After a year 2009 difficult, STMicroelectronics moves a year of strong growth. What are the levers
We will be in effect beyond the 10 billion dollars in revenues. We have reached this cap that only once, in 2007, but at the time we were still activity submissions, that we have transferred since. It was moving towards a record for the group. Since the beginning of the year, the resumption of our activity is confirmed, we will more quickly than our market. All of our segments, apart from telephony, are growing. Our factories are currently about 90.
How to explain this recovery
We now collect the fruits of our innovation strategy. In recent years, we have invested on average between 15 and 18 of our turnover in R & D and even 28 in 2009 (by integrating the R & (d) of ST-Ericsson), while we were in economic crisis. This priority today allows us to be very well positioned on markets to full potential. One example, the sensors, MEMS, these detectors of movements that allow your tablet to recognize the meaning of the inclination or your game console follow your movements. We are the world leader, with more than 50 of market share, for consumer and portable applications.
These prospects grow me be hopeful for 2011, with expected market growth between 5 and 10.
Remains a black point, which is your ST-Ericsson joint venture. When do you anticipate the end of the difficulties
We hope a strong resumption of growth in the second half of 2011. After a year of restructuring and another one of transition, I am confident of the fact that the arrival of new lines, as the U8500 platform. They will be launched next year and we will open to new customers. We intend to work with all world leaders including, be less dependent on our historical clients. In General, ST-Ericsson has a portfolio of products among the provided most of the market, which covers both the multimedia, connectivity, modem (for the 2 G to the LTE)... It is a very important competitive advantage and the shareholders are fully committed to supporting this activity. We are in a difficult situation, it is a significant challenge, but we will get there. We must just be patient.
To which industrial model you head
The crisis has strengthened us in our conviction to strengthen our industrial subcontracting, what we had already begun a few years. Our goal is that the Foundry quickly represent 20 of our activity. Need us to gain flexibility, able to respond to the increase in the decline in demand and thus preserve our productive apparatus.
You de-committed memory. Do you do the same for your business microcaméras for the market of mobile phones
We're not pressed. We may well reorganize or operate a strategic movement. Two to three years ago, this activity was deficit, today she returned to balance.
Didier Lamouche will replace Alain Dutheil as Chief delegate. Is - the annunciator of a change in your strategy
Our strategy will be the same as today ' hui in the years to come, namely the development of our two businesses: on the one hand, power applications, which allow to limit energy consumption. And, on the other, the multimedia convergence party (decoders, TV high-definition, mobile...), which allows us to be present in markets full potential. We want to remain on this basis.
Why Didier Lamouche
It is a person who has the habit of responsibilities and who has good knowledge of the issues of the industry of semiconductors, as well as the group itself. The semiconductor industry is subject to many cycles, with lots of evolving parameters, such as exchange rates, which affect much our activity... In his previous experience, Didier Lamouche precisely demonstrated its ability to manage change.
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