Cultural Shifts Contribute to CSAT Recovery

Cultural Transformation Fuels Czech Airlines Technics’ Recovery

Czech Airlines Technics (CSAT) has experienced a significant turnaround, attributing its recent improvements in workforce stability and operational growth to a renewed emphasis on company culture and employee engagement. At the Aviation Week MRO BEER conference in Prague on May 14, CEO Petr Dobersky reflected on the company’s trajectory since mid-2023, a period marked by financial difficulties and a shrinking workforce in the aftermath of the pandemic.

Dobersky revealed that staff numbers had fallen to approximately 600, with attrition driven not only by financial pressures but also by employees’ dissatisfaction with the company environment. In response, CSAT initiated a comprehensive internal survey two years ago to diagnose underlying issues. This three-month process laid the foundation for a strategic shift focused on cultural renewal.

Within a year of implementing these changes, CSAT successfully halted staff losses and began to witness a gradual change in employee mindset. “We stopped losing people, and the mentality was slowly changing. Which meant we then started to hire new people,” Dobersky noted. By May 2025, the workforce had expanded to 700 employees, despite intense competition for talent from local rival Smartwings and international firms such as DHL.

Embracing Employee Engagement and Operational Expansion

Central to CSAT’s strategy has been fostering greater employee involvement. Moving away from a traditionally top-down project management style, the company now actively includes staff in project development and decision-making processes. Although this inclusive approach can extend project timelines, Dobersky emphasized its importance in cultivating stronger engagement: “We could do these projects much faster, but including employees and project teams in discussions creates better engagement.”

Industry analysts observe that such cultural transformations often prompt competitors to adopt similar strategies or refine their own, with market dynamics favoring companies that successfully align internal culture with strategic objectives—a trend exemplified by CSAT’s recent progress.

Alongside cultural renewal, CSAT has pursued operational expansion. A key milestone was the inauguration of a new aircraft painting hangar near Prague’s Václav Havel Airport at the end of last year. Located in “Hangar S,” originally constructed for line maintenance in 2018, the facility received its first aircraft in February and is capable of handling up to 25 aircraft annually.

To date, CSAT has completed five painting projects, initially focusing on painting rather than the base maintenance originally planned. The new hangar addresses a strategic need to increase summer activity during periods when base maintenance demand typically declines. It is expected to serve government and cargo aircraft as well as leasing company transitions. Dobersky explained, “Previously, aircraft had to fly elsewhere for painting, adding costs and complexity. Now, projects come to us because we have this capability.”

The €3 million investment in the painting facility is projected to yield a return over five years, further bolstering CSAT’s operational and financial standing. As the company continues to align its culture with strategic goals, its recent recovery offers a compelling example of how internal transformation can drive broader business success.