ORIGINS OF THE COMPANY FROM 1893 TO TODAY
Thales's rich history goes back well over a century. Built slowly and with careful planning, the Group boasts remarkable cohesion and strength, and has often proven its ability to adapt its structures to prevailing conditions. Here are some of the highlights from the story so far...
1968
The professional electronics businesses of Thomson-Brandt (previously CFTH) merge with Compagnie Générale de Télégraphie Sans Fil (CSF) to form Thomson-CSF. Compagnie Française Thomson-Houston (CFTH) was formed in 1893 to operate the patents of the US Thomson-Houston Electric Corp. in the emerging market for power generation and transmission. CSF was founded in 1918 and became a pioneer in broadcasting. With its subsidiary Société Française Radioélectrique (SFR), acquired in 1957, CSF was a key player in the 1930s development of broadcasting, short wave, electro-acoustics and early radar and television systems.
1970 - 1980
The company receives its first major export contracts in the Middle East, after the 1973 and 1979 oil crises. It diversifies into telephone switchgear, silicon semiconductors and medical imaging (CGR).
STRATEGIC REFOCUSING ON PROFESSIONAL AND DEFENCE ELECTRONICS
1982
1983 - 1987
1987 - 1996
1996 - 1997
PRIVATISATION
FROM THOMSON-CSF TO THALES
After privatisation, the Group's "multi-domestic" strategy in defence markets is pursued throughout the 1990s in Europe, and then extended to South Africa, Australia, South Korea and Singapore. After the friendly takeover in June 2000 of the British company Racal Electronics, the United Kingdom becomes the Group's second-largest "domestic" industrial base. Its defence, information technology and services businesses are expanded.
These acquisitions as well as internal growth radically alter the Group's portfolio of businesses. A strategic review stresses the increasing importance of civil applications, particularly mobile telecommunications. In line with this strategic focus, a new organisation with three business areas - defence, aerospace and information technology and services (IT&S) - is introduced in July
2000
The new structure is designed above all to leverage the Group's "dual technology" expertise, focus its strategic development in civil markets on businesses with real synergies with the Group's proven defence and aerospace competencies, and enable the Group to gain leadership positions in those markets. Not all its civil businesses meet these criteria, and the Group embarks on a programme of divestment of non-strategic assets.
In December 2000, Thomson-CSF, recently renamed Thales, forms the first transatlantic joint venture in the defence sector, and the world leader in air defence, with the American company Raytheon.
FROM BUSINESS AREAS TO DIVISIONS: SECURITY, A THALES CORE BUSINESS
Responding to the geopolitical and economic upheavals following 11 September 2001, Thales strengthens its focus on the most technology-intensive segments of the defence market, particularly networkcentric warfare and force interoperability. At the same time, it expands its role as prime contractor and service provider to meet the needs of client countries faced with the growing complexity of programmes and the increasing sophistication of defence equipment and systems.
Thales pursues its "multi-domestic" development policy, acquires full control of several defence and aerospace subsidiaries originally held through joint ventures. Thales UK, now Britain's second-largest defence contractor, is selected for a number of major Ministry of Defence programmes, including the CVF future aircraft carriers.
The Group continues to divest non-strategic civil businesses and to consolidate and structure its capabilities in the expanding civil security market, particularly through its Thales SHIELD initiative.
In 2004, with refocusing of the civil businesses almost complete, Thales announces a new organisation based on six divisions, each defined according to its respective markets, to facilitate implementation of common technologies.
A new chapter
2007
2007 saw the opening of a new chapter in Thales's history, with the transfer of transport, security and space activities from longstanding partner Alcatel-Lucent. The New Thales is bigger and stronger than before with increased revenues, more employees and the arrival of new and complementary skills, making Thales a major world player with exceptional technological capabilities and leader in mission-critical information systems serving three markets: Defence, Aerospace, and Security.
In 2007, Thales also signed an agreement with French naval player DCNS, enabling Thales to gain a 25% stake in the company and become its industry stakeholder-partner. This alliance strengthens and secures Thales's naval credentials both on key European programme and on a number of major export contracts.
2009
In 2009, Dassault Aviation acquired Alcatel-Lucent's stake in Thales and is now the Group's main private shareholder and industry partner. With a newly stable shareholder base, Thales is opening a new page in its history.
The Group’s firmly-rooted strategy is reflected in its presence along the "value chain" from equipment and systems to systems integration, prime contracting and services), a balanced portfolio between dual defence and civil technologies and businesses, and a multidomestic presence as a local player on local markets.
The new Thales
Digital identity and security are crucial to every aspect of the interconnected world we live in. At every stage in our customers’ critical digital decision chain, the identity and authenticity of users must be verified with the appropriate level of assurance, almost instantaneously. The acquisition of Gemalto in 2019, a world-renowned, international digital security company serving businesses and governments in more than 180 countries, positions Thales to be a world leader in digital security.
A Purpose
Thales formally defines its Purpose – "Building a future we can all trust" – that expresses what the Group brings to all its stakeholders and, beyond that, to society as a whole. The relevance and authenticity of this purpose was put to the test during the COVID-19 pandemic during which the Group demonstrated, once again, tremendous resilience, due in particular to the diversity of its activities.