LISI GROUP - Integrated report 2023

20 2 0 2 3 I N T E G R A T E D R E P O R T STRATEGY What strategic vision do you share within the LISI Group? The LISI Group was built over a span of nearly 250 years of history and has always looked toward the future. Our strategic plan, set up for 4 years, is constantly updated. We are already thinking about 2030 to plan further and are structuring our action around 3 major ambitions: decarbonization , because sustainable development is a conviction that has become a prerequisite for any development initiative; attractiveness , to keep our ability to attract the best talents intact, and finally productivity , which is a necessary condition to maintain our performance and best meet customer needs. We are convinced that financial and non-financial results form a whole; they live together and must therefore be integrated into the strategy and expected objectives. How do you measure progress in decarbonization and CSR? We are present on the main programs of Corac, the Council for Civil Aerospace Research, which established, with the DGAC (French Civil Aviation Authority) and the GIFAS (French Aerospace Industries Group), the roadmap for the decarbonization of aviation. We are also very active in the automotive industry and electromobility, where these issues are key. Even though we operate way upstream for “We are ready for the future and are focusing our actions on decarbonization.” Emmanuel Viellard LISI CEO the time being, we already have all it takes to lighten our parts and our fastening systems adapted for the engines of the future, the Fit for 55 and the decarbonization of our applications. Regarding the overall CSR strategy of our activities, we have set for ourselves a specific long-term roadmap, with ambitious objectives for 2030, whether regarding the reduction of our water consumption or energy, our greenhouse gas emissions, safety at work or even advancing diversity within the company. From the climate emergency to the transformation of the mobility sector through the creation of a more inclusive society, our stakeholders expect LISI to act, with strong measures that have a real impact on society and the territories where we operate. This is the mission that we have set for ourselves and it is a conviction that inspires and involves all of LISI’s 10,000 employees around the world. What challenges are you faced with in terms of attractiveness? Like all industrial companies, we must be sufficiently compelling if we want to win the battle for talent. Innovation, with the quest for operational excellence, is at the heart of the Group’s strategy. If it is everyone’s business – at LISI we deploy participatory innovation approaches and programs which are aimed at all of our employees – our capacity to attract talent, to mobilize energies, to offer attractive career paths in an open and varied environment, are powerful levers for collective success. This is why we increase training, experience and partnerships, to introduce people to the “LISI culture”, its business lines, its vision of the industry of the future, the cutting-edge technologies implemented in each division, the disruptive solutions that we offer to the market which meet the needs of the most prominent manufacturers and equipment manufacturers, in the automotive, aerospace, and medical industries. What levers do you rely upon to improve LISI’s productivity? We must remain agile, and adjust constantly. Productivity is one of the keys to success. We must work and constantly improve our performance results.