement the operational pro-cesses.
REFERENCE SYSTEM
>>
Manage Customer Account (MCA)
Methodology and Expertise relevant for each Business
Common & Shared Data Bases
Entreprise ENT Resources RES
Governance and Organization Risks Management & Security Strategy & Major Investments Target Setting & Budgeting Quality & Continuous Improvement Human
Resources EstateReal InformationSystems Purchas-ing GOV
System Engineering SYS
Software Engineering Hardware Engineering
SWE HWE
Config. Management Manufacturing
CMT MAN Logistics LOG LSS SBP QCI Commu-nication COM Finance
FIN HRM FAC ITS PUR
SMI
Contract into force
Decision to launch In service Date Bid/No Bid Decision to invest E E E E
X
X
X
X
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M
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N
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O O O O P P P P E E E E R R R R A A A A T T T T II II O O O O N N N N S S S SThe Reference System consists
of the Quality Manual,
organi-sation memos and, for each
process:
• a description aligned to the Thales Group Reference System, detailing the purposes of the process, its players and their responsibilities, and the applicable directives.
• a document defining the management of the process, measures and tailoring procedures.
AEROSPACE DIVISION
The Reference System is managed and distributed by the Quality and Continuous Improvement Department and is issued on the company intranet. To ensure efficient management, Document ID Sheets (DIS) are used to define document management proce-dures and assist drafting.
The Reference System applies to all the Division’s projects, programmes and activities. Best practices developed by operational staff are systematically added to the Baseline.
Functi onal sy stem Organizationa l system Profession s heets Unit Organization Chart Enterprise Organization Chart Standard guidelines Procedures Directives ow » Process Documentation Principles QM MOP MOE Quality recor ds Appointme nt memos
• procedures, describing activities, sequencing, inputs, outputs, and players roles and responsibilities • guides, detailing how to conduct an
activity and the procedures to be used. Certain guides and procedures relating to specific areas of expertise are only applied locally; the others are applied throughout the Division.
Plan
« Strong commitment from Mana-gement »
The management processes define strategic objectives and the action plans required to meet them. Each manage-ment process and operational process is the responsibility of:
• an owner, a member of the Division’s Management Committee in charge of defining strategic objectives for the process and managing the action needed to achieve them
• a leader, responsible for deploying and improving best practice.
The Quality and Continuous Improvement Department has overall responsibility for process management.
MANAGEMENT PRINCIPLES
>>
Improvement
« Customer Commitment Programme »
Continuous improvement is an integral part of the Thales Group Customer Commitment programme, combining all the actions designed to raise Group efficiency in achieving its objectives, particularly customer satisfaction. It is based on a platform of customer and process-related improvement projects, which are managed as programmes (manager, schedule, scorecard) and monitored by the Quality and Continuous Improvement Department. Outputs from these Projects are incorporated in the Reference System.
This ”top down” approach is comple-mented by a ”bottom up” approach: the TopLink project encourages all staff to suggest improvements; the best ideas are rewarded and adopted as best practice.
PLAN
ACT
P
A
AEROSPACE DIVISION
Deployment
« Quality, an everyday reflex »
Managers, supported by members of the Quality and Continuous Improvement Department, are responsible for deploying best practice in their teams. To assist them, process leaders may define deployment plans that comprise com-munication, training and coaching. Process leaders also ensure that best practice as implemented is recorded, validated and incorporated in the Reference System.
The cornerstone of successful deployment is the everyday involvement of each and every Division employee.
Measure
« Non-conformities are opportunities for improvement »
Various means are used to detect and measure the effective deployment of Reference System practices: surveys, audits and CMMI assessments conducted in-house, by outside bodies and custo-mers, scorecards, checklists, and observations of best practice in pro-grammes, etc.
Based on the results of each metric, an analysis is made to see whether corrective action or improvement is needed and who should take charge of implementation (process leader, entity, programme team), or whether a new improvement project needs to be added to the Customer Commitment programme. Each action is recorded on a follow-up sheet.
