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1 CMD 13 / June 16, 2013 / 1 / CMD 13 / JUNE 16, 2013 /

2 Welcome / June 16, 2013 / 2 / CMD 13 Q3 REVENUE / JUNE , 2013 / OCTOBER / 21, 2011 /

3 Agenda 2:00 2:05-2:30 2:30-3:50 3:50-4:10 4:10-5:20 5:20-6:20 6:20-6:50 6:50-7:00 7:00 Welcome CEO perspective Civil engines Break Electrical aircraft Security Financial review Conclusion Dinner cocktail 3 / CMD 13 / JUNE 16, 2013 /

4 Speakers JP.Herteman Chairman & CEO M.Ventre Deputy CEO, Operations R.McInnes Deputy CEO, CFO Civil engines P.Fabre Chairman & CEO Snecma O.Andries Chairman & CEO Turbomeca F.Planaud EVP Commercial Engines Snecma G.Doukhan VP Material Services Snecma Electrical aircraft Q&A C.Plumb MD Safran Power UK & USA O.Savin EVP EGTS International O.Le Merrer EVP, Wheels & Brakes Messier-Bugatti-Dowty JP.Cojan EVP, Strategy & Transformation A.Sauret Chairman & CEO Messier-Bugatti-Dowty Security Q&A Ph.Petitcolin Chairman & CEO Morpho T.Chenevier VP Products & Markets, Morpho Identification B.Cotté EVP, International 4 / CMD 13 / JUNE 16, 2013 /

5 Safe Harbor Statement These documents contain forward-looking statements. All statements other than statements of historical fact in this presentation, including, without limitation, those regarding our financial position, business strategy, management plans and objectives for future operations, are forwardlooking statements. These forward-looking statements involve known and unknown risks, uncertainties and other factors, which may cause our actual results, performance or achievements, or industry results, to be materially different from those expressed or implied by these forward-looking statements. These forward-looking statements are based on numerous assumptions regarding our present and future business strategies and the environment in which we expect to operate in the future. Important factors that could cause our actual results, performance or achievements to differ materially from those in the forward-looking statements include, among other factors: the cyclical nature of the aviation market; the effects of exceptional and unpredictable events; the impact of changes in competition; fluctuations in exchange rates; our ability to maintain high levels of technology. Forward-looking statements speak only as of the date of this presentation and we expressly disclaim any obligation or undertaking to release any update or revisions to any forward-looking statements in this presentation as a result of any change in our expectations or any change in events, conditions or circumstances on which these forward-looking statements are based. 5 / CMD 13 / JUNE 16, 2013 /

6 Definitions All figures in this presentation represent Adjusted data Safran s consolidated income statement has been adjusted for the impact of: purchase price allocations with respect to material business combinations. Since 2005, this restatement concerns the amortization charged against intangible assets relating to aeronautical programs that were revalued at the time of the Sagem-Snecma merger. With effect from the firsthalf 2010 interim financial statements, the Group has decided to restate the impact of purchase price allocations for all material business combinations (and not only those relating to the Sagem- Snecma merger). In particular, this concerns the amortization of intangible assets recognized at the time of the acquisition, and amortized over extended periods, justified by the length of the Group's business cycles; the mark-to-market of foreign currency derivatives, in order to better reflect the economic substance of the Group's overall foreign currency risk hedging strategy: revenue net of purchases denominated in foreign currencies is measured using the effective hedging rate, i.e., including the costs of the hedging strategy, the recognition of all mark-to-market changes on non-settled hedging instruments at the closing date is neutralized, including the ineffective portion, given that the Group's hedging strategy includes optional hedging instruments and optimization measures combined with highly volatile market inputs used to mark to market. Recurring operating income It excludes income and expenses which are largely unpredictable because of their unusual, infrequent and/or material nature such as: impairment losses/reversals, capital gains/losses on disposals of operations and other unusual and/or material non operational items). 6 / CMD 13 / JUNE 16, 2013 /

