LISI GROUP - Integrated report 2021

70 — LISI – 2021 INTEGRATED REPORT 2021 Performance In any event, 2021 has been a mixed year. The collective efforts and the involvement of the teams made it possible to exceed the objectives that we had set ourselves. However, 2021 will remain a historic low in terms of business volume and profitability. However, it has demonstrated our agility and our resilience. How did you orient your roadmap? We have several targets. First of all, we want to position ourselves as a leader in each of the market segments in which we operate. This refocusing, which began in 2020 and continued in 2021 with the sale of LACE in the helicopter parts market, now serves as a basis for supporting our growth. We also want to be a major contributor to the energy transition movement in which the entire global aerospace sector is engaged. Our efforts in product and process research and innovation are geared towards that. LISI AEROSPACE has always been at the cutting edge for reducing the weight of components integrating additional functions, eliminating harmful substances, as well as optimizing assembly systems. We also want to remain very active in terms of innovation and anticipation in order to offer disruptive solutions that will ensure our presence in the aircraft of tomorrow. Some of our products are already being considered for use in new wing and engine architectures under development. We also have the ambition to be positioned on all the demonstrators that prefigure the aerospace of the future. This objective is integrated into our roadmap. Finally, we must be able to gain attractiveness in order to attract the younger generations, who are today the real drivers of this transformation. We have implemented a number of actions in this direction to act in the long term. It’s a challenge for the entire industry. Our priority is to secure this ramp-up, by mobilizing and preparing the teams after two years of crisis: we have set up enhanced training sessions to support recovery. We are also careful to coordinate our efforts with the entire aerospace supply chain, both upstream and downstream, in order to remain proactive and anticipate the slightest obstacle. How did this translate in the organization of the division? EIn 2021, we gradually moved from crisis management to recovery management by steering the upswing. Concretely, this means that we must remain attentive to securing our supplies, with orders placed on a more distant horizon. On the human resources side, we resumed the hiring process and started specific training sessions; as I said. We rolled out this plan sequentially, keeping pace with the recovery in each geographic area. Out of our 3 segments – Fasteners Europe, Fasteners North America and Structural Components in Europe –the Components segments restarted first, followed by the Fasteners Europe segment, driven by orders from Airbus. The first signs of recovery in North America did not appear until the first quarter of 2022. Regarding structural components, we experienced a very strong recovery in the product lines where we are leaders, such as the LEAP engine. Our positioning has allowed us to restart production from April 2021 for deliveries in September. In this market, which is still recovering strongly, order books have been honored. We want to remain very active in terms of innovation, to be able to offer disruptive solutions that will ensure our presence in the aircraft of tomorrow.” Emmanuel Neildez, CEO, LISI AEROSPACE LISI AEROSPACE LISI AEROSPACE Parthenay