SAFRAN AN INTERNATIONAL HIGH-TECHNOLOGY GROUP

Transcription

1 SAFRAN AN INTERNATIONAL HIGH-TECHNOLOGY GROUP TIER-1 EQUIPMENT SUPPLIER / March 18, 2014/ Aerospace Defense Security

2 /01/ SAFRAN AT A GLANCE 1 / CONFIDENTIEL / March 18, 2014 /

3 SAFRAN AT A GLANCE *As of December 31, 2013 An international high technology group Revenue of 14.7 billion euros* 66,200 employees in more than 50 countries 3 core businesses: Aerospace Defence Security 2 / CONFIDENTIEL / March 18, 2014 /

4 CORPORATE OFFICERS Jean-Paul HERTEMAN Chairman and CEO Stéphane ABRIAL Deputy Chief Executive Officer, Corporate Office Ross McINNES Deputy Chief Executive Officer, Finance Marc VENTRE Deputy Chief Executive Officer, Operations 3 / CONFIDENTIEL / March 18, 2014 /

5 KEY FIGURES Revenue breakdown by activity, as of December 31, % Aircraft Equipment Aerospace Propulsion 53 % 9% Defence 10 % Security Revenue: 14.7 billion euros Recurring operating income: 1.8 billion euros Net income - Group share: 1.2 billion euros 4 / CONFIDENTIEL / March 18, 2014 /

6 CAPITAL SHAREHOLDING As of December 31, 2013 Public 62.8% French State 22.4% Treasury shares 56 % 0.1% Employees 14.7% 5 / CONFIDENTIEL / March 18, 2014 /

7 SAFRAN WORLDWIDE As of December 31, 2013 Americas 13, ,00 Europe 0 Africa / Middle East 2,600 Asia / Oceania 3,500 66, % 6 / CONFIDENTIEL / March 18, 2014 /

8 SAFRAN WORLDWIDE Europe Canada Japa n United States China India Mexico Braz il Colombi a 56 % Morocc o Vietnam Philippine s Singapore Uruguay United Arab Emirates Australia South Africa Malaysia Design office Industrial site HQ Office Services 7 / CONFIDENTIEL / March 18, 2014 /

9 /02/ A MAJOR ROLE IN TODAY S LEADING PROGRAMS 8 / CONFIDENTIEL / March 18, 2014 /

10 SUKHOI SUPERJET 100 Complete propulsion system through PowerJet (SaM146 engines, nacelles and thrust reversers) MFN (Mixed Flow Nozzle) Engine control units (FADEC) Landing gear 9 / CONFIDENTIEL / March 18, 2014 /

11 RESEARCH & ENVIRONMENT INNOVATION: AT THE HEART OF THE GROUP S PRODUCTS Technologies - architectures - processes Electrically-actuated A380 thrust reverser Electrically-actuated carbon brake A380 ventilation Hemispherical resonating gyro Thermal imager 3D RTM fan blade Félin integrated equipment suite Mica missile seeker CMC nozzle, combustor and Turbine blades 3D composite strut for B787 landing gear Complex simulations Biometric recognition 10 / CONFIDENTIEL / March 18, 2014 /

12 RESEARCH & INNOVATION AT THE HEART OF OUR STRATEGY R&D investment: 1.8 billion euros in 2013, approximatively 12% of revenue R&D calls more than 20% of the Group s workforce: 450 doctoral scientists and 150 doctoral candidates work at Safran 800 patents filed by Safran in / CONFIDENTIEL / March 18, 2014 /

13 RESEARCH & INNOVATION SOLID ACADEMIC LINKS 4 jointly-owned research labs (Safran/CNRS + other companies) LCTS, Bordeaux (thermostructural composites) CERFACS, Toulouse (fluid mechanics and combustion) GIP-GERAILP, Arcueil (industrial applications of power lasers) SHEFFIELD, U..K. (advanced manufacturing) 14 external research centers (long term) ONERA CNRS (10) IVK (Belgium) CENAERO (Belgium) Extended research networks Advanced combustion: 40 doctoral theses in 15 labs since 2002 Advanced mechanical methods: 107 doctoral theses in 50 labs since 2003 Noise reduction: in partnership with Airbus, Dassault, Airbus Helicopters, 30 associated labs International Russia: CIAM, VIAM, etc. United States: Georgia Tech, Stanford and VirginiaTech 12 / CONFIDENTIEL / March 18, 2014 /

14 HUMAN RESOURCES 66,200 employees Approximately 3,100 employees recruited in France in 2013 (nearly 60% of which were engineers and management staff) More than 20% of employees work in R&D 4.5% of payroll invested in training More than 1,500,000 hours of training provided by Safran in the world in / CONFIDENTIEL / March 18, 2014 /