Scope Project sheet Launch Project Scope document Dashboard Closure sheet Implementation Design in case of reengineering Pilots
DO
CHECK
D
C
Programme and product quality
Programme life cycle quality assurance is achieved by passing milestone reviews agreed with the customer, thereby ensuring transparency on programme progress.
PROGRAMME AND PRODUCT QUALITY
>>
Identify and develop opportunities Bid strategy Clarify and promote the offer Negotiation and award Management & PlanningRecord of contractual milestone Progress reviews Programme ending Management Prepare the execution of the contract Production planning Acceptance Decision to launch Kick Off
meeting Launchreview Shipping/deliveryreviews Endingreview
Orientation DevelopmentAmont
Production Amont Retrait de service Production and deployment Operational support Withdrawal Orientation review Requirements review Design review Qualification review Concept design Demonstration and proof of concept Acceptance review Installation review OR SRR QR PRR SDR PDR CDR Functional
Baseline DevelopmentBaseline
PCA TRR FCA PCA FCA VR SQR TRR CDR PDR SR SRR Articles Production readiness review PCA FCA VR SQR TRR CDR PDR SR SRR Articles
Similarly, milestone reviews during the product life cycle are opportunities for checking that activities have been conducted in conformity with the internal programme baseline and that the products meet customer specifications as well as legal and regulatory requi-rements.
Adjustments to the programme or product life cycles are made at programme kick-off and recorded in the management plan and related plans.
Product Life Cycle
Programme life cycle
Division management is responsible for the proper operation of the Quality Management System and continuous improvement, appointing a Director of Quality and Continuous Improvement to ensure that the system is implemented.
The Director of Quality and
Continuous Improvement works
with:
• the corporate Quality department, which is in charge of leading process management, updating the Reference System, operating the metrics system, particularly external assessments (ISO, civil aviation, CMMI, etc.) and leading continuous improvement
• Operational Quality departments within the Division’s entities.
In this way, the quality function is incorpo-rated in each activity and guarantees that products and services meet customer requirements.
THE QUALITY ORGANISATION
>>
Customer requirements Contract Contraints budget schedule organisation Baseline Adjustement Justification Internal Programme Baseline Delegation/tutoring Verification Implementation Operational quality organisation structure and resources An experienced quality assurance engineer, wor-king independently from other programme staff, is appointed for each programme.Quality Assurance planning
The programme quality plan defines the program-me’s quality baseline. It is based on customer requi-rements and includes all the necessary quality assurance measures.
Management of Quality Assurance Activities
The programme quality assu-rance engineer guarantees that quality actions are implemented according to the quality plan, providing support for the staff in charge and confirming the conformity of the products delivered.
4.1 4.2 4.6 4.3.1 4.3.2 4.3.3 4.3.4 4.4.1 4.4.2 4.4.3 4.4.4 4.4.5 4.4.6 4.4.7 4.5.1 4.5.2 4.5.3 4.5.4 ENT: Enterprise
GOV: Governance & Organization LSS: Risks Management & Security SMI: Strategy & Major Investments SBP: Target Setting & Budgeting QCI: Quality & Continuous Improvement COM : Communication
RES: Resources FIN: Finance
HRM: People Management FAC: Real Estate ITS: Information Systems PUR: Purchasing MCA: Manage Customer Account CAB: Develop & Capture Opportunities (CAB) WIN: Win Bid
PLP: Plan product MAP: Manage Programme DEV: Develop
SMD: Source Make & Deliver PSS: Provide Services & Support SYS: System Engineering SWE: Software Engineering HWE: Hardware Engineering MAN: Manufacturing CMT: Configuration Management LOG: Logistics Expertise process Operational process Management Traceability Matrix SR/ Standard ISO 14001 SECTIONS OF ISO 14001 4.3 4.4 4.5
CONFORMITY TO STANDARDS
>>
EN 9100 4.1 4.2 5.1 5.2 5.3 5.4 5.5 5.6 6.1 6.2 6.3 6.4 7.1 7.2 7.3 7.4 7.5 7.6 8.1 8.2 8.3 8.4 8.5 7.7 7.8 9.1 9.2 ENT: EnterpriseGOV: Governance & Organization LSS: Risks Management & Security SMI: Strategy & Major Investments SBP: Target Setting & Budgeting QCI: Quality & Continuous Improvement COM : Communication
RES : Resources FIN : Finance HRM: People Management FAC: Real Estate ITS: Information Systems PUR: Purchasing MCA: Manage Customer Account CAB: Develop & Capture Opportunities WIN: Win Bid
PLP: Plan product MAP: Manage Programme DEV: Develop
SMD: Source Make & Deliver PSS: Provide Services & Support SYS: System Engineering SWE: Software Engineering HWE: Hardware Engineering MAN: Manufacturing CMT: Configuration Management LOG: Logistics Expertise process Additional elements SECTIONS OF ISO 9001
Outside the perimeter
AQAP 2110
Outside the perimeter
Traceability Matrix SR/ Standards ISO 9001, EN9100, AQAP 2110 Management
Operational process
4.3
The following tables show the correspondence between the
Reference System and ISO 9001:2000 and ISO 14001.
