‘There is no longer a single year when you can say “business as usual”’ – Gael Touya, CEO of Aptar

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Chloé CONSIGNY

10.20.2026

‘There is no longer a single year when you can say “business as usual”’ – Gael Touya, CEO of Aptar

Automatically generated translation

Appointed CEO of Aptar in September 2026, Gael Touya (MBA 01) spoke in New York on 20 October at an inter-school alumni event on the theme ‘Leading in America – The French CEO Perspective’.

Aptar may be an American company, but its roots are European, as Gael Touya likes to point out. Founded in the aftermath of the Second World War, Aptar (from the Latin aptare, meaning ‘to adapt’) was born of the coming together of three families – American, French and German – all of which were developing similar technologies.

This European heritage remains very much alive within the company. ‘In nearly 83 years of existence, the company has had six CEOs: two Americans and four Europeans, including two Germans, an Austrian and now a CEO of French origin,’ explains Gael Touya. He adds: ‘We are listed on the New York Stock Exchange and generate around 30% of our revenue in the United States, while Europe accounts for more than 50%.’ The rest of the business is split between Latin America and Asia.

Firmly anchored in Europe

Although the Aptar name is little known to the general public, the company’s products can be found all over the world. ‘Whenever a formulation needs to be protected, dosed, dispensed or applied, there’s a good chance that an Aptar technology or service is involved,’ the chief executive sums up.

The company does not design the formulations themselves, but the systems that contain and deliver them: sprays, foundation pumps and lipstick mechanisms for the leading beauty brands.

In food and home care, the valve that lets you squeeze a bottle of ketchup or washing-up liquid, and the scoop tucked into the lid of a tin of infant formula, also bear the Aptar signature.

The group generates nearly $4 billion in revenue and manufactures in 54 plants across 20 countries. Aptar employs 14,000 people, more than 4,500 of them in France. Pharma now accounts for the largest share of the business. Its flagship technologies include asthma inhalers, nasal sprays and elastomer components for injectables. These technologies are increasingly used for type 1 diabetes, severe allergies, central nervous system treatments and biologics.

30 years, 11 different roles

Having joined Aptar some thirty years ago, Gael Touya has held eleven positions within the group, in India, China, France and then the United States. For the past nine years he had headed the Pharma division. Now CEO, he is holding both roles until his successor arrives.

His first priority is supply chain resilience. ‘I haven’t had a single year where it was business as usual,’ he observes. The company has always chosen to produce ‘in the region, for the region’ rather than favour an approach based on low-cost countries. ‘The supply chain disruptions caused by Covid, recent wars and inflation have proved us right,’ he notes.

Nor is there any backtracking on CSR, despite the US context and the regulatory pause in Europe. ‘We didn’t take these measures for communication purposes,’ Gael Touya insists. The group runs on 98–99% renewable energy, and both the executive committee and the board of directors now have gender parity.

Finally, artificial intelligence features prominently on his agenda. He is aware of the ‘phenomenal capacity for acceleration’ it offers, but also of the concerns its use raises. ‘AI is not just a question of technology. It is also, and above all, a question of people and management. Our teams must not see AI as an enemy. We need to show our line operators how AI can help them do their jobs better.’ In the factories, pilot projects are equipping operators with an assistant capable of cross-referencing data to help them solve problems.

‘Choose your boss’

Based in New York for the past five years, he is close to the ESSEC Alumni Chapter and attends its annual gala. To young graduates, he recommends curiosity and mobility: ‘Broaden your horizons and don’t just look at the world through a purely French lens.’ Another piece of advice: choose carefully who you work for.

‘There is no longer a single year when you can say “business as usual”’ – Gael Touya, CEO of Aptar

2026-10-20 15:13:00

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2026-11-03 16:41:01

2026-10-20 15:18:37

Chloé CONSIGNY

Automatically generated translationAppointed CEO of Aptar in September 2026, Gael Touya (MBA 01) spoke in New York on 20 October at an inter-school alumni event on the theme ‘Leading in America – The French CEO Perspective’.Aptar may be an American company, but its roots are European, as Gael Touya likes to point out. Founded in the aftermath of the Second World War, Aptar (from the Latin aptare, meaning ‘to adapt’) was born of the coming together of three families – American, French and German – all of which were developing similar technologies. This European heritage remains very much alive within the company. ‘In nearly 83 years of existence, the company has had six CEOs: two Americans and four Europeans, including two Germans, an Austrian and now a CEO of French origin,’ explains Gael Touya. He adds: ‘We are listed on the New York Stock Exchange and generate around 30% of our revenue in the United States, while Europe accounts for more than 50%.’ The rest of the business is split between Latin America and Asia.Firmly anchored in EuropeAlthough the Aptar name is little known to the general public, the company’s products can be found all over the world. ‘Whenever a formulation needs to be protected, dosed, dispensed or applied, there’s a good chance that an Aptar technology or service is involved,’ the chief executive sums up.The company does not design the formulations themselves, but the systems that contain and deliver them: sprays, foundation pumps and lipstick mechanisms for the leading beauty brands. In food and home care, the valve that lets you squeeze a bottle of ketchup or washing-up liquid, and the scoop tucked into the lid of a tin of infant formula, also bear the Aptar signature.The group generates nearly $4 billion in revenue and manufactures in 54 plants across 20 countries. Aptar employs 14,000 people, more than 4,500 of them in France. Pharma now accounts for the largest share of the business. Its flagship technologies include asthma inhalers, nasal sprays and elastomer components for injectables. These technologies are increasingly used for type 1 diabetes, severe allergies, central nervous system treatments and biologics.30 years, 11 different rolesHaving joined Aptar some thirty years ago, Gael Touya has held eleven positions within the group, in India, China, France and then the United States. For the past nine years he had headed the Pharma division. Now CEO, he is holding both roles until his successor arrives.His first priority is supply chain resilience. ‘I haven’t had a single year where it was business as usual,’ he observes. The company has always chosen to produce ‘in the region, for the region’ rather than favour an approach based on low-cost countries. ‘The supply chain disruptions caused by Covid, recent wars and inflation have proved us right,’ he notes.Nor is there any backtracking on CSR, despite the US context and the regulatory pause in Europe. ‘We didn’t take these measures for communication purposes,’ Gael Touya insists. The group runs on 98–99% renewable energy, and both the executive committee and the board of directors now have gender parity.Finally, artificial intelligence features prominently on his agenda. He is aware of the ‘phenomenal capacity for acceleration’ it offers, but also of the concerns its use raises. ‘AI is not just a question of technology. It is also, and above all, a question of people and management. Our teams must not see AI as an enemy. We need to show our line operators how AI can help them do their jobs better.’ In the factories, pilot projects are equipping operators with an assistant capable of cross-referencing data to help them solve problems.‘Choose your boss’Based in New York for the past five years, he is close to the ESSEC Alumni Chapter and attends its annual gala. To young graduates, he recommends curiosity and mobility: ‘Broaden your horizons and don’t just look at the world through a purely French lens.’ Another piece of advice: choose carefully who you work for.