15 HUMAN RESOURCES : VISION & STRATEGY Top talent to boost INNOVATION Foster corporate SOCIAL RESPONSABILITY Drive INTERNATIONAL EXPANSION Catalyze CHANGE in the Group Prepare the SKILLS for the future Put PEOPLE at the center of the Group s evolution MARSHAL people to bolster Group performance and cohesion > Shape our vision of tomorrow s jobs > Cement our appeal to continue to hire the best > Promote diversity > Develop people, coach careers > Prepare for and minimize human and social impacts > Provide support throughout change, using a specific approach > Help people to adapt > Support management, promote the leadership model > Protect health, safety and the environment for each employee > Ensure salary scales efficiency, reward performance > Establish a fresh relationship with employee representatives 14 / CONFIDENTIEL / March 18, 2014 /

16 ATTRACT, RETAIN & DEVELOP TALENTS Define and implement under a unique Safran Group banner, the relations with key schools and universities, at an international level Employer branding Campus Relations Define and implement the Group recruiting guidelines Recruitment International Assignments Define and implement a homogenized policy for international assignments Talent Management Define the Group policy for career management. Pilot and manage the policies and processes for career management and Group mobility. 15 / CONFIDENTIEL / March 18, 2014 /

17 LEARN, SHARE & GROW 16 / CONFIDENTIEL / March 18, 2014 /

18 /01/ VISION & MISSION 17 / CONFIDENTIEL / March 18, 2014 /

19 TRANSFORMATION THROUGH TRAINING VISION : Support all aspects of the Group s transformation, including cultural, technological, organizational, international, etc. MISSIONS: Support everybody s career development Strengthen key competencies in all professions. OBJECTIVES : Aim for excellence in management and leadership. Align training efforts to address the Group s strategic priorities Transformation through training 18 / CONFIDENTIEL / March 18, 2014 /

20 /02/ A WORKFORCE PLANNING & JOBS FORECASTING 19 / CONFIDENTIEL / March 18, 2014 /

21 PROSPECTIVE BY SAFRAN Objectives Better anticipate the quantitative and qualitative evolutions in the workforce (horizon 5-10 years) Formalize an HR action plan at Group level, responding to the priorities of the company and / or geographical areas. The prospective is carried out in the framework of the Strategic Plan process and PMT Group Strong coordination and cross-analysis with Group Departments (R & T, Make or Buy, Financial Management, Purchasing, Quality, etc.). 20 / CONFIDENTIEL / March 18, 2014 /

22 PROSPECTIVE BY SAFRAN Subsidiaries level in coordination with parent companies Parent companies & corporate levels Strategic Plan : 10 years quantitative et qualitative evolution by family function and by geographical area MTP: 3 & 5 years Quantitative and qualitative evolution by country and by function Year N, N+1 Budget scope 21 / CONFIDENTIEL / March 18, 2014 / Actions Plan Recruitment Campus Management Training Key functions Prospective Orientations Main tendancies Organisation Strategic competencies

23 IMPROVING SPHR / MTP PROCESSUS Safran wants to develop the participation of its companies in the preparation of their future Collect data to understand changes in your area (quantitative and qualitative changes regarding the evolution of environment, business, technology, industrial aspects) Improve the reliability of information collected Share analysis (country and / or zone level) Zoom on specific issues: by region or function missing skills Define an action plan for the relevant geographic area 22 / CONFIDENTIEL / March 18, 2014 /

24 /03/ A TRAINING MACRO-PROCESSES 23 / CONFIDENTIEL / March 18, 2014 /

25 STRATEGIC TRAINING PROCESS Group s Strategic Plan and Medium- Term Plan Define Shared training objectives Allocate resources for each area concerned (budget + time) Establish Provisional training plans for Group companies Allocate resources, make decisions on needs One training plan + One training budget In each entity 24 / CONFIDENTIEL / March 18, 2014 /

26 /04/ TRAINING OFFER & EFFORT 25 / CONFIDENTIEL / March 18, 2014 /

27 GROWING TALENTS Key figures & objectives: 1. 4% of payroll invested in training 2. 1,4 Million hours of training 3. 70% of employees get at least one training per year domains of training Four main priorities : 1. Support Group transformation in key functions & jobs 2. Welcome & integrate new entrants 3. Maintain development of world class training path 4. Cope with demand for mandatory trainings - HSE, etc. 26 / CONFIDENTIEL / March 18, 2014 /

28 TRAINING GUIDELINES ARE SPLIT INTO 16 DOMAINS Customer and R&D Industrial marketing Page 4 Page 11 Page 16 Economy/ Legal Leadership Finance Page 29 Page 32 Page 67 Purchasing Human Resources Communicatio n Quality Page 20 Page 25 Health, Security, Environment Page 36 Page 39 Information systems Page 43 Personal Languages Effectiveness Page 51 Page 54 International Development Risks/ Internal Control Page 55 Page 57 Bridges Page / CONFIDENTIEL / March 18, 2014 /

29 SAFRAN LE CAMPUS JUNE / CONFIDENTIEL / March 18, 2014 /

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