7 7 /

8 Video clip Safran highlights 8 /

9 Safran: executing our strategy Jean-Paul Herteman - Chairman & CEO / June 16, 2013 / 9 / Q3 REVENUE 2011 / OCTOBER 21, 2011 /

10 Resolutely pursuing our development strategy Reposition the Group Manage crisis Prepare CFM56 replacement Renew GE partnership Manage OE growth Boost innovation Increase industrial capacity Deliver LEAP Grow services Deliver in Security Invest in Security Accelerate growth and deliver 10 / CMD 13 / JUNE 16, 2013 /

11 Selective M&A aiming at profitable growth Aerospace Electrical Power Systems RTM322 programme Colombia/Peru Divestment of 12.57% stake Security HLP Europe 11 / CMD 13 / JUNE 16, 2013 /

12 : built a security franchise Dutch government printing office Strong lever to win new ID deals: Albania, Chili, Mauritania, Kenya Renewed contract for all travel documents in the Netherlands Achieved industrial synergies Motorola biometric activities Provided increased US footprint in the AFIS domain (notably with FBI) Strong technical synergy between Printrak (architecture) and Morpho (biometric engine) Achieved significant revenue synergies HLP General Electric detection systems Acquisition of technology and strong US installed base generating recurring revenues Positions Morpho for technology upgrade in Europe (regulatory implementation delayed to 2014) Highest contribution margin within Morpho Biometric access solutions, secure credentialing and enrolment services Proxy structure operational; full costs synergies in 2013 ($30M target) Renewed driving licence contracts (still covering 80% of US drivers) generating recurring revenues Financial performance below expectations initially due to protracted authorization period but now firmly on track to meet initial targets and growth opportunities thanks to non-government businesses MorphoTrust (L-1 ID under proxy) current momentum provides confidence to achieve expected performance in / CMD 13 / JUNE 16, 2013 /

13 Ingenico: supporting development strategy while creating value for Safran shareholders Sagem acquired Ascom, a Swiss secure payment company, in 2002 for 23M Sagem Monetel profitably grew this business through 2008 (CAGR 15%) differentiating through a defence electronics technology and then contributed it to Ingenico in exchange for a 21% stake (book value of ~ 200M) Based on Sagem Monetel technology and Ingenico global footprint: Sales doubled in 5 years ( 568M in 2007 to 1,206M in 2012) EBITDA margin grew from 15% to 18.5% over the same period R&D centre in Valence grew its staff by 50% in 5 years Ingenico share price grew from 14 to 45 at end 2012 Ambitious 2016 roadmap: 1.8bn revenue and 20%+ EBITDA margin Safran sold 12.57% of its 22.8% stake in March 2013 for 287M Safran remains a strategic shareholder with 10.3% stake and 16.7% voting rights Value x25 in 10 years What differentiation in security technology can bring 13 /

14 Established global, world-class high-tech Security business Security - Revenue ( M) x3 1, ,249 1,546 Biometric ID e-documents N 1 worldwide in Automated Fingerprint Identification Systems (AFIS) & iris/face recognition Over 800 million cards produced every year used for passports, ID cards, driving licenses, and banking cards Detection N 1 worldwide in Explosive Detection Systems (EDS) for Hold Baggage 1.5bn revenue and 7,700 employees (of which 2,200 in the U.S.) 14 / CMD 13 / JUNE 16, 2013 /

15 2010-today: complementary add-ons in aerospace SNPE Matériaux Energétiques Created a world leader in solid propulsion combined with Safran SPS assets Provides very long term visibility and benefits from customer funding On-going synergies Electrical wiring systems Extended customer presence in the US (civil/military, aircraft/helicopters) Fully integrated into Labinal and producing high returns Electrical Power Systems Goodrich electrical power systems Creating a European-based world leader in aerospace electrical power systems Strong installed base and recurring aftermarket revenue RTM322 programme RTM322 engine programme Safran announced the signing of a definitive agreement for the purchase of the Rolls-Royce share of their RTM322 helicopter engine programme Closing expected before year end 2013 Investing in core aerospace: engines and electrical systems 15 / CMD 13 / JUNE 16, 2013 /

