LISI GROUP - Integrated report 2023

47 2 0 2 3 I N T E G R A T E D R E P O R T GOVERNANCE R.V. : Corporate culture and the work environment are the result of a long-term construction. They require consistency in decision-making, without sudden change of direction, and involve structured responses even in the toughest crises. These are powerful factors of attractiveness and retention, just like the working atmosphere: a caring and supportive environment allows each employee to give the best of themselves. What are the roles of the Administrative and Financial Department and the Human Resources Department in productivity strategies? R.V. : Through management control, the Administrative and Financial Department gives operational staff the visibility and quantified expertise that allows them to measure their performance and identify the levers that will improve it. A.P. : The teams in charge of human resources within the Group – whether they act at headquarters level, in the divisions, business groups or on sites – are key contributors in terms of performance and productivity. They help ensure that human resource requirements are met on time; they participate in the definition and organization of effective and efficient work and contribute to the quality of life at work, a guarantee of collective efficiency and employee commitment. The LISI Knowledge Institute, the Group’s corporate university, is also a decisive asset. This training organization contributes to the deployment of the LISI SYSTEM excellence programs – our benchmark for the management of technical and functional excellence within the plants and support services: LEAP, E-HSE, COS – to the Group’s organizational efficiency and to the operational excellence of all of our sites. How do CSR decisions guide capital expenditures? R.V. : Resources are not infinite. Therefore, we must make choices. At LISI, priority is given to ensuring the security of our facilities and preserving the physical integrity of our employees. As industrialists, we also pay close attention to capital expenditures that promote the future, innovation and development of new products, and also those that improve efficiency and working conditions. People, the first of the 3Ps that structures our CSR strategy (read p. 26), is also reflected in our investment decisions, as shown by the ambitious maintenance, renovation and improvement programs focused on buildings and work spaces. Planet, the second P of our strategy, also comes as a top priority: LISI’s ambition is exemplary here, whether regarding the objectives of energy consumption reduction, decarbonization, or resources preservation. A.P. : In our industrial environment, improving working conditions is one of the keys to the attractiveness of our sites. This is why our decisions take into account the notions of quality and improvement of the quality of life at work. A significant part of these capital expenditures is also directed towards the robotization of physically demanding tasks in order to improve the working conditions of our employees. Alexis Polin , LISI Chief HR Officer