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SATS Ltd (SATS.SI)

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She is responsible for legal and corporate secretarial affairs and supports the Board of Directors and the various Board Committees in ensuring that all legal, corporate governance and regulatory matters are in compliance with the Listing Manual of the Singapore Exchange Securities Trading Limited as well as the Companies Act.

Ms Subramaniam brings with her a wealth of experience in the legal and corporate secretarial fields. He is responsible for airline network marketing and the management of key accounts and ground handling contracts in Singapore. Mr Chi has held other executive and managerial positions in SATS, where he served in various capacities in cargo, marketing as well as catering services.

Mr Othman joined SATS in July and took on various positions in baggage and apron transport, passenger services, and cargo services. He held various managerial positions there and was responsible for managing its operations and growing its aviation and non-aviation customer base. He is responsible for the setup of the first central kitchen in Kunshan, and its subsequent expansion into the major cities in China. He joined in January and was promoted to his current position in July He has also assumed various positions in passenger services, apron, baggage operations and industrial relations.

Mr Marie has a wealth of experience in security and law enforcement. She leads the Human Capital team in talent attraction and resource planning, rewards and performance management, human capital development, employee relations, organisation development and all other human capital related programmes.

SATS provides gateway services and food solutions in Asia. SATS' food solutions business comprises airline catering, food distribution and logistics, industrial catering as well as chilled and frozen food manufacturing, besides linen and laundry services.

Its gateway services span airfreight, baggage and ramp handling, passenger services, aviation security, cargo, warehousing, perishables handling to cruise handling and terminal management. As SIA concentrated on its core business of running an airline, the establishment of SATS as a separate, yet wholly owned subsidiary company evolved naturally.

By the end of the first year, staff numbers rose to 2, while gross revenue increased by 25 per cent. By the mids, SATS was able to handle about 20, passengers a day at Changi Airport, a 60 per cent increase over the 12, passengers handled daily at Paya Lebar Airport in Cargo also registered double-digit growth rates. In , SATS was restructured into four companies so that it could better manage demand for its services. Singapore Airport Terminal Services became the parent company and subsidiaries were formed out of the four operating divisions: This increased its passenger handling capacity to more than 20 million passengers a year.

This consolidation was designed to improve co-ordination and communication, and strengthen the SATS Group's competitiveness. At the end of the financial year, SATS owned and operated five airfreight terminals with a combined handling capacity of 1.

It also upgraded the materials handling system in Airfreight Terminals 1 to 4 to improve cargo handling efficiency and equipment serviceability. On 08 January , it unveiled a new uniform for its front-line staff at the Singapore Changi Airport. The new monolithic brand identity flows with its global aspiration and commitment to customers with a red background symbolising warmth with customer relations.

The group was initially engaged in ground handling and airline catering in Singapore. It has since transformed itself into Asia's largest gateway services and aviation food solutions network and has operations at 35 airports in 10 countries.

SATS hopes that the new brand identity can help to raise its service standards and adding value to its partners. For companies with multiple common share classes, market capitalization includes both classes. Shares Outstanding Number of shares that are currently held by investors, including restricted shares owned by the company's officers and insiders as well as those held by the public.

Public Float The number of shares in the hands of public investors and available to trade. To calculate, start with total shares outstanding and subtract the number of restricted shares. Restricted stock typically is that issued to company insiders with limits on when it may be traded. Dividend Yield A company's dividend expressed as a percentage of its current stock price. Shares Sold Short The total number of shares of a security that have been sold short and not yet repurchased. Change from Last Percentage change in short interest from the previous report to the most recent report.

Exchanges report short interest twice a month. Percent of Float Total short positions relative to the number of shares available to trade. Net money flow is the value of uptick trades minus the value of downtick trades. Our calculations are based on comprehensive, delayed quotes.


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SATS shares grandma' s secrets - Culinary collaboration with Singapore Chefs' Association uncovers the secrets of traditional family receipes Incorporation of a wholly-owned subsidiary - SATS China Co., Ltd.

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SINGAPORE AIRPORT TERMINAL SERVICES LIMITED (Incorporated in the Republic of Singapore on 15 December ) (Company Registration No. G).

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The “Affinity” Membership, by Singapore Airport Terminal Services Ltd (SATS), offers passenger preferential check-in services at their specially designated “Affinity” check-in counters and the use of SATS Premier Club lounges available in all terminals of Singapore Changi Airport as well as the lifestyle “Rainforest” lounge in. 3 Corporate Structure Singapore Airport Terminal Services Limited (SATS) % SATS Airport Services Pte Ltd % SATS Catering Pte Ltd % SATS Security.

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