16 Safran: strategy delivering results Revenue Recurring EBIT ( bn) ( M) (% of sales) % % % 6.3% 6.7% , % 10.8% 20,0% 15,0% 10,0% 5,0% ,0% Operating profit more than doubled in 5 years 16 / CMD 13 / JUNE 16, 2013 /

17 Improving margins Adjusted recurring operating margin (in %) 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Propulsion 10.1% 11.1%11.8% 14.9% 15.7% Defence 4.0%4.1%4.4% 4.6% 6.2% * (*) Excludes A400M loss at completion 2015E 2015E 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Equipment 4.5% 2.1% 2.6% 5.3% % 6.5% 2012 Security 12.3% 11.3% 9.5% 9.4% E 2015E 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Group 10.1% 10.8% 6.3%6.7% 8.2% E 17 / CMD 13 / JUNE 16, 2013 /

18 CFM56: strong prospects until 2025 and beyond CFM56 spare parts revenue to peak by around 2025E CFM56 active installed fleet to peak by 2017E at ~26,400 engines (~31,000 deliveries) 18 / CMD 13 / JUNE 16, 2013 /

19 LEAP: a gradual build up starting in LEAP services revenue should reflect Rate Per Flight Hour contracts with smoother progressive revenue flows, depending on contract terms ~10,000 LEAP engines by 2025E ~3,000 LEAP engines by 2020E LEAP engines Global services revenue 19 / CMD 13 / JUNE 16, 2013 /

20 Optimising the organisation Consolidation of the Group's electrical activities within a single industrial entity (Labinal, Safran Power, GEPS) Single industrial entity for a successful strategic breakthrough in the market for "more electric" aircraft Creation of a Corporate Research Center ~300 scientists & high level engineers to focus on key research, including materials, sensors, advanced propulsion and energetics, electrical and electronic systems Advancement of 12 key operational managers Safran University Top Executives trainees reach key manager positions at / CMD 13 / JUNE 16, 2013 /

21 Attract and retain talents - the Safran way Target candidates to meet significant recruitment needs Employer brand campaign Partnerships with engineering schools and universities Launch of safran-talents.com Aid integration of new hires Investment in work-study programs & internships Targeted integration measures at Group and company level 26,000 people (40% of the total) will have joined Safran over E 21,000 from direct recruitments 5,000 from acquired companies 21 / CMD 13 / JUNE 16, 2013 /

22 More diversified and international equity shareholding As of Dec. 31, 2007 As of May 31, 2013 Public* 40.5% French State 30.4% Public** 57.8% French State 27.1% Areva 7.4% Treasury shares 1.4% Employees 20.3% Treasury shares 0.1% Employees 15.0% * Public: 2/3 rd France, 1/3 rd International ** Public: 40% US, 30% UK, <30% France, others Increasing & globalising free float 22 / CMD 13 / JUNE 16, 2013 /

23 Creating value for shareholders Share price evolution since September 2007 Safran +134% ( 41.5) CAC -32% (3,864 pts) (As of June 10, 2013) 23 / CMD 13 / JUNE 16, 2013 /

24 2013 outlook and 2015 view 2013 outlook is confirmed Adjusted revenue expected to increase by a percentage in the mid to high single digits Adjusted recurring operating income expected to increase by a percentage in the mid-teens Free cash flow expected to represent about 40% of the adjusted recurring operating income 2015 view Organic adjusted revenue above 15bn Adjusted recurring operating margin heading to the mid-teens Free cash flow generation trending to 50% of adjusted recurring operating income Cash: dividend distribution to shareholders 24 / CMD 13 / JUNE 16, 2013 /

25 There s more to come! Despite uncertainties of current macro economic environment, Safran has great prospects building on solid achievements and keeps singularly high level of visibility on its short and long term perspectives Demand for air transport will continue to grow ahead of GDP Reaping the benefits of 30 years of investment (CFM) Investing for the next 30 years, locked into successful programs Security: satisfying growing demand through technology 25 / CMD 13 / JUNE 16, 2013 /

26 26 /

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