AEROSPACE DIVISION
EXTERNAL CERTIFICATIONS
>>
To demonstrate to customers the Aerospace Division’s ability to meet their requirements, we have obtained and maintain the following external stan-dards:
Quality Management System
ISO 9001for all entities. AQAP 2110 for Thales Avionics, Thales Airborne Systems and Thales Electrical Systems. EN 9100 for Thales Avionics, Thales Canada, Thales Electrical Systems, AS 9100 for In-Flight Entertainment. BS EN ISO 9001: 2000 and AS 9100 for the Division’s UK sites from LRQA and BSI.
Environment Management System
ISO 14001 for Thales Airborne Systems, Thales Avionics Thales Electrical System, Thales Liquid Cockpit and for the Division’s UK sites.
OHSAS 18001 Health and Safety Management System
Certification targeted for 2006.
Civil Aviation (production)
EASA Part 21 subpart G for Thales Avionics, and the Division’s sites in the UK.
Civil Aviation (maintenance)
EASA Part 145 for Thales Avionics and for Thales Electrical System from DGAC, FAR145 for Thales Avionics and Thales Electrical Systems from FAA, and EASA Part 145 for Division’s UK sites from the CAA.
Programme, system engineering and development management process maturity
CMMI Level 3 targeted for 2006.
Aircraft manufacturer approval
Airbus, AgustaWestland, Boeing, Bombardier Aerospace, Dassault Aviation, Eurocopter, British Aerospace, etc.
Air freight safety
”Recognised freight carrier” approval from DGAC for Thales Systèmes Aéroportés, Thales Avionics (CLI, Vendôme sites) and Thales Electrical Systems
Quality Manual Reference: QCI-M-DAE-001-EN/00
AFAQ : Association Française Assurance Qualité
AQAP : Allied Quality Assurance Publication (NATO)
BSI : British Standards Institute
CAA : Civil Aviation Authority (UK)
CDR : Critical Design Review
CLI : Centre Logistique International (Châtellerault) CMMI : Capability Maturity Model Integrated
DGAC : Direction Générale de l'Aviation Civile
EASA : European Aviation Safety Agency
FAA : Federal Aviation Authority (USA)
FAR : Federal Aviation Regulation
FCA : Functional Configuration Audit
GSAC : Groupement pour la Sécurité Aviation Civile
ISO : International Standards Organization
LRQA : Lloyds Register Quality Assurance
OR : Orientation Review
PCA : Physical Configuration Audit
PDR : Preliminary Design Review
PRR : Production Readiness Review
QR : Qualification Review
SDR : System Design Review
SRR : System Requirements Review
TRR : Test Readiness Review
Thales
Aerospace Division 45, rue de Villiers 92526 Neuilly-sur-Seine Cedex - France Tél.: +33 (0)1 57 77 80 00www.thalesgroup.com/aerospace Printed in France - G00607 - 11/2005 - Photos : Airbus Militar
y - Airbus SAS - Boeing, Dassault A
viation/A
viaplans/F
. Robineau
- Elbit - Eurocopter/Gérôme Deulin - Stockbyte
© Tha es 2005 Tha es Systèmes Aéropor tés reser ves the right to modify the characteristics of this document without notice
